Musketeers Baseball Club Strategic Plan

Transcription

1 Musketeers Baseball Club Strategic Plan All for one and one for all

2 Presidents Message Welcome everyone to the Musketeers Strategic Plan. After much hard work, the club has completed the Strategic Plan. Creating this plan will help give us a clear direction to our future goals for the next three years. The document embraces the future wants, needs and hopes of our members within the Musketeers Baseball Club. The creating of this plan resulted from discussions, communications and meetings held with members, boards and committees over the past six months. It is with the support and dedication of our members that we will see this document transform into a living breathing plan for the future of our club. It is our vision to become a recognized force within the district and further afield as a leading baseball club within Queensland. However, to achieve this goal will take dedication and hard work to achieve from everyone involved in the club, whether that is as a player, volunteer, coach, official, parent or supporter. As our motto states all for one and one for all. The challenge now is for the management and members of our club to embrace and implement this plan with renewed enthusiasm and vigor to see us achieve the goals set within the plan over the coming three years. I would like to thank everyone who participated in the development of this plan, and all of you who are Musketeers Baseball Club, and who will participate in our future endeavours. From this plan, the management committee will develop an operational plan to target high priority items to maintain and improve our sport within the Ipswich region. There are many challenges ahead for the club and for all involved. United as a club, we will meet these challenges and continue to maintain the rich history and strong tradition that is our baseball club. I urge all members to take the time to read through the complete strategic plan. The management committee invites discussion and input from all areas of the club. The challenge now is turn the words into action. In conclusion, I would like to thank Ipswich City Council for their funding support to enable the creation of this plan. Jon Campbell President

3 The Planning Process July Management Committee identified need to create a strategic plan. Current business plan will finish in December October 2015 Funding Grant submission prepared and submitted to Ipswich City Council for assistance to engage consultant to provide education and training to identified club members whilst developing the next plan. December 2015 Funding grant successful and consultant ProSportInternational engaged. December 2015 Management committee held to review Business Plan and to develop framework for Strategic Plan. January Indentified cross section of club membership invited to be involved in the planning process of the strategic plan. February Engaged consultant hosted three planning sessions for club members. Process of creating new plan completed within these sessions. March 2016 Presentation of completed Strategic Plan to Musketeers Baseball Club.

4 Executive Summary The preparation of the Musketeers Baseball Club Inc strategic plan sets forth the Vision, Mission and Values, S.W.O.T analysis, strategic result areas incorporating the developed sub categories, outcomes, broad strategies and time frames linking to a review and report for the organization to monitor the progress of the plan. Initial preparation for the strategic plan included conducting a pre-planning meeting with members of the management committee to review the adopted business plan and to prepare and agree on the framework for the strategic plan. This document was developed through conducting dedicated planning forums involving a cross section of the club membership and a representative from Ipswich City Council Sport and Recreation as the key stakeholders. These forums provided an opportunity for the membership to gain knowledge and develop skills relevant to conducting future planning forums. The Strategic Planning forums were held in February, 2016 with three planning sessions Having now created the strategic plan and developed a greater awareness within the membership of the need to plan for the future, the challenge will be in implementing the plan to achieve the goals and objectives as created and to ensuring that Musketeers remains strong and sustainable and continues to promote opportunities for all to enjoy the sport of baseball within the Ipswich region.

5 VISION A proud family orientated club that is recognised throughout the Ipswich region as promoting opportunities for all to enjoy the sport of baseball. MISSION AND VALUES Maintain the integrity of the club and the sport of baseball Recognise the achievements of the past maintain the achievements of the present and plan for the achievements of the future Promote and deliver a socially inclusive family atmosphere in a safe harassment free environment for all participants regardless of race, religion or gender Maintain a culture of sportsmanship, respect and tolerance Promote an affordable club that provides pathways and opportunities for all members

6 S.W.O.T ANALYSIS Strengths Facilities Club House Playing Fields Committed Volunteers and Club Loyalty History Quality Coaching Family Culture Environment Long Term Participation Old Boys Fraternity One Town Team Affordability Council Support and Relationship Weaknesses Travel for competition Lack of volunteers coaches, scorers Lack of financial planning (budgeting) Governance Membership Engagement Marketing and Promotion (Online / Social Media), Spectators Management Skills Junior Development and Growth Opportunities Satellite Teams (Junior programs in new locations) Sponsorship Fundraising and Funding School Club participation programs Improved communication Volunteer Training and Education Engagement of Old Boys Seek outside support for identified roles to support club Threats Other sports within the region - softball Rising participation costs Rising costs of maintaining club house and playing fields Lack of succession planning within management of club Negativity among members School Sport

7 With a key focus on increasing grassroots participation numbers, the strategic plan will deliver an increased number of opportunities for junior participants within the Ipswich region to become actively involved. With developed dedicated pathways, the club will be ideally placed to engage more volunteers linked to increased participation numbers that will ensure the ongoing sustainability of the club. SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE REVIEW AND REPORT 1.1Junior Participation Increased participation numbers achieved and maintained in the targeted age group from five (5) years to ten (10) years. Create discussion and link with BQI and Ipswich City Council to look at the feasibility of establishing satellite teams in new residential areas of Ipswich Source potential funding grants for participation programs Conduct annual fun participation programs in this targeted age group at club grounds October Dedicated junior development officer coordinating participation programs Participation numbers maintained in other junior groups ten (10) years to eighteen (18) years. Create and develop the role of club development officer including position description and advertise for volunteer to take role. Seek assistance from BQI for position description Create and maintain database of school links and cluster groups for use by JDO. Develop some form of winter competition Establish a player pathway to be placed on the club website and given out to all junior players Establish elite (talent identification) off season program Develop a budget for the above programs Conduct annual survey of players and parents to generate feedback on junior program. Engage university student to develop survey October 2016 October 2016 May 2016 May 2016 May Equipment Every junior team has a full kit of equipment All participation programs have a full kit of equipment Conduct a stock take of all junior equipment. Engage junior teams to set fundraising targets for new equipment Establish a equipment kit list for participation programs Seek and source potential funding grants for new equipment BQI, Council, Government June 2016 June Officials Maintain and increase the number of volunteer umpires, scorers, Conduct accreditation courses for all volunteer officials as required Source funding to conduct accreditation courses

8 timekeepers and coaches as the club requires Develop a register of volunteer officials including all statutory requirements and continually update Seek assistance from BQI to conduct courses 1.4 Senior Participation Maintain Major League Status Maintain teams in all senior grades Ensure retention of major league playing group by; i) Reviewing Player Fees ii) Developing fundraising activities iii) Promoting status to junior players iv) Conducting end of season review and survey of players, coaches, volunteers involved in major league team Ensure retention of players in senior grades by; i) conducting end of season review and survey ii) encourage more social events - pre-season, competition phase and post season iii) actively encouraging spectator support for all teams across all senior grades, and iv) support home grown development 1.5 Female Participation Increased number of females participating across all age groups within the club Conduct a survey to establish actual numbers of female participants within the club Seek discussion with stakeholders council / BQI on establishing programs to incorporate more females into the club playing baseball. Look at potential of conducting women only programs junior and senior. Source funding to conduct these programs Target schools and the local community for these programs. July 2016 December 2016

9 Musketeers Baseball Club will maintain an ongoing process of performance monitoring of the strategic plan thus ensuring that best practice models are being adhered to and the club remains at the forefront of governance and management to deliver the outcomes through the broad strategies as adopted through the strategic planning process. SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE REVIEW AND REPORT 2.1 Financial Management Best practice financial systems developed Maintain and update financial accounting procedures Provide financial transparency to the membership. Implement and continually improve financial management practices as listed within the club constitution. Create annual budget and cash flow projections. Link developed budget and cash flow to annual operational plan priorities to ensure goals and objectives are achievable and within financial capability of club. Maintain and improve monthly and annual financial reporting to ensure compliance with constitution, accounting and audit requirements. Create, maintain and improve financial reporting templates that communicate financial accountability to the membership in all of areas of club and baseball operations. March 2016 May 2016 March Constitution Review effectiveness of constitution. Management committee to continually review constitution effectiveness. Develop amendments to constitution if required. Engage professional assistance (if required). Conduct member meetings to inform and advise on suggested amendments to constitution. As required 2.3 Governance and Management Structure Agree and adopt best management structure. Conduct annual review of management structure to ensure relevant and functioning to the best interests of the members. Amend and modify if required Review, update and maintain club policies and procedures. Conduct annual review of all club policies and procedures to ensure relevant and meeting requirements from all stakeholders. Ensure good communication to all stakeholders of any amendments or alterations.

10 2.3.3 Continually source and implement ongoing training and education throughout volunteer roles within the club. review and amend if required all club management, subcommittee, volunteer position descriptions. Develop and implement management committee succession planning. Source ongoing assistance from key stakeholders in developing opportunities for club members to gain further skills. Provide ongoing mentoring and training across all volunteer roles. March Communication Improved level of communication Update and enhance all forms of communication utilised by the club website, social media Source potential new opportunities to engage the community through other forms of social media Engage university student to review, improve and enhance all forms of online communication in sue by the club July Risk Management Ensure club is actively seeking to reduce all forms of risk to the club at all times Maintain and improve Good Sports accreditation. Continually monitor Blue Card status of member volunteers. Continually conduct risk management analysis of all areas of baseball operations of the club. Maintain and improve risk management audits across all other areas of the club. April ongoing

11 Musketeers Baseball Club will continue to develop a safe, secure and modern facility to encourage ongoing participation. A key priority will be the establishment of a close working relationship with Ipswich City Council Sport and Recreation. To ensure that the club is meeting the demands and needs of the community. The club will be active in seeking to host state and national baseball evens whilst working with the local community to increase the number of community events held at the club. This will help to generate greater revenue and continue the creation of a multi-purpose facility for use by the club and community. To achieve this, the club will strive to ensure the utmost in excellence in all events at all times SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE REVIEW AND REPORT 3.1 Playing Fields Playing fields maintained and improved to a level to be able to host state and national events Create the position of grounds coordinator Develop a position description for a grounds coordinator Source funding opportunities to upgrade following facilities 1) batting cages 2) club house equipment 3) shade and seating 4) lighting Club equipment is constantly maintained and updated as required Create asset register of equipment May Increased usage of playing fields Review usage agreement with Council Discuss with Council on potential of increased usage Source minimum standards to host national championships December Club Canteen and Bar Canteen coordinator is a strong functioning position delivering improved accountability with bar and canteen operations Create the position of canteen coordinator. Develop a position description for the canteen coordinator. Create and implement a weekly canteen roster Improved Conduct a stock take and create a stock

12 accountability within canteen and bar operations register. Review pricing annually across all areas of canteen and bar operations. Develop a membership card for member discount July 2016 July Club House Improved clubhouse facility with ability to host more social events Improve overall security of clubhouse facility. Conduct annual clean and maintenance of clubhouse. Conduct annual audit on clubhouse equipment. Source funding to replace cold room and improved club house facilities March Volunteers Volunteer Coordinator position established and maintained Seek assistance from Ipswich City Council Sport and Recreation to create a position description Provide ongoing training and support for the volunteer coordinator Volunteer Coordinator Position is filled annually Develop a roster system to assist club operations and volunteer coordinator Create a flow chart of volunteer structure to assist new volunteers

13 With a key focus being on developing the information technology capacity of the club, Musketeers will seek to enhance their social media footprint within the Ipswich region. Establishing a greater awareness of the club will generate opportunities to continue to market and promote the club to all current and potential stakeholders including but not limited to members (new and continuing), sponsors, council and the local community of Ipswich. Improvement in this area will lead to improved performance in all other strategic result areas and to maintaining an all inclusive family friendly club. SUB CATEGORY 4.1 Information Technology OUTCOMES BROAD STRATEGIES TIMELINE REVIEW AND REPORT Improved online presence across all areas of social media engagement. Create the position of media coordinator Develop a position description for a media coordinator. Provide training and assistance for the media coordinator Source assistance from local university students to update and improve all areas of social media website, face book, twitter, instagram June 2016 June 2016 May Maintained and improved online registration process Communicate with BQI and BA on improving current online registration process 4.2 Sponsorship Maintain and increase the amount of overall sponsorship annually by 10% Review and update all current sponsorship proposals Engage a sponsorship coordinator on a commission basis to prepare, submit and generate more sponsorship Discuss with Council on potential of signage on playing fields for sponsors All teams to have a sponsor sourced by individual teams Club to provide assistance to teams to develop sponsorship proposals June 2016 September 2016 September 2016 September Fundraising Maintain and increase the amount of overall fundraising annually Introduce team levies across all teams. Target at least two major fundraising events annually. Update club merchandise list and promote to all members Establish a club merchandise notice board July 2016 September

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