FIJI TABLE TENNIS ASSOCIATION STRATEGIC PLAN
2016-2020
OUR VISION
To be an innovative, well managed
sporting organisation constantly seeking
to provide value for our members.
OUR VALUES
*Integrity *Transparency
*Honesty *Consistency
*Respect* Inclusion
OUR PURPOSE
To maximise participation in table
tennis in Fiji and abroad and produce
world class players with equal
opportunities for women and people
with disabilities
OUR APPROACH
* Working in partnership with our members and other
stakeholders * Transparent administration *
Innovative leadership * Continuous improvement *
Increase revenue and resources for increased
activities and quality programs
OUR GOALS
1.Governance
2.Management
Provide a best
Provide efficient
practice governance management to foster
structure.
the growth of table
tennis.
3.Finance
4.Events
Manage the
association’s funds
in a responsible
manner
Provide a framework
for the conduct of
tournaments at a
national and
international level
3.1 Establish
4.1 Pursue
Finance Sub
Committee.
opportunities to host
international events.
3.2 Provide
4.2 Assess
regular financial
reporting to Board
and Member
associations.
opportunities for
additional Fiji
tournaments and
improving the quality
of various local events
5.Participation
6.High Performance
7.Marketing
8.Coaching
9.Officiating
To increase
membership and
ensure the sport
caters for all age,
gender and ability
groups.
Create a High
Performance environment
conducive to developing
internationally successful
players.
Raise the public profile of
the sport and its players
including the sports role in
enhancing environment
issues, gender, education
and other socio economic
concerns
Provide
knowledgeable
and skilled
coaches suited
to coaching
players of all
levels
Provide
knowledgeable
and skilled
officials.
8.1 Coaching Sub-
9.1 Review of
existing officiating
structure.
sponsorship opportunities.
Committee to assist
Member
associations to run
coaching courses
and clinics
7.3 Design promotional
8.2 Continuous
STRATEGIES FOR ACHIEVING OUR GOALS
1.1 Review current
2.1 Ensure two way
governance structure. communication with
Member associations.
1.2 Establish well
structured committees 2.2 Increased use of
with clear reporting
information technology
processes.
to improve
communication.
1.3 Implement risk
management process. 2.3 Develop and
review applicable
1.4 Timely meetings of
policies.
executives including
AGMs
3.3 Establish clear
budgetary
processes.
1.5 Effective and timely
communication with
Districts and stakeholders
• Obtain
independent
assessment on
governance
•Feedback from
Member
associations
•Successful
•Sub-committees
implementation of IT
established with
strategies to
terms of reference
improve
and job descriptions. communication
•Risk areas
identified and
managed.
•Identified policies
drafted and
implemented.
4.3 Update National
Championships
regulations.
4.4 Actively support
the ITTF and OTTF
calendar of events.
5.1 Establish
6.1 High Performance
Membership Growth Committee to produce
Sub-Committee.
written High Performance
plan and budget.
5.2 Develop
6.2 Provide international
alternative
competition formats. tournament opportunities
for elite players and
5.3 Develop
attracting top international
targeted junior and players and teams to Fiji.
school participation
6.3 Provide development
program.
opportunities for junior and
5.4 Develop plan to sub-elite players including
improve disability
hopes/cadets and AWD
access to the sport
and integration with
AWD .
7.1 Establish Marketing
& Promotion SubCommittee.
7.2 Assess and pursue
campaigns for
participation programs.
7.4 Identify programs that
will benefit environment,
gender, education and
other socio economic
issues
revision of courses
to ensure their ongoing effectiveness.
8.3 Provide
opportunities for the
development of High
Performance
Coaches.
MONITORING OUR
PROGRESS AND KEY INDICATORS
•Increased
• Provision of
timely and
accurate
information to
Board and
Member
associations
•Adherence to
Budget
•Operate on a
sound financial
basis
•Feedback provided
by hosts of National
Championship.
•Successful
completion of event
hosting documents
•Successful bidding
for international
events.
•Increased local
events in more
districts
membership numbers
overall
•Improved international
and regional rankings for
players and national
teams.
•Successful
implementation of
alternative competition •Qualification of various
national teams at
formats.
international events
•Increased numbers of
•Achieving performance
junior participants
targets at “benchmark”
•Increased
events. In particular Mini
involvement by
SPG, Commonwealth
women
Games, Oceania
Championships, NZ Open,
•Disability action plan
WJC events and the SPG
and AWD events .
•Increased monetary
•Number of new
and in-kind sponsorship. coaches completing
accreditation.
•Table Tennis “brand”
promoted in the
community
•Improved community
awareness of table
tennis role models.
•Increased awareness
of various issues
through table tennis
•Number of coaches
upgrading
accreditation.
•Advanced courses
approved by ITTF
9.2 Establishment of
clear guidelines for
the conduct of
officiating protocols.
9.3 Assist districts to
run events in
accordance with
national guidelines.
9.4 Proactively target
younger individuals
and people with
disabilitiesto become
involved.
•Review conducted,
recommendations tabled.
•Officiating guidelines and
protocols established.
•Number of new officials
completing accreditation.
•Number of officials
upgrading to national/
international accreditation.
•Number of officials
officiating in major events