Volunteer Management and Operational Plan

Transcription

1 Charters Towers Rugby League Club Volunteer Management and Operational Plan

2 Table of Contents EXECUTIVE SUMMARY... 3 FUTURE STRATEGIC GOALS... 4 STRATEGIC GOALS WITH CORRESPONDING TARGETS AND TIMEFRAMES... 6 ACTIONS TO ACHIEVE OUR STRATEGIC GOALS AND TARGETS VOLUNTEER ROLES REQUIRED TO IMPLEMENT THIS PLAN VOLUNTEER OPERATIONAL ACTIONS INCREASE THE NUMBER AND SKILL LEVEL OF VOLUNTEERS DEVELOP THE CLUB S FACILITIES ENHANCE COMMUNICATION, PARTNERSHIPS AND PROMOTION OF THE CLUB ENCOURAGE NEW AND RETURNING PLAYERS EACH SEASON TO ENSURE THE CLUB IS CONSISTENTLY COMPETITIVE INCREASE CLUB FUNDING THROUGH A RANGE OF SOURCES IMPLEMENT A RANGE OF CLUB PROCEDURES AND POLICIES TO GUIDE VOLUNTEERS, MEMBERS AND SUPPORTERS 58 IMPLEMENTATION OF THIS PLAN ACKNOWLEDGEMENTS METHODOLOGY HISTORY OF CHARTERS TOWERS RUGBY LEAGUE CLUB WHY CHARTERS TOWERS RUGBY LEAGUE CLUB IS IMPORTANT CURRENTLY AT CHARTERS TOWERS RUGBY LEAGUE CLUB FUTURE ASPIRATIONS YOU NOW HAVE THE SPORTING ADVANTAGE This plan can assist to develop the Miners into a club that is consistently strong across all grades each season and attracts players, coaches and supporters who want to be involved in a great club culture. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 2 of 70

3 Executive Summary You only need to walk into the clubhouse of the Charters Towers Miners Rugby League Club to see the long and proud history of the club featured throughout the many photos and trophies. The club originally joined the Townsville and District Rugby League competition in 1968 in reserve grade as the Tigers. They progressed to A-grade in 1981 and changed their name to the Miners soon after. They won their first A-grade premiership in 1993 which capped off a dominant year for the club, winning premierships in all grades. Rugby league in Charters Towers has always been played at Bill Lewis Oval, with the current clubhouse being constructed in Although the town itself isn t as prosperous now as it once was, the Miners continue to be a strong club and source of community spirit that will continue long into the future. The Charters Towers Rugby League Club Volunteer Management and Operational Plan has been developed through consultation with a broad range of internal and external supporters of the club. A large cross section of ideas and thoughts were provided for their future direction. This plan has summarised the feedback received, resulting in a concise list of goals that will guide the club over the future years. All the goals include specific targets for the club to achieve and corresponding actions on how to implement and achieve the strategic goals. The Charters Towers Rugby League Club s goals include: 1. Increase the number and skill level of volunteers 2. Develop the club s facilities 3. Enhance communication, partnerships and promotion of the club 4. Encourage new and returning players each season to ensure the club is consistently competitive 5. Increase club funding through a range of sources 6. Implement a range of club procedures and policies to guide volunteers, players and supporters These goals and their respective targets will be challenging for the club to implement, however, through utilising and following the operational plan, they are achievable. This plan can assist the Charters Towers Miners Rugby League Club to develop into a club that is consistently strong across all grades each season and attracts players, coaches and supporters who want to be involved in a great club culture. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 3 of 70

4 Future Strategic Goals The following are the Charters Towers Rugby League Club strategic goals that will guide the direction of the club in future years. These six broad goals are challenging, however, have the potential to develop the Miners into a club that is consistently strong across all grades each season and attracts players, coaches and supporters who want to be involved in a great club culture. 1. Increase the number and skill level of volunteers To effectively implement the goals and targets in this plan, it is imperative the club attracts and manages an efficient team of volunteers. This will be achieved through assigning a volunteer coordinator to the executive committee, delegating specific volunteer roles, providing training and education programs to up skill volunteers and developing an incentive and reward program for all club volunteers. 2. Develop the club s facilities The club currently has very good facilities, however, to continue to progress and attract further players, volunteers, sponsors and support, there are a number of ancillary and playing facilities that can be upgraded and developed, that will enhance the functionality, income and viability of the club. 3. Enhance communication, partnerships and promotion of the club For the club to continue to develop its positive reputation, it will be important to ensure positive partnerships with supporters and an effective flow of communication with the Charters Towers Junior Rugby League Club, club coaches, volunteers, players and sponsors. The club s wide reach through the local community can continue to be enhanced with a greater online presence, various promotional campaigns, further partnerships with local businesses and an ongoing positive relationship with the media. Some people want it to happen, some wish it would happen, others make it happen Michael Jordan Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 4 of 70

5 4. Encourage new and returning players each season to ensure the club is consistently competitive For the club to remain competitive on the field and viable off the field, there needs to be a sufficient squad of players each season. Quality coaching and training sessions will attract, retain and develop players, whilst it will be important to create positive links with older junior players of the Charters Towers Junior Rugby League Club to encourage them to continue playing into the senior grades. 5. Increase club funding through a range of sources To effectively implement these future development goals and be sustainable, the club needs to increase their revenue stream in both the short and long term. This will be achieved predominantly through furthering the club s sponsorship, sourcing funding from appropriate grants programs, attracting further spectators to games and implementing effective fundraising events. 6. Implement a range of club procedures and policies to guide volunteers, players and supporters To ensure the club complies with legislation, their duty of care for all members, continues to operate sustainably and efficiently and can effectively manage a productive group of volunteers, it is important that relevant policies and protocols are formulated, communicated, updated and implemented. Don t die with the music in you Wayne Bennett Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 5 of 70

6 Strategic Goals with Corresponding Targets and Timeframes To complement the future strategic goals of the Charters Towers Rugby League Club, outlined below are the individual targets that need to be implemented to achieve each respective goal. These targets include an extensive range of projects that will be the responsibility of a range of different individuals within the organisation. Each target has a corresponding timeframe in which it is recommended to be commenced. A number of the targets are ongoing and are vital to be implemented annually, whilst other targets may commence and take a number of years to complete. These timeframes however, will allow the club to measure their progress throughout the life of this plan. Strategic Goal Target Who s Responsible Commencement Appoint a volunteer coordinator to the executive committee Executive Committee 2015 Develop a volunteer register database of member and parent skills and interests Volunteer Coordinator 2015 Outline volunteer position descriptions and assign members to specific roles Volunteer Coordinator 2015 Create a coach pathway and mentoring program Coaching Director Increase the number of volunteers within the club Recognise and reward the contributions of all club volunteers Volunteer Coordinator 2015 Implement an incentive scheme to encourage people to undertake volunteer roles Volunteer Coordinator 2016 Provide opportunities for volunteers to attend accreditation and training courses Volunteer Coordinator 2015 Create partnerships with local high schools to provide opportunities for students to gain skills and experience through club volunteer roles Volunteer Coordinator 2015 Provide an annual induction for all confirmed and potential volunteers Volunteer Coordinator 2016 Explore the opportunity to employ a part time paid administration officer Executive Committee 2017 Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 6 of 70

7 Strategic Goal Target Who s Responsible Commencement Upgrade the halfway house Facility Manager 2015 Construct changerooms Facility Manager 2017 Construct covered seating for spectators Facility Manager Develop the club s facilities Upgrade the toilet facilities Facility Manager 2016 Upgrade the clubhouse Facility Manager 2018 Enhance the entrance to the facility Facility Manager 2015 Explore the opportunity of creating a rectangular multipurpose field in the adjacent park Facility Manager 2015 Smooth seas do not make skilful sailors African Proverb Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 7 of 70

8 Strategic Goal Target Who s Responsible Commencement Continue to implement the Friday night junior games Event Manager 2015 Organise, attract and host a range of different rugby league events Event Manager 2016 Create a Memorandum of Understanding that guides the ongoing relationship with the Charters Towers Junior Rugby League Club Ensure clear communication between the committee, coaching staff, volunteers and players Executive Committee 2015 Promotions Manager Enhance communication, partnerships and promotion of the club Implement promotional campaigns to create club exposure and awareness Promotions Manager 2015 Enhance the club s website and utilise social media effectively Promotions Manager 2015 Ensure the coverage of the club through the Northern Miner continues Promotions Manager 2015 Create further links with local businesses, government departments, other sporting clubs, community groups and schools Promotions Manager 2016 Create an annual calendar of club events to promote Promotions Manager 2016 Enhance the old boys network of former players, volunteers and supporters Executive Committee 2015 Compile a document on the history of the club to promote at reunions and events Executive Committee 2015 Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 8 of 70

9 Strategic Goal Target Who s Responsible Commencement Assign experienced coaches and managers to each team prior to the end of the previous season Coaching Director 2015 Provide organised skill, strength and conditioning development training sessions Coaching Director Encourage new and returning players each season to ensure the club is consistently competitive Ensure suitable equipment is available and accessible for coaches and support staff at training and on game days Coaching Director 2015 Integrate team training sessions between all the grades and with older junior teams Executive Committee 2015 Provide incentives and an opportunity for senior players to socialise after training each week Event Manager 2015 Conduct regular social activities to integrate teams and their families Event Manager 2016 Recognise the achievements and contributions of players Executive Committee 2015 Encourage senior players to coach, train or manage junior teams Coaching Director 2015 Explore the opportunities of attracting players and coaches from other regions to the club Executive Committee 2016 Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 9 of 70

10 Strategic Goal Target Who s Responsible Commencement Create and follow an annual budget that includes an allocation toward facility and equipment maintenance and upgrades Treasurer 2015 Attract more people to home games Promotions and Event Manager 2015 Implement a variety of small and large fundraising events Event Manager Increase club funding through a range of sources Identify and apply for appropriate grants Grants Writer 2015 Maintain and further develop the club s level of sponsorship Sponsorship Manager 2015 Develop and offer social membership packages for supporters Promotions Manager 2016 Enhance the range of food available from the canteen Canteen Manager 2016 Further the club s range of merchandise for members, sponsors and supporters Sponsorship Manager 2016 Hire the clubhouse to groups for events, functions and meetings Promotions Manager 2017 Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 10 of 70

11 Strategic Goal Target Who s Responsible Commencement Document all current operating procedures for the benefit of subsequent volunteers Volunteer Coordinator Implement a range of club procedures and policies to guide volunteers, players and supporters Implement volunteer management protocols Volunteer Coordinator 2015 Ensure the club understands the requirements of its child protection policy and its being implemented appropriately Executive Committee 2015 Ensure current club policies are being promoted and utilised correctly Executive Committee 2015 Develop a Risk Management Plan for the club Executive Committee 2015 Implement regular member feedback surveys and planning reviews Executive Committee 2016 If you always do what you ve always done, you ll always get what you ve always got Vicki Wilson Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 11 of 70

12 Actions to Achieve our Strategic Goals and Targets The strategic goals and targets identified and prioritised by the Charters Towers Rugby League Club are both extensive and exciting. For these to be successfully implemented and the club to entirely achieve this plan in future years, it is imperative that the executive committee and club volunteers understand what is involved and how to carry out the identified projects. To assist this process, the majority of this plan incorporates an extensive list of actions that will guide the club with the operational component of their goals and targets. Each identified target includes: What the target involves Who is responsible for achieving the target When the target is to be commenced A detailed process of how to implement the project One of the major factors to achieving the goals and targets will be to ensure the volunteers responsible for implementing specific projects understand the requirements of their role, have the knowledge, skills and attitude to carry out their role, can receive training to improve their capacity within the role and are enthusiastic to perform their role to the best of their ability. Another major factor will be to ensure that the finalised Volunteer Management and Operational Plan is effectively promoted to all Charters Towers Rugby League Club supporters so that these people are aware of where the club is heading and what the club wants to achieve in the coming years. As the plan will be a large document, there will be a one page summary brochure that the club can easily distribute. This simple process will contribute considerably to this plan providing a significant benefit for the future of the Charters Towers Rugby League Club. Volunteer Roles Required to Implement this Plan As there are a number of goals recommended in this plan that each include a range of challenging projects, it will be imperative that specific projects are delegated to volunteers throughout the committee and club. These roles include: President Secretary Volunteer Coordinator Facility Manager Sponsorship Manager Promotions Manager Vice President Treasurer Coaching Director Event Manager Grants Writer Canteen Manager The members within these roles are responsible for forming and managing sub-committees if they deem it necessary to effectively carry out their duties. The delegation of these roles and their responsibilities are outlined further in the remainder of this document. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 12 of 70

13 Volunteer Operational Actions 1. Increase the number and skill level of volunteers To effectively implement the goals and targets in this plan, it is imperative the club attracts and manages an efficient team of volunteers. This will be achieved through assigning a volunteer coordinator to the executive committee, delegating specific volunteer roles, providing training and education programs to up skill volunteers and developing an incentive and reward program for all club volunteers. Appoint a volunteer coordinator to the executive committee This role is important to ensure all volunteers are being supported, trained and recognised for their vital contributions towards the club It will demonstrate that the club recognises the importance of volunteers and ensure all volunteers are enjoying what they are doing Overall, it will assist with the smooth running of the club through enhanced communication and delegating a number of responsibilities away from the President, Secretary and Treasurer Appoint an appropriate member of the club committee to the role of volunteer coordinator Generally a person with good communication and people skills will be an ideal volunteer coordinator The volunteer coordinator s role will include: Responsible for ensuring all volunteer positions are filled and being carried out effectively Manage the development of the club s volunteers Organise blue cards and blue card application forms Identify required training courses for all club volunteers Assist the committee identify what volunteers are required in what roles Improve communication between the committee and volunteers through a single point of contact Provide, explain and evaluate position descriptions to prospective volunteers Target and recruit new volunteers Assist, support and evaluate current volunteers Develop and manage a volunteer budget (ie accreditation, reimbursement for expenses, recognition and rewards, incentives etc) Develop and manage a directory of volunteer education and training courses Ensure all current volunteers document their role, knowledge and experience Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 13 of 70

14 Develop a volunteer register database of member and parent skills and interests Gather information from members and the parents of juniors when they register, concerning: Current job Trades Tertiary study Interests/hobbies Skills they may be able to assist the club with Interest in assisting the club If they were to volunteer with the club, what would they be most comfortable doing (list a range of options) Contact details Compile this information in a spreadsheet Use this information to personally approach individuals who may be able to assist with an upcoming project, or with a view of volunteering in a specific role within the club Regularly update this spreadsheet register, incorporating comments of when individuals were contacted and the result Ensure the access to this register is controlled The following questions can be integrated onto the club s membership form: Do you have a coaching qualification? Do you have other sports qualifications? What is your occupation? Do you have a trade or specific qualification? Do you have experience in volunteering with other sporting clubs? What aspect of rugby league or club administration would you be interested in learning more about? In what way would you be prepared to volunteer to assist with the club? What would you be comfortable volunteering with? For example, website updates, newsletters, coaching, team managing, finances, facility development/maintenance, canteen sales, grant writing, sponsorship, communication, promotions, event announcing etc Outline volunteer position descriptions and assign members to specific roles Following are a range of position descriptions for volunteer roles It is recommended that general committee members are allocated a role, so that vital club tasks are being implemented by individuals with specific skills The following position descriptions can be used as a base that the club can build upon as the respective positions evolve Position descriptions are important to be utilised when approaching prospective volunteers to indicate what the role entails Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 14 of 70

15 Position descriptions are also essential for the monitoring and assessing of current volunteers within respective positions, to ensure they are contributing effectively and being supported where required President The principle leader of the club who has overall responsibility for the club s administration and management The President sets the overall annual committee agenda (consistent with the views of members), helps the committee prioritise its goals and then keeps the committee on track Lead and set an example for the whole club Manage and facilitate effective committee meetings Manage the annual general meeting Represent the club at all levels, maintaining a positive relationship with your state and national sporting organisations Act as a facilitator for club activities Ensure the planning and budgeting for the future is carried out in accordance with the wishes of the members and the club s planning documents Ensure compliance with all your state and national sporting organisation s requirements Vice President Responsible for providing support to the president to ensure the club is operating appropriately Act in the president s role when they are unavailable Support and assist the president s role where possible Understand the club s situation and future plans and directions Ensure the club and the committee are operating in accordance with club policies and strategic direction Secretary The key administration officer of the club who provides the link between members, the club committee and external stakeholders Organise all inward and outward mail and correspondence Carry out meeting procedures including agendas and minutes Write the annual club report Maintain all club records in an ordered fashion Word processing of all internal and external correspondence Organise administration equipment, supplies and keys Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 15 of 70

16 Treasurer Responsible for all financial aspects of the club Ensure that adequate accounts and records exist regarding the club s financial transactions including accurate and up-to-date records of all income and expenditure Coordinate the preparation of a budget and monitor it carefully Issue receipts and promptly deposit all monies received in the club s bank account Make all approved payments and invoice groups/members promptly Act as the signatory to the club s bank accounts, cheque accounts, investments and loan facilities (with at least one other management committee member) Manage the club s cash flow and be accountable for the club s petty cash Prepare and present regular financial statements to the committee at meetings Prepare financial accounts for an annual audit, and provide the auditor with information as required Prepare an annual financial report Volunteer Coordinator Responsible for ensuring all volunteer positions with the club are filled and being carried out effectively Manage the development of the club s volunteers Organise blue cards and blue card application forms Identify required training courses for all club volunteers Assist the committee with coaching staff recruitment and development Improve communication between the committee and volunteers through a single point of contact Provide, explain and evaluate position descriptions to prospective volunteers Target and recruit new volunteers Assist, support and evaluate current volunteers Develop and manage a volunteer budget (ie accreditation, reimbursement for expenses, recognition and rewards, incentives etc) Develop and manage a directory of volunteer education and training courses Ensure all current volunteers document their role, knowledge and experience Promotions Manager Responsible for identifying opportunities to promote the club, advertising, raising the awareness of rugby league within the local community, and ensuring efficient communication throughout the club, its stakeholders and the community Create contacts and a positive working relationship with the local media Networking with stakeholders to identify where the club can be promoted Networking with stakeholders to improve the identity, image and awareness of the club Organise promotional events within the community to promote rugby league Compile all promotional material for the club so that they are professionally presented Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 16 of 70

17 Develop an extensive database and distribution list of stakeholders Distribute relevant information to club stakeholders Maintain the club s website and social media Maintain the club s network contact lists of stakeholders, current members, and past members Grants Writer Responsible for identifying and applying for suitable grants Identify a range of grants programs the club is eligible to apply for Liaise with the advisors from the grants programs to obtain information of how to apply Work with a range of volunteers throughout the clubs to obtain ideas for projects that are eligible to apply for funding on (ie facilities, equipment, accreditation courses, volunteer recognition, travel, junior representative members, come and try days, events to increase participation etc) Work with a range of volunteers throughout the club to obtain specific details and quotes for grant applications Develop and submit grant applications Obtain feedback on unsuccessful applications Adhere to all reporting and acquittal requirements of successful applications Sponsorship Manager Responsible for approaching businesses to organise sponsorship, reporting to sponsors and maintaining sponsors Develop a sponsorship package that outlines a range of options and is professionally presented Approach businesses to sell the options and source sponsorship for the club Report to the sponsors on how the club is promoting them and their services Involve sponsors into the club through events, home games, team photos, newsletters, website etc Equipment and Facility Manager Responsible for organising and managing the purchase of equipment and development of facilities in conjunction with club management Create working partnerships with other stakeholders within the community that could benefit from the club s equipment and facility developments Identifying the next priority project to be implemented Obtaining designs and quotes for projects Working with the Grants Writer to obtain funding for projects Managing all aspects of facility and purchasing projects from the start through to completion Identifying any maintenance that is required Ensuring all facilities are of a suitable standard and safe Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 17 of 70

18 Coaching Director Responsible for supporting and developing coaches so they can provide the best possible experience for players Create a succession plan of coaches progressing through the grades Assist to source new coaches for each team In conjunction with the volunteer coordinator, identify and organise accreditation and training courses for club coaches to attend Assisting club coaches to provide players with organised training sessions Conduct 3-4 sessions throughout the year that combine a number of age groups Ensure there is a range of suitable equipment that coaches understand how to use effectively Identify and assist in implementing come and try days to promote further participation Outline development and representative pathways for the coaching staff and players Provide specific training sessions for club coaches to demonstrate new or different techniques Event Manager Responsible for organising and managing club events and social functions Organise and manage all aspects of fundraising activities The event manager will need to develop an event subcommittee of individuals responsible for different aspects of events Organise and manage specific events, including planning, implementation and reporting Assist and provide support for the implementation of events being managed by members of the subcommittee Document procedures involved with organising events, for future reference Provide opportunities for volunteers and members to socialise away from the beach Implement a range of different social events that will appeal to and attract members and their families Provide opportunities for all members, volunteers, sponsors and supporters to be involved in club social functions Canteen Manager Oversee the operation of the club s canteen Ensure the club is adhering to all health regulations in the service of food Organise rosters for volunteers to assist in the canteen Ensure the canteen is operating profitably for the club Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 18 of 70

19 Create a coach pathway and mentoring program A mentoring program whereby experienced coaches provide advice, training and support for those that are less experienced, could significantly enhance the development, enjoyment and retention of club coaches, players and teams Supporting coaches through developing their skills and experience will lead to greater skill development of players and teams Players are attracted to clubs and encouraged to continue playing under quality coaching Approach the QRL, NRL and Cowboys for any assistance they may be able to provide Club coaches could potentially attend representative or high level training sessions to observe and ask questions at the end of the session There are a number of very skilled and experienced coaches within the region, that may be available to provide ongoing coaching development Funding through grants programs can be sourced to contract coaches for education and training programs A series of theoretical and practical courses can be developed to present at different times through the season Each course can be on a specific aspect of coaching, for example: Analysing game footage Identifying and rectifying defensive lapses Agility and footwork in attack and defense Game plans and structures Field positioning and styles of attack Defensive techniques and structures Preparing a team for finals, representative or important games Pre-season training structures Strength and conditioning programs Acceleration and speed training principles Team dynamics and individual personalities A course could be offered to all club coaches on a weeknight once every 1 2 months Courses would be targeting the club s coaches, however, invitations could be extended to junior and school coaches Involvement for presenters to implement the program can potentially be sourced through the QRL, NRL, Cowboys, representative teams, former coaches that live in the district and networks throughout the State Networking functions for coaches can be organised around other events such as: Representative games Carnivals Competitions Coach induction or meetings Presentations and season launches Come and try days Community or charity events Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 19 of 70

20 After training sessions Events for networking can also be developed including: Dinners with guest speakers Education and training workshops, seminars or conferences High profile presenters Visiting high profile teams Attendance to other sporting events Family or corporate days Bowls, tennis or golf days Dinner and drinks at a sponsor s venue Recognise and reward the contributions of all club volunteers This is an integral component of maintaining happy and fresh volunteers Recognition shouldn t be reserved for extra special achievements, but for volunteers who are simply carrying out their role for the club Determine what achievements the club would like to recognise volunteers for example: Organising an event Having fun whilst coaching or managing Work developing a grant submission Gaining or maintaining a sponsor Carrying out their position description Long service within a committee position Ensure recognition is measurable, so the club can determine and justify who is recognised Determine what the recognition should include. For example: A simple and sincere thank you this goes a long way! A sponsor or club water bottle, hat, key ring, shirt etc Tickets to a major event An announcement at a club event A notice ed throughout the club s network An article in the club s newsletter A personal congratulations A certificate of achievement A nomination for a Council volunteer award A party or dinner for all volunteers paid for by the club (there are some grants that allow for a volunteer recognition contribution) Recognition can be as elaborate or simple as the club would like, however, it s important to be consistent and also to take into account the personality of who you are recognising, as some people are embarrassed by public recognition, while others love it Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 20 of 70

21 Implement an incentive scheme to encourage people to undertake volunteer roles To provide incentives for people to volunteer with the club, it s helpful to understand what the research indicates why people volunteer: To help others or the community Personal satisfaction To do something worthwhile Fun To be with family or friends Social contact Felt obliged / just happened Use skills / experience or learn new skills Gain work experience To be active Using these research results, ideas and incentives that will allow the club to attract and maintain volunteers include: Promote the benefits that the club provides to the community Create and maintain an enjoyable atmosphere have fun! (Read the book Fish for further insight into this) Develop a list of volunteer jobs and what the volunteer can receive in return, for example: - Reduced or waived membership fee - Sponsor products - Club merchandise - Season pass to home games - Food and drink packages at home games - Tickets to the Cowboys Ensure support is easily available if a volunteer is unsure what they need to do Ensure communication within the club is clear so misunderstandings are limited Provide annual induction and information kits and training Provide education and training courses to up-skill volunteers (eg coaches, trainers) Create links with the high schools Appreciate and recognise all volunteers for their contributions Encourage older players to volunteer to assist the younger players within the club Carry out performance appraisals and focus on the volunteers strengths, ways to improve their skills and their feedback for the club Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 21 of 70

22 Provide opportunities for volunteers to attend accreditation and training courses Often, if there are enough people within the club who want to participate in the same course, it can be run specifically for the club at your convenience Identify grants programs you can apply for to fund the accreditation courses and their timeframes Develop communication networks with training providers to receive information of upcoming courses and their requirements Courses could also be made available to sponsors, parents and other stakeholders Advertise courses and opportunities through the club s networks Approach the Department of Sport and Recreation, Council, or other Government agencies concerning opportunities they may be able to provide for free education and training workshops Identify a range of education and training programs that would be of benefit to volunteers and players, for example: Nutrition Fitness training Specific playing or training techniques Life coaching Identify a range of accreditation and training courses volunteers within the clubs require, including: Coaching Refereeing Sports first aid Responsible service of alcohol Food handlers Club administration and management Sports leadership Administrative Volunteer management Financial management Risk management Determine the details of providing programs including: Costs When and where courses are available Opportunities to source presenters to deliver programs specifically for the club Organise opportunities for coaches and volunteers to be trained by experienced coaches to learn new ideas, advancements and changes Club coaches to attend coaching clinics run by experienced coaches Organise experienced coaches to attend club clinics, competitions and functions Coach training and development needs to be a process that continues after they achieve their initial qualification Funding through grants programs can be sourced to contract coaches for education and training programs Courses can be provided at no cost to coaches or volunteers Link with other clubs to assist with coach development Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 22 of 70

23 Create partnerships with local high schools to provide opportunities for students to gain skills and experience through club volunteer roles Skills that can be learnt through volunteering with the club can form a basis for career development of high school students Liaise with schools to determine how volunteering opportunities with the club can link with their curriculum Students may be able to obtain coaching, officiating or other volunteer accreditations through school and apply these with the club The school may be able to identify particular students that have an interest in the types of roles that they could gain experience with through the club, for example: Develop and update the website Develop and provide regular messaging on a social media page Compile a regular newsletter Assist in coaching Assist in organising and running events Examples of skills that could complement students learning include: Communication Leadership and management Planning Marketing and promotion Administration and IT Event and risk management Networking Teaching and coaching Time management Conflict resolution Business principles Provide an annual induction for all confirmed and potential volunteers Determine what is important to be included in the induction, such as: History of the club The club s goals and targets What being involved with the club means to current players The desired atmosphere, attitude and culture Link to the Positive or it s Pointless program, True Sport Lives Here and Play by the Rules information, resources and guidelines Behaviour and presentation Development pathways for both players and volunteers Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 23 of 70

24 Sponsor requirements Calendar of events For an induction to be well received, it needs to be professionally presented, enjoyable and motivational. If people perceive they are being lectured or disciplined, then their attitude towards the club may be effected Attract a guest speaker/presenter to add a different aspect to the induction Provide a booklet that outlines the expectations keep it fun and informative Positive outcomes from the induction will greatly depend on how it was delivered The club committee must lead and set an unwavering example of behaviour Reiterate the expectations at training sessions, so that volunteers are constantly aware of their responsibilities Ensure the expectations are passed on through the club Monitor and respond to issues immediately Explore the opportunity to employ a part time paid administration officer Given the amount of work required to operate the club, it could potentially be justified in the future the need for a part time paid administrator It would be vital that the roles and responsibilities of this person are clearly communicated with club members and volunteers, so that everyone is aware of what their role is and where volunteer roles are still essential The roles and responsibilities the administrator could carry out include: Marketing and promotion of the club Developing sponsorship packages Assisting to approach and source sponsors Writing grants Organising social and fundraising events Promoting opportunities to the media to gain exposure Registering of members Organising jerseys, club shirts and merchandise Assisting with communication throughout the club Communicating with sponsors to ensure their inclusion in the club Developing and distributing newsletters Updating the website and social internet pages Ensuring club policies are available and being used Determine if the administrator s position would initially be a 12 month contract, or be part time permanent with a probationary period. Depending which option the club decides, is likely to affect the quality and number of applicants Clearly communicate the role and responsibilities of the administrator to club volunteers and members, so that misunderstandings are limited Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 24 of 70

25 2. Develop the club s facilities The club currently has very good facilities, however, to continue to progress and attract further players, volunteers, sponsors and support, there are a number of ancillary and playing facilities that can be upgraded and developed, that will enhance the functionality, income and viability of the club. The following process can be used for the facility development projects prioritised in this plan, including: Upgrade the halfway house Construct changerooms Construct covered seating for spectators Upgrade the toilet facilities Upgrade the clubhouse Enhance the entrance to the facility Decide on the exact specifications of the project Obtain written permission from the land owner to carry out the project Sketch what the finalised project will look like Draw a site plan of the facility including the project Discuss with Council and the Department of Sport and Recreation, to obtain advice and ideas on the project Discuss with your state and national sporting organisation to determine what support they can provide Have designs drawn up professionally by a licensed contractor. Some contractors are qualified to design and construct the project, whilst you will need to obtain independent designs to provide other contractors. Discuss the individual needs of the project and what the contractor can supply when you first make contact. Ensure the following inclusions where applicable, for respective projects: Concept design Detailed designs drawn up by a draftsmen, architect or equivalent Designs will include the dimensions of the construction, the various views, the materials required to construct, the requirements of the base and the footings Soil tests Site map / site plan Specifications of any levelling, drainage or underground cabling requirements Details of any topdressing, grass seeding, poisoning or turfing Required materials Project scope and specifications Electrical and lighting plans Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 25 of 70

26 Obtain 3 written quotes from licensed contractors for the project. If the project is broken down into components (ie supply of materials, electrical works, plumbing etc) obtain 3 written quotes for each component Alternatively, source a quantity surveyor s cost estimate for the entire project Ensure price escalations are included Develop a budget for the total cost of the project, including a 10% contingency. Ensure you allow for design fees, engineering fees, building and development application fees and 10% for the GST Consider the ongoing maintenance and running costs of the project, to ensure you can sustain the facility after it s constructed (ie water consumption, electricity, vandalism etc) Obtain advice from Council if building or development approvals are required Lodge and obtain building or development approvals (this can take time) from Council Ensure you can enter into a contract with the company or contractor outlining specifications of the components of the project, the finalised project, the total cost, a payment schedule, timeframes of when the project and it s components will be completed and a defects liability period Develop a project plan outlining the timeframes of when milestone components of the project should be started and completed, who within the club is responsible for ensuring each milestone has been suitably met and the contractor or company responsible for delivering each milestone Ascertain if someone within the club will be able to manage the project or if the club will need to employ a project manager. Develop a cash flow spreadsheet outlining when payments will be required to be made to contractors or companies and when income will be received by the club, to ensure payments can be met on time Apply for funding assistance Appoint the respective contractor/s or company and agree to a contract Closely monitor the progress of the project, to ensure it is being carried out in relation to the project plan and contract Quality check and ensure the respective Council certifications are met before finalising payment of the contract Depending on the project, hold an official opening to create awareness of your upgraded facility, recognise the stakeholders responsible and to celebrate the completion of a successful project Enjoy the facilities! Shoot for the moon, even if you miss, you ll land amongst the stars Les Brown Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 26 of 70

27 Explore the opportunity of creating a rectangular multipurpose field in the adjacent park A major limitation for the club at present is that there is only one field This makes it challenging for training times and space Developing an extra field would provide further area for: Teams to train Run carnivals Conduct Friday night home games Warm up areas for home games Provide space for the juniors to train at the same facility Expansion of the Friday night junior games During the wet season, usage of the main field could be limited to protect the surface Discuss with Council the possibility of using the open space within the park to create a multipurpose field This field could not only be used by the club, but also for: Touch football Soccer Rugby union Oztag Softball Outdoor events Personal trainers The field would not need to be fenced, so it would remain an open space that s available for anyone in the community to benefit from A lockable gate could be installed to allow access between the main field and the new one The goal posts could be removable, so the field can be utilised for other sports and events that don t use a rectangular field Accessing funding to create a new field is a high priority project with the Department of Sport and Recreation In life, as in football, you won t go far unless you know where the goal posts are Arnold H Glasgow Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 27 of 70

28 3. Enhance communication, partnerships and promotion of the club For the club to continue to develop its positive reputation, it will be important to ensure positive partnerships with supporters and an effective flow of communication with the Charters Towers Junior Rugby League Club, club coaches, volunteers, players and sponsors. The club s wide reach through the local community can continue to be enhanced with a greater online presence, various promotional campaigns, further partnerships with local businesses and an ongoing positive relationship with the media. Continue to implement the Friday night junior games The Friday night junior games have been very successful It is important these are continued into the future to: Provide younger children with the opportunity to learn and enjoy playing rugby league Attract new families to rugby league and the club Promote rugby league through the community Fundraise Attract new volunteers and sponsors Provide senior players with the opportunity to coach and develop the skills of young juniors Showcase the club s facilities to the community Assist to attract new players to the junior club, as they get older Create another source of club revenue Create further opportunities to promote club sponsors For the Friday night junior games to continue to be successful, it s important to ensure: All the kids have fun and are included in all aspects of the games The format is well organised and implemented There are plenty of coaches and volunteers to assist the teams and players Parents feel welcomed The atmosphere at the grounds is fun, friendly, supportive and social There is a lot of encouragement for the kids The kids receive something that is branded with the Miners logo Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 28 of 70

29 Organise, attract and host a range of different rugby league events Remain aware of opportunities to attract and host events such as: School carnivals Queensland Cup pre-season or regular season games Regional or State championships Identify opportunities for the club to create and host their own events, such as: Nines carnival Sevens carnival Mid West pre or post season carnival Flag footy competition Touch rugby league competition The following process can be used when proposing the idea of attracting exhibition or higher level pre-season games to Charters Towers, or organising a new event: Event Concept Maybe we Should... What sort of event do you want to organise? Why is the event proposed? What do we want to achieve from it? What format will be used? When will it be held? Where will it be held? Who will be responsible for the planning and management? Who are the major stakeholders? What physical, human and financial resources are required? How will it benefit the club? How will the resources be acquired, eg owned, leased, hired, borrowed etc? What are the possible obstacles to staging the event? What contingency plans are needed? What training will be needed? Feasibility of the Event Is it Worth Doing? Although optimism is great (and necessary) there needs to be a large portion of realism involved in determining feasibility What essential facilities and equipment are available for the event? What are the important reasons for holding it? What are the time, personnel and financial costs? Will the event objectives be achieved? What needs to be organised to overcome the identified barriers? Is there sufficient time for planning and promotion? Are there any conflicting events planned for the same time? Conduct a risk assessment of the event Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 29 of 70

30 Outcomes What s in it for the Club? Fun Promotion and marketing Increase income Increase members and volunteers Increase exposure Fundraising for a charity Develop an Awesome Looking Event Proposal Develop a proposal that demonstrates what your or the club s vision is for the event make it look great and include: - What the event is all about and its history (if it has one!) - Venue, dates and times - Specific details of the event - What stakeholders are included - Promotion and marketing - Expected sources of income and expenditure - Sponsorship options - Planning dates - Details about the club and organisers Use this to sell the idea of the event to stakeholders and sponsors Planning and Preparation Where do we Start? Appoint an event committee who are positive, enthusiastic, organised, leaders, effective communicators and reliable Consult with stakeholders, eg local councils, liquor licensing, police, volunteers, potential sponsors, security, club members etc Tasks to Consider for an Event Identify tasks through brainstorming techniques such as a mind map Document the planning write it all down! Planning spreadsheets represent everything that s needed to be achieved, including tasks required, who is responsible for them and when they are due Outline a timeline with deadlines for tasks to be achieved by Ensure individuals know exactly what they are responsible for and their timeframes Monitor the progress of the planning by scheduling regular meetings and ensuring frequent communication between those responsible for organising particular aspects Continue to update the planning spreadsheet as progress is made Budgeting Develop a budget for the event Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 30 of 70

31 Outline all expenditure and sources of income Incorporate a contingency Outline a cash flow plan to ensure the club has money when it s required Work with the club s treasurer to ensure the financial aspect of the event is transparent Is there grant funding available for the event? Marketing and Promotion What is your target market youth, seniors, general community, women, men, people who own dogs? What is the best way of reaching your target market flyers, radio, TV or newspaper advertising, media articles, social media? Develop promotional material that is eye catching and professional Implement a marketing campaign that suits your budget and is most likely to reach your target market Create interesting media opportunities by circulating press releases through the appropriate channels Ensure you allocate and follow a budget for advertising and promotion, as it is very easy to get carried away Sponsorship Develop an interesting and comprehensive sponsorship package Identify specific businesses that are most likely to sponsor the event Meet with prospective sponsors to develop a rapport and sell the proposal Outline an agreement with what the sponsor and the club will both be providing Ensure you deliver on your agreed items Keep the sponsor involved and informed throughout the process Ensure close communication with the QRL, NRL and Cowboys development officers to remain aware of resources available that may benefit the club Identify resources, programs and initiatives that may be useful for these groups to develop and implement for the club Utilise resources from the QRL, NRL and Cowboys websites Determine in what ways the resources the QRL, NRL and Cowboys provide can be best used for the club, for example: Development officer clinics at the club or in conjunction with the club within local schools Provision of coaching courses Conducting skills sessions for coaches that are non-accreditation based Advice and support for club governance and administration Networking and meeting other club representatives Using representative or Cowboy players at season launches, events, home games, training sessions etc Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 31 of 70

32 Create a Memorandum of Understanding that guides the ongoing relationship with the Charters Towers Junior Rugby League Club The key to the future for community clubs lies in encouraging better application of limited financial, facility and volunteer resources, while at the same time sharing an ever increasing administrative workload The development of a Memorandum of Understanding (MOU) between the junior and senior clubs will achieve this aim It will establish a framework for closer cooperation between the two organisations, particularly in the development of pathways for young players, coaches and officials and the education of members and the general public in all aspects of rugby league The parties should be committed to achieving the following objectives through a variety of forms of collaboration: To share the skills and knowledge required for the development of rugby league To work together to develop a comprehensive plan to establish formal pathways for players of all ages To promote rugby league jointly in the community To undertake joint promotion of volunteering To ensure that junior and senior clubs follow the same rules, coaching and officiating pathways where practical The MOU should be underpinned by effective working relationships, networking and mutual trust Assign a member of the club who can devote the time to: Attend both senior and junior club meetings Summarise the outcomes of senior committee meetings Report to the junior committee the senior committee meeting outcomes Transfer information from one committee to the other Act as an initial point of contact for the junior club This role will be largely responsible for the smooth communication between the two clubs, that will aim to decrease misunderstandings that may lead to confusion and issues The two organisations should agree to: Share information about strategic planning processes and plans Work together to lobby Council, TDJRL, TDRL and other relevant organisations for the benefit of rugby league in Charters Towers Inform the other club prior to any sensitive messages emerging that might impact on the other club s operations Apply for joint funding initiatives when available Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 32 of 70

33 Ensure clear communication between the committee, coaching staff, volunteers and players Communication throughout the club needs to be implemented in a variety of ways to ensure everyone receives the information they require Different people prefer to receive their information in different ways, including: Website Newsletter Word of Mouth Text Message Social Media Flyer Phone Call Communication networks are important to ensure players, volunteers, parents of younger players, sponsors and stakeholders are regularly informed and aware of club operations and events Identify who within the Charters Towers and broader community would benefit from updates about the club. This may include: All current and former players All current and former club coaches and volunteers Club supporters and sponsors TDRL, QRL, NRL, Blackhawks and Cowboys Primary and Secondary Schools Other clubs and groups Council sport and recreation department Councilors State and Federal MPs Specific businesses and companies Government departments Media outlets Make this list as extensive as possible, to optimise interest in the club Obtain stakeholder contact details from any source available including, registration forms, club contact information, a register in the clubhouse where anyone can add their address or mobile number, through other stakeholders, the website etc Ensure all information that is distributed looks professional, is relevant and not too lengthy Continue to update the list as details change or new contacts are made Distribution and Newsletters Determine groups of contacts you regularly distribute information to, for example: committee, club coaching staff, specific age groups, entire member and volunteer base, external stakeholders, media outlets Produce a regular newsletter to be ed and handed out Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 33 of 70

34 Only forward relevant information to specific groups, to increase the likelihood that s are read and not ignored or deleted Ensure the subject heading of the is interesting to encourage the recipient to open it Incorporate a clear contents page so recipients can quickly browse to see what is included Text messaging Employ a similar method to distribute information via text messages, including competition results, upcoming events, reminders etc Research suitable phone plans that may include unlimited text messaging Social media Create a closed Facebook group that s just for members of the club Post updates and information about training/games/events Create a network of Twitter users Anyone who has a smartphone can easily create a Twitter account and receive updates from the club s account Noticeboards Noticeboards are only useful if the content is relevant and kept up to date Old notices need to be removed Information included on the noticeboard needs to be clear Implement promotional campaigns to create club exposure and awareness When implementing marketing and advertising campaigns, target specific groups or areas of the community and identify what details this group of people would find appealing, so that you can develop all promotional material from the aspect of what s in it for me. For example: Young children fun, fun and more fun, development and health benefits targeting parents General community have fun, opportunity to meet people, get involved in an enjoyable club atmosphere Corporate sector volunteer together as a workplace to increase fun and social aspects with colleagues and improve productivity whilst at work Past players volunteer with the club for the social and fun aspects, improve general health, decrease risks of age related diseases, increase quality of life and meet new people Identify how you can best reach these specific groups and target advertising and marketing there. For example: Come and try days Information to specific businesses determine who is the best contact within these organisations Flyer distribution in the local area Through established stakeholder networks Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 34 of 70

35 School programs Posters Other sport and community groups Signage and banners around town Regular , newsletter, website and social media updates Open days or orientation periods Through other Council or government networks Television and radio advertising have the potential of reaching a lot of people, however, it is important to choose which station by the demographics they are likely to reach Always try to incorporate something within your marketing campaign to be able to measure the outcomes and success in relation to the expenditure, for example: Vouchers to bring into the club Website traffic and hits Mentioning an offer Requesting of further information One point of contact for the club Products or services to give away When promoting the club, it is essential that all advertising looks professional, there aren t any spelling or formatting errors on the material, the logo and what you are offering is clear and there isn t too much information crammed into a small area Be alert for opportunities that may arise to market the club through the community, such as local school events, community events, Government or Council events Obtain as much exposure for the club through the media. A good relationship with the media will ensure positive exposure Conducting come and try days, school promotions, business promotions, an information stall or raffle at shopping centres or attending community events are effective ways of raising the awareness of the club throughout the local community Continually forward information to your networks about club events, achievements, changes and improvements and update appropriate website and social media pages regularly with this information Enhance the club s website and utilise social media effectively Maintaining an up to date website has the potential to enhance the profile and image of the club through incorporating a range of appealing articles, competition previews and reviews, player profiles, upcoming events and promotion of the club s sponsors Social internet pages similarly create this opportunity to access and appeal to a broader cross section of the community. Ensure the website remains up to date and includes information that people would find interesting including: Competition previews and reviews Articles that appeared in the media Footage of competition highlights and interviews Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 35 of 70

36 Photos History Profiles of coaches, players, committee and volunteers Results Upcoming events Volunteer management and operational plan Media releases Contact information for coaches, managers and committee Volunteer management and operational plan Sponsors Links to other club websites Recognition of volunteers, members, spectators, sponsors etc Social Media Maintain and monitor a club social media page such as Facebook Information included can be similar to that of the website Promote the page to all club stakeholders Constantly monitor the use of this and encourage it as a system of disseminating information, rather than a conversation Capture competition action on film and upload this to You Tube, then promote on the website or other social media pages Explore other options, such as using a blog to promote game previews and reviews or twitter to connect to a range of different people Get excited and enthusiastic about your own dream. This excitement is like a forest fire you can smell it, taste it and see it from a mile away Denis Waitley Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 36 of 70

37 Ensure the coverage of the club through the Northern Miner continues The promotional manager would need to create effective contacts and develop a good rapport with the local media Meet the local sports journalists from newspaper, television and radio media outlets Invite and encourage media outlets to attend club competitions and events Regularly provide stories about the club that could be used in the media Utilise free community announcements and billboards Promote the inclusion of interesting types of stories in the media, such as: Profiles of players, coaches and volunteers Junior or school involvement Articles from players or coaches Different generations of one family all involved in the club History of traditional inter-town or inter-club rivalries Club involvement in community events Results or winning streaks Approach the local radio stations for support in promoting upcoming competitions, events and results this could potentially be set up as an in-kind sponsorship arrangement It is important for the club s promotional manager to be proactive to encourage media exposure The club can create interesting promotional opportunities for the media to utilise, such as Family fun days An inter or intra club carnival Other entertainment during or after competitions A sportspersons dinner and sporting memorabilia auction Season launch and presentation evening Sponsor days Club social events Facility developments Interesting photo opportunities such as a fancy dress training day for charity Write media releases and circulate to all media outlets A template media release is outlined on the following page Contact media outlets in relation to media releases to encourage journalists to do interviews, take photos or footage Have some fun with creating angles for the media to report on the more original your idea, the more chance it will feature in the media Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 37 of 70

38 TEMPLATE MEDIA RELEASE Date Headline Here The headline should be a simple description of the release to capture attention The first paragraph should set the scene of the media release and should contain the basics: What, Who, Where, Why and How in 25 words or less The second paragraph should introduce a speaker by name and title and what it is they ve got to say The third paragraph is a quote which expands on the introduction, Mr Jones said. This should be followed by a second quote to conclude the thought. It is then a good idea to put in some background information in this next paragraph. Add some more in this one. Another quote here can help to break up the release and gives the option of introducing some new information, Mr Jones said. One more quote is usually enough to round things off. The last paragraph should provide a rounding-off of what the release was about. ENDS... Insert the details of the person who can be interviewed, where it is to take place and the time here. For more information contact: The person who is coordinating the interviews. Make sure to put a land line, mobile number and address. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 38 of 70

39 Create further links with local businesses, government departments, other sporting clubs, community groups and schools Creating partnerships with other sporting organisations and community stakeholders has the potential to provide a range of aspects for the club Partnerships with specific stakeholders could include for example: Schools - Encouraging students to be healthy and involved in sport - Promotion of the club - Providing work experience opportunities in volunteer roles Other sporting clubs and community events - Assisting to develop other events - Promotion to their members to participate in the club s events also - Use of the club s facilities, equipment and coaches for cross training Governing Body - Development of rugby regionally and nationally - Assist with the strategic direction of the club - Support for player development programs Businesses - Mutual promotion - Sponsorship and support - Linking of programs To approach a potential partner with an idea, it is important to first develop a proposal Proposals to partner with other organisations need to be professionally developed and presented to the appropriate person Proposals may include: What the club is proposing, for example: - Cross promotion to members - Involvement at club events - Sharing or hiring of facilities - Providing volunteer training programs - Networking between administrators - Combined fundraising - Linking events or promotions together The benefits each stakeholder will potentially receive The time, cost and commitment required from each stakeholder How the sport will be able to grow and benefit Communication and reporting processes throughout the project After the proposal has been presented, adjust specific details where required, to suit the two organisation s needs Document the final agreement Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 39 of 70

40 Ensure the project is carried out in line with the agreement and communication between the two organisations is clear and ongoing Provide a summary or report on the outcomes of the project, to assist with future support Create an annual calendar of club events to promote Before the start of the season, determine what competitions and events the club will be involved in and organising Identify all events club members would be interested in, including: Home and away game draw Super Saturdays Carnivals Social and fundraising events Come and try days Season launch and presentation evening Accreditation or training courses Family fun days Sponsors events Develop a calendar of events that includes details relating to the events including: Dates and times Costs Locations/directions Requirements Preparation Format the calendar of events so that it is easy for members to follow and can easily be promoted to prospective members Develop different formats of the calendar that incorporate more or less detail, depending how and where the respective copy is going to be used Promote the season calendar of events: To all current players To potential new players Through club communication networks To contacts at media outlets Through schools On the club s website and social media In advertising and marketing campaigns To other sporting and community clubs To club sponsors This calendar of events will demonstrate the club is well organised for the upcoming year. Members and potential members will know exactly what opportunities are available with the club. This has the potential to assist in significantly enhancing the club s membership, participation and revenue. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 40 of 70

41 Enhance the old boys network of former players, volunteers and supporters Further developing the club s network of former players, coaches, referees, committee members, sponsors and supporters is a great way to: Include people that are linked to the club and likely to still have an interest Let people know how the club is now progressing Market and promote the club s competitions and events Encourage further support for the club and rugby league in general Encourage people to get back involved in rugby league Promote and sell social memberships Promote the sale of club merchandise Encourage sponsorship Increase volunteer numbers Organise reunions in milestone years Assign one person to the role of further developing and maintaining this network Social media pages such as Facebook are a very efficient way of achieving this, as they have an enormous capacity to reach a lot of people Using the club s website, social media page or an point of contact, provide somewhere that people can register to obtain information about the club Use the network to distribute information such as: Regular newsletters Game results and updates Representative players, results and achievements Media articles Social membership and sponsorship opportunities Junior representatives and development Conduct an annual old boys day for this group to get together Winning breeds confidence and confidence breeds winning Hubert Green Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 41 of 70

42 Compile a document on the history of the club to promote at reunions and events The club s history is definitely something that you don t want to lose The Miners have such a proud history, it s imperative that it s documented, updated and never lost Contact past players, coaches, committee members, supporters and sponsors to send in their information from the past Interview life members or older supporters of the club that would have a knowledge of rugby league in Charters Towers from the past Use the Northern Miner s archives to research newspaper articles about the club and the competitions that existed before the Miners Contact the TDRL and QRL to determine if they have records from the past that relate to rugby league in Charters Towers Assign a person or a small committee to be responsible for compiling the history Hard copies of documents can be scanned and saved electronically All documents can be saved in the one format Ensure this document is saved in multiple locations, for example, on an external hard drive, laptop, CD and cloud Promote and enjoy the stories from the past that make the Miners a great club If winning isn t everything, why do they keep score? Vince Lombardi Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 42 of 70

43 4. Encourage new and returning players each season to ensure the club is consistently competitive For the club to remain competitive on the field and viable off the field, there needs to be a sufficient squad of players each season. Quality coaching and training sessions will attract, retain and develop players, whilst it will be important to create positive links with older junior players of the Charters Towers Junior Rugby League Club to encourage them to continue playing into the senior grades. Assign experienced coaches and managers to each team prior to the end of the previous season Before the end of the playing season, identify if the current coaches and support staff are suitable and/or available for the following season Target specific people to coach and manage specific teams, depending on their level of experience and qualifications Advertise and circulate through your networks that you need coaches and managers for particular grades Aim to have confirmed all coaches and managers for the season before sign on day It would be ideal if coaches can be confirmed for the following season before the end of the current season, so that current players can be informed and understand the club is well organised for the next season Organise specific equipment or requirements coaches need Encourage media promotion of the coaching and support staff Communicate to all players and potential players the coaching and support staff for the following season Provide organised skill, strength and conditioning development training sessions Training and coaching sessions must be well organised, beneficial and enjoyable for them to be effective Appoint suitably qualified and experienced coaches for various types of training sessions, such as: Ball skills Defense Aerobic fitness Speed and agility Strength and power Recovery Provide the necessary equipment for coaches to carry out their role effectively Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 43 of 70

44 Encourage coaches to pre plan their sessions and communicate these with their team Training sessions can be planned for the entire year to suit expected conditions and scheduling of specific events Coaches need to be organised for the start of training sessions Start all training sessions on time Work to a pre organised and timed plan throughout the training session Approach other coaches, volunteers and parents to assist with specific training sessions Monitor coaches to ensure all sessions are organised and well implemented Provide education and training support to coaches to continue to improve the level and quality of training sessions Training sessions don t always need to only be based around rugby league, with fitness and cross training sessions other options Ensure suitable equipment is available and accessible for coaches and support staff at training and on game days It is essential for coaches to be able to optimally carry out their role and players to be able to perform at their best, that suitable equipment is available at training and on game days The coaching staff needs to ensure all necessary equipment is ready before the commencement of training and game warm ups The club needs to maintain an inventory of required equipment including: Quality training balls Game balls Kicking tees A range of coloured markers Hit shields Tackle bags Agility poles Agility ladders Speed training rings Speed chutes Step hurdles Water bottles Water coolers Pumps Whistles Carry bags An inventory of all equipment needs to be monitored to ensure the club doesn t lose and have to continually replace items unnecessarily Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 44 of 70

45 Integrate team training sessions between all the grades and with older junior teams There are a number of ways that junior and senior teams can train together, including: Training sessions that incorporate all players in the club, such as: - Fitness or sprint sessions - Circuits incorporating skill and fitness drills - Road or cross country runs - Skills sessions - Strength and power training - Group fitness classes - Pilates or dance classes - Cross training (eg soccer, AFL, flag footy etc) - Team building games Running opposed sessions between teams Splitting players into groups based on their preferred playing position Senior players being partnered with juniors as a mentor Senior players talking to junior teams about their experiences and what the club means to them This integration can be taken beyond training also, by: Senior players attending and assisting with come and try days Senior players being involved with school rugby league programs Social events that include both junior and senior teams After training social events that include both junior and senior teams After match functions Providing junior players with season passes to senior games and encourage them to attend and be involved around the senior teams on game day Ensure the team uniforms of the juniors and seniors are all the same Include juniors and seniors in club events Encourage senior players to interact with juniors where possible Provide incentives and an opportunity for senior players to socialise after training each week Regularly (weekly, fortnightly or monthly) organise a meal and/or drinks for all club players after training sessions If club games are recorded, these games could potentially be projected onto a big screen in the clubhouse for players to enjoy Meals can include easily prepared options such as: Sausage sizzle Spaghetti bolognaise Pizzas Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 45 of 70

46 Steak burgers Hot dogs Sandwiches/wraps/rolls Include the catering costs into the club s annual budget Source a range of volunteers who would be available to assist with preparing the meals Explore the opportunities of sponsorship deals with local restaurants or cafes to provide the meals Alternatively, source sponsorship from food providers such as butchers, bakeries or supermarkets that can provide the food to be prepared Recognise and reward all the volunteers involved in this important aspect of the club Conduct regular social activities to integrate teams and their families People join clubs to have fun and enjoy a sport All members and their families need to feel included within the club through integration Opportunities to integrate people can include: Planned social events Providing nibblies and/or drinks to partners whilst their partners are training or playing Providing an introductory booklet with interesting information to new players and their families/partners Encouraging involvement in the club from the players families and friends Assigning a volunteer with the role of welcoming and including new players and families Assisting other members within the club where possible Go out of your way to make someone s day Social events could include: Season launch and presentation evening Fancy dress or themed functions Fancy dress or themed days Catered dinners with music and entertainment Talent and variety shows Movies projected onto a big screen Major events projected onto a big screen Sponsor events Trivia nights Involvement with community events such as shave for a cure or relay for life Recognise the achievements and contributions of players Determine what achievements the club would like to recognise players for, for example: Those that have progressed their personal skills Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 46 of 70

47 Representative honours Players that have also volunteered Players that demonstrate the club s ethos and pride A number of players throughout the club from the same family Teams that have excelled in an event Ensure recognition is measurable, so the club can determine and justify who is recognised Determine what the recognition should include. For example: Their name on an honour board A sponsor or club water bottle, hat, key ring, shirt etc Tickets to a Cowboys game An announcement during an event A notice ed throughout the club s network An article in the club s newsletter A personal congratulations from the committee A certificate of achievement A nomination for a Council sport award An article in the newspaper Recognition can be as elaborate or simple as the club would like, however, it s important to be consistent and also to take into account the personality of who you are recognising, as some people are embarrassed by public recognition, while others love it Encourage senior players to coach, train or manage junior teams Encouraging the interaction between the club s senior players and the junior club, will provide valuable skills and experience for the seniors, whilst creating excitement and pride for the Miners in the juniors There are a number of ways that junior and senior players can be involved together, including: Senior players as junior coaches, managers or support staff Senior players running specialised skill sessions for junior teams Senior players attending junior games Senior players training with the juniors Junior teams training with senior teams Junior players training with senior players Senior players talking to junior teams about their experiences and what the club means to them Senior players being partnered with juniors as a mentor Senior players attending and assisting with come and try days Senior players being involved with school rugby league programs Social events that include both junior and senior teams Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 47 of 70

48 Explore the opportunities of attracting players and coaches from other regions to the club This is a great opportunity to be able to attract quality players to the club Attracting players and coaches can be as simple as those that are playing in other TDRL clubs, or players that are based overseas Many overseas players would jump at the chance to play rugby league and work in Charters Towers Contact clubs that play at a similar or higher level in: England New Zealand PNG Fiji Create a package of what the club can offer the players, for example: Employment Accommodation Sponsorship Match payments Recreational opportunities Travel opportunities Opportunities to play at a higher level (eg Foley Shield, Queensland Cup etc) Include other information in the package, such as: Details about Charters Towers and the North Queensland region Playing and training expectations Behavioural expectations Details about the TDRL, Blackhawks, Cowboys and the club Target specific clubs and players and contact them to create a relationship Negotiate all aspects of the players transfer Document the arrangement in a contract to protect the club Remain in close communication with the partnering club to keep them informed about their players, so that it will encourage others to take the same opportunities In the middle of difficulty lies opportunity Albert Einstein Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 48 of 70

49 5. Increase club funding through a range of sources To effectively implement these future development goals and be sustainable, the club needs to increase their revenue stream in both the short and long term. This will be achieved predominantly through furthering the club s sponsorship, sourcing funding from appropriate grants programs, attracting further spectators to games and implementing effective fundraising events. Create and follow an annual budget that includes an allocation toward facility and equipment maintenance and upgrades For the club to feasibly upgrade their facility whilst covering ongoing operational costs, it is crucial that the executive committee outline an annual budget This will allow the club to implement the required fundraising to ensure the outlined goals and targets are achievable Outline the general expenses the club will incur to operate through the season, given the number of players for that year Outline the income the club is guaranteed to receive through sponsorship Outline the income the club will receive through player registration fees Determine what profit is made from specific fundraisers that have been successful in the past and a projected profit for new fundraisers Determine what grants programs are available to obtain funding for operational expenses, accreditation courses and participation projects Review the member registration fee to possibly include a contribution towards facility developments Outline an approximate cost of facility developments for the corresponding season Determine if the project can be fully funded by a grants program Calculate what level of contribution the club will need to allocate to significant projects Plan the number and type of fundraising events needed to achieve this amount Determine if there are other funding programs available that you can access to contribute towards the club s overall contribution Formulate cash flow projections to ensure the club has sufficient funds when required For the club to achieve significant savings through fundraising, it is important that any profits made through fundraising projects are not used for costs that can be covered through grants, so that the fundraising efforts go directly towards developing the club. Attract more people to home games The more people that attend games and the longer they stay for, equates to more people paying to enter and purchasing food and drinks The club needs to look at different ways to attract people, such as: In the lead up to home games, promote heavily throughout the entire region Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 49 of 70

50 Play junior games that lead into senior games Super Saturdays Promote family days with added entertainment such as jumping castles, games with water, modified games Music, a BBQ and drinks after the game Conduct fun competitions during breaks for spectators to win prizes Pre and post-match entertainment Play young junior games at half time and between the main games Linking with other community or sporting events Develop the number of individuals and families that are social club members Promote interesting aspects about upcoming games through the media Incorporate local personalities at home games Host representative or exhibition games Create a fireworks display Hold special functions for past players, sponsors and local businesses Create atmosphere at games using the PA system, music, encouraging chanting or singing with the crowd - explore opportunities for local personalities to drive this Anything that makes the experience fun for spectators will bring them back to the next game and possibly bring a friend Implement a variety of small and large fundraising events It is important that there are at least two major fundraising events organised for the year that are well planned and implemented successfully, along with a number of smaller, more regular events Identify and determine in advance what the two fundraising events for the following year will consist of Start planning these events early Evaluate past fundraising events to determine how successful they have been and the benefits it is providing the club, taking into account: Amount of income it is generating Level of participation Who it is attracting to participate Amount of time involved in planning Cost of implementing Sponsorship potential Social club benefits Workload and pressure on volunteers Potential major events may include: A regional, state or national level event Carnivals Hosting exhibition events Selling food at other community events Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 50 of 70

51 A sportsperson s dinner/memorabilia auction A family fun day and community fete A camping and fishing expo A 24 hour continuous game of flag footy where players source sponsorship Develop a projected budget for the event outlining the expenditure and expected profit Develop a project plan that outlines what tasks need to be completed, who needs to complete each task, when they are required to be completed and applicable costs or resources for each task The event manager should organise a committee to lead and manage the project, ensuring the project plan is being completed Develop an extensive advertising and marketing plan to promote and encourage involvement in the event After implementing the event, document a report outlining how it was implemented and the outcomes To complement the two major fundraising events, the club can conduct social functions that can also provide fundraising such as: Season launch and presentation evening Fancy dress or themed functions Fancy dress or themed days Catered dinners with music and entertainment Talent and variety shows Movies projected onto a big screen Major games projected onto a big screen Sponsor events Trivia nights Involvement as a club with community events such as shave for a cure or relay for life These events can incorporate a cover charge to attend, with a percentage covering the cost of the event and the remainder going towards fundraising Events can be advertised to be fundraising for specific projects Identify and apply for appropriate grants Grants that may be available to the club are listed on the following page, along with website addresses to access further information They range in: The amount of funding available Club and project eligibility When the club can apply Information required for the application Club financial contributions towards the project The timeframes around when projects can be implemented Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 51 of 70

52 Other programs will become available through different government departments and organisations at various times, so it is important that the club remains alert for opportunities Ensure the club is receiving correspondence from the Department of Sport and Recreation and Council s Sport and Recreation Officers, as they will regularly forward information about upcoming grants Appointing a Grants Writer will greatly assist identifying and submitting quality applications Always obtain feedback from the funding body when a grant was not successful Program Name Eligible Projects Website Get Started Program Get Going Program Participation initiative to assist with registration fees Volunteer Support & Participation Initiatives Approximate $$ $150 voucher $10,000 Get Playing Program Facility upgrades $100,000 Get Playing Plus Program Major facility upgrades Up to $1.5M Young Athlete Assistance Program Australian Sports Foundation Sport Incentive Program Volunteer Grants Program Local Sporting Champions Program Women s Sport Leadership Grants Queensland Country Credit Union Gambling Community Benefit Fund Junior representation $200 Facility developments Varying Volunteer recognition, equipment $5,000 Junior representation $500 - $3,000 Programs, courses $10,000 Flexible Varying Facilities, equipment $35,000 Download guidelines of the program to determine if the club and the project are eligible Contact the program s advisors to discuss your project and specific areas of the application you can focus on Most applications will require you to justify the need of your project Excerpts identifying projects within this plan will assist, as the plan incorporates extensive community consultation and prioritises the needs of the club Approach the TDRL, QRL and NRL to determine how they may be able to assist or support Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 52 of 70

53 Obtain letters of support and survey members concerning their thoughts on the proposed project Discuss your project with the club s stakeholders and obtain their feedback and support Ensure you are thorough and cover all the requirements of the application in detail. For example, facility development projects will require clear designs and scope of works, evidence of land tenure, permission from the land owner for the project, 3 quotes from licensed contractors for each component of the project, building and development approvals, a budget including contingencies, a cash flow projection and evidence of funds if the club needs to allocate funding towards the project. Each component you can t show evidence of, decreases your probability of being successful Submit the application in the format requested and ensure you have attached all the relevant supporting documents If successful, ensure the project is carried out in line with what the funding body approved and record all expenses related to the project if the need arises to supply evidence of how the funding was used Keep in close communication with the funding body to advise how the project is progressing and adhere to their acknowledgement requirements Maintain and further develop the club s level of sponsorship It is imperative that sponsorship proposals are presented professionally and sponsors needs are satisfied When sourcing potential sponsors, identify opportunities within the club for sponsorship, for example: Club naming rights sponsor Facility/field sponsors Team sponsors Player sponsors Man of the match sponsor Development sponsors Training sponsor Supporters sponsor Hat sponsor Polo shirt sponsor Carnival or event sponsor Merchandise sponsor Identify businesses that would have the most potential to benefit from sponsoring the club, for example: Food/restaurant outlets Drink suppliers Local businesses Mines Media Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 53 of 70

54 People that have a link with the club Develop a professionally presented sponsorship package that includes: Details about the club including: - History - Season, competitions and regattas - Player numbers - Member demographics - Family involvement - Facilities - School involvement - Promotional and fundraising events Benefits the club can offer the sponsor including: - Exposure to a large number of players and their families - Use of sponsors name in the media - Facility signage at the club - Prominent signage on apparel - Logo on club dress shirts - Logo on club merchandise - shirts/hats/bags/stubby coolers etc - Acknowledgement at events - Logo on the website, newsletters, advertisements, flyers etc - Use of their venue for social functions - Opportunity to promote their services at club events - Distribution of information through the club s network - Special privileges at competitions or events Benefits to the club including: - Cash contribution - Contra products - Contra products to raffle - Reduced cost of purchasing products for the canteen, equipment or apparel Different sponsorship options for different levels of commitment that provide differing levels of benefits Communication and reporting mechanisms of the benefits the sponsor is receiving (vital and often over looked) Approach businesses to present and sell the sponsorship package Ensure the package is presented professionally and be flexible with what you are willing to receive, but ensure you get value for the benefits you are providing Document an agreement with the sponsor outlining what both will be providing/receiving Ensure the sponsor is receiving the benefits outlined in the agreed proposal and the benefits are being communicated and reported to the sponsor. This will provide the club with the optimal probability of the sponsor continuing their sponsorship Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 54 of 70

55 Include the sponsor in the club, for example invite them to club events such as the season launch, promotional come and try days, club competitions, annual presentation evening, regattas, social events etc Develop and offer social membership packages for supporters Develop a package for club supporters that are not playing or directly involved as a volunteer, to be a social member of the club Benefits they receive may include: Branded apparel Complementary burger or drink at home games A special marquee at home games Invitations to club functions Discounts at sponsors businesses Regular club newsletters and information Opportunity to provide input into the club An annual members event at a home game Member prize draws at home games This could link with the old boys network Determine the cost of the membership to ensure value for the prospective member, but a source of income for the club Approach sponsors to determine what discounts, offers or promotions they may be able to offer members (remembering this is another source of promotion and benefit for them) Develop a membership form for people to complete and sign Develop membership cards to be distributed to all members Develop a promotional flyer outlining the benefits of being a club member Promote the membership opportunities throughout the community utilising the club s networks, website, media contacts etc Target past and present players Promote the memberships at home games and community events Provide members with an opportunity to supply feedback and comments about the future development of the club Forward promotional information to members at the end of the season to encourage them to continue their membership the following year Enhance the range of food available from the canteen Currently the canteen provides a steady income for the club Expanding the food and beverage options has the potential to significantly increase this form of income Options could include: A range of quality coffee Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 55 of 70

56 Fresh cakes Healthy rolls, wraps and sandwiches Toasted sandwiches Hot meals at night home games such as curries, soups, spaghetti bolognaise or casseroles Gourmet pies, sausage rolls and pasties Lasagna, quiche and salads Milkshakes The club would need to determine the financial and human resources required to provide specific options and the potential profit Cafe style coffee and cakes would not require significant costs to establish and have the potential to offer a positive return on investment The introduction of new food and beverage options can be used as a significant marketing tool, therefore organise a promotional and advertising campaign to target specific groups and a launch Consult with Council to determine if any further licenses or permits are required Further the club s range of merchandise for members, sponsors and supporters Identify a range of merchandise the club can produce for promotion. This could include: Polo shirt (men s and women s) Dress shirt (men s and women s) Wide brim hats or caps Training shirt/singlet Footballs Water bottles Tubes of sunscreen Travel mugs Key rings Drink can coolers Coasters Stationery Temporary tattoos Obtain quotes for the purchasing of this equipment Source sponsorship to include on merchandise, particularly clothing Purchase equipment within the club s means. It is unlikely there will be grants programs that this is eligible through, unless it can be used as a volunteer recognition component Promote the purchasing of the club s merchandise at the clubhouse, at training and game days, to sponsors, on the website, at community events, through the club s communication network etc Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 56 of 70

57 Hire the clubhouse to groups for events, functions and meetings Determine the guidelines for hiring the facility, taking into consideration: Cost Set up Clean up When it s available Breakages or damage Liquor licensing Inclusions and exclusions Carry out a risk assessment of hiring the facility Develop promotional material outlining what the clubhouse could be hired for, for example: 21 st parties Weddings Family reunions Other sport or community group functions Yoga, pilates, tai chi etc Craft groups Business functions, meetings or conferences Promote hiring broadly through the community via: Club networks Flyer drops Website and social media Media editorial and advertisements Council Posters If you really want something in life you have to work for it. Now quiet, they are about to announce the lottery numbers Homer Simpson Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 57 of 70

58 6. Implement a range of club procedures and policies to guide volunteers, players and supporters To ensure the club complies with legislation, their duty of care for all members, continues to operate sustainably and efficiently and can effectively manage a productive group of volunteers, it is important that relevant policies and protocols are formulated, communicated, updated and implemented. Document all current operating procedures for the benefit of subsequent volunteers Identify and develop a list of everything that is organised to operate the club, for example: Registering members Organising coaches and officials Training sessions Competition operations Canteen and BBQs Advertising Promoting media exposure Fundraising events Sourcing sponsors Applying for grants Purchasing equipment Requirements of your state and national sporting organisation Newsletters Identify who currently organises each aspect Approach the respective volunteer to ask them to document the process of what is involved in organising their task Culminate all responses into the one document that is easy to navigate Ensure this document is saved and stored in a location that will not be lost as volunteers within the club change Promote this document throughout the club to assist volunteers with their roles Constantly update this document as procedures are improved or altered Implement volunteer management protocols There are a number of written policies and procedures that should be documented to assist volunteers, such as: Club volunteer structure, responsibilities and authority, for example: - Who is responsible for what and who/how are particular decisions made Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 58 of 70

59 Orientation and induction for new volunteers, for example: - What is their role, who do they ask for assistance and how can they best contribute towards the club Support structures for volunteers, for example: - What training is available, who can show them what to do and how do they go about asking for some help Training appropriate for volunteer responsibilities, for example: - What courses are available for specific volunteer roles, what other aspects of the club might a volunteer like to learn about and what s required for specific accreditations Reporting and accountabilities, for example: - What are the responsibilities of particular volunteer roles and what needs to be provided to the committee so that all the club s operations are transparent Discrimination, complaints and disciplinary procedures, for example: - Conflict resolution between volunteers or members, damage of equipment or facilities or general complaints Reimbursement of out of pocket expenses, for example: - Travel, phone, postage, food, drinks etc The majority of policies that the club needs are provided by your state and national sporting organisation. Other useful resources and templates can be found at: Volunteering Australia Volunteering Queensland Queensland Department of Sport and Recreation Australian Sports Commission Ensure the club is adhering to its child protection policy The following advice concerning the responsibility of the club towards child safety has been supplied by the Australian Sports Commission. If the club is unsure of any aspect of child protection at any stage, it is advisable to seek professional, legal advice. Sport organisations and clubs have a legal and a moral responsibility (duty of care) to create an environment where children can have fun and be safe from any form of abuse while participating in sport. Abuse can occur in a variety of circumstances, however, research reveals that abuse is more likely to take place in organisations that have the following characteristics: Limited resources Poor coordination and consistency Gaps between policy and practice Inadequate policy and guidelines Lack of specialised skills Limited staff support Unwillingness to listen to the child/complainant Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 59 of 70

60 Lack of information In addition, the Royal Commission into the NSW Police Service Paedophile Inquiry in 1997 found that many organisations procedures were inadequate. When allegations were made against a staff member, each organisation generally had: A disbelieving and disparaging attitude towards complainants, particularly those in vulnerable positions A disinclination to accept that any of its officers would engage in wrongful conduct A concern as to the possible scandal which would arise as a result of investigation A belief that it was better to fix the problem from within On occasions, a readiness to penalise an officer or employee who reported possible misconduct by another worker In order for sporting organisations to provide a safe environment for children and minimise the risk of child abuse, parents, coaches and sporting organisations need to implement measures that address the above points Your state and national sporting organisation should be able to provide appropriate resources and training to assist the club with child safety. Other useful resources can be found at: Commission for Children and Young People and Child Guardian Play by the Rules, making sport inclusive, safe and fair Australian Child Protection Legislation Queensland Department of Sport and Recreation Australian Sports Commission Ensure current club policies, including those adopted from your state and national sporting organisations are being promoted and utilised correctly The QRL and NRL provide policies for the majority of club requirements, including the code of conduct It is important that the club use these policies Circulate policies to club parents, volunteers, members and stakeholders to ensure they are aware they exist Include information about these policies in inductions When required, immediately act on club issues as outlined in the respective policy If policies are not used and communicated, they will not be of any benefit to the club The club needs to ensure they are operating by the law and adhering to the required policies Although it is easy for policies to be forgotten or at times ignored when volunteers are busy trying to run an club, it is imperative for the sustainability of the club that they are used and carefully followed Ensure close communication with your state and national sporting organisation to remain aware of resources available that may benefit the club Identify resources, programs and initiatives that may be useful for these groups to develop and implement for the club Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 60 of 70

61 Develop a Risk Management Plan for the club There are many potential risks involved with operating a sporting club. To minimise the occurrence and effects of these potential risks, it is important to identify, evaluate, treat and monitor all aspects of the club s operations Outline a list of as many potential risks as possible Organise the above list of risks into categories such as facilities, volunteers, participation, income, events, travel, weather, equipment, training etc To determine respective risk levels, each identified potential risk needs to be evaluated for its likelihood of occurring and the seriousness if it were to occur Table 1 outlines the criteria to determine if the likelihood of a potential risk occurring is likely, possible or unlikely Table 2 outlines the criteria to determine if the seriousness of a risk occurring would be minor, moderate or major The overall level of each potential risk can be determined using Table 3, through which a combination of the evaluated likelihood and seriousness is taken into consideration Table 1: Determining the Likelihood of a Potential Risk Occurring Descriptor Probability Frequency Likely The event will probably occur at least once Once in 6 months Possible The event might occur at some time Once in 5 years Unlikely The event is not expected to occur Once in 30 years Table 2: Determining the Seriousness of a Potential Risk Occurring Descriptor More Detail Injuries Financial Impact Operational Impact Minor Low Impact Low profile Limited impact on programs/services First Aid Nil Little impact <1 hour Moderate Public embarrassment Media item Impact on programs/services Medical Treatment <$1,000 1day 1week Major Loss of programs/services Significant public embarrassment 3 rd party action Significant media impact Extensive Medical Treatment >$1,000 1 week -1 month Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 61 of 70

62 Table 3: Determining the Overall Level of Risk Seriousness Minor Moderate Major Likelihood Likely Medium High Extreme Possible Low High Extreme Unlikely Low Medium High To further establish the effect potential risks would have on the club, a range of specific consequences need to be identified These consequences will range in severity, proportional to their overall level of risk Actions need to be established for each risk that will assist the club in minimising the potential of the risk occurring or minimising the effect the risk creates if it were to occur Importantly, there will be individuals responsible for the implementation of these actions and the timeframes around when they need to be implemented As risks are an unavoidable and an ongoing element of a sport and recreation club, it is vital to regularly monitor risks, their likelihood, consequences and related actions Risk Management Action Plan Category Risk Consequences Likelihood Seriousness Risk Level Actions to Minimise the Risk Actions to Respond to the Risk Occurring Who s Responsible Timeframe Monitored Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 62 of 70

63 Implement regular member feedback surveys and planning reviews Annual reviews of the club s goals and targets are important to determine: What has been achieved What hasn t been achieved as yet What needs to be altered to continue to develop the club Where have particular situations changed What new challenges have arisen Where do timeframes need to be adjusted Are there any new targets that need to be included Is the club operating as well as it could be It is great to be able to include all club members, volunteers and stakeholders into the future direction of the club, as we have done in the formulation of this plan, therefore it is advisable to annually: Survey members make it quick and easy this is a great online survey resource that s free! Conduct planning review workshops include some food and ensure its pre-planned to run to a set agenda Talk to club volunteers, members and supporters to obtain their views and ideas for how the club is progressing The more people within the club you can incorporate into this process, the more people will feel ownership and pride in the club which will potentially lead to more volunteer participation in the future To avoid criticism, do nothing, say nothing, be nothing Elbert Hubbard Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 63 of 70

64 Implementation of this Plan For the Charters Towers Rugby League Club to experience the full benefits of this Volunteer Management and Operational Plan, it is imperative that the following occurs: Task This Volunteer Management and Operational Plan is adopted by the Charters Towers Rugby League Club at a meeting Timeframe February 2015 All targets and actions are implemented The club s goals and the plan is promoted to members, prospective members, sponsors and stakeholders All members of the executive committee and volunteers involved with the club have a copy of the plan and are aware of the aspects that relate to their role March 2015 February 2015 The plan is reviewed at the start and finish of each year February & October The plan is updated to reflect what has been achieved and where targets may change October Annually Recognise and celebrate when specific targets have been achieved Ongoing Have fun and enjoy the ride of putting into action your club s goals Always Acknowledgements The Queensland Government provided $5,000 for the Charters Towers Rugby League Club to develop a Volunteer Management and Operational Plan and get more Queenslanders active through sport and recreation Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 64 of 70

65 Methodology Sporting Advantage carried out consultation with the identified key stakeholders of the Charters Towers Rugby League Club to develop a Volunteer Management and Operational Plan to guide the future direction of the club. The development process of the plan was completed in four stages as detailed below. Stage 1 : Clearly established the required outcomes of the Volunteer Management and Operational Plan with the Charters Towers Rugby League Club executive Met with the Charters Towers Rugby League Club management committee Documented the management committee s priorities and outcomes for the plan Identified all stakeholders that were required to be consulted Obtained contact details of all stakeholders from Charters Towers Rugby League Club Agreed to project timeframes and contracts Stage 2 : Conducted background research and consulted with stakeholders of the Charters Towers Rugby League Club Reviewed club structures Invited stakeholders to attend a planning clinic Conducted the planning clinic Consulted key stakeholders that were unable to attend the planning clinic including: Developed a summary of the key issues discussed with all stakeholders Stage 3 : Prepared recommendations for feedback and comment Analysed all data collected Developed draft priorities Developed draft action plans Developed recommendations for inclusion in the draft plan Presented the recommendations to the club Obtained feedback from members of the club concerning inclusions and exclusions for the Volunteer Management and Operational Plan Stage 4 : Presented the finalised Charters Towers Rugby League Club Volunteer Management and Operational Plan Finalised the plan Developed a one page summary brochure of the plan Presented the plan to the Charters Towers Rugby League Club management committee Provided electronic and hard copies of the plan and summary brochure to the management committee Ensured the plan was widely communicated to all the stakeholders On completion of the plan, Sporting Advantage will follow up with Charters Towers Rugby League Club to monitor the implementation of the priority projects, over the course of the following 12 months. Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 65 of 70

66 History of Charters Towers Rugby League Club Charters Towers in the early 1900's was a very big rugby union town There were previously 4 local clubs within Charters Towers - Chalkers, Rovers + 2 others Joined the TDRL competition originally just in reserve grade Early 1980's the club progressed to A-grade Some players played for Colts in the Burdekin competition In 1989 the current clubhouse was built The current ground has always been the base for rugby league in the town The club struggled financially but got completely out of debt in the late 1990's Players have represented Australia from Charters Towers Changed from the Charters Towers Tigers to the Miners in 82/83 One of the oldest clubs in the TDRL competition Won plenty of competitions Won their first A-grade final in 1993 Won all 3 grades in 1993 The economic impact on the town through the loss of mines has affected the club Why Charters Towers Rugby League Club is Important The following points were identified at the planning clinic as to why the Charters Towers Rugby League Club is important: Good for community spirit - supporters enjoy being a part of the club Social and fun Good facilities - location and inclusions Mateship and fun together - lifelong friends Work in with the junior club to continue players into seniors Keeps young fellas off the streets and gets them fit Great supporter base and sponsorship base Helps local businesses through promotion and support Great history that needs to continue into the future Brings people into town for home games that creates a positive economic impact Obstacles are those frightful things you see when you take your eyes off your goal Henry Ford Charters Towers Rugby League Club Volunteer Management and Operational Plan Page 66 of 70