OYDC ZAMBIA

Strategic Plan 2023–2028

A strategic framework for strengthening governance, developing people, sustaining programmes and facilities, and creating an enabling environment for high-performance sport.

OUR STRATEGIC DIRECTION

Driving Excellence Through Strategic Performance

The OYDC Zambia Strategic Plan 2023–2028 provides a clear framework for strengthening the organisation's institutional capacity and creating an environment that supports athlete development and high-performance sport.

The strategy focuses on effective governance, sound financial management, human capital development, sustainable programme delivery, business development and the effective maintenance of facilities.

STRATEGIC FOCUS

Investing in Facilities to Support High Performance Sports

To provide an effective, sustainable and well-maintained sporting environment that enables athletes, coaches and sporting organisations to achieve excellence.

2023–2028

Key Performance Areas

The Strategic Plan is built around six key performance areas that provide the foundation for organisational effectiveness and long-term performance.

01

Governance

A well organised, value-driven centre of excellence whose framework and culture sets policy, delivers strategic objectives, engages stakeholders, monitors performance, evaluates and manages risks, and reports on delivery.

02

Financial Management

Effective financial management systems and strategies that ensure accurate and timely financial and non-financial information is provided to management, the Board, funding partners and other key stakeholders.

03

Human Capital Management

Availability of qualified and competent human resources that perform efficiently and optimally in the procurement and delivery of goods and services.

04

Sustainable Programme Delivery

Holistic athlete development through collaborative activities with strategic partners and stakeholders, leveraging OYDC facilities and supporting quality education, health and social development programmes.

05

Business Development

Developing effective and comprehensive financial wellness strategies for centre sustainability through market communication, value-added programmes and facility maintenance.

06

Facility Management

Developed and well maintained infrastructuremanagement system

A FOUNDATION FOR EXCELLENCE

Facility Maintenance for High Performance

Well-maintained sporting infrastructure is fundamental to the delivery of high-performance sport.

The Strategic Plan places emphasis on the maintenance, functionality, safety and sustainability of OYDC Zambia's facilities to ensure athletes, coaches and sporting organisations have access to an environment that supports consistent training, competition and athlete development.

Safe and functional sporting facilities
Preventive maintenance systems
Improved facility availability
Support for high-performance programmes
Long-term infrastructure sustainability
STRATEGIC PRIORITY

Fit-for-Purpose Facilities

Maintaining quality facilities that enable athletes and coaches to train, develop and perform at their highest level.

STRATEGIC FRAMEWORK

From Strategy to Performance

01

Strong Governance

Effective leadership and accountability.

02

Sustainable Resources

Effective financial and business management.

03

Quality Facilities

Safe, functional and well-maintained infrastructure.

04

High Performance

Better conditions for athlete development and sporting excellence.

STRATEGIC PERIOD

2023 — 2028

A six-year strategic period focused on strengthening the organisation and building a sustainable platform for sporting excellence.

2023

Strategy implementation and institutional strengthening.

2024

Programme development and systems improvement.

2025

Performance improvement and resource optimisation.

2026

Sustainability, partnerships and facility development.

2027

Consolidation and performance measurement.

2028

Strategic review and preparation for the next planning cycle.

STRATEGIC PLAN

Explore the Full Strategic Plan

Access the complete OYDC Zambia Strategic Plan 2023–2028 document.

View Strategic Plan