SAFA Skysailor Magazine

27 November | December 2021 SKY SAILOR Goal 5 – Operational Excellence Ensure our staff are well managed, well cared for and ensure they value the contribution they make for our NSO; ensure sub-committees are more accountable and productive; ensure our record keeping across all areas is effective and secure and ensure operational initiatives are pre-planned and well executed; ensure we are well positioned for growth and succession. Goal 6 – Financial Sustainability Invest in strategies that deliver financial and brand success; review SAFA assets, financial and non- financial, to find performance improvement, national consistency and better outcomes for our members; include activities that develop sites and deliver infrastructure capability; develop new revenue streams that lessen dependence on member subscriptions; invest in pursuing public and private sector funding opportunities and develop a sponsorship proposition to support this; aim to have all our national teams self-sufficient. Goal 7 – Competition Review and upgrade our compe- tition structures; create alternate competition formats such as a two-yearly multi-discipline test series against NZ; build an academy style program to develop competition pilots across all disciplines; seek to leverage opportunities such as the Invictus games; gain more from our FAI relationship; investigate developing a stadium format for PPG and a competition format suitable for TV or live streaming. Our Goals The SAFA is focused on achieving the goals* of: Goal 1 – Continuous Safety Enhancement Further develop our safety system and improve accident and incident management. Goal 2 – Increased Participation Embrace alternate recruitment and retention strategies; including increasing the average skill level of our membership and initiating programs to increase participation of under-represented groups; females, youth, non-English speaking, disabled, and others; increase the ‘funnel’ for new pilots and reduce barriers to entry. Goal 3 – Partnerships Ensure regular collaboration, and communication, with key stakeholders; SAFA members, clubs, regional associations and regulators CASA/ASA. Roll out a national relationshipmanagement strategy to build relationships with key national stakeholders. Goal 4 – Good Governance Deliver better organisational performance through improving our governance; including activities to improve our national strategy and improve operational administration. * Desired outcomes and related projects are listed in ‘Strategy Initiatives’. Download the full report from the SAFA website.