Appendix 3 - 2018 Business Plan Template

Appendix 3 - 2018 Business Plan Template

2018 Business Plan

January 1 2018 – December 31 2018

Club Name
Prepared By
Date Submitted

1. EXECUTIVE SUMMARY

2. AIMS & OBJECTIVES

AIM (MISSION STATEMENT)

RMIT STUDENT LIFE

RMIT Sport / RMIT Creative is responsible for provision of services and programs in sport, recreation, arts and culture. Programs are offered on the University’s City, Bundoora and Brunswick campuses, and through partnerships and venue hire arrangements at a range of sites in Melbourne.

In providing these services, RMIT Student Life aims to contribute to the RMIT Student Experience and build community, provide learning and skill development opportunities for students. RMIT Student Life operates through a core of professional staff employed by the University as well as creating opportunities for student involvement in the development and delivery of RMIT Student Life programs. RMIT Link operates as a division within the Education Portfolio under the Director, RMIT Connect & Student Life.

RMIT ………. Club

OBJECTIVES

RMIT STUDENT LIFE

The objectives of RMIT Student Life are;

To sponsor and promote social, cultural, educational, sporting and recreational programs and activities among RMIT students, staff and alumni.
To foster student growth and development through its range of events, programs and activities.
To provide facilities and services to all Victorian campuses of the University as many be considered necessary to further expand these objectives.

RMIT ………. Club

3. STRATEGIC REVIEW & VISION

STRATEGIC REVIEW

STRATEGIC VISION

4. SWOT ANALYSIS

SWOT / STRENGTHS / WEAKNESSES
INTERNAL ENVIRONMENT
OPPORTUNITIES / THREATS
EXTERNAL ENVIRONMENT

The goals, objectives and strategies in the Business Plan aim to bridge the gap between where the club is NOW, and the vision of where the club wants to be in the FUTURE.

5. 2020 RMIT STRATEGIC PLAN & GOALS

All Goals & Targets should be
S – Specific
M – Measurable
A – Achievable
R – Realistic
T – Time Lined

RMIT Sport is setting newambitious club membership goals in 2018 including increasing club membership by 20% in 2018.

At club level, please detail strategies to support this growth target in club membership. RMIT Sport will look to reward clubs who have strategies and goals in place that are new, creative and also achievable.

Remember to keep club goals SMART.

NO / STRATEGY / EXPECTED OUTCOME / EXPECTED COST
1
2
3
4
5
6

Please use more boxes if you have more ideas.

5a. 2018 MEMBERSHIP TARGET

To achieve a club membership of:

Over 50% of members are to be current RMIT Students.

6. ACTIVITIES: 2018 GOALS & TARGETS

All Goals & Targets should be
S – Specific
M – Measurable
A – Achievable
R – Realistic
T – Time Lined
NO / TARGET / POSITION RESPONSBILE / DATE
1
2
3
4
5
6

7. ACTIVITIES: MEMBERSHIP & FEES

2017 financial membership:

2018 projected membership:

2019 membership types and fees (proposed)

MEMBERSHIP TYPE / 2018 FEES / PROPOSED 2019 FEES

Include a summary of your clubs proposed primary and secondary activities for 2018;

PRIMARY:

SECONDARY:

8. RESOURCES: 2018 GOALS & TARGETS

Resources (Human & Physical)

Required to achieve 100% of the goals and targets outlined by the club in this business plan.

NO / TARGETS / POSITION RESPONSBILE / DATE
1
2
3
4
5
6

9. RESOURCES: CLUB ASSETS & EQUIPMENT REGISTER

Club Asset Register

This is to keep track of all ‘University owned’ assets

ITEM / DESCRIPTION / QUANTITY / DATE ACQUIRED / COST / LOCATION

Club Equipment Register

This is to keep track of all ‘club owned’ equipment, so that clubs have the required equipment to undertake club activities.

ITEM / DESCRIPTION / QUANTITY / DATE ACQUIRED / COST / LOCATION

10. FINANCE: 2018 BUDGET SUBMISSION

Values entered here must equal the totals as shown in the following worksheets.

CLUB NAME:
SUMMARY
INCOME
ITEM / BUDGET
Membership
Fundraising
Sponsorship
Trips
Events
Training
Competition
Sales
Other
TOTAL
EXPENSES
ITEM / BUDGET
Coaching
Venues
Trips
Events
Affiliations
Competitions
Uniforms
Equipment
Sales
Other
TOTAL
OPERATING PROFIT / (LOSS)
RMIT SPORT GRANT APPLIED FOR
TOTAL PROFIT / (LOSS)

FINANCE: 2018 GRANT SUBMISSIONS

RMIT LINK SPORT AND RECREATION 2018 GRANT APPLICATIONS
Submit a new form for each grant type applied for
OPERATIONAL GRANT
Item Required / Item Details (Description of item and why necessary to club) / MONTH / Cost per item / TOTAL
TOTAL / $0.00
Clubs are to apply an operational grant to cover items essential to club operations where the items cost is under $1000.00
TOTAL CLUB GRANT APPLICATIONS / $0.00

FINANCE: 2018 BUDGET WORKSHEETS

INCOME

INCOME WORKSHEET
MEMBERSHIP TYPE / No. Members / Cost per m'ship / TOTAL / NOTES
$0.00
TOTAL MEMBERSHIP INCOME / $0.00
FUNDRAISING / Month / Income / TOTAL / NOTES
$0.00
TOTAL FUNDRAISING INCOME / $0.00
SPONSORSHIP / Month / Income / TOTAL / NOTES
$0.00
TOTAL SPONSORSHIP INCOME / $0.00
TRIPS / No. attending / Cost per person / TOTAL / NOTES
$0.00
TOTAL TRIPS INCOME / $0.00
EVENTS / Month / Income / TOTAL / NOTES
$0.00
TOTAL EVENTS INCOME / $0.00
TRAINING / No. attending / Cost per person / TOTAL / NOTES
$0.00
TOTAL TRAINING INCOME / $0.00
COMPETITION FEES / No. attending / Cost per person / TOTAL / NOTES
$0.00
TOTAL COMPETITION INCOME / $0.00
SALES / No. sales / Cost per sale / TOTAL / NOTES
$0.00
TOTAL SALES INCOME / $0.00
OTHER / Month / Income / TOTAL / NOTES
$0.00
$0.00
TOTAL OTHER INCOME / $0.00
COMMENTS / NOTES
EXPENSES WORKSHEET
COACHING / MONTH / Hourly rate / Hours / TOTAL / NOTES
$0.00
$0.00
TOTAL COACHING EXPENSES / $0.00
VENUES - TRAINING GROUND / COURT HIRE / MONTH / # Sessions / Hire Charge / TOTAL / NOTES
$0.00
TOTAL VENUE EXPENSES / $0.00
TRIPS / MONTH / No. trips / Expenses / TOTAL / NOTES
$0.00
TOTAL TRIP EXPENSES / $0.00
EVENTS / MONTH / No. events / Expenses / TOTAL / NOTES
$0.00
TOTAL EVENT EXPENSES / $0.00
AFFILIATIONS / MONTH / No. / Expenses / TOTAL / NOTES
$0.00
$0.00
TOTAL AFFILIATION EXPENSES / $0.00
COMPETITIONS / MONTH / No. of teams / Entry Fee / TOTAL / NOTES
$0.00
TOTAL COMPETITION EXPENSES / $0.00
UNIFORMS / MONTH / Cost / No. Required / TOTAL / NOTES
$0.00
TOTAL UNIFORM EXPENSES / $0.00
EQUIPMENT / MONTH / No. attending / Cost per person / TOTAL / NOTES
$0.00
OPERATIONAL / MONTH / No. / Expenses
$0.00
SAFETY / MONTH / No. / Expenses
$0.00
REPAIRS / MONTH / No. / Expenses
$0.00
PURCHASES / MONTH / No. / Expenses
$0.00
TOTAL EQUIPMENT EXPENSES / $0.00
SALES / MONTH / No. sales / Cost per sale / TOTAL / NOTES
$0.00
TOTAL SALES EXPENSES / $0.00
OTHER / MONTH / No. / Expenses / TOTAL / NOTES
$0.00
$0.00
TOTAL OTHER EXPENSES / $0.00
COMMENTS / NOTES
1
2
3

11. PROMOTION: 2018 GOALS & TARGETS

PROMOTION

Targets listed here should be a direct result of the promotional plan

NO / TARGET / POSITION RESPONSIBLE / DATE
1
2
3
4
5
6
7
8

11. PROMOTIONAL: 2018 PROMOTIONAL PLAN

SEMESTER 1 2018 PROMOTIONAL PLAN

ACTIVITY / OBJECTIVE / TARGET / WHO / WHEN / PRIORITY
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE

* PRIORITY. A – HIGH / B – MEDIUM / C - LOW

SEMESTER 22018 PROMOTIONAL PLAN

ACTIVITY / OBJECTIVE / TARGET / WHO / WHEN / PRIORITY
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER

* PRIORITY. A – HIGH / B – MEDIUM / C - LOW

ADDITIONAL NOTES / GUIDANCE

1. Executive Summary

An executive summary is the door way to your business plan. It should grab the readers attention. The executive summary is a summary of your business plan, it needs to let the reader rapidly become acquainted with the contents.

2. Aims and Objectives

A mission statement communicates very succinctly the essence of the organization to its stakeholders and the public.

What we need to consider when developing a mission statement;

What is the purpose of our organization (outcomes and results we want to achieve)?
What business we are in (what we do)?
For whom is our organization in business (who are our internal and external stakeholders)?
What are our shared core values and beliefs (or guiding principles) that we practice in the delivery of our service?

Example of a Mission Statement

The RMIT Underwater Hockey club shall promote, organize and develop Underwater Hockey for all members, ensuring they have equal opportunity to play socially or competitively. The club will be an acknowledged leader at RMIT in terms of administration, development, participation, performance and profile.

3. Strategic Review

STRATEGIC REVIEW

A strategic review is a review of the clubs current / previous strategic plan & vision, its strengths and weaknesses in relation to future opportunities and threats.

When conducting a strategic review, the club should;

Take stock of the current scenario be actively undertaking a SWOT analysis.
Creating a time frame.
Recognise important events that occurred during this timeframe (achievements and challenges faced).
Recognise variables that could make or break the club.
Develop outcomes or pictures of the future.

STRATEGIC VISION

A strategic vision is a determination of ‘where we want to be’. The vision is a statement of our future. It sets the objectives to motivate our focused efforts. Example below;

For the RMIT Underwater Hockey club to develop a higher profile, is an attractive option, and has increased levels of participation.
Compete in a well developed and structured competition.
Recruit skilled and informed people to manage the development of the club.
Become the number 1 sport at RMIT in terms of participation.

RMIT Sport
2018 Business Plan Template / Page 1 of 18