Wynnum & District Rugby Union Club Inc. Since 1979

Transcription

1 Wynnum & District Rugby Union Club Inc. Since 1979 ABN: Incorporation No: IA08989 STRATEGIC PLAN

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3 Home of the Mighty Bugs The Strategic Plan ( Plan ) for Wynnum & District Rugby Union Club Inc. ( Bugs ) has been developed to set the vision and direction for the club. It provides an overview of what needs to be done to build on previous planning exercises. The Strategic Plan for 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 and maximise opportunities. Over the next five-year period, the Plan will lay the foundation for our club to work as a collective. It will inspire us to recognise we are in control of our destiny, that we are a team in pursuit of one common cause: the overall sustainability, growth and success of the Bugs. The Plan was informed by significant research (literature review and data review) and prepared after consultation with key stakeholders through various meetings and discussions. Through this process, the club has identified key objectives that consider the needs of members and other stakeholders. Due consideration was also given to the strategic objectives of Queensland Rugby Union and the Brisbane City Council ( BCC ) and changing demographics of the Wynnum North area. The Bugs is a community club that promotes, fosters, supports and encourages participation in rugby union. The club provides opportunities for people to participate in rugby union and draws most of its membership from the local area. Total membership now exceeds 1,000 people 410 of which are players (Juniors, Seniors and Veterans). Supportive, Family Friendly, Participation, Respect and Encouragement are the core values that will drive the club forward so as to deliver against the key objectives in our key performance areas.

4 Key Factors Our Values Our culture refers to the character of our club or our operating climate and collective personality. This is shaped by our core values, beliefs, principles, traditions, ingrained behaviours, communication, practices and style of operation. Our core values help define our standards and behaviours and what is acceptable and what is not. Our values define how we do things at the Bugs. Supportive An inclusive and welcoming environment where participation and personal development is encouraged. Family Friendly A family friendly club that develops its player base locally thus creating a sense of connectedness and belonging. Participation A club which encourages player participation in a safe and friendly environment; regardless of individual skill level. Encouragement We provide a positive environment for people to be active and involved in community life. Respect Our behaviour is underpinned by an attitude of respect for members, opponents, officials and the broader community. We believe that harmony during a game makes for a more enjoyable experience. We encourage positivity and applaud good play by our players and the opposition. Critical Issues Facility development Various short term facility upgrades are proposed - as per the club s Master Plan, so as to improve the venue for the benefit of members and the broader community. Scoping exercises should be conducted that can be used as the basis for Council approval processes/grant submissions. Financial stability The club significantly improved its financial position in It is important to consolidate this position in 2015 so as to further establish a foundation for continued growth. An important component of this effort is exploring avenues to increase non-rugby realated revenue.

5 Our Ideology Vision The Bugs will be a leading rugby union club in the south region - a club that is closely linked to its community. We will operate from a multi-sport precinct supported by strong community and business partnerships - a central sporting hub for local people. A club that members are proud to be associated with. Mission We provide a welcoming atmosphere that encourages participation in rugby union and promotes an active and healthy lifestyle. We foster the sport of rugby union and offer an enjoyable environment where friendships are developed and where people can develop their skills both on and off the field. We actively develop relationships with other organisations to deliver outcomes for our community and engage with our members so as to cultivate a family friendly state.

6 Key Targets Short Term (12 months to December 2015) Commence scoping exercises and seek preliminary support from Council for facility upgrade projects as per the club s Master Plan. Continue the Grant Strategy that has been successful in recent times and access funds to support various initiatives including but not limited to purchase of equipment/ facility upgrades/ and maintenance and repairs. Target: $30,000. Increase junior membership by 10%. Finances increase income by 10% and return a minimum surplus of $20,000 for the 2015 EOFY. Increase revenue generated from facility hire by 10%. Sponsorship increase sponsorship income by 10% for the 2015 EOFY. Approach Brisbane City Council late 2015 to initiate the lease renewal process (current lease expires in April 2016). Longer Term (2016 +) Presuming that Council support has been secured; and using a staged approach - deliver components of the club s Master Plan. Refresh and update the club s Grant Strategy so as to access funds to support the purchase of identified priorities. Target: Minimum of $30,000 each year for the life of this plan. Increase both income and operating surplus by a further 10% in 2016 and then a minimum of 5% thereafter. Increase junior membership by a further 10% each year for the life of this plan. Retain sponsors from 2015 and seek to attract new sponsors so as to increase sponsorship income by 5% each year for the life of this plan. Register a women s team. Register additional senior teams.

7 Our Performance Areas KPA1: MANAGEMENT and ADMINISTRATION Objectives Operate in a cohesive fashion as a result of a systematic and organised approach. Strategies Review constitution*/code of conduct annually to ensure appropriateness. Review insurance cover annually to ensure appropriateness. Ensure committee meetings are documented and agenda/minutes of previous meetings are sent to committee members in advance of forthcoming meetings. Monitor volunteer roles and develop/modify position descriptions as required/appropriate. Attend to reporting requirements of Brisbane City Council and the QRU in a timely fashion. Review the club s governance structure at the completion of the 2015 season given the club s interest in integrating other sports and operating as a multi-sport body. Approach Brisbane City Council in advance of 2016 lease expiry date so as to formalise tenure arrangements moving forward. Continue to use the club s website as a repository for club documents. * The club s constitution was redrafted in early 2015.

8 KPA 2: FINANCES Objectives Be financially strong and efficient. Return a surplus on an annual basis for the life of this plan. Strategies Monitor/review arrangements with various suppliers to ensure cost effective agreements. Continue to develop and adopt an annual budget and deliver regular reports on club finances at Executive Committee meetings. Set aside an agreed % of gross revenue into a Sinking Fund designed to support club facility development priorities and ensure that adequate policies are in place to direct the application of this fund. Review and update the Grant Strategy and continually prepare and submit grant applications so as to maximise return in this area. Prepare and submit an annual return to the Office of Fair Trading. Continue to undertake a targeted approach to attract sponsors and ensure sponsors are being serviced. Review and monitor the effectiveness and appropriateness of outsourcing canteen management. Ensure that highly effective controls and processes are in place to protect club funds. Ensure that the club s Assets Register is updated regularly. Promote the availability of the facility as a hire venue/ sublease facility (in accordance with Council s lease requirements) so as to increase revenue derived from this area. Promote availability of club merchandise so as to maximise revenue in this area. Continue the practice of periodically listing required items in the club s newsletter and requesting donations of same. Maintain open communication with the club s financial institution to ensure that arrangements are favourable.

9 KPA 3: PLANNING Objectives To set the vision and direction of the club; to provide focus so as to enable the club to be pro-active about the future. To focus the major decision makers in one direction. Strategies Review the club s Strategic Plan periodically with a comprehensive review being undertaken annually so as to ensure that club achievements are monitored and reviewed. Present the club s Master Plan to Brisbane City Council in order to ensure alignment with Council plans and secure preliminary approval for implementation. If Council is supportive - prepare concept designs and cost estimates for various components of the Master Plan. Continue to use the club website as a document repository to assist with effective succession planning. Develop a Risk Management Plan that can be implemented by the club and its volunteers with a view to providing a safer sporting environment and experience for club members. Undertake an annual audit/needs assessment to identify equipment requirements.

10 KPA 4: FACILITIES Objectives Upgrade facilities in a coordinated manner so as to provide good quality, comfortable, compliant and sustainable facilities. Strategies Develop scope, secure approvals and source funding to deliver projects as per the Master Plan. Short term facility requirements include: Sports field resurfacing (x2). Provision of additional dressing sheds (x4). A container (screened for aesthetics) is to be explored as an interim arrangement. Additional seating areas (external). Toilet improvements/upgrades. Clubhouse improvements/upgrades. Field lighting upgrades. Utilise identified grant opportunities where possible to support facility development projects. Ensure QRU facility standards are considered as part of facility planning processes. Develop a Maintenance Plan incorporating a system to ensure that facility audits are conducted regularly. Explore options to make the club more energy efficient and sustainable such as solar power, water harvesting of stormwater and LED light fittings. Liaise with Wynnum Bowls Club in relation to opportunities for facility co-use/partnership. Initiate discussions with Wynnum Softball Association and Brisbane City Council in relation to the potential for the club to use the second softball area as an overflow zone for rugby union. Develop 1 x netball court as a service to the local community for informal community use. Develop the grassed area on northernside of the clubhouse for training purposes.

11 KPA 5: MEMBERSHIP GROWTH, COMMUNICATION & ENGAGEMENT Objectives Increase playing membership by 10% for the 2015 season and a minimum of 5% per year thereafter for the life of this plan. Engage with members and encourage involvement and participation in club activities and decision making processes. Strategies Continue to communicate effectively with our members and provide regular information through available technology (Facebook, and newsletter - Bugs Bugle ). Membership Management System: Develop an effective database in order to understand who our members are, their needs, level of satisfaction and membership category. Regularly update the club website to ensure information is current and relevant. Disseminate club information through schools. Explore interest in a Women s team. Deliver community programs and social events so as to raise club profile and engage members, their families and the broader community. Recruit players for the Colts program.

12 KPA 6: VOLUNTEERS, EDUCATION AND TRAINING Objectives Provide training, support and development opportunities for our people so as to develop the leadership abilities and potential of our team. Increase the volunteer workforce and provide a supportive and organised environment for volunteers where expectations are clearly outlined. Strategies Undertake an annual training needs assessment. Provide opportunities for training and professional development for volunteers. Continue to educate members in relation to club policies and procedures as outlined in the Club Handbook. Publicly recognise our volunteers on a consistent basis so as to encourage retention and further recruitment. Continue to provide opportunities for interested volunteers to attend First Aid and Coach Accreditation training programs. Establish a club volunteer register and collate information in relation to occupation, skills, capacity to volunteer and interests. Continue the club s volunteer recruitment strategy which involves actively targeting people with relevant skill sets. Provide induction programs where necessary to support new committee members and other volunteers. Continue the club s roster system so as to ensure a level of expectation and commitment from all members to help out with tasks such as Game Day Set Up/Dismantle, and Canteen Roster; and other tasks as the need arises.

13 KPA 7: RUGBY UNION Objectives Develop depth so as to be competitive in all grades year in year out. Retain both the QRSU Club Championship and 1st Grade Title in Strategies Invest in coach development and rugby programs to allow improved pathway opportunities for members. Offer development opportunities so as to develop the skills of our junior players. Continue to deliver Junior Programs that encourage participation regardless of ability. Encourage activities that develop a strong connection between junior and senior ranks.

14 Grant Strategy Priority Project Funding Opportunity Status 1 Sports field resurfacing Brisbane City Council budget consideration. BCC to be approached. 2 Dressing sheds Brisbane City Council (Community Sports Club Program) and/or Qld State Govt. Application to be lodged in Additional seating areas Gambling Community Benefit Fund. Application to be lodged in Clubhouse/ upgrades improvements Gambling Community Benefit Fund. Scoping phase. 5 Lighting upgrades Brisbane City Council (Community Sports Club Program) and/or Qld State Govt. Scoping phase 6 Sustainability projects (water harvesting, solar, etcetera). Brisbane City Council (Community Sports Club Program) Scoping phase Note: As at March 2015, the National Stronger Regions Fund a federal government initiative is also available. The club could apply for an entire facility upgrade in one application through this program. A 50% contribution is required from the club.

15 114 CARPARKS SOFTBALL DIAMOND CRICKET PRACTICE NETS LONG JUMP 400m RUNNING TRACK 70 CARPARKS 70 CARPARKS Club Master Plan RUGBY FIELD 2 SOFTBALL DIAMOND SOFTBALL DIAMOND HIGH JUMP SOFTBALL DIAMOND NETBALL CRICKET CRICKET SOFTBALL DIAMOND SOFTBALL DIAMOND RUGBY FIELD 1 SOFTBALL DIAMOND JNR RUGBY 25X63m JNR RUGBY 25X63m NEW LIGHTING TO DIAMONDS SOFTBALL DIAMOND 1 SITE 1 : 2000 SCALE 1 : 2000 DWG NO. 3 ARCHITECT MICHAEL JULLYAN DRAWN BY Author DRAWING NAME ELANORA PARK PROJECT Project Number ACN: Yamboyna St, Manly QLD 4179 P.O. BOX 5129 MANLY QLD 4179 ELANORA PARK thinktankarchitects@gmail.com TELEPHONE: (07) FASCIMILE: (07) MOBILE: CLIENT Owner ISSUE Project Status CHECKED BY Checker DATE DRAWN 10/10/11 ADDRESS ELANORA PARK, WYNNUM X:\THINK TANK\ELANORA PARK\ELANORA PARK MASTERPLAN.rvt

16 Contact Wynnum & District Rugby Union Address: PO Box 498, Wynnum, Qld 4178 Ground Location: Elanora Park, Granada St, Wynnum, Qld 4178 Telephone: