Copy of Project Shuttle

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The State of Play: 
Government Mandate vs Fiscal Reality
South Africa wants an active, winning, socially cohesive nation. Yet federations face shrinking, volatile support. The truth is simple: we cannot build the future on uncertain grants.
Strategic implication: Treat public funding as spark, not fuel. Our engine must be commercial.
The Municipal Infrastructure Grant (MIG) Dilemma
Allocations exist for sports infrastructure, but funds can be delayed, diverted, or underspent; capacity gaps and policy constraints add friction.
We won’t wait for perfect facilities—we’ll activate existing halls with portable courts and formal access agreements.
The CSI Landscape: A Tight Squeeze
Corporate Social Investment into sport is small and concentrated in a few major codes. Competing for the same pot with a logo-first pitch is a losing game.
Strategic implication: Differentiate by selling outcomes—wellness, attendance, skills, cohesion—tracked and reported.
Competitive Insight: What Padel Got Right
Padel surged by plugging into wellness apps with booking integration, upfront discounts, and gamified rewards.
Our adaptation: Position badminton as Wellness-as-a-Service. We offer companies participation at scale, tracked in-app, rewarded, and evidence-backed for HR and ESG reporting.
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The Theory of Change: 
A Framework for Social and Economic Value Creation
Social Return on Investment (SROI) is how we turn human outcomes—better health, improved focus at school, stronger communities—into rand values using conservative methods.
Forecast SROI now (based on intended outcomes).
Evaluative SROI later (based on actual data).
When we say 5.1:1, we mean: every R1 invested generates R5.10 in social value.
Six-Step SROI Methodology for BSA
Identify Stakeholders
Youth, parents, teachers, adult players, clubs, coaches/volunteers, communities, government (health/education), corporate partners.
Map Theory of Change
Inputs → activities → outputs → outcomes (health, confidence, academic focus, cohesion).
Evidence & Value
Use recognised proxies for health, education, social capital, and crime reduction.
Establish Impact
Adjust for deadweight, attribution, and displacement.
Calculate SROI
Aggregate adjusted value ÷ total investment.
Report & Verify
Publish assumptions, sources, and methods; validate with stakeholders.
Jargon, decoded:
Deadweight = the change that would have happened without us.
Attribution = how much of the change we can credibly claim.
Displacement = gains in one place that cause losses elsewhere.
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Alignment with National & Global Goals
National SportS Recrec Plan Alignment
Active Nation
Increasing participation across all demographics through accessible badminton programs.
Winning Nation
Building competitive pathways from schools to international podiums.
Enabling Environment
Creating sustainable infrastructure and governance for long-term growth.
SDG Alignment
Promoting physical activity and mental wellbeing through regular play.
Supporting school attendance and focus through structured sport.
Equal opportunities for participation and leadership.
Building social cohesion through inclusive sport programs.
These aren't buzzwords—they're shared objectives that help partners place badminton within national development priorities.
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Data & SROI Operations
System
A single consented database with unique IDs, provincial dashboards, and easy imports (seeded by Lotto funds).
We Record
Who plays, how often, hours on court, school links, short wellbeing pulses, volunteer hours, event attendance, content engagement.
Provincial Compacts
Funding tranches linked to timely data and growth targets.
Proof
An annual Social Impact Report, independently reviewed, written in plain English.
Section takeaways
SROI translates impact into numbers without losing the human story.
The database is our backbone—it earns trust and renewals.
Conservative assumptions; transparent methods.
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Pillar 1: First Serve 
Grassroots & Schools
Imagine a Grade 6 class where every learner gets a racquet, a teacher confidently sets up a portable net in the hall, and the scoreboard ticks not just points—but confidence.
Objective:
Reach 60,000 children in nine provinces by 2029; make badminton a core school offering; seed a national talent pathway.
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Provincial Implementation Strategy
Guiding Principles
Facility-Dependent Growth
Expand by leveraging existing infrastructure hubs and developing new badminton facilities in high-demand areas.
Governance-First Expansion
Prioritise growth in regions where provincial federations exhibit robust administration and governance, strengthened by Project Invictus.
Collaborative Funding
Forge partnerships with CSI, municipalities, mall owners, and DSAC for co-investment in facilities and programs.
High Performance as a Catalyst
Inspire participation by establishing a national professional league and a premier High Performance Centre.
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Provincial Implementation Strategy
Provincial Rollout Plan
Project Shuttlecock will be implemented across all nine provinces using a phased approach that balances immediate impact with sustainable growth.
Gauteng
Leverage existing infrastructure and high population density to quickly establish programs and demonstrate success.
Western Cape
Build on established badminton community and strong school sports culture to create showcase programs.
KwaZulu-Natal
Target diverse communities with mix of urban and rural implementation to test different delivery models.
Eastern Cape
Focus on school programs and teacher training to establish foundation for growth.
Free State
Implement mall-based strategy with Retail Grand Prix as catalyst for participation.
North West
Partner with mining companies and local municipalities to establish community programs.
Mpumalanga
Develop rural outreach model with mobile equipment and training programs.
Limpopo
Focus on school-to-club pathway in underserved communities.
Northern Cape
Implement hub-and-spoke model to address geographic challenges.
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Stepwise Rollout
Phase 1: Anchor Cities & Core Hubs (Years 1–2)
Establish a strong foundation in key cities like Johannesburg, Cape Town, and Durban by leveraging existing facilities, hosting flagship events for visibility, and securing partnerships with municipalities and mall groups.
Phase 2: Institutional Strength (Years 2–3)
Expand reach through strategic partnerships with corporate associates such as the SA Police and Defence Force, creating structured corporate leagues and co-funding coach development to build robust institutional capacity.
Phase 3: Secondary Growth Cities (Years 3–4)
Target medium-activity centers like Stellenbosch and Polokwane by introducing "Club-in-a-Box" packages, providing essential resources and development coaches to integrate schools, communities, and provincial leagues.
Phase 4: Spillover Regions (Years 4–5)
Extend influence to areas adjacent to major hubs, such as Pietermaritzburg, by deploying AirBadminton activations in public parks to overcome facility barriers and anchoring outreach with regional events that feed into the national calendar.
Phase 5: University Hubs (Parallel Track)
Forge strong partnerships with universities (e.g., UWC, Stellenbosch, Tuks) to establish Varsity Leagues, develop shared facilities for high-performance training, and implement data-driven athlete tracking.
Phase 6: Expansion into Low-Activity Provinces (Years 5+)
Initiate growth in underserved rural towns of Mpumalanga, Limpopo, and Northern Cape through public-private partnerships, seeding community clubs in public halls with equipment pools, and building regional hubs around new, badminton-centric facilities.
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Pillar 2: Badminton for Life
Mass Participation & Clubs
Friday night in a community hall: music, friends, and a scoreboard that quietly tracks steps, smiles, and social ties.
Objective:
+200% adult players; 30 new clubs; a revenue-positive participation engine.
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Badminton for Life: Adult Participation Strategy
Corporate League Framework
League Structure
Format: Mixed team competition with flexible scheduling
Divisions: Tiered based on skill level to ensure competitive matches
Venues: Combination of corporate facilities, community halls, and retail spaces
Season: 8-12 week seasons with playoffs and finals events
Wellness Integration
Activity Tracking: Participation hours logged in wellness partner app
Rewards: Points earned for matches played, redeemable for discounts
Health Metrics: Optional fitness assessments to track improvement
Corporate Reporting: Anonymized participation data for HR wellness programs
Shuttle Time Social Events
Format
Evening social play sessions with music, refreshments, and rotating partners to maximize social interaction.
Target Audience
Young professionals, fitness enthusiasts, and social groups looking for active entertainment options.
Venues
Urban community centers, mall spaces, and entertainment districts to maximize visibility and accessibility.
Revenue Model
Ticket sales, refreshments, equipment rental, and sponsor activations create a sustainable event model.
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Club Development Strategy
30 New Clubs by 2029
A critical component of the Badminton for Life pillar is establishing 30 new sustainable clubs across South Africa, creating permanent community hubs for participation and development.
Club Development Pathway
Identification
Identify communities with demand but limited access to badminton facilities
Incubation
Provide seed funding, equipment, and governance support to establish club foundations
Development
Build coaching capacity, membership base, and sustainable revenue streams
Sustainability
Transition to self-funding operation with ongoing BSA support and resources
Club Startup Package
Financial Support
R25,000-R50,000 seed grant for initial venue hire, equipment, and marketing
Equipment
Starter kit with nets, racquets, and shuttlecocks to support initial sessions
Training
Coach education for 2-3 founding members and club management training
Resources
Club management toolkit with templates for governance, finance, and operations
Sustainability Metrics
Each club will be evaluated on key performance indicators to ensure long-term viability:
Membership growth and retention rates
Revenue diversification (fees, events, grants, sponsorship)
Coach development and qualification progression
Community engagement and volunteer recruitment
Facility security and improvement plans
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Pillar 3: Podium Potential (High Performance)
Early mornings. Tape on racquets. A shared dream of Olympic stages that make children in school halls believe bigger.
Objective:
Consistent Olympic qualification; medals at Commonwealth and African events; relatable national heroes.
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Regional High-Performance Hub Model
The Podium Potential pillar will establish strategically located high-performance centers to develop elite athletes capable of international success.
Hub Components:
Training Facilities
3-4 dedicated courts with proper lighting, flooring, and ceiling height
S&C Facilities
Basic strength and conditioning equipment focused on badminton-specific needs
Performance Analysis
Video analysis systems and performance tracking technology
Recovery & Medical
Basic physiotherapy space and recovery protocols
Athlete Support System
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Elite
Full-time program with comprehensive support for international competitors
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Performance
Part-time program for developing national-level athletes
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Development
Talent identification and initial specialized training
International Competition Strategy
Rather than spreading resources thinly across many tournaments, we will focus on strategic competition opportunities that maximise ranking points and qualification potential. This targeted approach ensures athletes compete in events where they can realistically achieve results that advance their international standing.
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Talent Pathway Development
Integrated Talent Development System
Project Shuttlecock will establish a comprehensive talent pathway that identifies promising players early and provides them with progressive development opportunities.
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National Squad
Elite athletes representing South Africa internationally
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High Performance Program
Full-time training for top national prospects
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Provincial Academies
Regular specialized training for identified talent
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Development Squads
Initial talent groupings from schools and clubs
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Talent ID Camps
Assessment events to identify promising players
Talent Identification Criteria
Physical Attributes
Speed and agility testing
Reaction time assessment
Coordination evaluation
Power and endurance measures
Growth potential assessment
Technical & Tactical
Fundamental movement skills
Sport-specific technique evaluation
Game awareness assessment
Decision-making under pressure
Learning capacity and adaptability
Psychological Profiling
Motivation
Intrinsic drive and commitment to long-term development
Resilience
Ability to overcome setbacks and persist through challenges
Coachability
Receptiveness to feedback and willingness to implement changes
Competitive Mindset
Performance under pressure and competitive drive
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Coach Development Framework
Building Coaching Capacity
A critical success factor for Project Shuttlecock is developing a robust coaching workforce that can deliver quality experiences across all levels of the sport.
Coaching Pathway
Shuttle Time Teacher
Basic introduction for school teachers and volunteers to deliver fundamental activities
BWF Level 1
Foundation coaching qualification for club and school coaches working with beginners
BWF Level 2
Intermediate qualification for coaches working with developing players and regional squads
BWF Level 3
Advanced qualification for provincial and national level coaches
Coach Education Delivery
Traditional Courses
Weekend certification courses in key locations
Provincial coaching conferences
Practical assessment workshops
International coach exchanges
Blended Learning
Online theoretical modules
Virtual mentoring sessions
Video analysis assignments
Digital resource library
Female Coach Development
A specific focus on increasing female coaching representation will include:
Women-only introductory coaching courses
Female coach mentoring program
Subsidized certification for female coaches
Leadership development for female coaches
Flexible delivery options to accommodate family responsibilities
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Pillar 4: Digital Ecosystem & Media Rights
Our community isn't a metric owned by someone else. It's ours. We tell our story, keep our data, and license finished quality to broadcasters.
Digital & Broadcast Pillar — 
"Own what we must, share what makes sense"
Community app
Player/club profiles, user-generated content, event check-ins, quick surveys—BSA owns the data.
Production company
Multi-cam shoots, commentary, graphics, highlights; competitive quotes.BSA keeps rights and data.
Broadcasters
License finished shows; begin with schools/CSI-friendly formats (e.g., DStv Schools Badminton Challenge).
Operating principles
BSA keeps rights and data.
No single-point dependency.
Secure broadcaster LOI's before selling "TV" to sponsors.
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Digital Ecosystem: Technical Architecture
System Components & Data Flow
Community App
Player profiles and activity tracking
Club/venue finder and booking integration
League management and results
Event registration and check-in
Wellness integration (partner API)
User-generated content sharing
Central Database
Unified player/coach/official records
Participation metrics and demographics
Competition results and rankings
Facility inventory and utilization
Wellbeing survey responses
POPIA-compliant data governance
Content Platform
Event highlights and interviews
Training resources and tutorials
News and announcements
Athlete profiles and stories
Partner content integration
Broadcast-ready packages
90-Day Digital Pilot Plan
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Data Strategy & Impact Measurement
Data Architecture
The success of Project Shuttlecock depends on robust data collection and analysis that enables evidence-based decision making and demonstrates impact to stakeholders.
Core Data Sets
Participation Data
Player demographics, frequency, duration, location, and program type
Performance Data
Competition results, rankings, progression metrics, and talent pathway tracking
Operational Data
Facility usage, equipment distribution, coach qualifications, and volunteer hours
Impact Data
Wellbeing indicators, educational outcomes, community cohesion metrics, and economic activity
Data Collection Methods
Digital: App check-ins, online registrations, digital scoresheets
Surveys: Periodic wellbeing pulses, satisfaction surveys
Integration: School attendance systems, wellness platforms
Observational: Structured observation at events and programs
Case studies: In-depth qualitative research with participants
Data Governance
POPIA-compliant consent management
Data security protocols and access controls
Regular data quality audits
Clear data ownership and sharing agreements
Ethical use policies and transparency
Impact Reporting Framework
Quarterly Provincial Dashboards
Key metrics tracking for operational management and provincial funding accountability
Bi-Annual Partner Reports
Customized impact reports for sponsors highlighting relevant outcomes and ROI
Annual Social Impact Report
Comprehensive analysis of social and economic impact with independent verification
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Media Rights Strategy
Content Production Approach
BSA will maintain ownership of all media rights while working with production partners to create high-quality content that serves both broadcast and digital platforms.
Production Tiers
Tier 1: Premium Broadcast
4-6 camera setup with full graphics package, commentary, and broadcast-quality production for major events and finals.
Tier 2: Standard Broadcast
2-3 camera setup with basic graphics and commentary for regular league matches and qualifying rounds.
Tier 3: Digital Content
Single camera or mobile setup for highlights, interviews, and social content to maintain regular engagement.
Distribution Strategy
Traditional Broadcast
SuperSport package for premium events
SABC coverage for national championships
Regional broadcaster partnerships
CSI-focused educational content
Digital Platforms
BSA YouTube channel for all content
Social media highlights and clips
Community app exclusive content
Partner platform integration
Commercial Model
Tiered rights packages for sponsors
Revenue sharing with broadcasters
Content licensing to global platforms
Branded content opportunities
Content Calendar Strategy
Rather than producing random content, BSA will develop a strategic content calendar that creates narrative arcs throughout the season, building storylines around athletes, teams, and competitions that culminate in showcase events.
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Marketing & Communications Strategy
Brand Positioning
Project Shuttlecock will position badminton as an accessible, inclusive sport that delivers both personal and social benefits across all demographics.
Key Brand Pillars
Accessibility
A sport for everyone regardless of age, background, or physical ability
Community
Creating connections and social bonds through shared participation
Wellness
Supporting physical and mental wellbeing through active play
Excellence
Celebrating achievement and inspiring performance at all levels
Target Audiences
Youth & Families
School-age children
Parents seeking family activities
Youth sports participants
Active Adults
Corporate professionals
Fitness enthusiasts
Social sport seekers
Stakeholders
Corporate partners
Government entities
Educational institutions
Communication Channels
Owned Media
Website, community app, email database, social media channels, YouTube
Earned Media
PR campaigns, media partnerships, athlete stories, impact reporting
Partner Channels
Sponsor platforms, school networks, retail venue communications
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Section Takeaways: 
Strategic Pillars
First Serve
Reach 60,000 youth through schools with portable equipment and teacher training.
Badminton for Life
Grow adult participation 200% through corporate leagues and social events.
Podium Potential
Build national heroes through regional performance hubs and targeted support.
Digital Ecosystem
Own our data and content rights while building strategic media partnerships.
Key Principle
Digital is a strategic asset, not a side project.
Approach
Pilot fast, measure hard, scale what works.
These four pillars work together to create a comprehensive ecosystem that supports badminton development from grassroots to elite levels, while building commercial sustainability through strategic digital and media assets.
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Commercialisation and Growth Strategy: Building a Sustainable Federation
A sustainable BSA commercial model must do three things at once: (1) grow participation, (2) deliver measurable value to partners, and (3) create repeatable, ownable assets (events, data, and content) that compound over time. The architecture below links our partnership tiers to a national events engine, showing clearly who gets what, how, and how we’ll measure it.
Partnership & Sponsorship Architecture
Tier 1
Official Wellness Partner
Tier 2
Retail Property & Infrastructure
Tier 3
Equipment & Apparel
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Commercialisation and Growth Strategy: Building a Sustainable Federation
Partnership & Sponsorship Architecture
Tier 1
Official Wellness Partner
Tier 2
Retail Property & Infrastructure
Tier 3
Equipment & Apparel
Tier 1 — Official Wellness Partner (Insurance/Wellness)
Integrate bookings and leagues in-app; upfront discounts; points for play.
Value: Healthier members, sticky engagement, reportable outcomes.
Tier 2 — Retail Property & Infrastructure (REITs)
Convert underused mall spaces into pop-up badminton arenas and finals days that lift footfall and dwell time.
Value: Community utility, loyalty integrations, and compelling content backdrops.
Tier 3 — Equipment & Apparel
Exclusive supply rights (national teams, First Serve); value-in-kind plus cash.
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Commercialisation and Growth Strategy
Tier 1 — Official Wellness Partner (Insurance/Wellness)
Who it’s for: Health insurers or wellness platforms seeking member engagement, preventative health outcomes, and reportable impact.
BSA offers:
Productised participation
Corporate Leagues + “Shuttle Time” sessions published in the wellness app.
In-App Integration
Bookings, upfront member discounts, and points for play (gamified rewards).
Data & Reporting
Verified participation, hours active, demographic splits, and SROI-aligned impact snapshots.
Value to partner:
Healthier members and stickier app usage.
Auditable, outcomes-based ESG/CSI reporting.
KPIs: Active members, sessions per member/month, cost per active member, retention uplift, points earned, wellbeing pulse scores.
Commercials: Category exclusivity, annual fee + activation budget; co-branded communications.Partnership & Sponsorship Architecture
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Wellness Partner Value Proposition
The Wellness-as-a-Service Model
Badminton South Africa offers wellness partners a unique opportunity to drive measurable health outcomes through active participation, supported by robust data and engagement mechanisms.
Evidence-Based Outcomes
Trackable participation metrics and wellbeing indicators provide partners with concrete ROI for wellness investments.
Sustained Engagement
Regular league play and social events create consistent touchpoints with members, driving app usage and program participation.
Social Connection
Badminton's team and social aspects address both physical and mental wellbeing through meaningful community connections.
Inclusive Activity
Low barrier to entry makes badminton accessible to all fitness levels and demographics, maximizing participation potential.
Integration Framework
Technical Integration
API connections to wellness platforms
Single sign-on capabilities
Activity data sharing (with consent)
Rewards system integration
Corporate reporting dashboards
Program Integration
Co-branded corporate leagues
Wellness challenges and campaigns
Health education at events
Fitness assessments and tracking
Corporate wellness days
Reporting & ROI
Participation demographics
Activity frequency and duration
Wellbeing survey results
Program retention rates
Health outcome indicators
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Commercialisation and Growth Strategy
Tier 2 — Retail Property & Infrastructure
Who it’s for: Mall owners and REITs seeking footfall, dwell time, and community value.

BSA offers:
Pop-up badminton arenas 
For league finals and showcase days (mall atriums/under-utilised space).
Turnkey event production 
With broadcast-ready capture (great sight-lines, built-in audiences).
Retail tie-ins 
Tenant coupons, loyalty integrations, QR-led offers.
Value to partner:
Footfall & dwell time lift, measurable via counters and POS redemption.
Visible community engagement aligned to CSI.
KPIs: Footfall vs baseline, dwell time, coupon redemption rates, loyalty sign-ups, earned media value.
Commercials: Venue support in-kind, co-promotion, and rights fee or cost-share for the series.
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Facility Strategy
Facility-Agnostic Approach
Rather than waiting for purpose-built facilities, Project Shuttlecock will activate existing spaces using portable equipment and strategic partnerships.
Venue Types
School Halls
Primary venue for First Serve programs, utilizing existing spaces during and after school hours
Community Centers
Multi-purpose venues for club development and community programs
Retail Spaces
Temporary activations in malls and shopping centers for events and visibility
Corporate Facilities
Workplace gyms and recreation spaces for corporate leagues and wellness programs
Portable Equipment Solutions
School Kit
Lightweight portable nets
Junior racquets (20-30 per kit)
Plastic shuttlecocks
Basic floor marking system
Storage solution
Event Kit
BWF-standard portable court
Court mats or protection system
Professional net systems
Scoreboard and officials equipment
Branding and barrier systems
Long-Term Facility Development
While the initial strategy focuses on existing spaces, BSA will work toward more permanent facility solutions:
Formal access agreements with schools and municipalities
Dedicated badminton spaces within multi-sport facilities
Public-private partnerships for facility development
Regional high-performance centers with dedicated courts
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Commercialisation and Growth Strategy
Tier 3 — Equipment & Apparel
Who it’s for: Brands wanting exclusive supply rights and a credible development story.
BSA offers:
Exclusive categories
National teams, First Serve schools, Corporate League
On-court visibility 
LED boards, umpire chairs, media wall) and retail moments at mall events.
Value to partner:
KPIs: Units placed, event sales uplift, on-broadcast exposures, e-commerce conversions.
Commercials: Mix of value-in-kind (equipment, apparel) + cash rights fee.
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Merchandising Strategy
Phased Approach to Merchandise
Project Shuttlecock will develop a merchandise program that balances revenue generation with brand building and participant needs.
Phase 1: Essential Equipment (Years 1-2)
School Starter Kits
Subsidized equipment packages for schools implementing First Serve programs
Beginner Player Packs
Entry-level racquets, shuttles, and basic accessories for new participants
National Team Replica Items
Limited edition items featuring national team branding and player endorsements
Phase 2: Expanded Range (Years 3-4)
Apparel
Event-specific t-shirts and caps
Club and provincial team wear
Performance training apparel
Casual lifestyle items
Equipment
Co-branded racquets with equipment partner
Custom shuttlecocks
Training aids and accessories
Equipment bags and cases
Phase 3: Premium & Lifestyle (Year 5+)
As the brand grows in value and recognition, expand into:
Premium co-branded equipment lines
Limited edition collector items
Expanded lifestyle apparel range
Corporate gift and promotional items
Digital products and content subscriptions
Distribution Channels
Merchandise will be available through multiple channels:
Event sales at tournaments and activations
Online store integrated with community app
Partner retail locations (sporting goods stores)
Club and school bulk ordering program
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Strategic Partner Alignment Matrix 
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Stakeholder Engagement Plan
Key Stakeholder Groups
The success of Project Shuttlecock depends on effective engagement with multiple stakeholder groups who can support, enable, and amplify our work.
Government
DSAC, Department of Education, municipalities, SASCOC
Education
Schools, universities, teacher associations
Corporate
Sponsors, wellness providers, retail property owners
Community
Clubs, players, parents, volunteers
Media
Broadcasters, publishers, influencers
Sport
BWF, other federations, coaches, officials
Engagement Strategies by Stakeholder Group
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Events Commercial Engine — 
"Retail Grand Prix"
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2025 pilot
Melville Cup finals day in-mall (e.g., Mimosa Mall, Bloemfontein).
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2026
Expand to a six-stop national series (team format).
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Lead-in activations
To build hype and discovery.
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Retail Grand Prix: Event Experience Design
Mall Venue Transformation
Venue Requirements
Minimum 20m x 15m clear floor space
7m minimum ceiling height
Suitable flooring or overlay system
Adequate power supply
Loading access for equipment
Spectator viewing areas
Ambient lighting control
Spectator Experience
Tiered seating for 300-500 spectators
Clear sightlines from surrounding mall areas
Dynamic scoreboard and announcer
Music and entertainment between matches
Food and beverage options
Interactive sponsor activations
Mini-courts for visitor participation
Event Format & Schedule
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Pre-Event (2 weeks)
In-mall promotions, player appearances, mini-court activations
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Day 1: Qualifying
Local qualifiers and preliminary rounds
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Day 2: Quarter/Semi-Finals
Main competition and entertainment program
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Day 3: Finals
Championship matches, awards, and showcase exhibitions
Retail Integration Opportunities
The Retail Grand Prix creates multiple touchpoints for mall tenants to engage with the event and drive business outcomes:
Co-branded promotions offering discounts to ticket holders
QR codes on event materials linking to tenant offers
Player appearances at stores before/after matches
Digital integration with mall loyalty programs
Tenant-sponsored player awards and segments
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Section takeaways: Commercialisation
Value-driven partnerships
Sell wellness utility (Tier 1), footfall/dwell (Tier 2), and ownership (Tier 3).
Innovative venue strategy
Build a repeatable events machine with content baked in using existing retail spaces.
Measurable outcomes
Provide partners with concrete data on engagement, health impacts, and commercial benefits.
Commercial Growth Trajectory
The chart shows our projected revenue growth across different streams. By 2029, commercial revenue (including sponsorship) will significantly outpace grant funding, creating true financial sustainability.
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Funding Requirement and Financial Projections (2025–2029)
Five-Year Operating Budget
Covers programme teams, equipment, travel, marketing, events, digital platform, and prudent overheads—structured by pillar to keep money close to outcomes.
Revenue Mix & Commercial Trajectory
Streams: Partnerships, grants (DSAC/NLC), commercial (league fees, event tickets & hospitality, merchandising, media rights), memberships.
Shift: Grants help us launch Year 1; by Year 5 commercial leads. This is financial independence by design.
Funding Packs & Targets
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Five-Year Consolidated Budget & Funding Plan (ZAR '000)
BSA’s income model is sequenced by design: grants light the fuse; commercial keeps the rocket flying. In Year 1, DSAC/NLC and CSI funding are channeled into the non-commercial backbone—schools kits, teacher training, and the central data system—so we can prove reach and impact quickly. From Year 2, sponsorship becomes the primary engine as we package the mall series, women’s pathway, and schools growth into tiered partner rights. By 2026 we target 1–2 pillar partners plus team/league inventory; by 2027 renewals above 70% create recurring cash.
Commercial lines scale with proof, not promises. The 2025 finals-day pilot gives us a sizzle reel and price points; in 2026 a six-stop mall series runs on self-funding event P&Ls (tickets, hospitality, retail integrations). Corporate leagues add predictable fees across major cities, while low-friction memberships grow with registrations. Media remains conservative: we monetise sponsor-funded highlights first and only price carriage once broadcaster LOIs are signed.
Section takeaways
R50m unlocks R255m in social value and a path to commercial leadership by Year 5.
Funding is phase-gated with clear KPIs and exit ramps if targets aren't met.
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Five-Year Consolidated Budget & Funding Plan (ZAR '000)
Spend follows outcomes. ~90% of total expenditure flows into programmes (schools, community/events, high-performance); <10% is lean overhead (audit, compliance, insurance, finance). Costs are ring-fenced by pillar so every rand has an owner and a KPI.
Pillar 1 – First Serve (front-load, then taper). Year-1/2 spend is kit + teacher training to seed scale; from Year-3 unit costs fall 20–30% as kits amortise and trained teachers deliver more sessions. Provincial sub-grants are pay-for-delivery (data in on time, schools active) or they’re reallocated.
Pillar 2 – Badminton for Life (variable, P&L-driven). Event costs flex with demand: venue, logistics, and production are scoped to pre-sales thresholds (go/no-go four weeks out). Portable court and branding are treated as multi-year assets; production is fee-for-service on priority fixtures only, procured via competitive quotes.
Pillar 3 – Podium Potential (milestone-gated). Spend is tied to selection and performance criteria; international travel targets ranking windows that matter. We use existing university/municipal hubs first; HPC capex is phased (3–4 courts, then expand) with each phase contingent on funding milestones and fixed-price build packages.
Cross-cutting enablers (small, strategic). Two Year-1 hires (Commercial; Events/Ops) and a central CRM/data spine unlock revenue and reporting; they’re budgeted as enabling OPEX, not programme drag.
Controls & contingencies. Zero-based budgeting each year; 10–15% contingency on events/infrastructure; POPIA-compliant data handling; rights stay with BSA. Every major fixture runs a standalone event P&L; every supplier is benchmarked; every phase has a gate. Net effect: costs are close to the court, variable where they should be, and switchable if targets aren’t met.
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The Balancing Act
Revenue grows R5.5m → R23.5m; the annual gap shrinks R12.0m → R2.5m. The R50m raise is a bridge, not a blank cheque—funding specific phases while assets mature.
What the gap funds (by phase)
1
Y1: Schools kits + teacher training + data spine; one broadcast-quality pilot.
2
Y2: Six-stop mall series; two revenue hires.
3
Y3: League stabilisation; women’s pathway; ranking-critical HP travel.
4
Y4: HPC Phase-1 (3–4 courts, training-ready).
5
Y5: Short bridge; commercial covers >40% of ops.
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Governance and Implementation Roadmap
BSA entering a Partnership with Project Invictus and Rhodes University
Badminton South Africa is partnering with Project Invictus (with Rhodes University as skills/governance partner) to fast-track the federation from volunteer-stretched to professionally run and investable. 
The partnership installs a light Project Management Office, tightens governance to King IV and SASCOC/DSAC standards, and rolls out a POPIA-compliant data spine so results, participation and impact are tracked and reported with confidence. 
On the commercial side, Invictus brings sponsor-ready assets—schools growth, women’s pathway, a mall-based events series, and a phased digital/broadcast plan—so brands see clear rights, audiences and ROI. 
On funding, we align DSAC/NLC grant asks with phase-gated milestones, package CSI opportunities, and open diversified revenue (tickets, hospitality, corporate leagues, memberships), while protecting BSA’s rights and first-party data.
What BSA gains, fast
Board-level compliance and transparent reporting
Two priority hires (Commercial; Events/Ops) delivering day-one lift
Sponsor and grant proposals that meet procurement and impact requirements
Event P&Ls and go/no-go controls that de-risk spend
An annual Social Impact Report (SROI) that proves value to funders
Outcome: a trusted, well-run federation with a clear route to new money and measurable growth.
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Governance and Implementation Roadmap
Project Management Office
Establish a Project Management Office (PMO) to orchestrate delivery across pillars.
Board Oversight
Board oversight with quarterly transparent reporting; independent audit & risk committee; dual-authorisation spend controls; SASCOC/DSAC compliance.
Year-1 Professional Capacity (Hires)
Commercial Manager:
Partner pipeline, closes sponsorships, secures broadcaster LOIs, packages rights, delivers partner reporting.
Targets: Deal value, active partners, renewal rate, LOIs secured.
Events & Operations Coordinator:
Delivers mall pilot & 2026 series; manages production, safety, volunteers.
Targets: On-time/on-budget; production to spec; partner/athlete satisfaction.
Year-2 adds: National Development Manager; Marketing/Comms Lead.
Provincial support: Co-fund part-time admin in 3–4 provinces tied to data KPIs.
Roadmap — Dependencies & Critical Path
1
Q1 2025
Approve digital role split; hire Year-1 posts; select database.
2
Q2 2025
Go live with baseline data; run production RFP; sign MOUs.
3
Q3 2025
Melville Cup mall pilot + sizzle; start broadcaster pitches.
4
Q4 2025
Publish Impact Snapshot; go/no-go on 2026 series based on pilot KPIs & LOIs.
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Monitoring & Evaluation (KPIs)
Participation
Schools in league
Unique youth
Active adult players
Club growth
Financial
Commercial revenue
Commercial share of total
New sponsorship value
Cost-per-participant (First Serve)
Performance
Athletes in Podium Potential
Top-5 average world ranking
Medals (Africa/Commonwealth)
WC/Olympic qualifiers
SROI
Demographics
Participation hours
Wellbeing pulses
Attendance (where available)
Volunteer hours
Risk Register (Key Entries)
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Risk Management Framework
Comprehensive Risk Assessment
Project Shuttlecock incorporates a robust risk management framework to identify, assess, and mitigate potential challenges to implementation and success.
Strategic Risks
Funding Shortfalls
Mitigation: Phased implementation with clear go/no-go decision points; diversified funding sources; scalable program elements.
Partner Alignment
Mitigation: Clear value propositions; regular stakeholder engagement; flexible partnership structures; multiple prospect pipeline.
Market Positioning
Mitigation: Differentiated wellness focus; complementary positioning to major sports; emphasis on accessibility and inclusivity.
Operational Risks
Risk Monitoring & Response
The Project Management Office will maintain a live risk register with quarterly reviews and updates. Each identified risk will have:
Designated risk owner responsible for monitoring and mitigation
Early warning indicators to trigger response protocols
Escalation pathways for emerging or intensifying risks
Contingency plans for high-impact scenarios
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Financial Management Controls
Fiscal Governance Framework
Project Shuttlecock will implement robust financial controls to ensure proper stewardship of resources and maintain stakeholder confidence.
Budgeting & Financial Planning
Zero-Based Budgeting
Annual budgets built from zero with all expenditures justified against strategic objectives
Pillar-Based Allocation
Resources allocated by strategic pillar with clear outcomes and KPIs
Quarterly Reviews
Regular budget reviews with variance analysis and forecast updates
Multi-Year Planning
Rolling three-year financial projections updated annually
Financial Controls
Expenditure Controls
Tiered approval limits by position
Dual authorization for payments
Competitive procurement process
Regular supplier reviews
Asset management system
Revenue Management
Centralized invoicing system
Regular accounts receivable review
Sponsor delivery reporting
Grant compliance tracking
Cash flow forecasting
Reporting & Transparency
Financial reporting will maintain high standards of transparency and accountability:
Monthly management accounts with variance analysis
Quarterly financial reports to the Board
Annual audited financial statements
Funder-specific financial reporting
Public annual report with financial summary
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Human Resources Strategy
Building Organizational Capacity
Project Shuttlecock will build a lean, high-performing team that combines badminton expertise with commercial and operational capabilities.
Organizational Structure
1
2
3
4
5
1
Board & Executive
Strategic oversight and governance
2
Project Management Office
Central coordination and implementation
3
Pillar Leads
Specialized expertise for each strategic area
4
Provincial Coordinators
Regional implementation and stakeholder management
5
Technical & Support Staff
Specialized functions and administrative support
Phased Staffing Plan
Talent Management
To attract and retain high-quality staff, BSA will implement:
Competitive compensation benchmarked against similar organizations
Performance-based incentives tied to strategic objectives
Professional development opportunities and career pathways
Flexible working arrangements where appropriate
Strong organizational culture focused on impact and innovation
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International Relations Strategy
Global Badminton Engagement
Project Shuttlecock will strategically engage with international badminton stakeholders to access resources, build capacity, and create opportunities for South African players and coaches.
Key International Relationships
Badminton World Federation (BWF)
Maximize participation in development programs, hosting opportunities, and governance representation.
Badminton Africa
Take leadership role in continental development, competition hosting, and technical capacity building.
Advanced Badminton Nations
Establish bilateral partnerships with leading badminton nations for knowledge transfer and training opportunities.
International Competition Strategy
Hosting Strategy
BWF Future Series event in Year 2
BWF International Series in Year 3-4
African Championships bid for Year 5
Annual international junior tournament
Participation Strategy
Targeted international tournaments for ranking points
Regional circuit participation for development players
Strategic training camps with partner nations
Continental team championships
International Development Support
BSA will actively pursue international development resources:
BWF development grants and equipment support
Olympic Solidarity funding for athlete preparation
Coach education partnerships with advanced nations
Technical official development programs
International exchange opportunities for promising players
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Inclusion & Diversity Strategy
Creating an Inclusive Badminton Community
Project Shuttlecock will prioritize inclusion and diversity across all aspects of implementation, ensuring badminton is truly accessible to all South Africans.
Gender Equity
Participation Targets
Minimum 50% female participation across all programs with targeted recruitment initiatives
Female Leadership
Dedicated pathways for women in coaching, officiating, and administration roles
Equal Investment
Balanced resource allocation between male and female programs at all levels
Role Models
Promotion of female athletes and leaders to inspire the next generation
Geographic Inclusion
Project Shuttlecock will ensure balanced implementation across urban and rural areas:
Rural outreach programs with mobile equipment and coaching
Transportation support for rural participants to access competitions
Digital connectivity solutions for remote coaching and education
Provincial equity in resource allocation and program implementation
Para-Badminton Development
Integration Approach
Para-badminton integrated into mainstream programs where possible, with specialized support as needed
Classification System
Development of national classification capacity to support para-athlete pathway
Equipment Support
Specialized equipment provision for para-athletes and inclusive coaching resources
All inclusion efforts will be supported by appropriate training for coaches, officials, and administrators to ensure meaningful participation for all.
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Environmental Sustainability Plan
Responsible Sport Development
Project Shuttlecock will incorporate environmental sustainability principles throughout its implementation, minimizing ecological impact while maximizing social benefit.
Equipment Sustainability
Durable Equipment
Investment in high-quality, durable equipment that requires less frequent replacement
Repair Program
Equipment maintenance and repair systems to extend usable life of racquets and nets
Equipment Exchange
Structured program for reusing and redistributing equipment as players progress
Sustainable Materials
Partnership with equipment suppliers focused on environmentally responsible materials
Event Sustainability
Waste Reduction
Plastic-free event policy
Digital ticketing and programs
Reusable or compostable food service items
Comprehensive recycling systems
Shuttle recycling program
Resource Efficiency
Energy-efficient lighting systems
Water conservation measures
Public transportation promotion
Carpooling coordination
Local sourcing of supplies
Carbon Footprint Management
BSA will implement a carbon management strategy that includes:
Carbon footprint assessment of major activities
Travel optimization to reduce emissions
Virtual meetings when appropriate to reduce travel
Energy efficiency in office operations
Carbon offset program for unavoidable emissions
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Innovation & Research Agenda
Evidence-Based Sport Development
Project Shuttlecock will establish a culture of innovation and research to continuously improve program effectiveness and demonstrate impact.
Research Partnerships
Academic Institutions
Formal research partnerships with universities for program evaluation and impact assessment.
Sport Science Institutes
Collaboration with sports science centers for performance research and testing protocols.
Health Research Organizations
Partnerships to document health outcomes and wellness benefits of badminton participation.
Innovation Focus Areas
Participation Models
Testing and refining new approaches to increase engagement and retention
Digital Engagement
Exploring innovative ways to use technology to enhance the badminton experience
Performance Development
Applying cutting-edge training methods and performance analysis
Social Impact Measurement
Developing new methodologies to capture and quantify social outcomes
Knowledge Sharing
BSA will actively disseminate research findings and innovations through:
Annual innovation showcase event
Research publication partnerships
Practitioner workshops and webinars
Case studies and best practice guides
International conference presentations
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Legacy Planning
Ensuring Long-Term Impact
Project Shuttlecock is designed to create lasting change in South African sport and society beyond the initial five-year implementation period.
Systemic Change Objectives
Institutional Capacity
Building sustainable organizational structures at national and provincial levels that can operate independently.
Knowledge Transfer
Developing local expertise in all aspects of badminton development, reducing reliance on external support.
Cultural Integration
Embedding badminton in South African sporting culture as a mainstream participation option.
Sustainability Mechanisms
Financial
Diversified revenue streams
Commercial partnerships
Membership model
Event profitability
Endowment fund
Structural
Strong governance systems
Succession planning
Documentation of processes
Technology infrastructure
Knowledge management
Community
Volunteer development
Club sustainability
School program integration
Local ownership
Stakeholder engagement
Post-Project Transition
A formal transition plan will be developed in Year 4 to ensure smooth continuation of key programs and initiatives after the initial project period. This will include:
Evaluation of program effectiveness and sustainability
Identification of core activities for continuation
Resource planning for ongoing operations
Stakeholder transition planning
Long-term strategic planning beyond Year 5
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Implementation Timeline
Five-Year Roadmap
1
Year 1: Foundation (2025)
Establish PMO and core team
Launch digital platform pilot
Implement First Serve in 3 provinces
Pilot mall event concept
Secure initial partnerships
2
Year 2: Validation (2026)
Expand First Serve to 5 provinces
Launch 6-stop Retail Grand Prix
Establish first regional performance hub
Implement corporate league in 3 cities
Publish first impact report
3
Year 3: Growth (2027)
First Serve in all 9 provinces
15 new clubs established
Second performance hub operational
Host BWF Future Series event
Expand corporate league nationally
4
Year 4: Scale (2028)
National Schools Championship
25 clubs operational
Full provincial coordinator network
Host BWF International Series
Develop post-project transition plan
5
Year 5: Sustainability (2029)
60,000 youth engaged
30 clubs established
Commercial revenue exceeds grants
Host African Championships
Implement transition to sustainable model
Critical Dependencies
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Monitoring, Evaluation, and Learning Framework
Continuous Improvement System
Project Shuttlecock will implement a comprehensive monitoring, evaluation, and learning (MEL) framework to track progress, demonstrate impact, and continuously improve implementation.
Monitoring Framework
Process Monitoring
Tracking implementation activities, outputs, and operational efficiency
Outcome Monitoring
Measuring changes in participation, performance, and stakeholder engagement
Impact Monitoring
Assessing longer-term social, health, and economic impacts
Financial Monitoring
Tracking budget utilization, cost-effectiveness, and financial sustainability
Evaluation Approach
Internal Evaluation
Quarterly performance reviews
Annual program evaluations
Participant feedback systems
Staff and stakeholder reflections
External Evaluation
Independent mid-term review (Year 3)
Final project evaluation (Year 5)
Specialized thematic evaluations
Academic research partnerships
Learning System
Data Collection
Systematic gathering of quantitative and qualitative information
Analysis
Interpretation of data to identify patterns, trends, and insights
Reflection
Collaborative sense-making and identification of lessons
Adaptation
Adjusting strategies and activities based on learning
Sharing
Documenting and communicating insights to stakeholders
This integrated MEL framework ensures that Project Shuttlecock remains responsive, effective, and accountable throughout implementation.
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Conclusion: Let's Play for South Africa
Badminton's gift is its simplicity—a sport that turns any hall into a home for movement, belonging, and joy. Project Shuttlecock elevates that gift into a national asset: schools that hum with activity, workplaces that invest in wellness, malls that become stages, and elite moments that make us proud.
This plan is ambitious yet disciplined. We will own our story and our data, validate our approach with a 90-day pilot, and measure what matters—so partners see not just a logo on a banner, but lives improved at scale.
The Investment Case
R50m
Investment
Smart, phase-gated funding over five years
R255m
Social Return
Measurable impact across health, education, and community
5.1:1
SROI Ratio
Every rand invested generates over five rand in social value
The Vision Realized
By 2029, Project Shuttlecock will have transformed Badminton South Africa into a self-sustaining rights-holder that delivers measurable social impact through an accessible, inclusive sport. We will have created:
A School Sport Staple
60,000 youth engaged in quality badminton programs across all provinces
Thriving Communities
30 sustainable clubs and 200% growth in adult participation
National Heroes
Athletes competing successfully on international stages
Commercial Sustainability
A federation powered by partnerships and commercial revenue
The court is marked. The net is up. Let's play for South Africa.
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