You have been hired as a Sport Development Officer for one of the following State Sporting Organisations (SSO):Your SSO has received $80,000 to grow rates of participation, amongst ONE of the following target groups:

Sport Development Officer for one of the following State Sporting Organisations (SSO)

Planning for Sport Policy and Development – MMS314 T2 – 2020 Assignment3–Sport Development

Case Study NATURE OF TASK: DUE DATE AND TIME: PERCENTAGE OF FINAL GRADE: HURDLE DETAILS:

Learning Outcome Details Individualwrittentask-4000words Monday 5 thOctober,8.00pm 40%total No Hurdle Unit Learning Outcome (ULO) Graduate Learning Outcome (GLO) ULO1:

Developa criticalandintegratedunderstanding ofthe concepts and theories of sport development and their application to sport organisations. ULO2:Toevaluate sportdevelopmentpolicies,practices, systems and pathways and their potentialto accommodate participation and excellence in sport. ULO4:Deviseacasestudytoanalysesportdevelopmentin action. GLO1: Discipline-specific knowledge and capabilities GLO2: Communication GLO4:

Critical thinking GLO5: Problem Solving GLO8: Global citizenship Description /Requirements You have been hired as a SportDevelopmentOfficerfor one ofthe following State Sporting Organisations (SSO):

• Surf Lifesaving Victoria • Yachting Victoria • Touch Football Victoria • Tenpin Bowling AssociationVictoria

• Paddle Victoria Your SSOhasreceived$80,000togrowratesofparticipation,amongstONEofthe following target groups:

• Culturally and linguistically diverse (CALD) • Women andgirls • People with adisability

• LGBTIQ • Older adults Yourtask isto review the organisational context and design a strategy to grow participation in your sport, with a focus on one specific target group. UsetheattractionprocesswithintheSportDevelopmentProcessFramework(SDPF)toconsider relevant objective andrequirements.

• Strategies:participantfocusprograms(TypeI),modifiedortargetedsportprograms, facilities,promotions/awareness,events/competitions,admin/management • Stakeholders: current and prospective participants, coaches, volunteers, parents To do this you need to consider:

• Currentstate of participation in the sport and contextualfactors • Participationobjectives:Howmanyparticipants?Whichspecificgroup(s)?Bywhen?

• Participation programs and initiatives: appropriate and targeted to the needs of your group (expand existing programs/initiatives or create new ones, depending on your context/the needs of yoursport). Resources youmightlike to drawon: o Text book o Play by the Rules: 7 pillars ofinclusion o Sport and RecreationVictoria o Sport Australia (ASC)/ Clearinghouse for Sport o VicHealth o Change ourGame o Journal articles(prescribed and additional)

• Requiredresources(human – paid/volunteers? financial? Facilities?) • Marketing andcommunication • Action plan

• Monitoring andevaluation Considertherelevanceofdevelopmentofandthroughsportconcepts.Rememberthatthe attractionprocesshasatwoaim:toincreaseawareness,participationandmembership;and nourisha largenumberofparticipantsthatleadtopathwaystotheretention/transitionprocess.

STRUCTURING YOUR ASSIGNMENT The following instructions are designed to guide students through the assignment process. SECTION 1: INTRODUCTION This should have its own section in your report and should address the following:

• Referring toclassreadings and peerreviewedliterature, explainand discussthe conceptofsport development,introducing theATRN/SportDevelopment Processframework and itsrelevance. • State the purpose ofthe assignment.

• ArticulatetherelevanceofsportdevelopmentprinciplestotheSSOcasestudy. SECTION 2: WHERE ARE WE NOW? ❖ Snapshot ofthe SSO’s currentsituation

• Provide a snapshot of the SSO’s current situation. You can gather information related to the structure, programs, core functions, events and competitions, and current membership and participation statistics. • Also, you need toexamine recent historyofthe SSO(last 5-10years),itsdevelopment andits successes, and assess currentfinancialstatus.

• Whatprogramsandinitiativesarecurrentlyofferedinrelationtoparticipation?Doanyfocusonthe target group you have selected? •

Provideasnapshotofyourchosentargetgroup.Youcangatherinformationrelatedtocurrent participation rates, history in Australia sports context, and similar opportunities. How active is your chosengroupandinwhatways(i.e.,dotheyplayyoursport?Othersports/activities)?

❖ SWOT analysis • Using the informationgathered inthe situationanalysis produce a SWOTanalysisthatsummarises issues of relevance to sport development andmembership forthe SSO. Try to identify 4-5 key points for each item (strengths, weaknesses, opportunities,threats). SECTION 3: WHERE DO WE WANT TO BE? ❖ Outline goals and SMART objectivesfor your proposed strategy •

ReflectontheSSO’smissionandvisionandorganisationalobjectives,andcurrentratesof participation. Establish a series of broad goalsfor yourstrategy. • Establish SMARTobjectivesthat youwillwork toward in developing anddelivering yourstrategy and achieving yourgoals.EachgoalshouldhaveatleastoneSMARTobjective. o SMARTsportdevelopmentobjectivesshouldbespecific,measurable,achievable,relevant, timebound and should help the organisation to achieve. o Anexampleofa SMARTobjectivewouldbe‘toincreasetheSSO’sfemalemembershipby3.5 per cent per annum over the next three years’. You would then work out how many membersthat representseachyearandwhatadditionalrevenuethiswouldbringtothe SSO.

SECTION 4: HOW WILL WE GET THERE? ❖ Design a detailed action plan • Using the informationgeneratedinthepreceding task (SMARTgoals), youare toproduce an action planfor theSSO.

Thiswilldemonstratehowwillachieveyourintendedoutcomes. • Try to offer asmuch detail as possible on the actions and their expected outcomes asthis informationwillhelpyouinthenexttask ofevaluating andmonitoringtheplan. o Forexample,ifyouchosetotargetolderadults’membershipforvolleyball,youmightvisit the VolleyballVictoriawebsite,identifythetypesofolderadultprogramstypicallyrun withinclub contextsandthenstatehowmanyoftheseyouwillruneachmonthandwhere thewillrunthem.

Youwillsettargetsforthenumberofolderadultsengagedineach programandexplainwho willberesponsiblefororganising,promotingandrunningthe programs(thesemay be different people for each task). o You might decide to introduce new programs, events, initiatives. These should be based on information you have learned in MMS314 or should be developed based on recommended resources(in the list on page one).

• EachgoalyousetwillhaveonemoreSMARTobjectives.Eachobjectivewillhaveoneormore actions. These actionswillbe varied and shouldspecificallydemonstrate howyou will achieve your objectives through programming, events, promotion, organisational or club culture change, etc. •

Thisplanshouldbedetailed.Itwillbeusedtodirectactionsoverthenextyear+withrespectto sport development planning and actions. SECTION 5: ARE WE GETTING THERE? ❖ Monitoring and evaluating against goals, objectives, and actions • To complete the plan you need to explain how the SSO willmonitor and evaluate your proposed actions andobjectives. • The SSOcanobtain thisevidence by (a) constantlymonitoring theprogressoftheplanand (b) an overall evaluation of which objectives have been achieved. • Themain differences between monitoring and evaluation are the timing,scope and frequency ofthe observationsinvolved. o Monitoringismorefrequentandongoingwhereasevaluationisconductedattheendofthe plan’s life and isdone tomeasure the successthe plan as awhole. o Monitoringhelps‘keeptheworkontrack’andenablesthemanagementtoknowwhen things are not going as planned. o Monitoring provides a useful base for evaluation. o Evaluationisthecomparisonoftheactualoutcomeswiththe agreedgoals. o Evaluation looks at what you set outto do, what you have accomplished, and how you accomplished it.

• Forthistask,youneedtoexplainhowyouwillmonitorandevaluateagainsttheSSO’ssport development goals, SMART objectives, and planned actions. • YouareencouragedtoconsiderideassuchasusingtheSSO’swebsiteforamembers’surveyfor feedback on its services and programs. However, it is important to remember that the data collection for monitoring and evaluation purposes needsto closely reflectthe goals and objectives of the plan.

SECTION 6: CONCLUSION This should have its own section in your report and should address the following: • Reflect on how this plan should contribute to the sport development actions at your chosen SSO towards your targetgroup. Assessment Criteria: Criteria Weight SECTION 1 + 6: Introduction and Conclusion The relevance ofsport developmentprinciplesto the case will beexplainedindetail,drawingonarangeofcredible sources of information. 15% SECTION 2: Wherearewenow? The organisation’s current, broad situation will be summarised. 20% A SWOT analysis that addresses issues of relevance to participation and membership of SSO will be provided. SECTION 3: Where do we want to go? Sport development goals and SMART objectives will be outlined.Thesewillalignwith organisational vision,mission and objectives. 10%

SECTION 4: How will we get there? Adetailed action plan, will be provided. Thisisshould demonstratealloftheactionstobetakenbyspecific stakeholders to ensure objectives are met. 30% SECION 5: Are we getting there? A monitoring and evaluation plan will be provided, demonstrating how the SSO willmonitor progresstoward, and evaluate achievement of objectives. 15% Writing and referencing Written work will be error free and referenced appropriately. 10% Submission You are to submit your assignment in the individual Assignment Dropbox in the [UNIT CODE] CloudDeakin unit site on or before the due date. When uploading your assignment, name your document using the following syntax:

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