INFO Strategies Lorem ipsum dolor sit amet consectetur. Arcu ridiculus non aliquet sit odio. Facilisi non nulla habitant egestas. Nisl amet at sed laoreet congue senectus lectus gravida. SustainabilityWSF Strategy WSF Strategy 2022-2025 Message from The President The secret of change is to focus all your energy not on fighting the old, but on building the new – Socrates This strategy is different to previous WSF strategies. It is more challenging in response to an international sporting world which is more turbulent, dynamic and competitive, in which squash needs to thrive by being more ambitious and transformative, but also being more proactive and agile in capitalizing on the opportunities to achieve sustained growth for the sport. Squash, alongside squash57, has potential to engage hearts and minds across all generations. This strategy aims to help boost squash’s existing markets and expand into new ones. It aims to grow the sport’s participant base, extend squash’s global footprint and grow squash’s fan base by transforming its live broadcast and social media presence, particularly if we are to appeal to new young audiences. WSF can’t do all this on its own. There are many clever, entrepreneurial people keen to see squash thrive, who we need to engage in our journey. Innovation needs to be a new mindset for a new era and WSF needs to develop meaningful partnerships like never before. WSF needs to transform from ‘governing body’ to ‘enabling body’ and partner with others who share our ambitions. If you share the belief that squash has the potential to be a more major global force, commit to coming with us on our next big journey. But come not as a passenger or spectator, but as part of the team driving squash to an exciting new destination. This strategy is also your strategy and we are confident you will join with us for this exciting journey. Zena Wooldridge OBE President, World Squash Federation The Global Sporting Landscape ~ New Trends The sports industry is experiencing unprecedented change and turbulence. These are the key emerging trends that will influence the strategies of International Sport Federations. Purpose As the recognised International Federation for squash, WSF is the custodian of our sport. We are here to serve our Member Federations, build strong partnerships and provide effective leadership to ensure squash’s future prosperity. Vision A sport working in unison across stakeholders committed to the sustainable development of squash and creating a more inclusive, diverse, healthy and considerate world. Mission Grow the global footprint of squash and squash57, making the sport relevant to the lives of participants and communities Grow Grow the global footprint of squash and squash57, making the sport relevant to the lives of participants and communitie Inspire Inspire all generations of squash participants with exciting and innovative events, opportunities and campaigns Together Unite the squash family and partners behind a shared strategy to ensure squash thrives into the future Values Integrity We practice exemplary governance, ethics and respect, and create a culture of transparency and trust. Passion We bring the squash community together to generate fun, excitement, emotional attachment and a sense of belonging. Inclusion We encourage people from all backgrounds and culture to experience our sport, ensuring they are treated with respect, fairness and equal opportunity to participate Collaboration We work with others to provide relevant support to Member Nations to enable squash to thrive and grow Innovation We embrace innovation to transform the way we operate. Excellence We strive to continuously improve what we do and how, and to provide an outstanding experience for all participants Stakeholders Strategy Pillars Championships & Events Consolidate WSF’s Championships and events portfolio; strengthen squash’s presence in multi-sport games; enhance our presentation of the sport Squash Development Develop and promote programmes and campaigns designed to ensure squash and squash57 thrive, innovate, develop and grow Business Operations As part of good governance, the WSF must ensure its operations run effectively and optimizes its revenue streams to underpin and resource its strategic ambitions Effective Leadership We must practice exemplary governance, clear strategic direction and effective representation in the global sport eco-system People & Partnerships Our people and partners are fundamental to unlocking the sport’s potential. We must nurture and support these relationships and recognize their contribution to the success of the sport Championships & Events Events Assets Consolidate WSF events portfolio to support Nations’ player/competition pathways Affordability Consider cost of events to nations in order to increase championship entrie Multi-Sport Games Strengthen squash’s presence in multi-sport games PSA Partnership Partner with PSA (Squash Media & Marketing and Infront) to provide a more consistent and enhanced event presentation and exposure Integrated Calendar Create an integrated global calendar to cover all relevant category of player Doubles Review Review the role of Doubles in squash’s overall international calendar Masters Implement proposals for world masters’ tour and rankings Event Managers Create a programme for training future event managers Squash Development ‘Right Ball’ Promote the ‘right ball’ concept to support squash growth strategy Knowledge Exchange Develop an infrastructure and culture to encourage knowledge exchange across the sport, such as around the development of outdoor and mini/portable courts Squash57 Produce and deliver a global strategy for squash57 as a sport for all generations Sport Presentation Enhance innovation and presentation of showcase events to grow our fan base and further social media engagement Officiating Complete the development and delivery of World Squash Officiating (to level 5) Coaching Strategy Produce and implement a WSF Coaching Strategy to support WSF’s strategy Masters & Juniors Review Junior and Masters events to ensure relevance and quality experience Campaigns Roll out world-wide promotional campaigns in partnership with PSA Rules Continue to review and refine rules and equipment standards Business Operations Grow Membership Review / strengthen the value proposition to Member Federations and squash consumers as a basis for growing the number of Full Members World Squash Club Create a World Squash Club including global ratings Club Database Support development of a global database of squash courts, clubs and venues Monetise Events Partner with PSA to capitalise on the commercial value of championships Digital Produce a digital transformation plan to support WSF’s strategy Commisions Align Commission structure, roles and responsibilities to ensure effective strategy delivery Accreditation Strengthen partnerships with accredited court and equipment providers SQUASH57 Integrate squash57 into other key work areas, such as coaching and officiating Effective Leadership Governance Practice exemplary governance and robust financial management Wada Compliance Ensure compliance to WADA anti-doping code and education Olympic Bid Review the feasibility of a future Olympic inclusion bid Represent Represent our sports effectively within the global sport eco-syste Raising Profile / Re-brand Lead the reshaping and re-profiling of squash in partnership with PSA, including re-branding WSF Environmental Sustainability Produce a WSF environmental sustainability strategy and implementation plan by Oct 2024 People & Partnerships National Squash Federations Empower, encourage and support National Federations to actively engage in the sport’s development Work with National Federations to support the sustainability of existing clubs and venue owners, and the development of new facilities Regional Feds Consolidate the roles and responsibilities of the 5 Regional Federations Partnership with PSA Cement new strategic partnership with PSA (Group and Foundation), including aligning our strategies, and the sharing of resources where relevant Squash Workforce Enhance the sport’s ability to develop a diverse and capable squash workforce Better promote the contribution and achievements of our squash workforce Education Partners Explore partnerships with various education-based sport organisations New Partnerships Seek new partners relevant to the delivery of WSF’s strategy Performance Indicators / Targets Note: these are examples of performance measures that will drive the annual implementation plans over the next 4 years Championships & Events Launch 2 new championships in the next 3 years Grow number of participant nations by 20% by 2024 Progress squash’s inclusion in European and African Games Support delivery of successful Commonwealth, Asian and PanAmerican Games for squash in 2022 & 2023 Squash Development 4 x quarterly knowledge exchange webinars from 2022 Squash57 adopted by 5 new nations per annum World Squash Officiating adopted by 50% of WSF nations by June 2022 and 80% by end of 2023 Draft coaching strategy by June 2022 Effective Leadership Relocate WSF Ltd from Isle of Man to UK by end March 2022 Review 2018 voting review; make proposal by July 2022 Achieve small financial surplus annually to build reserves Produce feasibility report on future Olympic bid People & Partnerships Agree joint strategy by June 2022 including Foundation Set inclusion and diversity targets across the organization for 2022- 23-24 2 female level 5 referees by Dec 2022 and 4 by end 2023 Sign 2 new sponsors by mid 2022 Business Operations Grow WSF membership by 2 nations per annum 2022-24 Establish World Squash Club by Sept 2022; target 40,000 members by end 2023 Agree partnership with PSA & Infront by June 2022 Launch new WSF website (with new branding) by end of 2022 Let’s Go ! Every new beginning comes from some other beginning’s end – Seneca Out of the global turmoil of Covid-19 we have the opportunity to re-think our approach to leading and shaping WSF, taking it beyond the traditional boundaries of how we view and lead squash’s future and how the rest of the sporting world perceives squash. Our task is to carve out new opportunities from the challenges of a new post-Covid world. It is time to start a new journey, a new adventure with a new roadmap; and we need to embark on that journey together.
