Badminton Strategy 2013-2015

by / Tuesday, 11 February 2014 / Published in JBA News

Jamaica Badminton

Mission: To unite all stakeholders of Jamaica Badminton with one purpose : to put Jamaica Badminton first

Vision: To develop the sport of badminton in Jamaica both by increasing the number of clubs and players across the island and, by achieving a national standard of excellence so that our players are competitive internationally at all levels. To achieve this with the co-operation and unity of all the stakeholders under the guidance of a governing body that will operate with integrity, transparency and accountability.

Strategies

  1. Developing a national program of excellence with international success as the goal
  2. Develop a strategy of financial strength in order to achieve mission.
  3. Promote unity throughout the badminton fraternity.
  4. Development of outreach programs across urban and rural areas of the country through introduction of badminton school programs, badminton social and business house clubs.
  5. Development of a strong, well-defined organization with the aim of conducting Jamaica badminton in accordance with its mission.


Strategic Priority #1

Developing a national program of excellence with international success as the goal.

  • improve standard of national coaching
    • coaching clinics (BWF levels)
    • hire international coach
    • utilize BWF coaching manual/ videos
    • form alliances with coaches from different countries
    • Re-activate Coaches’ Association
  • Formulate a national senior and junior training program utilizing modern technology, (Video recorder, DVD, I-PADS and online assistance) with the goal of achieving international podium success.
  • send players away for training (CUBA, USA and Asia)
  • organize a national and international tournament schedule which will expose the players to competition at a higher level
  • Triangular matches to be organized between Caribbean and Pan American member countries.
  • develop a transparent selection process delivered in an appropriate time frame (six months) so that the team selected will have adequate preparation for tournaments.


Measurable Outcomes

  • 5 level 2 coaches
  • Podium success at regional senior and junior level by 2015


Committees and Associations

Coaches Association

Players’ Association

International Secretary (Terry Walker), & media correspondence personnel

NABUCO

Training Development Committee


Strategic Priority #2

Develop a strategy for financial strength.

  • development of financial and fund-raising committee
  • innovative ways to attract sponsors and to find money to inject into badminton
  • use of the media to aid this
  • Use software to keep track of financial postion
  • develop alliances with BWF / PanAm / Carebaco / SDF / JOA for funding
  • Use of budget to forecast and manage expense/revenues

  • Use alliances with other sports to increase the numbers for sponsorship

  • Increase the club fees from $4000.00 to $6000.00/year

  • Change the model for funding from clubs to members


Measurable Outcome

  • By 2014 SDF funding should be less than 50% of total revenue
  • By 2015 SDF funding should be less than 30% of total revenue


Co
mmittees Associated

  • Finance and Fundraising Committee
  • IT Committee


Strategic Priority # 3

Develop unity throughout the badminton fraternity

  • Have fund-raisers and encourage support of the badminton fraternity
  • Promote friendly tournaments between clubs which are supported by the governing body but initiated by the clubs
  • Ensure that there exists transparency in the decisions and actions taken by the governing body
  • Involvement of the badminton community through suggestion boxes and participation on committees
  • communication: newsletters, website, social media
  • Disciplinary committee
  • Annual Awards Ceremony to recognize the members of the fraternity that have contributed to the development of the sport
  • archive development so that newcomers will be educated about the history of the sport in Jamaica and key contributors to badminton in Jamaica.


Measurable Outcomes

  • Annual Awards ceremony
  • Functioning Disciplinary Committee
  • Existence of friendly tournaments

Committees Associated

  • Disciplinary Committee
  • Awards Ceremony Committee
  • IT Committee
  • Finance / Fundrasing Committee


Strategic Priority #
4

Development of outreach programs across urban and rural areas of the country through introduction of badminton school programs, badminton social and business house clubs

  • Make courts available in rural and urban areas
  • Development of BWF Shuttletime Program in Jamaica
  • Introduce badminton to businesses(Immediate)
  • Create sustainable club structures for social, business, and school clubs
  • Must get the sport attractive to both Middle and above class parents
  • Have the Badminton coaching program re-introduced and sustained at the GC Foster


Measurable outcomes

  • Number of schools in league should increase by 30%
  • Number of clubs (social) in club league increased by 30%
  • Shuttletime implemented in 12 or more new schools
  • Have at least 15 coaches coming out of GCT Foster that can coach at least at level one standards to Prep and High Schools .
  • Number of businesses participating in business league with at least 7 businesses


Committees Associated

Tournament Committee

  • Business House
  • Schools League
  • Club League
  • Shuttletime Committee


Strategic Priority #
5

Development of a strong, well-defined organization with the aim of conducting Jamaica badminton in accordance with its mission.

  • Revise current constitution to strengthen governance
  • Ensure that all stakeholders are informed of the strategy, mission and vision
  • Develop committees to achieve specific goals and a reporting structure to ensure accountability
  • Hire professional office staff
  • Council members need to be given well defined roles and responsibilities


Measurable Outcomes

  • Revised Constitution by end of 2014
  • All required actions, as stated in the constitution, are executed within 2 weeks of their deadlines
  • Professional staff hired, roles defined
  • Strategies, mission and vision shared on JBA website
  • Use of performance tool to measure deliverables for Committees


Committees Associated

Legal Committee – Goal – Revise Constitution

IT Committee – Goal – Inform members on the Mission/Vision/Strategy

 

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