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Objectives, Advantage, Scope Of The Austrian Hockey Federation

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1 Objectives, Advantage, Scope Of The Austrian Hockey Federation
OAS Statement Objectives, Advantage, Scope Of The Austrian Hockey Federation

2 Background The Austrian (Field) Hockey Federation is a very small sports federation with only around 3000 members. In Austria field hockey is an ‚off- mainstream-sport‘ with mainly amateur status and very limited funding. Nevertheless, the very enthusiastic, value driven and highly intrinsic motivated hockey community has been driving the sport to the leading Olympic summer teamsport in Austria. Especially in the recent past the national squads delivered top performances establishing TOP 8 in Europe and TOP 20 in the world ranking. The amazingly successful development especially during the last decade reached its recent peak in winning the Euro Nations Cup Title 2010 and winning the Bronze Medal at the 2011 Indoor World Cup. The success of the past is the challenge of the future at the same time: Being part of the international Top Level Hockey Szene means increased investments required – both monetary and nonmonetary - for an ongoing positive future development... After decades of absence the vision is to qualify a squad for upcoming Olympic Games.

3 OAS Strategy Statement
Qualify a national squad for the 2016 Olympics and continue to be the best performing summer Olympic‘s team sport in Austria By cultivating the strongly conjunctive „Austrian Hockey Family“ values By creating relations to key institutions and partners through outstanding, repetitive sports and social events By actively and systematically growing the hockey community By providing the most effective and efficient environment for athletes, coaches, umpires, sponsors and fans of all ages to experience the fun and thrill of hockey at all levels of the game - By providing the highest support possible to ambitious, highly intrinsic motivated top level athletes to shift and exploit their potential

4 Austrian Hockey – Strategy Wheel
LEADERSHIP “Inspire people and cultivate shared values” provide inspiring vision approach long term planning more managerial attitude uphold high standards of fairplay and ethics attract and retain potential leaders for the future development GOVERNANCE “Rules supporting our vision” compliant with relevant legislation and guidelines circular assessment and development of the operational structure/responsibilities according to strategic objectives ensure appropriate allocation of resources (human, financial, infrastructure) to strategic objectives ensure appropriate competition and participation at both youth and senior level DEVELOPMENT “Higher Quality and Quantity” long term area development plan long term player development plan long term coaching, umpiring development plan development program for officials Volunteers development program (recruitment, reward and recognition) development plan for hockey facilities create ‘hockey joyride’ possibiliies Value driven, highly intrinsic motivated, absolutely performance focused, enjoyable and top networking community members COMMUNICATION & NETWORKING “Impress and Involve” all embracing public affairs strategy develop an effective and efficient Marketing and PR-Strategy (Re-)activate the existing community networks by developing a networking strategy event focus (national and international) PERFORMANCE “Unleash and shift potential” provide environment to increase experience and qualification of coaches ensure high levels of competition for elite teams intensive cooperation with institutional experts in the sport science and medical fields ensure integration in Austrian Olympic programming provide programs, structures and support services to elite performers provide appropriate funding FINANCE & RESSOURCES “Reaching Higher” “vision based view” instead of “ressource based view” Develop a vision based funding strategy develop a “hockey virus infection strategy” for partners, volunteers, supporters 4

5 Analysis of Competitive Advantage
We regard our actual small scale and centralized structure as strength referring to flexibility which faciliates: Coordination of national and international event planning Pitch capacities and utilization Top Level Performance Programs Organisation and Marketing of national and international events The networks of former and actual hockey players in leading positions in business, politics and society enables to create strong relations promote the hockey sport and its community values adress, to inspire and to involve as many as possible to realize the vision grow the hockey sport Exceptional, diversified and passionate personalities on athlete and official side shape and cultivate the profile of the Austrian hockey sport which is characterized by high fairplay, ethical and educational standards, strongest intrinsic motivation, team players, who have learned to lead when necessary, A community, who knows how to clebrate across club boarders and attracts new members who share the „academy of life“ approach

6 Which strategic goals do we need to pursue
Vision Hockey 2016: “Olympics Incorporated!” - Authentic Embodiment of the Olympic Spirit - Highly Innovative “Olympic Spirit Networker” - Part of the Games 2016 of life“ We understand our fundamental task to be the creation of opportunities for experiencing the fascination of hockey (in- and outdoor) in Austria, regardless of age and regardless of skill level. Furthermore, we are committed to the Olympic vision of realizing humanistic and pedagogical goals through sport. We see ourselves as supporters und active partners in the personal development of our members in meeting the challenges of life–beyond sport–and mastering them. A few words on what links these thoughts together: we are in competition with other associations (in competition for resources, potential new members, media coverage, success, etc.) as well as with other hockey associations (competition in the more narrow sense, that is, on the athletic level of for instance the club or national team). It is therefore of the utmost importance that we have a vision of our purpose that goes beyond what is stated in the statutes ("...the fostering and spreading of the sport of hockey in Austria...") and differentiates us from other associations. Point of departure: Hockey is an excellent way to prepare for the challenges of life…strong humanistic and pedagogical aspects – it is precisely these aspects that form the core values of the Olympic movement. The achievement aspect is not the dominant one, it has just as much weight as the others. But what contemporary sport can make a believable claim that it follows Olympic values, let alone fosters them and makes them a priority? Hockey traditionally has a strong connection to the Olympics – and one of the most believable ''Fair Play“ images. An excellent basis for taking it a step further, and building up and fostering a self-image as a genuine ''Olympic Representative“... A vision derived from this ("We live, foster and spread the olympic idea and want to be seen as publicly representing it as our #1 quality by 2016"), with a strong focus on the personal (further) development of our members for the challenges of life, makes us sexy on several levels: in the eyes of parents, who entrust their children to us, in the eyes of youths, who see that such a community makes the transition to professional life easier, and in the eyes of schools, who see us as real partners, and in the eyes of public sponsors, who outside of sport can also recognize other wortwhile aims and so on. Such a position offers, on the one hand, a great potential for differentiation vis-a-vis other associations, while on the other han clearly allowing us to pursue competitive goals – especially today, at a time in which the believability and the ''dignity“ of sport in general is in crisis and discussions of value are playing an increasingly important role in our society. Which strategic goals do we need to pursue on the way towards realizing our vision? How are the individual strategic goals related?

7 Performance Growth & Development Ressources Comm./ Network
12: Institutional cooperations give us access to state of the art know-how. This is just one of many paths we need to pursue in order to actively foster transfer of know-how. 11: Effective, innovative communications & PR work decisively increases our visibility,ensures a systematic development of our image and increases "demand", that is, a growing interest in hockey (more members in the clubs, more clubs, regional expansion...). The question "How do I most effectively reach my intended audiences?" has to be posed and evaluated much more frequently in an age of rapidly developing technologies. "Guerilla" strategies offer a high potential for innovation and effectiveness when it comes to our goal of rapidly increasing the prevalence of hockey in Austria... 10: New sponsors, patrons and supporters can only come by way of a (re-)activated network. The probability that new income and support will arise from passivity, is relatively low... . 13: Cooperations in the field of education are a condition for positioning hockey as an integral part, that is, as a ''complementary training and development partner“ in the educational system. 15: Long-term development and qualification measures can only be realized with an improved base of financial resources. Otherwise plans for a sustainable development of the squads in general, of individual athletes and of the environment in the direction of professionalization stay stuck in the desk drawer and ''development gaps“ in comparision with other nations can't be closed. 17: The more people engage actively for the development of hockey („development agents“ vs. “hockey consumers”), the more the intended snow ball effect towards higher profile and faster growth will take place. „STRATEGY MAP“: Shows the intended cause-effect-relationships between the individual short-term goals.. Each goal relationship is explained according to its number: JUST KEEP CLICKING! The individual goal definitions are also linked! If necessary click on the ICON in the top left corner of the slide to return to the STRATEGY MAP! 16: With a better supply of means, development initiatives can also be strategically supported, and the pool of resources (info, know-how, equipment), that should be available to the clubs as a "development booster" can be enhanced, improved and developed. . 9: Only if we can succeed in winning over all the political decision-makers within clubs and in other important positions in the sports infrastructure (sports ministries, infrastructure support funds, club chairpersons in clubs with multiple branches) for the development of hockey, can we secure an infrastructure that is in line with the needs of growth and development (indoor and artifical turf capabilities, ''real“ home fields, modern equipment and infrastructural connectedness)... . 8: In order to strengthen certain cooperations with sport scientific, medical and pedagogical institutions, it is extremely useful and sometimes absolutely necessary to identify solid personal contacts to the ''door openers.“ . 3: We need a clear, long-term and above all inspiring sense of our goals and perspectives if we want to win over the necessary quantity and quality of energizing, visionary leaders who can help us push our development in the desired direction. 2: A clearly defined, well-maintained profile that expresses what Austrian hockey stands for is the basis for communications that lead us in the right direction. This is the only way to strategically raise awareness while building up a well-managed image. 1: First of all, giving hockey a clear self-image (values, characteristics, themes) is a prerequisite for achieving a basic identity for the hockey community. Our image for the future, which must be supported and is supposed to be inspiring, is based largely on the self-identity of our sport. 4: Sufficient, clearly expressed appreciation and recognition for accomplishments, achievements and successes are the key to increasing personal (voluntary) commitment and dedication to hockey. Well-deserved honors as a central, motivating ''reward“ for enthusiastic idealists.... 5: In the Austrian hockey scene there a lot of ''heroes'' and ''role models'' on and off of the field, who are often ready to go the extra mile and who lead exemplary lives, both during and after their active careers. This wealth of exciting personalities makes for very special and fertile ground for effective communications and PR (it offers a lot of matierial for individual success stories and highlights hockey as a vehicle for, and integral part of, personal development...) 7: Events of all kinds are a great way to attract existing networks (back) to the hockey scene. The better the emotional level of the audience is reached, the easier it is to overcome barriers and take steps towards active involvement. Hockey and everything that goes along with it needs to be ''experienceable“ in as many ways as possible. Events produce unforgettable images and feelings that stick around long after the event itself has taken place. The ability to organize cool events has been demonstrated often enough in the past. It is not necessarily the quantity of events that is most important here, but their entertainment value which is based on uniqueness, unconventionality, atmosphere, etc... 6: A critical mass of charismatic, inspiring ''originals“ is necessary for releasing a snowball effect and effectively utilizing our huge network potential. Austrian hockey has very recently seen what can be accomplished by a hand full of successful visionaries who get a lot of things moving. If the number of such figures can be increased, the developmental process can likely be sped up exponentially. 18: Growth calls for adequate infrastructure capacities to cope with the training and competition demands and further more to cultivate the connected social side-effects for the hockey community: Therefore an artificial turf featured hockey facility/homestead is regarded as an enormous growth and development booster for hockey clubs – which is not even realized for all first division clubs yet in Austria. 14: Strategic cooperations can help us develop holistic, networked (support) models for creating a professional, state of the art environment for competitive athletes. . 25: Systematic, long-term development plans boost professionalization in two ways: They shift the performance potential of athletes and bring along a more professional environment (staff, officials) for the athletes. 24: The better the support to clubs for their development (development funds, starter kits and rental equipment, information and know-how) the faster the growth of the Austrian hockey community. 23: Transparent career option models and long-term development plans meeting individual development needs and motives elevate the incentives to engage for the Austrian hockey. 26: Support models towards existential assurance for top athletes are not realized as a separate but integrated part of long-term development concepts. That means as soon as the resources necessary to realize these concepts are available, individual funds for squad members will be – as a result -integrative part of long term development concepts. 28: A further step towards world class is only possible by a considerably better support of our top athletes. The status quo of the support conditions limits the level of professionalism of our squad members in a “natural way” (cost contributions of athletes, double burden of education/profession and sport without special studying/working conditions etc.). A further performance development on international level calls for a real “change of the game” to demand and at the same time assist to setting hockey the “absolute” priority and fully exploit the potential of the squad members. 30: The experience of the past has shown: A sustainable development in international comparison only succeeds, if the level of competition is high. That means athletes have to be given the possibility to challenge and stretch their personal limits regularly and often. Strong impulses (teams, leagues, tournaments) lead to success and sustainable results on the long run. A continuous development instead of “volatile highlights” needs striving for a high national competitions’ level. 29: Despite the predominant amateur character of hockey without any financial motives: Top performance on international level is connected to absolutely professional attitude of the athletes embedded in absolutely professional conditions/support. A continuous development in international comparison (club and national teams) is underlying a “professionalization’s contest” (Who succeeds in setting most sustainable conditions and mindset for athletes at the same time?), which has to be taken. 22: Hockey as partner for a preferably holistic development of individuals brings along more arguments, for high profile and as a result for sustainable growth of hockey. 27: If we succeed in increasing the hockey players’ density in Austria we will better cope with the balancing act of strong, attractive national hockey leagues AND international competitions for our squads: It will contribute to higher flexibility regarding to plannings, league modus and other rules being able to loosen the focus to the present challenge of handling the absence and/or double burden of squad members; national team planning and measures will be better borne to clubs (especially for clubs with many squad members in their teams) and at the same time the competitions committee could sustain a certain level of attractiveness of national competition. 20: In the future hockey shall not only be positioned as school sport (among many others), but rather as an active complementary educational partner for the Austrian educational system. Complementary is perceived as the transfer of values and soft skills by different innovative concepts and formats (in such way as “Siemens Academy of Life”, BHP-Hockeycampus “Learning by Hockey” etc.) which are to be actively designed and promoted by the hockey community. Public awareness and recognition towards this positioning by all means needs a certain formalism and institutionalization of potential initiatives. If we succeed in ACTIVELY covering some educational aspects not being covered by traditional school, university or other educational institutions, we believe in generating a real USP vis-à-vis other sports federations. 21: By apparent anchoring of hockey as partner of the Austrian educational system (“soft skills transfer academy”) supplying appropriate initiatives (for example as “campus partner” in line with the recently contemplated campus schools of the Austrian government), new sources of funds will be available on a national or either on an international level comparable to the “Lower Austria Ice Hockey Academy” in St. Pölten. 19: By actively supporting know-how transfer across club and federation borders valuable experience and knowledge can be built, processed, pooled and systemized to better assist clubs in their development work. Performance P4 Ongoing improvement in int. comparison 29 30 P2 Significantly increase support for national squads P1 Increase professionalization P3 Ensure high,attractive level of competition 28 27 W3 Increase the prevalence of hockey in A. Growth & Development 25 26 W4 Increase club support 22 24 W1 Create long-term development/qualification frameworks for athletes, coaches, functionaries, and volunteers W2 Integrating hockey into the education system 23 21 19 20 Ressources 17 R2 Expand sources of income/ support 18 15 16 R1 Actively encourage know-how transfer R3 Increase Dedication & Involvement R4 Create growth-oriented sport facility infrastructure 10 11 9 13 Comm./ Network 12 K1 (Re-)activating the network K3 Building effective, innovative PR & communications 8 K4 Creating partnerships with sport scientific, medical and pedagogical institutions K2 Magnifying the event focus 7 6 4 Leadership & Values 14 2 L3 Winning over visionary leaders 5 L2 Producing inspiration & Commitment L4 Creating heroes & role models L1 Honing/cultivating our profile 3 1

8 Perspective: LEADERSHIP & VALUES
Strategic Goal 1: Honing & Cultivating our Profile L1.1 Goal definition: The central values, themes and characteristics of Austrian hockey are to be elaborated and consequently cultivated. A ''Hockey Manifesto“ should document the values present in the Austrian hockey community and serve as the premise for a clear positioning/differentiation of our sport. We understand cultivation to be the means and ways that enable us to actively support our self-defined, value-oriented profile. L1.2 Goal justification: In order to clearly position and differentiate hockey from other sport associations as a sussessful, but above all ''authentic“ Olympic sport, it is necessary to elaborate the Olympic and other hockey-specific values that give hockey its special profile. A value-oriented image should help hockey towards a sustainable development. Lived values are a more solid contribution to its profile than purely athletic and winning-oriented elements. This should lead to new, clear answers to the questions ''Why do I play/love hockey?“ and ''Why do I support/cooperate with/foster hockey?“ Many elements of the Olympic idea (sport as as a vehicle for humanistic and pedagogical aims) as well as of Olympic values (respect, friendship, excellence) are already being lived today in Austrian hockey, but more often than not, unconsciously. We have to highlight that we see the strategic chances for our sport in the conscious living and nurturing of these Olympic ideals. L1.3 Champion of the goal: Max Mustermann

9 Perspective: LEADERSHIP & VALUES
Strategic Goal 2: Producing Inspiration & Commitment L2.1 Goal definition: The goal is to get the Austrian hockey community as well as its neighbors ''on board“ for Vision Hockey 2016 and the new ideas connected with it. This means giving Austrian hockey and all its constituents a lasting and sustainable set of meanings and goals that are to be carried and supported at the ''grassroots“ level. It is therefore necessary to provide an exciting, inspring image for the future – this means that the vision (''We are the Olympics!“) and what it stands for must be communicated in such a way that they are, first of all, understood, and second of all, supported, so that resources and energies can then be tapped and new venues opened up. L2.2 Goal justification: Only once we succeed in communicating our image for the future and our new self-understanding of Austrian hockey in a clear and inspring way that can be supported at the grassroots level, can already existing resources and energies in and around the small Austrian hockey communities be awakened and mobilized. L2.3 Champion of the goal: Max Mustermann

10 Perspective: LEADERSHIP & VALUES
Strategic Goal 3: Winning Over Visionary Leaders L3.1 Goal definition: Active ''recruiting“ and creation of ties to leaders who want to take on responsibility for the development of Austrian Hockey Direction Vision 2016 (regardless of whether in athletic or other areas of development), and who have distinguished themselves by certain leadership qualities, for example: innovative, enthusiastic and inspiring ''originals,“ who bring with them professional competence in particular areas or are willing to challenge the status quo, move in new directions, develop ideas and use their confidence and charisma to carry them out with others. Whether at the club or association level, formally or informally attached to institutions, whether with volunteer or professional status, whether hockey insider or outsider, should make no difference. L3.2 Goal justification: Without an adequate number of energizing leaders, it appears difficult to increase the level of commitment of the participants and other parties interested in the hockey scene. This is a fundamental requirement for developmental work in many areas of Direction Vision Just passing the buck and talking people into taking on responsibility doesn't lead forward or produce positive output; only fresh enthusiasm from leaders can release the necessary individual initiative and dynamics – this is especially true when it comes to voluntary engagement. People who want to get something moving and are able to strike a new course need to be treasured and nourished–that's what success depends on. (association and club bickering vs. positioning hockey as a while, old paths vs. new directions, administration vs. design) L3.3 Champion of the goal: Max Mustermann

11 Perspective: LEADERSHIP & VALUES
Strategic Goal 4: Creating Heroes and Role Models L4.1 Goal definition: All the athletes, functionaries, volunteers and others involved in the hockey scene, who are involved either in the sport or for the sport – most of them as volunteers – should receive for their contributions or accomplishments the deserving recognition and appreciation. It must be possible, with the requisite determination, in a small or large way to become a hero or a role model for Austrian hockey and in some cases beyond hockey. L4.2 Goal justification: Especially in an amateur or marginal sport, characerized by its smallness, lack of media and public attention, in which a lot of sweat, heart, time and other resources on and off the field, often in multiple roles, are invested, recognition for dedication and achievement is one of the most important motivating factors. This is an important condition for enabling lasting dedication, faster growth and the realization of ambitious goals in the hockey community. At the moment this area is extremely neglected- a lot of do-gooders are at work in the underground, achivements go unremarked and – even worse: important achievements are ''bad-mouthed“. That is at least one reason why it is so difficult to win and keep dedicated people. L4.3 Champion of the goal: Max Mustermann

12 Perspective: COMM. & NETWORK
Strategic Goal 1: (Re-)Activating the Network K1.1 Goal definition: The existing, expansive network of the Austrian hockey communities, which extends into many, in some cases powerful, areas of politics, finance, science and culture, needs to be mobilized and expanded for the further development of Austrian hockey. The first important step towards this is ''BACK ON BOARD-ING“, that is, using appropriate incentives to induce formerly active hockey players, who in the moment have no connection to Austrian hockey, to get involved again. K1.2 Goal justification: The networking potential of Austrian hockey is an essential asset vis-a-vis other sports associations. But it is largely untapped. If we can succeed in (re-)activating this network ,that is, in moving people to get involved in the development of hockey – in whatever form (lobbying, decision-making, procuring resources, providing innovative input and ideas, personal involvement) – much can be accomplished. K1.3 Champion of the goal: Max Mustermann

13 Perspective: COMM. & NETWORK
Strategic Goal 2: Magnifying the Event Focus K2.1 Goal definition: The orientation towards unique athletic and social events with a strong focus on ''entertainment value / special experience / networking opportunity“ should be increased and reinforced: "cool" national, international, hockey-specific, but also cooperative events. K2.2 Goal justification: Events are great for networking, they have an intense experience-moment quality (they make hockey in all its facets much easier to experience) and are especially esential for a small, marginal sport. (Increased experience factor for active participants, increased public profile, association of new aspects with hockey, positioning of the ''Hockey Brand“…) K2.3 Transformational Leader: Max Mustermann

14 Perspective: COMM. & NETWORK
Strategic Goal 3: Building Effective, Innovative Communications & PR K3.1 Goal definition: Communication and public relations work should be organized in such a way that the desired effects in the direction of quality of communication, networking and public perception are achieved. Innovative elements should be the main focus. K3.2 Goal justification: Effective communication is an essential condition for increasing the visibility and profile of the sport while maintaining creative control of its image. K3.3 Champion of the goal: Max Mustermann

15 Perspective: COMM. & NETWORK
Strategic Goal 4: Creating Partnerships with Sport Science/Medical/Educational Institutions K4.1 Goal definition: Cooperative partnerships with institutions in the fields of sport science and medicine, as well as education, should be intensified and appropriate cooperation models developed. K4.2 Goal justification: Cooperation models should create better conditions for top athletes while also leading to more rapid growth of the hockey community. Strengthened partnerships in the area of education (schools, universities, and other arenas) are essential to achieving the desired positioning and image as a truly complementary partner in education. K4.3 Champion of the goal: Max Mustermann

16 Perspective: RESOURCES
Strategic Goal 1: Actively Encourage Know-How Transfer R1.1 Goal definition: Experience and knowledge within and outside of the hockey network are valuable resources that should be tapped for the hockey community. Know-how pertaining to hockey and athletics can form the core, but other aspects from beyond sports should also be increasingly integrated. R1.2 Goal justification: All kinds of shared knowledge and experience accelerate the developmental process. When barriers are broken down at the club, association, and system (sport) level, new impulses can lead to a more enriching, more rapid development for Austrian hockey and for the individuals involved. Following the Olympic idea–that sport should serve personal development–a totally open, ''border-crossing“ approach to knowledge can give us a strategic advantage over other associations. The public will only see hockey as a ''school of life“ once the necessary steps have been taken to actively place the aspect of personal development and growth in the spotlight: As an argument for parents considering involving their children in hockey, for players looking for a smooth transition to the world of work after an intense hockey career, for companies who want to employ ''refined“ personalities, or for political entities looking for support opportunities. R1.3 Champion of the goal: Max Mustermann

17 Perspective: RESOURCES
Strategic Goal 2: Expand Sources of Income/Support R2.1 Goal definition: The financial and other economic means that accrue to the hockey association should in the future come from a broader base. This includes income from sponsors and patrons, but also support for new areas of development that are relevant beyond athletics in the narrow sense. R2.2 Goal justification: The public sources of support appear to be exhausted, while our future at the same time seems to be largely dependent on the public purse. In fact, at present there is active competition for support from public sport budgets and funds. The goal of positioning hockey as a ''school of life“ may help bring to light further support aspects that are complementary to the pedagogical interests of existing educational institutions (the Olympic idea!), if they can be highlighted in conscious and innovative ways. At the moment there are practically no sponsors. Only a broader base of source of income/support can enable the desired development and positioning of Austrian hockey. If we are to bring about an output-oriented paradigm shift (Where are we going and what do we need to get there?) and move away from an input-orientation (What do we have in terms of budget and what can we do with it?), our base of financial support needs to be significantly expanded and our budgets need to be reallocated to strategy-focused initiatives. R2.3 Champion of the goal: Max Mustermann

18 Perspective: RESOURCES
Strategic Goal 3: Increase Dedication and Involvement R3.1 Goal definition: The input of personal achievements for the hockey community (in the form of programs, projects, individual initiatives, tasks or functions) – whether at the club or association level – must be siginificantly increased for the development of Austrian hockey in general. This means aiming to expand the base of volunteer and professional personal resources– and not merely in a nominal way. What this doesn't mean is that individuals who are already highly dedicated and involved in numerous functions should intensify their activities or that on the other hand, the number of mere ''officers“ should increase. This is, on the contrary, counterproductive… R3.2 Goal justification: Growth necessitates commitment – and not only at the athletic or financial level. In the non-profit sector, personal commitment is what moves everything. In hockey, the last 10 years have seen a lot of movement, due largely to the amazing commitment of a hand full of people who are crazy about hockey. This experience gives rise to fantastic images of what is possible if we can succeed in transforming hockey ''consumers“ into ''active community members.“ The market of inspired helping hands is thus of central strategic significance. We therefore have to work on making personal commitment more attractive, and this means identifying and catering as well as we can to the motives and needs of people who are willing to help. R3.3 Champion of the goal: Max Mustermann

19 Perspective: RESOURCES
Strategic Goal 4: Create Growth-Oriented Sport Facility Infrastructure R4.1 Goal definition: There need to be growth-oriented high-quality facilities for training and tournaments, both indoor and outdoor. Growth-oriented means in this context that the growing demand for training and competitions can be met in an optimal way, and furthermore, that club growth can be optimally supported by the ongoing creation of facilities. High-quality means in this context that the quality of the facilities enables hockey to be played at the highest level. The infrastructure should furthermore be able to support hockey-related social events. R4.2 Goal justification: Good training, an active club life and attractive athletic and social events that enable access to and expansion of the hockey network depend on adequate infrastructure: short distances, enough good fields and indoor facilities, ''feel-good“ atmospheres. Hockey arenas that can serve as ''living rooms“ for fostering contacts with hockey in- and outsiders. (Example: Polo Barcelona) R4.3 Champion of the goal: Max Mustermann

20 Perspective: GROWTH & DEVELOPMENT
Strategic Goal 1: Create Long-term Development/Certification Frameworks for Athletes, Coaches/Trainers, Functionaries and Volunteers W1.1 Goal definition: Developmental paths and ''career path models“ for athletes, coaches, functionaries and other voluntary participants need to be developed and implemented in order to achieve a sustainable, continuous development of high-level qualification. Basic options, levels and standards of development need to be designed so that long-term individual development planning (incl. specializations in training and schooling) can take place. This should ensure the systematic development and maximal use of existing talents. W1.2 Goal justification: Long-term developmental planning ensures that we have the ''right people in the right places“ while also supporting the desired image of Austrian hockey as a sport that actively fosters personal development in a systematic way. W1.3 Champion of the goal: Max Mustermann

21 Perspective: GROWTH & DEVELOPMENT
Strategic Goal 2: Integrating Hockey into the Education System W2.1 Goal definition: Hockey should be tied into the Austrian education system not only as school sport, but as a ''complementary training and development partner“ based on innovative concepts that serve broad educational purposes and fulfill needs that cannot be met within the traditional frameworks of schools, universities and other educational institutions. W2.2 Goal justification: The position of a ''genuine, active partner“ in education multiplies the arguments FOR hockey vis-a-vis schools, parents, public entities, school children and students, as well as companies, financial supporters, and former activists, beyond the fascination of the sport itself. This also underscores the Olympic idea that the sport should serve as a vehicle for pedagogical aims, which only strengthens the authenticity of the ''Olympic Sport Hockey.“ W2.3 Champion of the goal: Max Mustermann

22 Perspective: GROWTH & DEVELOPMENT
Strategic Goal 3: Increase the Prevalence of Hockey in Austria W3.1 Goal definition: More clubs, more players in the clubs, a strong expansion of hockey clubs at the federal level and connected to that a higher degree of knowledge and recognition as well as an expansion of the the hockey network in the broadest sense. W3.2 Goal justification: Beyond the fact that the expansion of hockey is an aspect that is rooted in the statutes, the way to the top leads through the growth of the entire sport. W3.3 Champion of the goal: Max Mustermann

23 Perspective: GROWTH & DEVELOPMENT
Strategic Goal 4: Increase Club Support W4.1 Goal definition: Clubs should receive as much support as possible in their development work. Info, know-how and equipment should be pooled and made available in all those areas where there is potential for synergy through shared use. This also includes de-bureaucratization and active support in planning and implementing the development initiatives of clubs. W4.2 Goal justification: Development work is for the most part implemented in the clubs. The association can serve, by providing optimal support, as a ''development booster,“ which encourages a dynamic expansion of hockey. W4.3 Champion of the goal: Max Mustermann

24 Perspective: PERFORMANCE
Strategic Goal 1: Increase Professionalization P1.1 Goal definition: All the conditions which optimize the achievement potentia of paid athletes should be made available as soon as possible to top hockey athletes, in order to enable success at the highest possible level. The athletes' access to the sport can and should thereby also be further professionalized. P1.2 Goal justification: Even though the essence of the amateur sport hockey is that the athletes are driven by ideals rather than monetary gain, the athlete and/or team at the top of its game is striving to be the best in its bracket, in order to achieve fulfillment and recognition. But top achievement in international hockey is today only possible through professionalization of the athletes within the sport and through similarly professional conditions. The analysis of similarly and better-placed nations revealed that in this regard, Austrian hockey clearly has some catching up to do. P1.3 Champion of the goal: Max Mustermann

25 Perspective: PERFORMANCE
Strategic Goal 2: Significantly Increase Support for National Squads P2.1 Goal definition: National team players who represent Austria at the top level of competition should receive enough support to provide them with ''existential security.“ There are two aspects to existential security: During their active career, individual potential for achievement should be optimally taken advantage of through a secure subsistence, while at the same time special support models should be set up within the framework of a usually parallel (career-) training–''Career Transition Potential“–for the period after the active athletic career. P2.2 Goal justification: Professional access to sport depends on the necessary support structures. A particular aspect with regard to professionalization in top-level hockey is the individual support of national squad athletes with the goal of providing ''existential security.“ An athlete's professional access to the sport can only be realized once he can focus ''worry-free“ on improvement in the sport. To the extent that he is restricted by the necessity of employment to secure his subsistence (as well as limited vacation time, etc.) and by the limited administrative/organizational flexibility of schools and universities, athletic potentials cannot be fully realized. P2.3 Champion of the goal: Max Mustermann

26 Perspective: PERFORMANCE
Strategic Goal 3: Ensure High, Attractive Level of Competition P3.1 Goal definition: Through the right design of championship tournaments, regulations, planning procedures and other initiatives, attractive national AND international competitions should be able to be contested. Or to put it differently: the national competitions for the clubs as well as the national team program should be attractive and foster the development of the level of hockey played in Austria. P3.2 Goal justification: The level of achievement of Austrian hockey will only advance in a sustainable way when the balancing act between attractive, strong national AND international competitions is performed as synchronously as possible. These two components are mutually dependent. P3.3 Champion of the goal: Max Mustermann

27 Perspective: PERFORMANCE
Strategic Goal 4: Steady Improvement in International Comparison P4.1 Goal definition: At the club and national team level, our goal should be a steady improvement in international comparison. P4.2 Goal justification: Hockey isn't just for fun, it's a traditional Olympic sport, and top achievement is a central Olympic value. Development for hockey thus means improving achievement, but only when this is just ONE aspect of the Olympic spirit. A very important part of Austrian hockey's profile right now is success in international comparison. There is hardly another Olympic team sport association that is better positioned now than hockey, and at the same time, it is still relatively simple in Austria to realize a childhood dream such as participating in a European, world, Olympic or Champions' League championship... These are significant advantages over other sports associations! 1.3 Champion of the goal: Max Mustermann

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