Strategic Plan – {CLUB NAME}
ORGANISATION DETAILS
Name:
Address:
Web address:
Contact Officer:
President:
Secretary:
Treasurer:
HISTORY AND PROFILE
(Detail the history of your club and current structure. What clubdo you belong to, what competitions or teams are filled.)
ABOUT THIS PLAN (sample text)
This strategic plan has been developed by a forum representing members of the{CLUB}. It recognises that whilst there are and will always be individual needs within the {CLUB}there is the need to share common goals to achieve the vision. It is these common goals that are documented in this strategic plan.
The plan uses SWOT analysis to examine the strengths, weaknesses, opportunities and threats to our Club. The plan then identifies major goals of the Club. Actions to deliver on those goals are stored in implementation plans that sit alongside this plan.
MISSION
(Why does the club exist? What does the club do or offer now?)
VISION
(Where does the club want to be in the future? What does the club want to achieve?)
GOALS
(What are the high level goals that the club wants to achieve – the end game? Keep the number of goals to a maxim of seven)
Example:
- To increase community based participation
- To be financially viable and sustainable
- To improve or maintain existing facilities
- To attract more members
- To win premierships
- To encourage parental participation
- etc
IMPLEMENTATION PLANS
(Attach the implementation plan/s of tasks to achieve the goals – see separate template - that are developed by the working groups responsible for achieving the goals. As a guide, keep the number of tasks to achieve the goals to a maxim of around 7-10)
Example:
Goal / Tasks- To increase community based participation
- To increase community based participation
Budget Links
(It is useful to define what budget is allowable to achieve each goal, or potentially break it down to each implementation task)
Example:
Goal / Tasks / Budget- To increase community based participation
- To increase community based participation
- Engage the broader community to encourage participation with the Club
SWOT ANALYSIS
(Example for a Sports Club below)
STRENGTHS- Secure training venue
- Number of players interested in Club
- Excellent coaching staff
- A good reputation in Club
- Club provides an enjoyable environment for players and supporters
- Volunteers – are mainly players
- Lack of ex-players and supporters being involved in the Club
- Limited Clubhouse facility
- Difficulty collecting fees
- Outstanding debt on clubroom
- No junior club for transition of players
OPPORTUNITIES
- Create strategic relationships with local junior clubs and schools
- Improved transition from juniors to seniors with better coaching networks and focus on player development
- Sponsorship and support local business community
- Coordinated approach through a better committee structure
- Other sports codes with a strong State and National bodies
- Access to good training facilities
- Financial instability
- Cost to player (insurance and affiliation)
- Recruitment to other clubs via schools
- Transition within the sport – juniors to seniors
- Professional incentives from other clubs
Essentials to a GoodStrategic Plan[1]
Vision: without a vision, your club or club will have no focus.
For example “healthy and active lives for everybody"
Commitment: be committed to the vision, otherwise your club is unlikely to succeed. This is why members of the club need to be part of the strategic planning process to have a degree of ownership of the vision, goals and implementation actions.
Timelines: create timelines showing when particular targets or milestones will be achieved.
Goals: avoid a long list of goals as it is probably not realistic and will make it difficult for you to achieve.Goals may be short, medium and long term, then classed as high medium and low. This helps to define immediate priorities.
Reporting: focus on performance and trends that help determine change. Reports on membership numbers over the past few years, volunteer commitment, methods of fundraising, all provide an overview of past and present club or club operations.
Contingencies: account for the risks your club or club might face and work out contingency plans.Completing a SWOT analysis to review (at a broad level) the club or club’s threats and weaknesses, will assist to identifies what contingencies need to be place and how your organisation is best structured to activate contingency plans. A risk assessment template can help address the nature of risks in more detail if a more thorough response is needed.
Change: any major changes affecting your club or club should be considered in review of your plan. A local school closing could impact on membership numbers at a netball club for example or standards for turf management for A grade games could be changed by a State or National Association required an asset upgrade. A good plan will incorporate measures to prepare for these types of changes so that member numbers remain stable or increase.
[1]Sourced and adopted from the NSW Office of Sport 2015