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OBJECTIVE 1
FINANCIAL VIABILITY KEY RESULT AREAS:
- Financial Management
- Planning
- Grant funding.
| STRATEGY |
ACTIONS |
| Appoint a Committee member to seek sponsorship |
- Prepare a sponsorship proposal
- Plan key events and activities to engage current and potential sponsors |
| Monitor and mentor all players regarding management of their finances |
- Design a player package to be received once fees have been received |
| Source funding grants |
- Identify all grant sources and outline key dates |
| Remain out of debt |
- Use budgeting tools as a form of cash control, forecasting cash flow for a period of 2 years.
- Establish a consistent repayment schedule to reduce overdraft
- Present a budget at the beginning of the season |
OBJECTIVE 2:
ATTRACT AND DEVELOP COMMUNITY BASED PARTICIPATION KEY RESULT AREAS:
- Quantity of volunteers
- Quality of experience for volunteers
- Quantity of players
- Growth and Club participants in rugby
| STRATEGIES |
ACTIONS |
| Undertake a coordinated and targeted approach to affiliation to the Club. |
- Approach schools with a proposal of a partnership
- Approach crèches with a proposal of a partnership
- Arrange regular clinics for school players in the area
- Outline Club commitments and benefits to schools
- Hold a joint sign-on day with the schools
- Highlight one school & one crèche every month on Club website
- Initiate contact schools via e-mail, letters & faxes
- Address parents at school meetings |
| Engage the broader community to encourage participation in the Club |
- Engage local business and interested parties in key Club events, e.g. Sign-on Day
- Develop an operational calendar for distribution to members
- Highlight a charity that the Club will support and make a donation
- Arrange and execute Clean-up Ennerdale Day
- Develop a Supporters Club for non-playing members
- Organise days at Ellis Park for the members |
| Manage a recruitment strategy within the area |
- Develop a recruitment package
- Distribute recruitment resources in key areas such as schools’ newsletters, websites, local newspapers, etc. |
OBJECTIVE 3: IMPROVE EXISTING PLAYING FACILITY KEY RESULT AREAS
- Quality and Facility
- Development of the facility
- Management of the facility
| STRATEGIES |
ACTIONS |
| Develop a partnership with local council to facilitate upgrade of existing facility or acquiring a new facility |
- Seek support from local groups
- Devise an upgrade proposal |
Source funding to assist in the upgrade of existing facility or
acquiring a new facility |
- Apply and undertake process with Provincial Sports, Arts & Recreation Department
- Seek assistance from Golden Lions Rugby Union
- Seek assistance from SARU
- Apply and undertake process with National Lottery Board
- Apply and undertake process with Provincial & National Gambling Boards
- Monitor and manage the upgrade of the facility |
| Develop a facility management plan to maintain the quality of the facility |
- Establish a management plan which incorporates:
- Signage
- Grounds maintenance
- Building maintenance
- Electrical audits
- Booking procedures
- Emergency procedures
- Develop partnerships with community based organisations for utilisation of the facility
- Develop rental policy and contracts for utilisation of facility
- Approach Golden Lions to host events at the facility |
OBJECTIVE 4:
DEVELOP A STABLE PLAYER BASE KEY RESULT AREAS:
- Quantity of players
- Quality of players
- Quantity of coaches, volunteers and managers
- Education of coaches, managers and volunteers
| STRATEGIES |
ACTIONS |
| Establish clear Club operating procedures |
- Develop an operational calendar for players, coaches and managers
- Distribute to players, coaches, managers and volunteers
- Include all social events
- Update and maintain website
- Allocate a coach and manager for each team in the Club
- Establish and communicate a Club calendar to all relevant stakeholders |
| Create a specific focus on the education of coaches and manager |
- Identify coaches & managers as a special group in the Club
- Ensure all coaches & managers have access to accreditation
- Source funding for coach education
- Enrol coaches & managers for courses with Golden Lions |
| Outline clear functions for volunteers and instil pride to being part of the Club |
- Develop an operational calendar for volunteers
- Distribute to all volunteers
- Communicate regularly via SMS, mail, e-mail and website
- Convene special volunteer meetings
- Allow them freedom to run their own programmes within the Club
- Issue special “uniform” |
SWOT ANALYSIS
STRENGTHS
- Number of players interested in the Club
- A good reputation in the rugby community
- Leaders are respected members of community
- It is a new phenomenon
- A career path can be developed
- A junior club foundation has been laid in 2007- facilitates the transition of players
- Club is registered as an NPO
- Club is affiliated to the GLRU |
WEAKNESSES
- Volunteers – are mainly players
- No secure training / playing facility
- No Clubhouse facilities
- No change rooms for visitors
- Limited involvement of ex-players and supporters
- Difficulty collecting fees
- Very dependant on GLRU support |
OPPORTUNITIES
- Create strategic partnership with the schools
- Improved transition of players from juniors to seniors with better coaching networks and focus on development
- Sponsorship from local business community
- Coordinate approach by better committee structure |
THREATS
- Other sporting codes
- Other rugby clubs
- Financial instability
- Cost to play rugby
- Recruitment to other Clubs via schools |
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Strategic Plan