Transcript [email protected] OAS Statement Objectives, Advantage, Scope Of The Austrian Hockey Federation [email protected] Background The Austrian (Field) Hockey Federation is a very small sports federation with only around 3000

[email protected]
OAS Statement
Objectives, Advantage, Scope
Of
The Austrian Hockey Federation
[email protected]
Background
The Austrian (Field) Hockey Federation is a very small sports federation
with only around 3000 members. In Austria field hockey is an ‚offmainstream-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.
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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
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Austrian Hockey – Strategy Wheel
GOVERNANCE
“Rules supporting our vision”
LEADERSHIP
“Inspire people and cultivate
shared values”
• provide inspiring vision
• approach long term planning
• compliant with relevant legislation and
• more managerial attitude
DEVELOPMENT
guidelines
• uphold high standards of fairplay “Higher Quality and Quantity”
• circular assessment and development of the
and ethics
• long term area development plan
operational structure/responsibilities according to
• attract and retain potential
• long term player development plan
strategic objectives
leaders for the future
• long term coaching, umpiring
• ensure appropriate allocation of resources
development
development plan
(human, financial, infrastructure) to strategic
• development program for officials
objectives
• Volunteers development program
Value driven,
• ensure appropriate competition and
(recruitment, reward and recognition)
highly intrinsic
participation at both youth and senior level
• development plan for hockey facilities
motivated, absolutely
• create ‘hockey joyride’ possibiliies
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 focused,
enjoyable and top
PERFORMANCE
networking
“Unleash
and shift potential”
community
• provide environment to increase experience and
members
qualification of coaches
• ensure high levels of competition for elite teams
FINANCE &
• intensive cooperation with institutional experts
in the sport science and medical fields
RESSOURCES
• ensure integration in Austrian Olympic
“Reaching Higher”
• “vision based view” instead programming
• provide programs, structures and support
of “ressource based view”
services to elite performers
• Develop a vision based
• provide appropriate funding
funding strategy
• develop a “hockey virus
infection strategy” for partners,
volunteers, supporters
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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
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„Hock@cademy of life“
2016
Vision Hockey 2016: “Olympics Incorporated!”
- Authentic Embodiment of the Olympic Spirit
- Highly Innovative “Olympic Spirit Networker”
- Part of the Games
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).
Which strategic goals do we need to pursue
on the way towards realizing our vision?
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.
How are the individual strategic goals related?
20:
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competition.
P4
Ongoing improvement
in int. comparison
29
Performance
P2
Significantly increase
support for national
squads
P1
Increase
professionalization
28
P3
Ensure high,attractive
level of competition
27
W3
Increase the
prevalence of
hockey in A.
25
26
W4
Increase club
support
W1
Create long-term
development/qualification
frameworks for athletes, coaches,
functionaries, and volunteers
Growth &
Development
30
15
Ressources
23
24
W2
Integrating hockey
into the education
system
21
19
20
17
R2
Expand sources
of income/
support
18
16
R1
Actively encourage
R4
know-how
Create growth-oriented
transfer
sport facility
infrastructure
R3
Increase Dedication
& Involvement
10
11
22
9
12
K3
Building effective,
innovative PR
& communications
Comm./
Network
K2
Magnifying the
event focus
K1
(Re-)activating
the network
8
7
6
4
K4
Creating partnerships with
sport scientific, medical and
pedagogical
institutions
14
2
Leadership &
L1
Values
Honing/cultivating
our profile
1
L2
Producing
inspiration &
Commitment
3
L3
Winning over
visionary
leaders
5
L4
Creating heroes
& role models
13
[email protected]
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
8
[email protected]
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
9
[email protected]
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 2016. 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
10
[email protected]
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
11
[email protected]
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
12
[email protected]
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
13
[email protected]
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
14
[email protected]
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
15
[email protected]
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
16
[email protected]
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
17
[email protected]
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
18
[email protected]
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. Growthoriented 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
19
[email protected]
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
20
[email protected]
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
21
[email protected]
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
22
[email protected]
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
23
[email protected]
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
24
[email protected]
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
25
[email protected]
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
26
[email protected]
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
27