Rowing Australia National Participation Framework Planning Summary

Background The Rowing Australia (RA) National Participation Framework (NPF) aims to identify opportunities for growth and alignment, roles and responsibilities in delivering participation, and foster a climate of co-investment among deliverers to maximise limited funds and get maximum return on investment. The NPF is a living document and will identify annual priorities and success measures. RA’s goal is to capture more people participating both on and off the water, harnessing that data and delivering commercial benefits to the sport.

Definitions:

Rowing includes both ‘on water’ rowing and ‘on land/indoor’ rowing.

Participation covers rowers, coaches, volunteers, boat race officials, and includes club members, schools, recreational and social rowers, indoor rowing participants, fans, as well as learn-to-row and corporate rowers.

The development of the framework has been informed by the RA Whole of Sport Plan, ASC Play Sport Australia strategy and the Gemba participation research. Following a review of existing information, the project has used a broad consultation process involving approximately 35+ interviews with a wide range of stakeholders including representatives from the ASC, State Rowing Associations, clubs, schools, coaches, Masters Commission, Women in Rowing Committee, pathway coordinators, and others who can provide relevant input into the process. A Project Management Group (PMG) has overseen the process and has identified and defined success in participation and the performance drivers and enablers that will assist in delivery.

Rowing Australia Whole of Sport Plan Rowing Australia’s vision is to be the world’s number one rowing nation and the key objectives relating to participation in the RA Whole of Sport Plan are:

Align the Whole of Rowing

Grow Awareness, Participation and New Opportunities

Build Commercial Diversity

Infuse integrity in every aspect and level of rowing

ASC Play Sport Australia The Australian Sports Commission’s ambition for sports participation includes:

At the national level, they want to see more Australians, particularly young Australians, participating in sport more often.

At the individual sport level, they want the sports that they invest in to achieve year-on-year membership and participation growth.

To achieve this they want sports to be effective organisations, well governed, strategic, embracing of commercial opportunities, adopting new technologies, and delivering user-friendly sports opportunities that Australians want.

Gemba Research In July 2014 Rowing Australia in conjunction with the ASC commissioned Gemba to carry out research on community perceptions of the sport. Gemba found that membership within Rowing has remained static over the past 10 years, with identified issues of participant churn and challenges in transitioning participants from schools programs into ongoing engagement with the sport at club level. In addition, it found the acquisition of new participants is hindered by both perceived and actual barriers to entry, resulting in limited levels of interest from the general public to participate in the sport. In order to address these identified issues, Gemba recommended that Rowing focus its resources on exploring targeted and prioritised opportunities according to participant type to increase participation in Rowing, including: 1. Retention Opportunities (Current and Past Rowers)

Introducing complementary formats and different venues that offer current and potential rowers more variety

Designing a new Rowing program targeted towards the young adult and young family segments, that delivers on both social and competitive needs of consumers and builds on the successes of the Adopt a School program

2. Attraction and Acquisition Opportunities (Never Rowed)

Development of a nationally consistent Learn to Row program to introduce new consumers to Rowing in innovative ways, similar to the Adopt a Schools program

Design and implementation of a nationally consistent ergo training program

3. Branding and Communications Improvements

Increase communications to the Rowing community and general public to improve awareness and visibility of Rowing

Define national brands for new and refined products and programs

Re-educate past rowers on current and new product offerings to promote flexibility and alternative forms of Rowing

An initial focus on addressing retention opportunities within the sport will provide the best return on investment in the short to medium term, with new acquisition opportunities to be explored thereafter.

The Participation Assessment Tool (see Attachment 1) has outlined the opportunities for growth and suggested the following focus areas:

1) Acquisition: Recruitment to Rowing (bringing new rowers into the sport) 2) Transition: Bridging the Gap (keeping youth rowers in the sport) 3) Retention: Securing the Base (keeping experienced rowers in the sport longer) 4) New Markets (attracting new participants to the sport)

These are underpinned by supporting strategies including technology and digital engagement, workforce capacity building and club development, new events and formats, and commercialisation.

The Rowing Life Stage Model The Rowing Life Stage Model demonstrates how rowers can remain involved in many aspects of rowing across their lives and identifies the needs of participants at various points along the life stage timeline and provides appropriate opportunities, products and services at each of those points. It assists in identifying the priorities for investment that will maximise return and growth in participation. The following color codes identify opportunities as on water rowing, on land rowing and support roles:

Color Code: On Water Rowing On Land Rowing Support Role

Life Stage Child Junior Youth Young Adult Adult Older Adult

Opportunity Under 13 yrs 13-18 yrs 18-27 yrs 27-35 yrs 35 + yrs 55+ yrs

Learn to Row

Sporting Schools

School

Youth Participation

Youth Performance

Elite Performance

University

College

Club Competitive

Corporate

Masters

Recreational

Touring

Coxswain

Indoor

Coaching

Officiating

Supporter/fan

Volunteer

National Athlete Pathway Framework The RA National Athlete Pathway Framework (NAPF) is being developed in conjunction with the AIS and it will underpin the HP 2020 Strategic High Performance Plan and the National Participation Framework. The NAPF will include key aspects such as athlete profile and characteristics, talent identification and development, environmental support, and competition requirements at each stage of the FTEM pathway model. The FTEM pathway model has been developed by more than 20 years of expertise within the AIS and across the Australian sporting sector. It is now complemented by the 3D-AD model, which analyses combinations of system, environmental and individual athlete factors. The NAPF identifies the key aspects for Participation at the Foundation stage of the FTEM pathway – see the Rowing FTEM Model below – it is important to note that 90% of rowing in Australia takes place at the F3 stage of the FTEM pathway:

Defining Success Success for Rowing’s Participation Game Plan is defined as:

Greater engagement, inclusion, gender equity and diversity ensuring more Australians, particularly young Australians, are participating in rowing more often;

Year-on-year membership and participation growth for rowing in all states and territories;

A strong National Governing Body and Member Associations that deliver the products and opportunities Australians want.

Performance Drivers The Performance Drivers and their Enablers that will deliver success in Participation include:

1. Relevant Products – An attractive range of safe, healthy, competitive and recreational based products of

high quality to meet the needs of current and future participants. These products will result from evidence-based research and development, and will be delivered by capable and innovative providers and pathways. Enablers:

Undertake research (and build on the Gemba review) to understand who our customers are along the participation pathway and what products, programs and services they are looking for – these may include engagement products, racing opportunities, distance and tour rowing etc.

Develop an education suite to help build the capability of our workforce – coaches, officials, volunteers, mentors and club administrators.

Provide a health check tool for clubs to assess their own capacity to engage new participants and deliver services and programs consistently.

2. Driving Demand for Lifelong Participation and Retention – With the ever-changing face of participation,

rowing will provide and promote flexible, participant focused experiences for the whole person for the whole of their life. The rowing community will be a lifelong partner that is much more than just a sport.

Enablers:

Build on the research above, to understand why our customers participate and why they drop out of the sport.

Provide a range of rowing experiences across the participant lifecycle (not just on-water) that harness the skills of our community including coaching and officiating, and volunteers and administrators.

Develop standards guidelines to support clubs in identifying their own market and to determine their own capacity to service their customers appropriately.

3. Focusing on Younger Australians – A safe and structured environment that is accessible and competitively

affordable, rowing will engage the mind, body and soul in delivering multiple outcomes (loyalty, commitment, motivation, health and wellbeing) for younger participants and their families.

Enablers:

Use the information in the National Athlete Pathway Framework (NAPF) to better understand the needs and abilities of young participants in the Foundation stage of the FTEM pathway.

Promote the benefits of rowing to parents including health and wellbeing, personal development and education outcomes, as well as social and network benefits.

Promote the positive message and image of rowing and debunk myths that it is a sport only for elite athletes and the commitment that level requires.

Build better relationships with schools in accessing and promoting opportunities to young participants.

4. Better Understanding of the Environment –Building on our traditions and heritage, rowing will be driven by innovation through research and a better understanding of our environment, our stakeholders, our technology, our growing capacity and our expanding opportunities.

Enablers:

Conduct an audit of existing rowing programs and offerings to gain a better understanding of current activities across the participant lifecycle.

Promote greater awareness of rowing through meaningful branding and harnessing the sport’s heroes.

Identify potential barriers and perceptions that may be obstacles to participation and develop mitigation strategies to deal with them.

5. Gender Equity – An inclusive sport that harnesses the benefits and expertise of all participants by

removing barriers and promoting opportunities across the whole rowing spectrum, ensuring that gender equity becomes day-to-day business.

Enablers:

Build on the work of the Women in Rowing Committee in carrying out research to identify barriers and potential opportunities for greater engagement across all aspects of rowing including coaching, officiating, management, administration, and board and committee roles.

Promote initiatives such as Champions of Change to actively support greater inclusion across the whole rowing spectrum.

6. Strengthen the Capabilities of RA and the Member Associations and Stakeholders – A capable and

skilled workforce (paid, contractor and volunteer) sharing information and delivering quality experiences across the sport. This will be underpinned by the use of technology, innovation, commercialisation, participation pathway and system alignment, and the effective use of facilities and infrastructure.

Enablers:

Develop an education portal that provides the tools and templates to strengthen the capacity of the sport and its workforce to better attract and service increased participation.

Harness technology and contemporary business systems to develop, promote, communicate and manage our products and services.

Ensure appropriate governance is in place at levels of the sport to support growth. Commercialisation RA has appointed a Chief Commercial Officer to seek out opportunities to build on the Gemba research to identify and develop commercial benefits in both “selling and buying”. In doing this, it is important to remove any negative perceptions around commercialisation and promote it as a positive and productive enabler for the future of the sport. The Framework will also need to identify which priorities could still proceed if commercial support is not forthcoming. The engagement of fans in enjoying high quality competitions and activities will return financial benefits to the sport through areas such as ticket sales, broadcast and merchandise, as well as attracting potential new members.

Governance The RA Board has established the National Participation Commission (NPC) to provide advice to the Board and Management Team on major strategic issues with the NPF, and provide appropriate oversight from, and reporting to, the RA Board on all National Participation matters. The NPC will provide leadership, quality assurance, co-design and product development and may bring together the key strategic decision makers from the sport and its stakeholders in achieving these purposes.

The NPC will consist of: • Two RA directors, an RA Council representative, the RA CEO, the RA General Manager of Sport, a

member State/Territory CEO, and the RA National Community Development and Education Officer. • The NPC may from time to time recommend suitable individuals for appointment to the NPC in order to

achieve the role and purpose of the Commission. • RA CEO is an ex officio and will be invited to all meetings of the NPC. • The RA National Community Development and Education Officer shall act as NPC Secretary.

The role of the NPC is to:

• Provide greater emphasis on growing participation numbers in the priority areas identified in the NPF. • Monitor the implementation and ongoing achievement of the agreed performance drivers of the NPF. • In conjunction with RA’s Member Associations, to ensure the RA’s National Participation program has

the most effective structure, people, resources and relationships to develop, lead and execute the NPF. • Provide greater involvement of key stakeholders and independent experts in the planning and delivery

of RA’s NPF. National Participation Framework Priorities The following priorities have been identified for initial focus with consideration having been given to capacity and commercial reality in determining the timing of delivery:

1. Indoor Rowing

2. Sporting Schools introductory programs for secondary schools

The following priorities have been identified for secondary focus. As above, consideration will need to be given to capacity and commercial reality in determining the timing of delivery:

A national learn-to-row program with modules to service young beginners, schools, new masters, indoor and corporate rowers

Schools – engagement of the school sector, transition from school to club and/or university rowing Masters rowing (this is already core business)

Recreational, corporate, social rowing and tour rowing

Coastal rowing (this needs some attention as it is a new FISA category) Immediate Priorities 1. Indoor Rowing

Indoor rowing is a ready-made market that provides the opportunity to engage a whole new segment of participants as well as the opportunity to develop relationships with gyms, fitness centres and other providers. It aligns with the Gemba research, the Life Stage Model and provides several potential formats including:

Self-paced training

Competitions – national and remote

Personal distance recording

Cross fit programs with other sports

Corporate rowers

Potential charity link

There are approximately 3,000 gyms nationally containing rowing ergometers with around 20,000 trainers and instructors. It is estimated that about 200,000 people would access this equipment. This product lends itself to technology and digital engagement in reaching participants and trainers and instructors.

Rowing Australia’s role will be to develop strategic partnerships with providers, accreditation of providers, marketing and promotion of events, training programs, ambassadors and branding, and commercial strategies.

For an example, the State Rowing Associations may offer a membership category for indoor rowers and the communication and transition opportunities that come with that.

Action: RA to develop an Indoor Rowing product to focus on competition and training to maximise number of

people rowing engages with.

Clear definition of the ergometer user/indoor rower (i.e., not all about competition)

Technology - ergometer app development

Develop commercialisation and branding strategy

Design of program to deliver to ergometer users particularly in gyms, but also individual ergometer owners.

Plan ergometer competition to engage rowers and non-rowers in local ergometer championships feeding into State and National based competition.

Create and provide a product to the clubs to deliver to the gyms

Use states and clubs to deliver programs along with webinars 2. Sporting Schools Secondary Program:

There is currently an opportunity to design a program, with ASC support and funding, for secondary schools to provide a sampling program using existing equipment and provide a platform for possible future primary schools rowers to transition to. The option of focusing on primary schools was problematic for reasons about equipment and costs. We now believe by using existing equipment there is a significant opportunity for rowing to engage in the Sporting Schools program. The work already done by Qualia Consulting can be moved across to this secondary school program. This also aligns well with Schools Connect.

Actions

Design the Secondary Sporting Schools Program content

Continue engagement with the ASC regarding funding for trial program delivery

Identify suitable locations for trial programs

Develop an implementation plan for roll out of the program Secondary Priorities The secondary priorities are important to the sport but will need to be addressed when time and resources permit. 3. Schools

3.1 Schools Connect Schools Connect aims to harness the wealth of talent and resources in the school system and promote better connections with school rowers, coaches and parents and facilitate the transition from school rowing to club and/or university rowing. The key factors in making this work include:

Formalising the engagement of school coaches into the broader rowing community and gain access to the data and information on school rowers.

Offering an attractive product to school leavers that is not ‘elite only’ rowing – e.g. fun based events and formats, less training requirements, mixed rowing, post-school rowing tours, social engagement, etc. This is a complementary model that can run in parallel to the traditional training and racing model.

This product will also provide a complementary offering for university rowing, as well as young adults and young families as identified by the Gemba research.

The success of this strategy will require the capacity, capability and willingness of clubs to accept new members and provide new products.

3.2 Sporting Schools (Primary) Lessons may be learned from the rollout of the Sporting Schools Secondary Program to assist with a possible future delivery of this program.

4. National Learn-to-Row Program

The national learn-to-row program will provide modules to service young beginners, schools, new masters, corporate rowers and indoor rowers. There are currently many successful learn-to-row programs operating across the country and lessons can be learned from those, and leading practice examples harnessed. Ideally RA can develop a core learn-to-row curriculum with specific modules for the various target markets. The end product would be “learn to row in a box” making it very easy for clubs and other providers to deliver. A National Learn-to-Row Month would provide the opportunity to promote the sport on a national basis and for participating clubs to benefit financially and from membership growth. There are significant branding and commercialisation opportunities with this product and it will benefit from online support for promotion, registration, and program delivery. Again a critical success factor is the capacity and willingness of clubs and other providers in delivering the product. Delivery also relies on access to facilities and potentially using them outside of traditional rowing hours, as well as the potential identification of community rowing hubs. 5. Masters Rowing There has been significant growth in this aspect of the sport and it plays an important role in retaining and re-engaging former participants (particularly women) as well as attracting late adopters to the sport. There is an opportunity to provide competitive events that are not based on age but on skill level to ensure enjoyment of closer competition. Given the growth of this sector, care needs to be taken to ensure it is not at the detriment of junior rowing, given restrictions of access to facilities and equipment. There is an opportunity to explore research into the optimal size and mix of rowers in clubs, and fee structures to ensure participants are being serviced appropriately. 6. Recreational, Corporate, Social and Tour Rowing These products require further scoping but can all play an important part in retaining and re-engaging former participants as well as attracting late adopters to the sport. Rowing touring in particular could provide new commercial opportunities in tourism. Access to facilities and equipment are critical but the benefits of this participation base are important to the sport. Again, research needs to be conducted to find out what products are already being offered, what participants want, and what value RA can add to the process. Strategies need to be developed to incentivise clubs to register and capture details of recreational and corporate rowers.

7. Coastal Rowing FISA has recently introduced Coastal Rowing and this would help Rowing Australia and its members to develop relationships with Surf Life Saving nationally, at state level and surf clubs (also providing a possible Olympic pathway for athletes).

Research and information gathering needs to be undertaken to understand the product and requirements and where the opportunities lie for RA and the states. It is also imperative that Rowing Australia owns the product and Surf Life Saving is invited as a strategic partner.

Next Steps

RA Board to consider NPC recommendations for the participation priorities with consideration of capacity to deliver and commercialisation opportunities

Develop implementation plans around the priority programs

Identify resources, roles and responsibilities for all involved in delivery

Identify commercialisation opportunities and funding model

Develop benchmark targets, monitoring and review processes

Attachment 1 - Rowing Australia Participation Program Assessment Tool – Working Draft The Program Assessment Tool assists in identifying potential opportunities and benefits, delivery mechanisms and resources required, as well as potential barriers that would need to be overcome. It also tests for viability and allows priorities and practical timelines to be established and once these are agreed, strategies and an implementation plan can be developed. Focus Areas:

1) Acquisition: Recruiting to Rowing (bringing new rowers into the sport) 2) Transition: Bridging the Gap (keeping youth rowers in the sport) 3) Retention: Securing the Base (keeping experienced rowers in the sport longer) 4) New Markets: New Products (attracting new participants to the sport)

All are underpinned by various supporting strategies as applicable – mixed rowing, new events/formats, digital engagement, facilities and equipment, workforce (coaches, officials, volunteers) etc. The Viability Rating assesses potential programs for their impact on growth, perceived benefits for the cost involved, organisational effort required (which may include cultural change), and optimal timing of implementation. The implementation plan will also include roles and responsibilities of all involved in delivery.

Factor

Rating Explanation

I = Impact (potential impact on growth, commercial return)

C = Critical, I = Important, B = Beneficial

V =Value (potential benefits v cost) H = High, M = Moderate, L = Low

E = Effort (organisational effort required) E = Extensive, S = Significant, M = Minimal

T – Timing I = Immediate (1-2 years), M = Midterm (3-5 years), L = Long-term (6-10 years)

Audience/Target Markets can also be identified: Under 13, 13-18, 18-27, 27-35, 35+, 55+

Focus Area 1 – Acquisition: Recruitment to Rowing (bringing new rowers into the sport)

Segment & Audience

Opportunity Benefits Mechanism Roles/Partnerships

Resources & Enablers

Commercial Potential

Barriers Viability

Learn to Row/ Engagement Programs 13-18 18-27 27-35 35+

National LTR program National LTR day (nationally coordinated and promoted LTR day)

Concerted and consistent approach to engagement of new participants Ability to attract non-traditional rowing school participants etc.

RA – curriculum and promotion SSO – local promotion Clubs - delivery

Curriculum Marketing Coaches and volunteers Facilities Equipment

Reach - national sponsor and branding Income for clubs Merchandise Long-term Member fees

Club capacity and willingness Facilities Equipment

I = C V = H E = S T = I

Sporting Schools Program Under 13- 18

Engagement of young participants and parents

Attract young participants and parents Engage schools

RA – curriculum and promotion SSO – linking schools and clubs Clubs – delivery Private providers - delivery

Curriculum Marketing Communication Coaches & instructors Facilities Equipment

National sponsor and branding ASC funding

School logistics Facilities Equipment Club capacity

I = C V = M E = E T = I

Corporate Rowing To 35 35+

Engage individual corporate participants and their companies

Engagement of new participants Potential conversion to masters

RA – curriculum and promotion SSO – promotion and linking Clubs – delivery and conversion

Curriculum Marketing Communication Coaches & instructors Facilities Equipment

Branding Potential new sponsors and corporate partners Income for SSO and clubs Merchandise Long-term Member fees

Club capacity and willingness Facilities Equipment

I = B V = M E = S T = M

Note – Indoor Rowing (Focus Area 4 – New Markets) is also an Acquisition product in increasing participant numbers.

Focus Area 2 – Transition: Bridging the Gap (keeping youth rowers in the sport)

Segment & Audience

Opportunity Benefits Mechanism Roles/Partnerships

Resources & Enablers

Commercial Potential

Barriers Viability

School Rowing 13-18

Greater engagement of school rowing in national system “Schools Connect” concept 1

Conversion to post school rowing Feed junior development and talent pathway Harness school resources

RA – promotion, data SSO – active linking to clubs Clubs – active engagement Unis – active engagement Feeds into new youth program/ offering 2

Data base Research Marketing Communication Youth program design

Reach Long-term Member fees

School willingness SSO & Club capacity

I = C V = H E = E T = I

Universities

18-27

Greater engagement of youth Retention of former school rowers HP Pathway

Engage uni participants Re-engage school rowers Engage unis in other areas – sport management courses, coaching, science, facilities, interns Feed talent pathway

RA – promotion SSOs – linking with local unis AUS – promotion of rowing and national events Individual unis – local activities and events Feeds into new youth program/ offering 2

Communication Marketing Facilities Equipment Youth program design

Commercially beneficial partnerships with uni sector Events Merchandising

Individual uni capacity Facilities Equipment

I = C V = M E = S T = I/M

1 Schools Connect = proactive strategy to connect with schools – coaches, rowing masters, principals, parents, info sessions/forums, school regattas etc. 2 New Youth offering/program - provides enjoyable rowing experience, lower training requirements and non-traditional racing formats etc.

Focus Area 3 – Retention: Securing the Base (keeping experienced rowers in the sport longer)

Segment & Audience

Opportunity Benefits Mechanism Roles/Partnerships

Resources & Enablers

Commercial Potential

Barriers Viability

Masters Rowing (competitive) 27+ 55+

Greater engagement of older participants

Longevity of rowing lifecycle Retention of former rowers Recruitment of late adopters Financially better off sector Contribute to junior mentoring and development

RA – promotion SSO – promotion and linking Clubs – delivery

Marketing Communication Coaches BROs Facilities Equipment

National sponsor and branding Merchandise Member fees Event income Tourism

Club capacity and willingness Facilities Equipment

I = I V = H E = L T = I

Recreational & Social Rowing 18-27 27-35 35+ 55+

Broader reach into non-competitive participants

Retention of former rowers Recruitment of late adopters Contribute to rowing community and healthy lifestyle

RA – promotion SSO – promotion and linking Clubs – delivery

Marketing Communication Coaches/ instructors Equipment

National sponsor and branding Merchandise Social event income

Club capacity and willingness Equipment

I = B V = L E = M T = M/L

Tour Rowing To 35 35+ 55+

Broader reach into non-competitive participants

Retention of former rowers Recruitment of late adopters Contribute to rowing community and healthy lifestyle

RA – promotion SSO – promotion and linking Clubs/private providers – delivery

Marketing Communication Equipment

Potential tourism sponsors Tours and events

Capacity Equipment

I = B V = L E = M T = M/L

Focus Area 4 – New Markets (attracting new participants to the sport)

Segment & Audience

Opportunity Benefits Mechanism Roles/Partnerships

Resources & Enablers

Commercial Potential

Barriers Viability

Coastal Rowing To 27 27-35

Greater engagement in national system

New FISA category Linking with Surf Life Saving

RA – promotion SSO – promotion and linking Clubs/SLSA – delivery

Marketing Communication Coaches/ instructors Equipment Data capture

Branding Potential new sponsors Merchandise Member fees Event income

Capacity Equipment

I = C V = M E = S T = I/M

Indoor Rowing 18-27 27-35 35+ 55+

Engagement of a whole new market Also an Acquisition product in increasing participant numbers

Linking with fitness and gym sector Potential conversion to on water participation Talent spotting

RA – curriculum and promotion SSO – promotion and linking Gyms/private providers – delivery

Marketing Communication Coaches/ instructors

Reach Branding Potential new sponsors Merchandise Event income

Willingness and relevance Capacity to service

I = C V = H E = S T = I/M

Fans and Supporters Under 13 13-18 18-27 27-35 35+ 55+

Engagement of a whole new market and support base

Bringing new supporters to the sport via events, TV, online, merchandise etc.

RA – promotion and engagement SSO – promotion and engagement Clubs /Schools – local promotion and engagement

Marketing Merchandise products Digital, website

Reach Branding Sponsors Merchandise Event income Future member fees

Organisational capacity – i.e. having the right products and technology

I = I V = H E = M T = I/M

Supporting Strategies

Enabler

Opportunity Benefits Delivery

Mixed Rowing (competitive) A range of mixed events to provide a broader appeal of rowing and racing

Future FISA category Gender engagement and addressing the sport’s perceptions

Regatta formats

New Events and Formats Greater range of non-traditional competition experiences

Engagement and retention of those not attracted to conventional racing

Event/racing models

Digital Engagement Engagement of a whole new market in new platform

Engagement of fans, consumers, self-trainers etc.

Marketing, Communication, Technology, Database

Facilities and Equipment Maximise current facility usage and identify gaps

Identify new locations/markets for service provision

Facilities, audit

Workforce

Development of coaches, officials and volunteers, including the development of women in these roles

Capable and qualified workforce to deliver quality services with improved gender equity

Coach education and accreditation Officials recruitment and education Volunteer recruitment and retention

Club Development Build capacity of clubs to facilitate growth and improve services

A capable, agile and receptive environment to take on new participants

Club health check Development tools

Participation Performance Drivers:

1. Relevant Products

2. Driving Demand for Lifelong Participation and Retention

3. Focusing on Younger Australians

4. Better Understanding of the Environment

5. Gender Equity

6. Strengthen the Capabilities of RA and the Member Associations and Stakeholders