Seacliff Hockey Club Inc

Business Plan 2010-2014

Seacliff Hockey Club Inc

ABN 18 733 148 445

Business Plan

2010 to 2014

Adopted by the Management Committee February 2010

Business plan 20100210.docx

Page 1 of 22

Seacliff Hockey Club Inc

Business Plan 2010-2014

Contents

1OVERVIEW

1.1Our Purpose

1.1.1Mission

1.1.2Values

1.2Club Profile

1.3Club Management

1.4Strategic Relationships

1.4.1Hockey SA

1.4.2Competition

1.4.3Facility

1.4.4Local schools

1.4.5Country associations

1.5Competitive Strengths and Weaknesses

1.5.1Strengths

1.5.2Weaknesses

2OBJECTIVES

2.1Our Vision

2.2Key Areas

2.2.1Governance

2.2.2Participation

2.2.3Competition

2.2.4Marketing and Communication

2.2.5Facilities

2.2.6Finance

3PRIORITIES AND ACTIONS

3.1Governance

3.2Participation

3.3Competition

3.4Marketing and Communications

3.5Facilities

3.6Finance

1OVERVIEW

1.1Our Purpose

1.1.1Mission

To encourage, promote, grow and develop hockey as a dynamic, skilful and tactical team sport providing participation and enjoyment for all ages and abilities with a strong focus on family and community in the south-western area of Adelaide.

1.1.2Values

Professionalism:Display integrity in everything we do

Sportsmanship:Respect everyone involved in the sport

Determination:Achieve our goals

Leadership:Actively participate within the State Association

Engagement: Be the sport of choice

Family & Community:Retaining a local identity and sense of community

Open and transparent:Deal positively and proactively with all of our

Constituents

Success:Celebrate our personal and team achievements

Teamwork:Work in partnership for the advancement of hockey

Supporting diversity:Be an inclusive Club that offers opportunities for people to realise their potential

1.2Club Profile

  • Founded in 1932 as the Argosy Hockey Club inthe Municipality of Brighton and today one of the largest in the state. Today’s Club was formed in 1995 and is an amalgam of the Brighton (formerly Argosy), Happy Valley and Sturt hockey clubs.
  • Participated in the premier metropolitan competition since 1948.
  • The only Premier League hockey club in the south west of the city, with a catchment extending from Glenelg to all southern suburbs, across to Aberfoyle Park in the east and the Fleurieu Peninsula to the very south. This represents a population base in excess of 250,000.
  • Fields teams in both male and female competitions at senior, junior and veteran levels.In 2009, the Club fielded a total of 20 teams: in all seven senior men’s grades; four senior women’s grades; veterans’ men, and one boys and girls team in each of the aged groups (under 18, 15 and 13 and an under 11 and under 9 mixed teams).
  • Committed to playing competitive hockey in an enjoyable and social atmosphere and be part of and identified with the local community. The Premier League men were minor premiers in 2009 and premiers in 2008. In 2009 the Premier League women’s team were fourth and in 2008 were placed third. In 2009, of the remaining senior teams, 4 of the 5 men’s teams and all 3 women’s teams played in the final series, with one premiership and two runners up. In 2009, all 3 boys’ teams and one of the three girls’ teams played in finals, with one premiership.
  • Actively pursues programmes to develop the sport at all levels – playing, officiating and administration.In 2009 the club introduced a new schools development programme targeting primary school aged children to hockey. The programme combined in-school coaching sessions, with over 500 children participating, with an end-of programme lightening carnival, in which about 200 children participated. The club also supports members in developing in the areas of umpiring, coaching and administration.
  • Is organised by an active and enthusiastic Committee, which adheres to sound management principles. This includes a programme for continuous improvement and development and an annually reviewed formal Strategic Plan.
  • Is actively engagedin the affairs of Hockey SA:
  • 2 members are on the Board of the Hockey SA, including the current and immediate past Presidents;
  • 2 members are involved in coaching or managing state representative teams; and
  • Members involved in umpiring and officiating as Technical Officers for national events.

1.3Club Management

The affairs of the Club are managed by an enthusiastic team, with a blend of experience and youth and with a wide range of experiences outside hockey.

The current committee comprises the following members:

  • Executive:
  • President: Life Member, involved with the Club for 24 years as player, coach, manager, umpire and administrator. Club involvement with 15 years Management (3 as President)
  • Treasurer:Involved with the Club for 20 years as player, coach, umpire and administrator. Management involvement with 2 years as Treasurer.
  • Secretary:Involved with the Club for as team manager for 8 years and as a player for 1 year. Management involvement with 3 years as Secretary.
  • Vice-President Men: Life Member involved with the Club for 35 years as player, coach, manager and administrator. Management involvement of 20 years (15 as Treasurer) and 7 years on the Board of Hockey SA (6 as Director of Finance & 1 as President). Chartered Accountant for 25 years.
  • Vice-President Women: Player for 19 years, the last 6 with the Club. First year on committee.
  • Committee members:
  • Junior Co-ordinator: Played 20 years, coached for 10, with the last 8 being with the Club. First year on committee.
  • Social and fundraising: Involved in hockey for 19 year, 4 with the Club and 2 in this role.
  • Newsletter: 2nd year on the committee, player for 14 years and coached for 6.
  • HME representation: Chair of the Club’s Junior Committee for the last 3 years. Currently Chair of the HME junior sub-committee.
  • Property Officer & Sports Club representative: Been on the committee for a number of years.

The Club uses By-Laws that provide the membership with a detailed description of roles that are used to help co-ordinate and facilitate the volunteer input.

1.4Strategic Relationships

1.4.1Hockey SA

The Club is a member of Hockey SA, the state’s peak representative body. Under the constitution of Hockey SA, at General Meetings, the Club is entitled to 2 votes for each senior and veteran team and 1 vote for each junior team. The Club has a very long standing of active engagement with Hockey SA, in particular, the Club has had representation on the Board continuously for over 20 years.

1.4.2Competition

Under the auspices of Hockey SA, the metropolitan competition is conducted through the Hockey Metro Executive (HME) sub-committee. Through direct election, the Club is entitled to representation on this committee and through nomination, to any of the various operational sub-committees.

1.4.3Facility

Together with the Seacliff Tennis Club, the Club is a joint member of the Seacliff Sports Club (SSC), which has responsibility for the operation of the facilities at Seacliff. Though a leasing arrangement with the City of Holdfast Bay, SSC has long term access to the facility. The key obligations of SSC under the lease are for the day to day operation and maintenance of the facility and the funding of the replacement of the artificial playing surface.

The two sporting clubs share access to the facility in line with their respective competitions: hockey April to September and tennis October to March. The Club has a sub-licence arrangement with SSC for access to the facility.

1.4.4Local schools

The Club has a development programme focussing on the local primary schools. Our ability to gain access to the schools requires a strong and professional relationship with the relevant school contact.

1.4.5Country associations

A major source of recruitment is country players moving to the city, principally for further education or work. It is therefore necessary to develop strong ties, using current members from the regions, to direct player to the Club.

Strong relationships have been developed with Port Lincoln and Mount Gambier, with the Club organising pre-season visits for matches and player development.

1.5Competitive Strengths and Weaknesses

1.5.1Strengths

  • Experience and stable club management.
  • National representation: Playing (senior and junior); officiating
  • Involvement at Hockey SA (President, Board member, Coaches, Managers).
  • Only major southern Premier League club.
  • Large catchment.
  • Junior development programmes, both within the Club and with local schools and linking with Hockey SA’s “Let’s Hockey” programme.
  • Substantial membership base (circa 250).
  • Fielding teams in all seven men’s grades, four women’s grades and 8 teams across all age groups of juniors, thus catering for all levels of ability and ages.
  • Commitment of membership.
  • Senior coaches who are also State coaches.

1.5.2Weaknesses

  • Location – Not central to catchment.
  • Resources – Limited access to player support facilities.
  • Finance – Too heavy a reliance upon membership fees.
  • Lack of depth in the volunteer base.
  • Predominately a white-collar membership.
  • Facility flexibility - No all year round access, which limits the development of players and promotion of the sport off-season.
  • Clubroom facility - Difficulty in promoting a social environment.
  • Geographic diverse membership base (spread over a very wide residential area), which causes difficulty in developing a local focus.

2OBJECTIVES

2.1Our Vision

In order for the Club to progress and develop, there must be a shared common understanding, belief, and vision for the Club’s future.

As a key member of the hockey community in SA we are striving to be the best we can in our approach and administration of the game and the results we achieve. We aim to make hockey the ‘game for everyone’ – a sport that is accessible and enjoyable.

2.2Key Areas

The strategic areas that have been identified to focus our efforts to realise both our Mission and Visionare as follows:

2.2.1Governance

Is the foundation of the Club and includes all aspects and components required to run its operations in a smooth transparent manner and includes:

  • Organisational Structure: Roles of the Management Committee and volunteersand the relationships with and between each;
  • Operational Systems: Policies and procedures including management of all internal systems to ensure the smooth operation of the Club;and
  • Volunteers: Recruitment and development of volunteers within the hockey fraternityto deliver and manage the Club and its programmes and key areas of focus.

2.2.2Participation

Considers all aspects of the Club’s operations which are needed to promote and provide avenues for the growth and developmentof the Club and includes:

  • Players: Development and support through ensuring the Club utilises the resources of Hockey Australia and Hockey SA available through visits, clinics, workshops and online resourcing;
  • Officials (coaches, umpires): Development and support through ensuring the Club utilises the resources of Hockey Australia and Hockey SA available through visits, clinics, workshops and online resourcing; and

2.2.3Competition

Comprises all organised hockey matches for local, zone and state level representation for both genders of all ages and includes:

  • Metropolitan: Participation in this competition to the maximum extent possible;
  • Tournaments: To participate in zoned and underage championships; and
  • High Performance: Promoting members to strive to participate in hockey at the highest level possible and includes identification, development and support for talented individuals.

2.2.4Marketing and Communication

Comprise all aspects of operations which promotes hockey as a family friendly activity; open and accessible to the whole community and addresses:

  • Image: Through presentation of personalities and successes;
  • Awareness: Of the sport, its activities and avenues of participation;
  • Partnerships: With key organisations to promote and develop the sport; and
  • Communication: The systems and level of communication across the Club and with external parties.

2.2.5Facilities

Infrastructure to cater for all aspects of the game; including playing, spectating andsocial.

The Club aspires to have the facility developed so that it has a wet/dry pitch, enabling it to compete with the other major clubs.

2.2.6Finance

Sufficient fiscal resources required to deliver the Club’s key areas of focus.

3PRIORITIES AND ACTIONS

Following form the general objective set out in section 2, the priorities and actions to achieve those objectives are set out in this section.

Business plan 20100210.docx

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Seacliff Hockey Club Inc

Business Plan 2010-2014

3.1Governance

To be a well managed Club, with appropriate processes and systems in place and with its operations conducted in accordance with the highest of standards.

Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.1.1Constitution & Rules
3.1.1.1Have a constitution that reflects current best practice / Review and ensure that complies with latest standards issued by the Office of Recreation & Sport / Contemporary and relevant constitution / Annual, prepared for each AGM / Committee
3.1.1.2Have By-Laws that support the current operations and priority of the Club / Review and ensure that reflect the current requirements of the Club / Contemporary and relevant By-Laws / Annual, within 3 months following the AGM / Committee
3.1.2Planning
3.1.2.1Have a plan that sets out the longer term aspirations and direction of the Club / Develop and maintain a Business Plan / Relevant and focussed plan / Annual, within 3 months following the AGM / Committee
3.1.3Accountability
3.1.3.1Have a transparent and understandable framework within which the Club operates / Through By-Laws, develop policies and procedures that ensure the sound management of the Club.
Refer to 3.1.1.2 / Contemporary and relevant By-Laws / Annual, within 3 months following the AGM / Committee
3.1.3.2Have a sub-committee structure reporting to the Management Committee that undertakes the key functions of the Club / Identify and form the appropriate committees that perform the day to day operations of the Club / Sub-committees operational / Annual, within 1 month following the AGM / Committee
3.1.4Volunteers
3.1.4.1Recruit and train a pool of volunteers to conduct the operations of the Club / Develop policies and strategies to attract, train and mentor volunteers
Develop procedure to enable the smooth succession of key positions as incumbents retire / Have sufficient people to assume the roles necessary to operate the Club without the need to rely on only a few undertaking multiple roles
Implement a volunteer recognition programme / Ongoing / Committee
3.1.4.2Ensure Committee Members are aware and understand their responsibilities / Provide an induction for all new committee members applying standards set out by the Office of Recreation & Sport / 100% of committee / Within 1 month of appointment / Committee
3.1.4.3Ensure volunteers are aware and understand their role / Provide role descriptions to each volunteer / 100% of volunteers / Prior to commencing role / Committee
3.1.5Relationships
3.1.5.1Have representation on the Board of Hockey SA / Identify persons interested in standing for the Board and work to ensure their election / At least 1 representative / Ongoing / Committee
3.1.5.2Have representation on the Hockey Metro Executive sub-committee / Identify persons interested in standing for the sub-committee and work to ensure their election / At least 1 representative / Ongoing / Committee
3.1.5.3Have representation on key sub-committees of the Hockey Metro Executive / Identify the key sub-committees and seek out persons interested in standing for the sub-committee and work to ensure their appointment / At least 1 representative per key sub-committee / Ongoing / Committee
3.1.5.4Have representation on the Seacliff Sports Club / Ensure the Club meets its commitments in relation to providing a quota of committee members / 100% of quota / Ongoing / Committee
3.1.5.5Develop a sound working relationships with council to ensure our concerns are understood / Engage wit h the relevant council officers outside the formal Seacliff Sports Club process / As required / Ongoing / President & Seacliff Sports Club representatives

3.2Participation

Develop strategies for the attraction, development and retention of players, coaches and umpires.

Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.2.1Junior players
3.2.1.1Provide access to school aged children to the sport of hockey / Develop programmes to introduce school aged children to hockey (targeting 6-9 years old) /
  • Target up to 10 schools within the Club’s immediate catchment to introduce hockey to them
  • Seek to have at least 500 children involved in the programme
  • At the conclusion of the training component of the programme conduct an inter-school competition at the Club, with at least 10 teams
/ Run programmes in terms 1 and 4 of each school year / Junior Development Officer / $3,000-$5,000 per annum
Work with Hockey SA to ensure effective linkages with their development programmes / Target at least 5 schools within the Club’s SAPSSA area not within the immediate catchment / Ongoing / Junior Development Officer in conjunction with Hockey SA’s development staff / Nil as covered by HSA
Conduct an under 9s competition in- house / 40 participants
60 participants
80 participants
100 participants / 2010
2011
2012
2013 onwards / Junior Development Officer / Run as neutral outcome
Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.2.1.2Increase the number of junior players / Utilising the schools programme in 3.2.1.1 above to actively recruit players / To have at least 1 team in each division of the junior competition, filled with children of the appropriate age group / Current / Junior Development Officer / Provide new recruits with starter incentives of $x each
Age / 11 / 13 / 15 / 18
Boy / 1 / 1 / 1
Girl / 1 / 1 / 1
Mix / 1
Year / No. teams
10 / 2 / B1
G1 / B1
G1 / B1
G1
11 / 3 / B2
G1 / B1
G1 / B1
G1
12 / 3 / B2
G1 / B2
G1 / B1
G1
13 / 4 / B2
G1 / B2
G1 / B2
G1
14 / 4 / B2G1 / B2
G1 / B2
G1
Collect data and review prior year drop outs and canvas for returning to the Club / Re-engage at least 1 boy and 1 girl from each age group per season / March each year / Junior Development Officer
3.2.1.3Improve the standard of junior players / Undertake development clinics / Attract at least 50% of players under 15 / April and July school holidays / Junior Development Officer / Neutral
Provide one-on-one or small group coaching outside usual training sessions for specific tuition / All junior player to be involved in at least one session per season / Ongoing through the season / Junior Development Officer and specific senior skill coaches / $500 pa for lights
Implement a mentoring programme linking juniors with Premier League or other senior players for one-on-one feedback / All U13 & U15 players to be linked with a senior player / Ongoing through the season / Junior Development Officer and Premier League coaches
Develop a structured development programme to establish skill level expectations and gauge children’s progress /
  • Programme developed for the current season and all junior coaches trained in the programme
  • All Children provided formal feed feedback at least trice per season
/ By April 2010
At least mid and end of season (but recognising should be continuous process) / Junior Development Officer and Coaching Co-ordinator
3.2.1.4Provide a pathway of enabling juniors to progress to seniors / Implement a mentoring programme linking juniors with Premier League players for one-on-one feedback / All U13 & U15 players to be linked with a senior player / Ongoing through the season / Junior Development Officer and Premier League coaches
Identify talented juniors and encourage to play seniors / At least 50% of U18s and 25% of U15s / Ongoing through the season / Junior Development Officer and Premier League coaches / Concessional fee structure
Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.2.2Senior players
3.2.2.1Increase the number of senior players / Canvas current membership for any known possible recruits / Attract at least 5 senior players / February each year / Membership Secretary
Promote the Club at universities at the commencement of the academic year / Attract at least 5 senior players / February each year / Junior Development Officer and Premier League coaches
Review prior year drop outs and canvas for returning to the Club / Re-engage at least 3 male and 3 females per season / February each year / Junior Development Officer and Premier League coaches / Provide new recruits with starter incentives of $x each
Establish a process to maximise retention of existing members, including canvassing reason for leaving / February each year / Junior Development Officer and Premier League coaches
From a combination of recruiting new players above have one team in each division
3.2.2.2Improve the standard of senior players / Provide one-on-one or small group coaching outside usual training sessions for specific tuition / Any player identified as requiring support / Ongoing through the season / Coaches / $500 pa for lights
Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.2.3Coaches
3.2.3.1Increase the number of coaches / Identify members with the potential to coach, with the Club providing the necessary support and training for them to do so / All teams to have appropriately qualified coach:
  • All coaches at least completed ‘Community’ level accreditation
  • All junior coaches and top 3 senior grade coaches at least completed ‘Beginner’ level accreditation
  • All coaches at least completed ‘Beginner’ level accreditation
  • At least 2 coaches completed ‘Development’ accreditation
/ Prior to commencement of 2010 season
Prior to commencement of 2011 season
Prior to commencement of 2012 season
By end of 2013 season / Coaching co-ordinator / Course fees and resources - $50 per coach per year
3.2.3.2Improve the standard of coaching / Utilising the resources of Hockey Australia and Hockey SA, provide the appropriate resources to coaches / Refer to 3.2.3.1 / Refer to 3.2.3.1 / Coaching co-ordinator / Course fees and resources - $50 per coach per year
Objectives / Actions / Targets / Timeframe / Responsibility / Budget
3.2.4Umpires
3.2.4.1Increase the number of umpires / Develop a programme to attract members to umpire, with the Club providing the necessary support and training for them to do so / With the Hockey Metro Executive policy of self umpiring for senior grades below Metro 1, for junior team below U18, for each team, at least:
  • Seniors – 2 accredited umpires per team
  • Juniors – 1 accredited umpire per team
  • All umpires at least completed ‘Community’ level accreditation
  • All umpires at least completed ‘Beginner’ level accreditation
  • At least 4 umpires completed ‘Development’ accreditation
/ Prior to commencement of 2010 season
Prior to commencement of 2011 season
Prior to commencement of 2012 season / Umpiring co-ordinator / Course fees and resources - $50 per umpire per year
With Premier League, Metro 1 and U18 teams having panel umpires, for each team, at least:
  • Seniors :
  • 1 panel umpire per team
  • 2 panel umpires per team
  • Juniors: 1 panel umpire per team
/ Prior to commencement of 2011 season
Prior to commencement of 2012 season
Prior to commencement of 2011 season / Umpiring co-ordinator
3.2.4.2Improve the standard of umpiring / Utilising the resources of Hockey Australia and Hockey SA, provide the appropriate resources to umpires / Refer to 3.2.4.1 / Refer to 3.2.4.1 / Umpiring co-ordinator

3.3Competition