Wests Mitchelton Rugby League Football Club Inc.

Transcription

1 Wests Mitchelton Rugby League Football Club Inc. STRATEGIC PLAN

2 The Wests Mitchy way The Strategic Plan ( Plan ) for Wests Mitchelton Rugby League Football Club Inc. ( Wests Mitchy ) has been developed to set the vision and direction for the club. It provides a framework that will guide decision making over the next five years. It will provide focus and will enable the club to be pro-active about the future. The Plan was informed by significant research (literature review, socio-demographic analysis and data review) and prepared after consultation with key stakeholders through meetings, a member survey, a workshop and on site discussions. The consultation process involved committee members, coaches, administrators and general members. Through this process, the club has identified key objectives that link to the strategic objectives of Queensland Rugby League, Greater Brisbane Junior Rugby League and the National Rugby League. Due consideration was also given to local planning exercises completed by the Brisbane City Council ( BCC ). Organisation, Proactivity, Diligence, Cooperation, Family and Participation are the core values that will drive the club forward so as to deliver against the key objectives in our 6 key performance areas.

3 Key Factors Critical Issues Operations Manual The club needs to review, update and consolidate information (policies/ procedures and job descriptions) to assist volunteers and to aid communication with the broader membership. Facility upgrades The facility is tired and is in need of an upgrade/ refresh. Several areas for improvement were flagged as part of the consultation process. The club needs to prepare a Facility Development Plan so as to provide a vision for facility improvements. This plan should allow for staggered implementation and should incorporate concept designs and cost estimates. Key projects such as the canteen upgrade, shade installation and change-room project can then be linked to funding opportunities as per the Grant Strategy presented at the rear of this document. Values By implementing our values consistently we will be guided towards greater achievement and success. Organisation We undertake sound planning, have effective systems in place and operate in a coordinated manner. Proactivity We identify and act in advance of a future situation, rather than just reacting. We take control and make things happen rather than just adjusting to a situation or waiting for something to happen. Diligence We make realistic plans and work consistently to progressively improve the club so as to build organisational resilience and sustainability. Cooperation We develop relationships with our members and a shared sense of commitment so as to encourage volunteer involvement. Family We foster a warm, friendly and welcoming family environment where people feel comfortable and accepted. Participation We encourage involvement, commitment and contribution.

4 Our Ideology Vision Mission We are a well-governed, financially stable and respected club that operates from a fresh, family orientated and vibrant community facility. We provide participation and development opportunities in the sport of rugby league for residents of North-West Brisbane. We provide a welcoming, community environment that encourages participation and an active and healthy lifestyle. We actively develop relationships with other organisations so as to advance the multi-use nature of the facility.

5 Key Targets Increase operating profit by 10%. 2. Develop an Operations Manual incorporating policies/ procedures and job descriptions. 3. Develop and implement induction program prior to commencement of 2015 season. 4. Prepare a Facility Development Plan that allows for staggered implementation incorporating concept designs and cost estimates. 5. Prepare and submit funding application for canteen component of facility development program. 6. Prepare and submit funding application for clubroom component of facility development program. 7. Review membership structure and associated costs consider social memberships. Longer Term Continue to improve and develop the club s internal communication strategy. 2. Continue to build the club s volunteer register. 3. Increase operating profit by a further 10% in 2015 and then a minimum of 5% thereafter through to Review and update constitution.

6 Our Performance Areas 1. FACILITY DEVELOPMENT Prepare a Facility Development Plan so as to guide a coordinated upgrade program. Develop designs and source cost estimates so as to inform the Facility Development Plan. Short term priorities: canteen upgrade and additional change-room facilities (including provision for storage and officials). Obtain quotations for other priority projects including: toilets, seating, shade/awning, dugouts, promotional signage (Samford Rd), mini-grandstands and carpark improvements. Closely liaise with Council through the planning process in order to obtain preliminary approval to support grant applications. Develop Grant Strategy and source funding to upgrade facilities. Conduct an annual review and audit of facilities and equipment to identify future needs and ensure that maintenance items are logged and attended to. 2. GOVERNANCE Encourage effective and efficient administration and organisational cohesion within the club. Conduct periodic review of Strategic Plan with a comprehensive review annually. Develop an Operations Manual incorporating policies/procedures and job descriptions. Once established: disseminate documentation and provide induction program and information/training sessions. Deliver induction program prior to commencement of 2015 fixtures. Review and update the club s constitution. Adopt the Risk Management Strategy prepared in April 2014 and attend to priority areas. Utilise November January downtime so as to attend to planning and administrative matters pre-season. Establish clear communication channels to ensure clarity and transparency. Disseminate club values, standards and priorities through these channels and provide members with feedback opportunities.

7 3. COMMUNITY ENGAGEMENT Focus on and deliver positive community outcomes. Enhance the club s profile. Further develop relationships with other bodies operating from the precinct and explore partnership opportunities where appropriate to deliver joint initiatives. Such bodies include but are not limited to: Army, various schools, darts, touch, gridiron, Oz-tag, dog obedience, rugby union, indigenous representative sides, Gaelic football, Cross-fit, lawn bowls and other rugby league groups. Proactively promote the club, our events, initiatives and programs to increase the club s profile/community awareness and increase participation. Foster relationships with local schools and promote club activities through the local school network. Develop relationship and access resources available through the NRL s Game Development Unit so as to promote the club and its activities to local schools and assist in the development and delivery of community events/programs. Consider strategies to leverage off the club s strong relationship with both Norths Devils RLFC and the Brisbane Broncos. Review and update tenure/access arrangements with Crossfit, café operator and other user groups periodically.

8 4. COACHING Provide ongoing training, support and development opportunities for coaches. Source and disseminate information, tools and resources and invest in development programs where appropriate so as to support coaches, build capabilities and talent and facilitate opportunities for progression in the sport. Deliver development programs and pathway opportunities through the clubs relationship with Norths Devils RLFC and Brisbane Broncos. Approach relevant bodies to schedule coaching courses and programs on site at Mitchelton so as to increase accessibility and course take-up. Consider grants where possible to offset the costs of coaching courses for participants. Consider introducing a Coaching Coordinator to develop and oversee a Coach Development Program. Ensure that coaching initiatives, programs, opportunities and processes are clearly communicated. Develop relationship and access resources available through the NRL s Game Development Unit so as to support coaches and on field volunteers. 5. FINANCIAL MANAGEMENT Financial stability through 5 years of profitable rugby league and non-rugby league operations. Generate additional revenue from non-rugby league activities. Sponsorship to achieve year-on-year growth. Develop and adopt an annual budget. Maximise profitability of all commercial offerings. Deliver accurate and timely finance reports for use by the management committee so as to inform decision making and maximise results. Continue to undertake an independent audit annually. Explore alternate revenue streams particularly in the areas of sponsorship, function hire, field hire, touch football, other sports/activities, mum friendly activities, events and grants. Maintain/ refresh sponsorship plan and build/grow relationships with sponsors as per service agreements. Develop control systems, processes and policies regarding finances with risk management strategies as part of the club s Operations Manual. Provision of more extensive and healthier range of food offerings through the canteen so as to appeal to a broader market.

9 6. VOLUNTEER WORKFORCE Increase the volunteer workforce. Provide a supportive and organised environment for volunteers where expectations are clearly outlined. Continue to build the club s volunteer register and collate information in relation to occupation, skills, capacity to volunteer and interests. Develop a recruitment strategy which involves actively targeting people with relevant skill sets. Implement a succession planning process so as to ensure the smooth transition of committee members and support personnel. Provide an Operations Manual to volunteers outlining job descriptions and club policies/procedures. Develop and implement an induction program prior to commencement of 2015 season so as to articulate club expectations in relation to parental involvement. Provide resources and training so as to support volunteers as deemed appropriate and necessary. Consider development/implementation of a roster system for some duties so as to engage the broader membership and enshrine this commitment as part of membership contracts at Sign On Days. Acknowledge volunteers as part of presentation days, through monthly awards and/or other club events and consider other incentives to attract and retain volunteers. Consider introducing a Volunteer Coordinator position so as to develop and oversee activities in this area. 7. MEMBERSHIP To field 2 teams per age group. To increase overall membership. Develop and adopt an annual budget. Implement the use of an accounting package to record financial transactions. Ensure that appropriate training and support is provided to the Treasurer. Deliver regular reports on club finances at committee meetings. Undertake an independent audit annually. Explore alternate revenue streams particularly in the area of sponsorship and grants.

10 8. PROMOTION and COMMUNICATION Utilise all methods of communication to ensure we maximise our reach and connect with members and the broader community. Raise the profile of the club. Further develop the club s internal communication strategy utilising a combination of tactics including but not limited to: Disbursement of the On the Ball newsletter; Maintenance of a current club database through the Fox Sports program; and Clear lines of reporting throughout the committee. Technology: Explore the option to develop an App through Fox Sports and consider use of SMS functionality (at a cost) and social media where appropriate. Foster relationships with schools and promote club activities through school network (at no cost) in return for free access to club fields. Conduct and annual survey of club members to provide an opportunity for the broader membership to provide feedback/contribute ideas for consideration. Consider more prominent signage on Samford Rd so as to increase the profile of the club and its activities. Build relationships - local, state and federal MP s, journalists, local Council and other stakeholders to promote club activities. Use bottom field for events, carnivals and finals subject to lease renewal and improved facilities.

11 Grant Strategy FACILITY DEVELOPMENT PROJECTS Priority Project Funding Opportunity Status 1 Canteen Upgrade. BCC (Facility Upgrade). Application to be lodged in 2014 round (August). 2 Changerooms and ancillary facilities. Dept NPRSR (Get Playing). Application to be lodged in 2014 round (August). 3 Shade installation/ awning. GCBF or BCC (Facility Upgrade). Scope to be defined. 4 Toilet refurbishment. GCBF. 5 Seating. GCBF. 6 Dugouts. GCBF. Scope to be defined. Potential for projects to be combined in the same application. 7 Mini-grandstands. GCBF. 8 Carpark improvements. BCC (Budget allocation). Approach BCC direct for consideration as part of Works Program. OTHER INITIATIVES Priority Project Funding Opportunity Status 1 Professional support and training (Governance, administration, grants). BCC (Organisational Development). To be considered in 2014 round. 2 Coach education/ training and/or other volunteer training. Dept NPRSR (Get Going). To be considered in 2014 round. 3 Constitution review/ update BCC (Organisational Development). To be considered in 2015 round.

12 Contact Wests Mitchelton Rugby League Football Club Inc. Address: 20 Prospect Rd, Mitchelton Qld Phone: (Clubhouse) Project delivered with the support of the Norths Devils Project delivered with the support of the Brisbane Broncos This project is proudly funded by a Community Sport Clubs Grant from Brisbane City Council.