"Towards A Whole Of Sport Plan" - TopScore
New Zealand Ultimate te.org.nzNZU DISCUSSION DOCUMENT“Towards a Whole of Sport Plan”Update 6 August 20130
New Zealand Ultimate te.org.nzTABLE OF CONTENTSSection 1:State of the GamePage 2Section 2:Review of ReviewsPage 3Section 3:GovernancePage 4Section 4:Section 5:1Summary of Governance RecommendationsPage 4Governance Recommendations in DetailPage 5OperationsPage 9Summary of Operational RecommendationsPage 9Operational Recommendations in DetailPage 10AppendicesPage 16Appendix 1: NZU, Regional Body, Club RolesPage 16Appendix 2: NZ Football MOUPage 20Appendix 3: AFDA Event-Based Fee Financial ModelPage 26
New Zealand Ultimate te.org.nzSTATE OF THE GAMEProgress Juniors/Youth High Performance – U19s and U23 teams Senior National teams – good results at WUGC 2012 Schools – Christchurch, Wellington Kiwisport, Auckland now College Sport recognised Increased awareness of the sport Sport characterised by passionate people who become hooked on the sport and live it – by playingwhenever they can, by helping out. Strong elite focus by elite players – Clubs travelling to Australia to get high level competition. Fourclubs (plus a masters team) will travel to WUCC.IssuesStructure No shared vision for the sport Lack of definition around the role of NZU and Regions Lack of coherent structure to deliver the sport from grassroots to elite level.Communication Ineffective formal two-way communication links between NZU and regions There are limited opportunities for the sport of ultimate to regularly communicate with the playersResources NZU lacks human resources and incomeData Each region manages their own database in varying degrees and levels There is limited information/database of ultimate participants. No data available on overall playing numbers in NZ or the level/s each player plays at. Membership information hard to keep current – no idea how many people currently play ultimate inNZ (therefore hard to measure growth)Talent/Recruitment Programmes There are no clear player or coach talent pathways No coaching programme No national programmes in place to support the “grass roots” game There is no national based “Junior Ultimate‟ participation programme to assist children, schools,volunteer coaches to try out the game of UltimateTournaments The tournament and competitions calendar is disjointed with limited clarity to assist with playerpathways. Debate around ownership and running of National (outdoor) ChampionshipsSport New Zealand Expecting National Sporting Organisations (NSOs) to be able to deliver from top to bottom in theirsports – High Performance as well as Community Sport Encouraging Sports to produce ‘Whole of Sport’ plans – targeting 9 sports to assist with theproduction of these. Change to High Performance (HP) funding criteria – opportunity for campaign fundingWider Sports Community Many sports completing governance and delivery reviews. Some because the sport is doing poorly,others just taking the opportunity to review whether they are delivering their sport in the best way. Opportunity to learn from these reviews.2
New Zealand Ultimate te.org.nzREVIEW OF THE REVIEWSA number of reviews of sports have been conducted in recent years. Many have directly involved Sport NewZealand. Some have been conducted after major issues in the sport have come to light, others just to reviewthe organisation involved against changes in the sporting landscape.Governance/Delivery Reviews have been sought by: New Zealand Cricket Hockey New Zealand Netball New Zealand New Zealand Rugby League Swimming New Zealand New Zealand FootballKey Themes:NZU has reviewed a number of these review documents and found many similarities between these sportsand Ultimate in New Zealand. In reviewing these documents, a number of key themes became apparentthat all sports are having to address. Whole of Sport Planning – the need for National programmes to be effective from High Performanceall the way to Grassroots level, from National Bodies through Regional Bodies to Clubs andParticipants.National Bodies, Regions, Club must work together to provide a good governance and delivery of thesport across all areas.Formal recognition of commitment from NSOs and Regional Sports Organisations (RSOs) to eachother to collaborate.Modern Constitutions required.Important to identify who are the members and how voting is dealt with at the AGM.Better Board appointment processes.Appointed Board members as well as elected.One strategic plan for the entire sport.Unified player and coach pathway for the sport.3
New Zealand Ultimate te.org.nzSECTION 3 – GOVERNANCESUMMARY OF RECOMMENDATIONSRecommendation 1: Clarity of purpose and mission for NZUThat the sport endorses the future role and purpose and mission of NZU. NZU’s purpose is to:“Support the growth and performance of the sport of Ultimate – from entry level and socialplayers to elite high performance athletes and coaches in all regions.” NZU’s mission is:“More people playing better Ultimate”Recommendation 2: Governance ChangeThat the sport commits to adopting a modern and best-practice governance model.Recommendation 3: Regional StructureThat the sport commits to a formal regional structure with a set number of regions to ensureefficient administration of the sport.Recommendation 4: Single “Whole of Sport” Strategic PlanThat the sport agrees to actively participate in the development and then full support of one ‘Wholeof Sport’ strategic plan.Recommendation 5: Organisational RolesThat the sport commit to formal and defined roles for NZU and the Regions.Recommendation 6: Committing to a new CultureThat the sport collectively commits to building a culture of trust, collaboration and discipline in itsprocesses and systems and works with the Board of NZU to provide the leadership and framework toachieve this.4
New Zealand Ultimate te.org.nzGOVERNANCE RECOMMENDATIONS IN DETAILRecommendation 1: Clarity of purpose and mission for NZUThat the sport endorses the future role and purpose and mission of NZU. NZU’s purpose is to:“Support the growth and performance of the sport of Ultimate – from entry level and socialplayers to elite high performance athletes and coaches through strong regions.” NZU’s mission is:“More people playing better Ultimate”Both the purpose and mission are taken from previous strategic plans as they are still relevant today. Thepurpose reflects both growth and performance showing a focus on increasing the number of players andcoaches participating in our game, and improving the skill level of those participants. “Through strongregions” reflects the fact that it is the regions who must deliver NZU programmes ‘on the ground’ and it isimportant that they are strong, well supported organisations.More people playing better Ultimate captures all of the sentiments above – both the focus in growth ofparticipant numbers and development of higher skill levels.Recommendation 2: Governance ChangeThat the sport commit to adopting a modern and best-practice governance model.NZU Board recommends the following: NZU Board to be made up of six board members with equal voting rights. Board to be made up of four elected and two members appointed by the Board. Board members serve two year terms on a rotation basis with two elected positions and oneappointed position up at each AGM. Quorum of four. Chair does not have a casting vote. Individuals can self-apply for both elected and appointed positions. The Board can fill casual vacancies but they must stand for election again at the next AGM, or beappointed by the Appointment Panel the next time it is convened. That there be two types of membership of New Zealand Ultimate Inc:‘A’ Memberso ‘A’ Members are the Regional Bodies. The Board recommends six of these and they coverthe entire country.o ‘A’ members have voting rights at the AGM‘B’ Memberso ‘B’ Members are the participants in the sport made up of all Ultimate players who competein a sanctioned Club, Region or National event and all coaches as recognised by a NationalCoaching database.o ‘B’ have no individual voting rights at the AGM – their votes are executed through theRegional Body ‘B’ members are aligned to one region and have no individual voting rights at the AGM – insteadtheir votes are executed through their Regional Body. (Possibly not in the constitution, but in a policy) Clubs will be formally affiliated to their geographicalRegion and will need to meet minimum defined criteria such as:o report annual financial reports to their regional body5
New Zealand Ultimate te.org.nzparticipate in the national coach and players databasesupport the implementation of the Whole of Sport Plan by collaborating with the Region andNZU.Voting: Two options to consider here:1. Each of the six regions has one vote2. Each of the three larger regions has 2 votes. Each smaller region has one vote.The proposed new Constitution reviewed by legal opinion to ensure it is best practice.oo Recommendation 3: Regional StructureThat the sport commit to a formal regional structure with a set number of regions to ensure efficientadministration of the sport.NZU Board recommends the following: Six regions based out of our major current playing centresCityRegionPossible Regional Body Nameo AucklandCounties/Manukau northwards Northerno HamiltonWaikato/Bay of PlentyWaikato/BOP or Midlandso Palmerston NorthManawatu/Hawkes BayCentralo WellingtonWellington (Nelson)Wellington or Capitalo ChristchurchCanterbury (Nelson)Canterburyo DunedinOtago/SouthlandOtago Names of Regional Bodies to change to reflect increased geographic scope. Regions will be responsible for the following core activities:o Running competitionso Coordinating and delivering regional and national development programmes including: Recruitment programmes Coach development programmes Youth talent development programmeso Financial management including sponsorships/funding applicationso Supporting Clubs in their geographic area All regions:o To have their own Board and governance processes and practices and agree to adopt astandard constitution that largely mirrors the structure and intent of that found in the newNZU structure.o Agree to fully participate in the development of and then support of one ‘Whole of Sport’Strategic Plan including agreeing to and assisting NZU to achieve the goals and objectives ofthe plan. Regions will be the voting members at each AGM. Regions will have basic annual reporting requirements to NZU such as detailing participationnumbers (players and coaches), financial performance and progress against KPIs in the Whole ofSport plan.6
New Zealand Ultimate te.org.nzRecommendation 4: Single “Whole of Sport” Strategic PlanThat the sport agrees to actively participate in the development and then full support of one ‘Whole ofSport’ strategic plan.NZU Board recommends the following The Strategic “Whole of Sport” Plan will include:o Clear aspirational targets for the growth of the sport at Club, Regional and National level.o A coach development strategy to support coach numbers, pathways and calibre andinnovation in coaching.o A High Performance strategy to deliver performance on the international stage at Junior(U19), Youth (U23) and Senior Level.o A sustainable financial model.o Player and Coach Talent/Development Pathways.o A tournament calendar that supports growth and performance.o IT Strategy (Website, Player Database, Tournament/League Administration), PlayAFDA.7
New Zealand Ultimate te.org.nzRecommendation 5: Organisational RolesThat the sport commit to formal and defined roles for NZU and the Regions as well as clubs within theseregions.NZU Board recommends the following: Roles defined in a written document. Memorandum of Understanding signed between NZU and Regions.Appendix A contains information regarding a possible split of roles between NZU, Regional Bodies and Clubs.Appendix B contains a copy of the Memorandum of Understanding between New Zealand Football and theirDistricts.Recommendation 6: Committing to a new CultureThat the sport collectively commits to building a culture of trust, collaboration and discipline in its processesand systems and works with the Board of NZU to provide the leadership and framework to achieve this.NZU Board recommends the following: The Board will adopt processes and modus operandi that include:o A commitment to transparency and collaboration with the sport on all matters ofimportance.o A commitment to long-term planning on behalf of the sport and with the sport.o A commitment to implementing and adhering to critical policies, processes and practicesincluding selection and discipline practices.o A commitment to working with and respecting key stake holders both within and external tothe sport itself. Formal communication channels will be put in place to ensure Regions are involved in the planningof the sport. The sport commits to supporting the leadership of the sport by New Zealand Ultimate.8
New Zealand Ultimate te.org.nzSECTION 4 – OPERATIONSSUMMARY OF RECOMMENDATIONSRecommendation 1: Financial ModelThat the sport commit to a financial model that adequately resources both the Regions and NZU toachieve their roles in the strategic plan.Recommendation 2: PathwaysThat the sport commit to a player and coach pathway that clearly outlines the developmentpathways available to all players in Ultimate, from those players/coaches that just want toparticipate locally and/or socially, to those players/coaches seeking national honours.Recommendation 3: Single Database of ParticipantsThat the sport commits to a single database for all participants and members.Recommendation 4: Single IT PlatformThat the sport commits to a single IT platform for event registration and administration.Recommendation 5: Executive OfficerThat the sport pursues the resourcing and appointment of an executive officer to administer theexecutive functions of New Zealand Ultimate and to support all NZU volunteers.Recommendation 6: Annual Tournament ScheduleThat the sport commit to developing an annual National Tournament Schedule that supports boththe development aims and the high performance aspirations of the sport.9
New Zealand Ultimate te.org.nzOPERATIONS RECOMMENDATIONS IN DETAILRecommendation 1: Financial ModelThat the sport commit to a financial model that adequately resources both the Regions and NZU to achievetheir roles in the strategic plan.NZU Board recommends the following: Regional Bodies contribute a percentage of League and Tournament income to New ZealandUltimate as a membership levy. This approximates an Event-based Fee system as used in Australia, but is far more simple to manageand administer for both NZU and the Regional Bodies.Alternative fee structures that could be considered include: Annual membership fee paid by each player Event-based fee system with reduced administration loadProposed Financial ModelThis model would replace the NZU levy charged per player at tournaments. As the Regional Bodies are theofficial members of NZU and hold voting rights at the AGM, NZU is directly accountable to them. It makessense therefore that the Regional Bodies are the ones who pay the affiliation fee. However it is expectedthat all players who play Ultimate in sanctioned NZU, Regional Body or Club events (all ‘B’ members of NZU)contribute to the resourcing of the Regional and National Bodies. Administering a levy based on tournamentand league income is an approximation of the event-based fee system used in Australia, but is far easier toadminister. Regions to pass on a percentage of their total annual income derived from leagues, tournament andevents.This could be recouped by adding the required amount to current fees, or a reduction in surplusesper event, or a combination of both.Payments to be made quarterly to assist in cashflow requirements for the Regional Bodies and NZU.Total annual payment to be audited against annual financial reports from each region and any overor underpayment adjusted accordingly.An example of this type of system is shown below based on an affiliation fee of 15% of eventincome.RegionWhangareiAuckland UltimateHammertronManawatu Ultimate AssociationWellington Disc SportsNelson (NUDE)CFFCOtagoTOTAL10Current Event Income 1,000.00 31,405.00 10,000.00 13,140.00 59,125.00 1,000.00 15,719.00 1,000.00 132,389.00Affiliation Fee (15%) 150.00 4,710.75 1,500.00 1,971.00 8,868.75 150.00 2,357.85 150.00 19,858.35NotesEstimate2012 DataEstimate2012 Data2012 DataEstimate2011 DataEstimate
New Zealand Ultimate te.org.nzHow NZU would use the additional income generated by this system?The income would be used to further NZU’s part in the Whole of Sport Strategic Plan as it is developed.Below is an outline of a possible budget for NZU over the next few years based on the roles outlined inGovernance recommendation 5 and Appendix A.INCOMEAffiliation Fees 19,858.35As per above model 19,858.35Tournament IncomeNZUCNZMUCNZSS UCNZU23 UC 10,500.00 10,500.00 3,600.00 3,600.0014 teams @ 75014 teams @ 75010 teams @ 4006 teams @ 600 28,200.00Grants/SponsorshipHP ProgrammeOther Grants 5,000.00 5,000.00 10,000.00TOTAL 58,058.35EXPENSESEmployeesExecutive OfficerOther Honoraria 10,000.00 5,000.008 hours per week @ 24 per hourTDs, Treasurer etc 15,000.00AdministrationBoard MeetingsProfessional FeesInsuranceWebsiteNZU/Regional CongressNZU AwardsNZU AGMWFDF FeesAudit Fees 2,400.00 1,200.00 500.00 1,000.00 1,000.00 250.00 250.00 2,000.00 1,000.00 7,200.00High PerformanceNZ Rep TeamsSeniors (O/W/Mix/Mas)Youth (U23 O/W)Junior (U19 O/W)HP Development 5000 per team per campaign4 teams every 4 years2 teams every 2 years2 teams every 2 yearsFlights for overseas coaches/camps, Sport Science Specialists etc 5,000.00 5,000.00 5,000.00 1,500.00 16,500.00CoachingCoaching Courses/Resources 1,500.00NZU pay for resources, flights for coordinator, upskilling presenters 1,500.00DevelopmentDevelopment Grants 1,500.00New leagues, developing regions etc 1,500.00MarketingPR/Media 1,500.00Marketing advice, PR/Media Releases. Pay on a time charged basis 1,500.0011
New Zealand Ultimate te.org.nzVolunteers/StaffVolunteer Rewards 800.00NZU National Volunteer Reward programme 800.00Tournaments/EventsNZUCNZMUCNZSS UCNZU23 UC 9,500.00 9,500.00 3,500.00 3,300.00Based on a 1000 surplusBased on a 1000 surplusBased on a 100 surplusBased on a 300 surplus 24,500.00Capital ProjectsTOTAL 6,850.00Allocate approximately 10% to Capital Projects 75,350.00DEFICIT/SURPLUS( 17,291.00)Recommendation 2: PathwaysThat the sport commit to a player and coach pathway that clearly outlines the development pathwaysavailable to all players in Ultimate, from those players/coaches that just want to participate locally and/orsocially, to those players/coaches seeking national honours.NZU Board recommends the following: Adoption of a pathway based on the Sport NZ Talent Development module. The key points are to show how to get involved in the sport, and how to develop in the sport forthose that want to progress to higher honours. Young and social players play modified versions of the sport. Enjoyment (social) and skilldevelopment (young players) are prioritised in these games. Uniformity of the product across the country – 5v5 Social leagues are run the same way throughoutall Regions – you get the same great experience wherever you are in NZ. E.g. Total Touch. Regions and NZU to provide an opportunity to play Ultimate at all levels in the pathway Ultimate’s Coach Pathway heavily influenced by Sport NZ’s Community Coach StrategyThe Board recommends the Player/Coach Pathway outlined by the diagram on the following page beadopted as the NZU Player/Coach Pathway.12
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New Zealand Ultimate te.org.nzRecommendation 3: Single Database of ParticipantsThat the sport commits to a single database for all participants and members.NZU Board recommends the following: That the sport fully commit to co-operating to implement an accurate and up-to-date participantdatabase. NZU will communicate directly with any person/organisation on the database including to players,coaches, officials, managers, alumni, Regions and Clubs for the purpose of supporting and growingthe sport. Regions will have the same rights within their region. All regions must agree to use the system for it to work. A subcommittee be set up to investigate the best option and once this is decided – all regions tomove to this system.Recommendation 4: Single IT PlatformThat the sport commits to a single IT platform for event registration and administration.NZU Board recommends the following: A subcommittee be set up with representatives of regions to look into the options. The subcommittee to look at PlayAFDA in particular and whether NZU can leverage off that. That NZU and all Regions commit to using the system that is decided on once a recommendation hasbeen made to the NZU Board and it has been approved.Recommendation 5: Executive OfficerThat the sport pursues the resourcing and appointment of an executive officer to administer the executivefunctions of New Zealand Ultimate and to support all NZU volunteers.Key elements of the Executive Officers job: Communication – updating website, facebook, twitter, responding to emails, liaison with RegionalBodies Administration of the Player and Coach database. Administrative assistance to Board to assist policy development Coordination of National Championship Event (NZUC, NZMUC, NZU23UC, NZSSUC) organisation Key liaison between the NZU Board and NZU volunteersRecommendation 6: Annual Tournament ScheduleThat the sport commit to developing an annual national tournament schedule that supports both thedevelopment aims and the high performance aspirations of the sport.NZU Board recommends the following: NZUC and NZMUC be aligned with their respective tournaments in Australia. The development of a National U23 team tournament The development of a National Secondary School Championship tournament. Draft tournament calendar outlined below.14
New Zealand Ultimate te.org.nzPROPOSED NZU NATIONAL TOURNAMENT CALENDARDATEEVENTNOTES (all tournament dates subject to clashes with eachother)Australian RegionalTournamentsSix weeks prior to Australian National ChampsNew Zealand Secondary SchoolUltimate 4-15March12-13MarchPegged to NZSSSC Summer Tournament Week (generallyend of March). Where possible, this is also linked toThu/Fri before NZUC.NA24-25March26-27March8-10AprilNew Zealand UltimateChampionshipsPegged four weekends before Anzac Day (Last weekendin March). Note: Must not clash with tralian UltimateChampionshipsPegged to Anzac SeptemberNew Zealand Under 23Ultimate ChampionshipsPegged to the weekend in the Mid-Semester Breakcommon to most Universities.NA30-31AugustTBCTBCSeptemberNew Zealand Indoor UltimateChampionshipsPegged to second weekend of SeptemberOctoberAustralian Mixed UltimateChampionshipsPegged to Labour WeekendNovemberNew Zealand Mixed UltimateChampionshipsPegged to the third weekend after Labour Day(likely third weekend of November)MarchApril157-813-1412-1310-11September September September 3November
New Zealand Ultimate IncorporatedEmail: nzuboard@gmail.comWeb: www.ultimate.org.nzAPPENDIX A – NZU AND REGIONAL BODY ROLESThis appendix sets out a possible split of roles between NZU, Regional Bodies and Clubs and would form thebasis of a Memorandum of Understanding between the parties (such as that exemplified in Appendix B)NZU/REGIONAL BODIES ROLES AND DUTIESNEW ZEALAND ULTIMATEMission:Grow and Develop Ultimate in NZ through strong regionsSupport the growth and performance of the sport of Ultimate – from entrylevel and social players to elite high performance athletes and coachesVision:More players playing better UltimateNZU will:Organisational Development Engage in open communication with Regions and Clubs. Determine, in consultation with Regions, the national Strategies, Policies, Programmes andInitiatives for Ultimate in NZ focusing on areas of:o Organisational Developmento Game Developmento High Performanceo Events Agree with Regions what systems, processes and standards will be common across the country.Develop and implement these systems, processes and standards. Provide a range of shared services to assist with the efficient administration of the sport across thecountry – e.g. national website solution, member management solution, tournament organisationsystem, finance/audit opportunities, legal issues. Provide a range of Regional resources – eg Constitutions, policies, standards, templates for the sportof Ultimate at all levels. Provide Public Liability Insurance for its members throughout New Zealand and ProfessionalIndemnity and Public Liability Insurance for NZU, Regions, Clubs, Office Holders of affiliatedorganisations as well as Tournament Directors and League Coordinators of sanctioned events. Work with Regions to ensure that all Ultimate participants in New Zealand are properly affiliated. Develop and implement a Volunteers Programme aimed at attracting, retaining and rewardingvolunteers in the sport. Work with the Regions to implement a financial model that adequately resources NZU, Regions andClubs to perform their roles. Assist and Support Regions in their role. Develop and manage formal communication channels between Regions, Clubs, and NZU. Operate the NZU website which will be the central on-line resource and communication tool forUltimate in New Zealand.16
New Zealand Ultimate IncorporatedEmail: nzuboard@gmail.comWeb: www.ultimate.org.nz Organise the Annual Regional Congress (and possible quarterly Regional Meetings) for Regions andNZU to come together to share ideas etc.Develop relationships with external organisations – WFDF, AFDA, USAU, Sport NZ, High PerformanceSport NZ, NZSSSC, USNZ, Drug Free Sport NZGame Development Develop the National Development Pathway for Players and Coaches. Development of player, coach, volunteer and recruitment programmes for regions to deliver. Coordinate Talent ID across the regions through NZU Juniors Programme. Develop and manage the NZU National Coaching Accreditation framework. Administer a National coaching database.High Performance Develop, fund and deliver the High Performance Programme (Players, Coaches, Volunteers)including managing all activity related to New Zealand Representative teams at international events. Manage the qualification policy for all international events.Events Own and manage (or delegate the management of) all National Ultimate tournaments and events. Promote the events and leverage the events to promote the sport in a wider context.Other Raise awareness and interest in Ultimate. Maintain a repository of history, e.g. a register of National Champions, Representative Teams,celebrating achievements.REGIONS WILL: Engage in open communication with their Clubs, NZU and other Regions. Ensure Clubs and Regions maintain an up-to-date compliant database in conjunction with NZU. Provide Club Resources. Provide Shared services where economic. Use shared services provided by NZU – e.g. website, membership, tournament running resources. Use sound governance structures, processes and policies. Ensure volunteer roles are defined and resourced. Raise awareness and interest in Ultimate in the Region. Ensure local participants are properly affiliated and contribute financially to the game for the valuethey receive from the game. Provide input into National strategies and NZU-led initiatives. Deliver national strategic initiatives in their region.17
New Zealand Ultimate IncorporatedEmail: nzuboard@gmail.comWeb: www.ultimate.org.nzGame Development Provide holistic Player and Coach development pathways from Club/Team to National level (viadelivery of NZU programs/resources, Representative Opportunities, Camps, Trips). Facilitate coach education programmes, player development programmes and facilitiesdevelopment programmes on behalf of members.Participation Provide lifelong involvement opportunities (chase Alumni – how do they get/stay involved). Work with external organisations such as local schools to identify and attract new players to thesport. Promote and deliver introductory and on-going player, coach and volunteer ultimate experiences.Events Lead and deliver accessible and vibrant competitions. Promote and deliver ‘fun’ and ‘serious’ competitive experiences at various levels. Organise Ultimate competitions, tournaments, events and activities in their region.CLUBS WILL:Organisational Development Engage in open communication with their Region, other Clubs and NZU. Provide an entity with a unique cultural for players to be part of. Raise awareness of competitive ultimate. Use shared services provided by NZU (eg Membership registration/database, websites.Game Development Provide on-going p
Recommendation 2: Governance Change That the sport commits to adopting a modern and best-practice governance model. Recommendation 3: Regional Structure That the sport commits to a formal regional structure with a set number of regions to ensure efficient administration of the sport. Recommendation 4: Single "Whole of Sport" Strategic Plan
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