Williamstown Football Club STRATEGIC PLAN SEPTEMBER 2018 PAGE 1 WILLIAMSTOWN FC STRATEGIC PLAN JUNE 2018

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1 Williamstown Football Club STRATEGIC PLAN SEPTEMBER 2018 PAGE 1

2 CONTENTS Strategic Plan Context 3 History & Recent Achievements 4 SWOT Analysis 5-7 Strategic Plan * Vision, Mission, Values 9 * Summary 10 * Goals & Priorities WILLIAMSTOWN WILLIAMSTOWN FC FC STRATEGIC STRATEGIC PLAN PLAN JUNE SEPTEMBER PAGE 2

3 STRATEGIC PLAN CONTEXT KEY PURPOSE: This Strategic Plan has been developed to guide the management of the Williamstown Football Club over the five year period from 2016 to It provides a framework for future decision making regarding the allocation of the Club s financial, facility and people resources. CONSULTATION ACTIVITIES: In the preparation of this Strategic Plan, the following consultation activities have been undertaken: Survey of directors, staff, player leadership group, sponsors, volunteers, and members Strategic Plan workshop with board of directors Sub-Committee contributions Further Board review of draft plan PAGE 3 WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 3

4 HISTORY and RECENT ACHIEVEMENTS WILLIAMSTOWN WILLIAMSTOWN FC FC STRATEGIC STRATEGIC PLAN PLAN SEPTEMBER JUNE Williamstown Football Club was established in 1864 and is one of the oldest Australian Rules Football Clubs in the nation. Our Club has a long history of success, having won 16 Premierships in the VFA/VFL State competition. The Senior team won the 2015 Premiership and the Development team won three Premierships in The Club is determined to capitalize on this period of strong on-field performances. Based at Point Gellibrand, the Club is seeking to develop its facilities in order to provide its players with the best opportunities to compete against the full time professionals in our competition, and to develop themselves through to the elite level. The Club is proudly a stand alone Club (with no AFL Club alignment since Western Bulldogs in 2013) and has a strong focus on engaging with the Hobson s Bay community for mutual support. Membership growth is a high priority for the Club, and we are proud to have the highest membership of all stand alone Clubs. Increasing the Club s connections through social media and maximizing commercial sponsorship opportunities are also extremely important. The Club has added diversity to its Board and improved the governance structures. Whilst financially strong, the Club is planning on further growing its investment base and exploring a range of business opportunities, so as to reduce reliance on gaming revenue. PAGE 4 PAGE 4

5 SWOT ANALYSIS PAGE 5

6 STRENGTHS AND WEAKNESS STRENGTHS WEAKNESS Proud history Rich heritage We live our values We have visible and tangible pride in our club Strong public brand Stand Alone Club (not impacted by conflicting AFL Club purposes) Our board is diverse with breadth of experience, is aligned and committed to strong governance. We attract great people because of our commitment to talent development pathways Experienced coaching group Loyal volunteers and supporters Strong relationships with key stakeholders Financially sustainable and well managed Annual lease term of home ground is only 6 months Pre-season training base does not meet the standards of all stakeholders Home Ground surface needs a renovation; ground is subject to rain effects Inability to attract significant numbers for our volunteer base Limited public display of Club memorabilia Part-time players and part-time coaches with time availability issues Over-reliance on a single source of revenue VFL competition not promoted / marketed sufficiently in it s own right Staff turnover Being a stand alone VFL club Our facilities are currently not up to elite standard Suburban/Country Clubs offering players more money to play means the club must maintain the connection with players who return to community football. WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 6

7 OPPORTUNITIES AND THREATS OPPORTUNITIES THREATS Exposure provided by Ch 7. broadcasting games Using AFL Vic Schools programme to connect with all local schools Using WRFL sponsorship to connect with all local junior football clubs Further develop player, staff, and patron facilities at WFC Oval Securing a long term lease for Seaview Event Centre Continued on-field success Leverage opportunities with a Women s Football team Heritage Sub-committee memorabilia display project Increased involvement from Past Players and Officials To secure exclusive use of the ground Developing other sources of income Leverage strong brand for greater and broader impact Leverage our leadership position to create a community hub and become the centre of excellence for football at state level. To better tell our story that showcases our heritage, our great performance and our commitment to development pathways for our people. AFL restructuring the VFL competition Community clubs monetary enticement of VFL players Regulatory and and competitive risk to Seagulls gaming performance. Increased presence of Western Bulldogs and Werribee/Nth Melb in our zone Reputational risk Council not renewing Club s leases on comparable terms Ground surface not maintained to suitable standard for state level competition Collingwood selling Caroline Springs PAGE 7 WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 7

8 WILLIAMSTOWN FC STRATEGIC PLAN WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 8

9 VISION To be recognised by the football industry and the wider community as the best Australian Rules Football Club outside of the National AFL Competition. MISSION We achieve success on and off the field at the highest level of State football. Our influence reaches beyond football, we are a community leader in our heartland of Hobsons Bay. Our leadership provides elite facilities and talent pathway opportunities for our people and our community. Our strong governance ensures that we will remain financially sustainable. VALUES RESPECT: To show respect to every person and organisation (both internally and externally) that we interact with, and in turn, to earn the respect of others for all that we do as individuals and as a Club. INCLUSIVE: To be a Club that is welcoming to supporters and stakeholders from every diverse background, and has a commitment to positively contribute to the Community. PROFESSIONAL: To undertake every task professionally and in line with industry best practice. To be innovative and to act with integrity. PROUD: We recognise and celebrate our history and the richness of our heritage. We behave in a manner that reflects pride in our Club and ourselves. WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 9

10 STRATEGIC PLAN SUMMARY The Strategic Priorities of Williamstown Football Club for the years inclusive, are : Generate sustainable cashflows to fund VFL and VFLW football programs, facilities program and gaming entitlements. Provide a professional environment through facilities, services & culture that develops & maximizes the talent of males & females. Develop football venues to accommodate our all year round operation. The VFL team to finish in top 4 each year to maximize the opportunity for Premiership success The VFLW team has sustained improved on-field performances Secure leases for the Ground, Seaview and Seagulls Nest that are more commercially viable Develop successful long term partnerships and identify new sources of sustainable revenue Foster and grow our relationships with key stakeholders/partners, to ensure WFC continues to make a positive contribution to the Hobsons Bay Community To create a compelling and unifying narrative for the Williamstown FC Identify, prioritize and assess the Club s strategic threats and opportunities. Identify, prioritize and assess the Club s significant risks and establish a framework capable of addressing those risks. Maximise the membership base across the Hobsons Bay community as the club of choice Deepen WFC connections at the grass roots (schools, sporting clubs, community clubs and Auskick) PAGE 10 Continue to build Future Fund with the aim to return CPI plus 4% each year WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 10

11 OVERALL STRATEGIC GOALS This section highlights the key issues, constraints, opportunities and potential future directions for Williamstown FC to consider. They have been separated into the following key areas: This section highlights the key issues, constraints, opportunities and potential future directions for Williamstown Strategy, FC Risk to consider. & Governance They have been separated into the following key areas: VFL Football VFLW Football Financial Marketing Community Facilities Strategy, Risk & Governance VFL Football VFLW Football Financial Marketing Community These strategic goals will be carried through into the Final Strategic Plan and related annual action plan and implementation timeline. Facilities These strategic goals will be carried through into the Final Strategic Plan and related annual action plan and implementation timeline. Board sub-committees to reflect these strategic priorities. Board sub-committees to reflect these strategic priorities. PAGE 11 WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 11

12 STRATEGIC GOALS STRATEGY, RISK & GOVERNANCE FOOTBALL FINANCIAL MARKETING COMMUNITY FACILITIES To assist the Board to ensure that the WFC is fulfilling its oversight responsibilities relating to long term strategy, risk and opportunities. To ensure the effective management of WFC through the implementation of industry best practice governance, compliance and regulatory policies and frameworks. The VFL team to finish in the top 4 each year and maximize the opportunity of Premiership success. The VFLW team to achieve incremental wins year on year. Provide a professional environment through facilities, services & culture that develops & maximises the talent of males & females. Generate sustainable cashflows to fund VFL and VFLW football programs Generate sustainable cashflows to fund facilities program. Generate sustainable cash flows to fund gaming entitlements. Continue to build Future Fund with a target of $5m by end of 2022 (subject to facilities program) Create a compelling and unifying narrative for the WFC Maximise the membership base across the Hobsons Bay community as the club of choice To have the most valued and relevant brand in the VFL/VFLW Develop successful long term partnerships and identify new sources of sustainable revenue Further strengthen and enhance the standing of the WFC as a community leader in the Hobson Bay area, by making positive contributions to the community consistent with the values, strategic goals & objectives of the club.. Establish Point Gellibrand as an Australian Rules Football venue used by the Club with ground and training facilities of a standard that is at the level required for State League competition, and with the ability to accommodate Women s football, WRFL finals, and other appropriate local Community Club requests. WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 PAGE 12

13 STRATEGIC PRIORITIES STRATEGY, RISK & GOVERNANCE FOOTBALL FINANCIAL MARKETING & COMMUNICATIONS COMMUNITY FACILITIES Identify, prioritise and assess the Club s strategic threats and opportunities. Identify, prioritise and assess the Club s significant risks and establish a framework capable of addressing those risks. Review, develop and monitor the Club s governance, compliance and regulatory policies and frameworks. The VFL team to finish in top 4 each year to maximise the opportunity for Premiership success. The VFLW team to. achieve incremental wins year on year. Retention of our position within second tier VFL & VFLW competition. Provide a professional environment through facilities, services & culture that develops & maximises the talent of males & females. Establish strong partnerships with TAC Cup / Youth Girls and Community Football Clubs. Have players drafted to AFL & AFLW Provide a Quality Welfare Program. WILLIAMSTOWN FC STRATEGIC PLAN SEPTEMBER 2018 Maximise cashflow from Seagulls Nest. Approach AFL for VFLW funding and salary cap funding for VFL. Expenditure to benchmark with like VFL and VFLW standalone clubs. Continue to identify and develop investment/busines s opportunities that generate income streams. Continue to grow sponsorship, event and membership revenues. Increase the club s membership base by more than 10% year on year with a focus on growth in the women segment and under 45 year demographic Strengthen our relevant contacts database by more than 10% year on year Increase nongaming revenue by more than 10% year on year The club is in the top two top of mind mentions of brands in the VFL and VFLW Deepen WFC connections at the grass roots (schools, sporting clubs, community clubs, Auskick) Foster and grow relationships with key stakeholders / partners to ensure WFC continues to make a positive contribution to the Hobsons Bay Community. Promote and enhance WFC s reputation as a community leader of Hobson s Bay Secure dedicated football venues that accommodate our 365 day operations. Secure leases for the Ground, Seaview and Seagulls Nest that are more commercially viable. Lights enabling greater utilization of the oval Provide change room facilities to accommodate Women & community Develop staff offices & reception area Develop commercial: - Gymnasium; Medical IT overhaul to enable status as a club & venue to attract media & premier venue opportunities. Develop heritage display PAGE 13