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Business Planning – The details

This section is vital to achieving the Strategy and captures those tasks, projects and activities that we have so far targeted for financial and resource investment. This will evolve and is not meant to be a set and forget plan.

Strategic Pillar = Operational and Financial Sustainability

A

Current State – Financial Sustainability

  • Club is in a stable financial position.
  • Annual Revenue of $500k.
  • Cash Reserves of $100,000.
  • Insured assets of 3.42million.
  • No debt.
  • Mix of gross income (excl. grants)
    • Player Fees – 52.5%
    • Licensed Premises – 13%
    • Fundraising – 10.5%
    • Hire of Facilities – 9.5%
    • Sponsorship – 9.3%
    • Club Membership – 5.2%
  • Annual Independent financial audit by a CPA qualified auditor.
  • Capped incremental fee increases over past 3 years.
  • Monthly financial reporting and annual budget process in place.

Current State – Operational Sustainability

  • Small volunteer base with a core few performing majority of the work.
  • Single points of failure in our grounds and facilities maintenance.
  • Limited training space and significant pressure on pitches albeit pitches diligently maintained and in good condition.
  • Agreements in place with 2 local schools (both due for renewal next year) but no Access to TGHS fields.
  • No formal supply of coaching programs to local schools.
  • No covered, indoor training or artificial turf facilities for wet weather contingencies.
  • Effective utilities management (water and electric) but still room for improvement.
  • Equipment supplier contract has one year to run.
  • Many variants of playing and training kits being worn across our teams.
  • Expanding our in house referee program to support competition teams with at least one ref and assistant ref.

C

Key Themes

  • Balancing the books.
  • Revenue diversification and growth.
  • Procedure and Policy documentation.
  • Match officiating.
  • Spectator engagement. .
  • Supporting our volunteers.

D

Actions/Initiatives

  • Continue with a consistent and detailed budget model and process that is completed each year and submitted to the Board for approval.
  • Set our fees in accordance with the various cost components of delivering our football programs and to ensure we meet our Club financial targets.
  • Ensure all expenditure and purchasing is in accordance with agreed budgets or is approved by the Board prior to procurement.
  • Implement a working group to secure  grants and donations.
  • Continue to grow and expand our external sponsorship and fundraising activities.
  • Maximise revenue from our bar and event operations whilst delivering a professional and efficient service to our football patrons.
  • The Boarstrong will optimise the revenue generated from the use of our facilities.
  • Develop an up to date and future proof Club handbook that details the day to day operation  of the club and clearly sets out the roles and responsibilities of every member.
  • Complement the Football Brisbane referee program by delivering a comprehensive Club referee training, assessment and tiered remuneration program. We will build a team of suitably qualified and competent officials for various levels of competition from under 6 to senior matches.
  • Conduct a member survey to better understand the lack of attendance at senior games.
  • Explore the viability of a formal reward and recognition program for our volunteers.

B

Future State

  • The Club has zero debt.
  • We maintain a cash reserve of between 15% - 25% of annual revenue.
  • We understand the cost involved to deliver our football programs and our fees are set accordingly.
  • We maximise revenue generation from our facilities in line with our own requirements and budgeted forecast expenses.
  • We continue to expand and diversify our sources of revenue to minimise our reliance on membership fees.
  • We allocate sufficient revenue to meet our goals and aspirations for coach and player development.
  • We have an inclusive and comprehensive annual budgeting process.
  • We continually strive to expand training, recognition and reward for volunteers throughout the Club.
  • We are professional and consistent in the delivery of the Club operations.
  • Our club referee program is professional, well regarded and ensures quality officiating of all matches.

Strategic Pillar = Coach and Player Development

A

Current State – Coach Development

  • XX number of coaches with applicable qualifications.
  • Adequate coaching budget for current structure.
  • Junior Director of Coaching - Paid
  • NPL Technical Director – Paid
  • Lack of development focus from coaches evident and hence opportunity for players.
  • Very limited coach dedicated learning facilities.
  • No ability to conduct video analysis of games or training.
  • Delivering coaching courses with minimal take up rate of our own coaches.
  • No clear pathway for our coaches to progress within the club.

Current State – Player Development

  • High Performance Team selection for U8 – U16 (incl NPL and SAP) has improved but still needs work to ensure all are ready in January each year for preseason.
  • Skills Acquisition Program (SAP) for girls only.
  • Female participation on the rise especially in miniroos.
  • Minimal junior players progressing in to our top teams.
  • No clear pathway from squirts to our male and female top teams.
  • Still in the early stages of establishing a ‘Centre of Excellence’ for player development.
  • Little to no planning or support for players to move through the key transition phases of their development.
  • Minimal individual player mentoring and developmental documentation, reporting and monitoring to assist them progress to higher levels.
  • The club is not keeping pace with surrounding clubs who are delivering their own, or partnering with others to deliver, comprehensive player development programs thereby enhancing their product offering.

C

Key Themes

  • Professional coach education facilities and resources.
  • Improved individualised player development coaching.
  • Recognised training programs.
  • Established and clear player pathways.
  • Whole of club playing and coaching philosophy.
  • A consistent and positive Club culture.
  • Valued and supported volunteer Coaches and Managers.

D

Actions/Initiatives

  • Deliver a dedicated space/room for:
    • coaches to meet and share resources and experiences.
    • the storage of additional coaching resources and equipment.
    • game and training analysis, including digital, verbal and video methods.
    • educational courses to be delivered.
  • Establish a professionally run Centre of Excellence that:
    • is financially sustainable over the longer term.
    • caters for all ages, genders and ability levels.
    • provides first refusal opportunities for suitably qualified club coaches where possible.
  • Apply for a Boy’s SAP licence and continue delivering Girl’s SAP
  • Form a subcommittee to develop a whole of club documented player pathway from squirts to first teams. The pathway:
    • Must encourage and facilitate internal player development; and
    • Is to be endorsed by the Board and communicated to our members; and
    • Will be a non-negotiable component of our coach recruitment across all areas of the club.
  • Form a subcommittee to explore and provide recommendations on the establishment of a club playing and coaching philosophy and style.
  • Develop and Promote a visible culture of respect for self, others and club from squirts to top teams.
  • Actively promote and support the formal accreditation of our coaches at all levels.

B

Future State

  • We operate at all levels consistent with a whole of club philosophy that embodies fair play, loyalty, respect for self, teammates, opponents, officials and volunteers with personal effort striving for excellence.
  • Coach and player development is a well-established Club priority.
  • We deliver quality programs for coaches and players to develop their skills across a wide range of ability levels.
  • The Club Board regularly meets with and fully supports appropriately qualified and experienced club coaches to conduct Board approved development programs.
  • Our coaches have access to top grade resources and facilities that enable them to deliver a professional, effective and efficient coaching product.
  • We fully support our coaches, both financially and non-financially, to gain qualifications relevant to their aspirations and the Club’s needs.
  • We have an established and professionally run Centre of Excellence that delivers a range of tailored development programs for all ages, genders and skill levels.
  • Our high-performance teams are coached by an independent and suitably qualified and remunerated coach(s).
  • Our Club delivers Football QLD and FFA approved development programs.
  • We have an established player mentoring program that allows players to contribute to the development of others.
  • Juniors of both genders are provided every opportunity to play senior football at our Club.

Strategic Pillar = Club Administration

A

Current State

  • Club fee packages is uploaded in November each year for the following season.
  • Very few automated and user friendly admin processes.
  • Minimal communications and promotion of club and football activity.
  • Out of date and/or limited documented club.
  • Processes and procedures.
  • Policies and standards.
  • Governance and risk management frame works.
  • Ad-hoc maintenance and updating of club website.
  • Part time paid Administrator role.
  • Part time paid Club registrar and bookkeeper role.
  • Junior referee coordinator - volunteer.
  • Age coordinators U6 – U11 – volunteer.
  • Preseason registration process is manual and can cause confusion and inaccuracy during the formal registration process in January each year.
  • Formal registration process does not run smoothly with duplication, errors and significant challenges in getting all players financial before training and games begin.
  • Moderate compliance with the need to record results in Sporting Pulse by our miniroo teams.
  • Minimal engagement with miniroo parents on the club’s expectations and code of conduct for game day and training.

C

Key Themes

  • Maximise technology to ensure the most effective use of limited resources.
  • Local and remote database management and information security.
  • Risk management.
  • Supporting our volunteers.

D

Actions/Initiatives

  • Form a subcommittee to explore using software such as Eventbrite to automate:
    • the allocation of appropriately experienced referees to in-house miniroo games and competition games where necessary
    • preseason registration, including deposit taking, for all teams
    • team formation
    • meetings, educational programs and School and holiday clinics
  • Deliver a suitable and sustainable IT infrastructure solution, either local or cloud based, that will enable:
    • automation of data transfers internally and externally
    • consistency in the creation, storage and archiving of data
    • report generation both ad hoc and routine
    • the secure and restricted access storage of personal information
    • collaborative virtual task, project and activities to occur
    • creation of Club templates and document protocols
  • Develop and document policies on various aspects of risk management, conduct and behaviour that are accessible to every member of the club via our website.
  • Ensure demands on volunteers are mutually agreed, reasonable and manageable.

B

Future State

  • The club has adopted technologies to optimise operations on and off the field and to reduce labour-intensive processes.
  • The club has streamlined and updated its IT interfaces with members and the public.
  • Our club actively engages with our neighbour clubs to explore and promote closer relationships and mutually beneficial partnerships.
  • The Club has a succession plan and operational continuity plan in place for critical volunteer activities.

Strategic Pillar = Facilities and Infrastructure

A

Current State

  • Lease negotiations next due Nov 2022.
  • BCC conduct a facilities audit every 5 years.
  • Very Limited Car parking.
  • Away change rooms require upgrading.
  • Home change rooms need modernising and extending.
  • No enclosed First Aid area.
  • Referee room requires upgrading/refurbishment.
  • No central record keeping or tracking of essential repairs and maintenance activity.
  • No formal working bees to assist with general work around the club.
  • Poor and out of date signage at entrance to the club.
  • Field lighting has not been converted to LED lights (power saving).
  • Limited community use of our clubhouse.
  • At or below market rental secured from some leases.
  • The maintenance and general upkeep of our facilities and grounds is predominantly reliant on a small core of volunteers.

C

Key Themes

  • Securing existing and new leases.
  • Improve and expand our football related facilities.
  • Brand consistency.
  • Grow our administration facilities.
  • Operational compliance.
  • Build and support our base of volunteers.

D

Actions/Initiatives

  • Renegotiate and secure leases for TGSS and Payne Road.
  • Secure a lease for suitable training areas of Hilder Road School.
  • Continue to try and establish a collaborative relationship with The Gap State High School to achieve our training aspirations.
  • Develop contingency plans for wet weather training by exploring the:
    • availability of indoor, covered or artificial grass training facilities
    • costs and benefits of hiring these types of facilities
  • Update and/or install signage around the club or near the entrance in line with our current branding.
  • Carry out upgrade work to the two home changing rooms to increase size and modernise interior.
  • Maximise storage space in under utilised existing areas.
  • Explore low cost options for additional storage and utility.
  • Carry out upgrade work to away change rooms and the referee’s room.
  • Ensure we meet legal, regulatory and Workplace Health and Safety obligations.
  • Carry out regular audits of the facilities to identify and address any hazards.
  • Breakdown our existing work and tasks into more manageable and transferable components.
  • Build relationships with interested parties to minimise single points of failure in the maintenance and upkeep of our facilities.

B

Future State

  • The Club has leases in place with local schools to support the delivery of our training requirements.
  • The Club’s brand and logo are consistently displayed around the facilities and all signage is up to date and well presented.
  • The Club has secured new leases and training venues to facilitate wet weather contingencies.
  • The Club has modern changing facilities that cater for female and male players.
  • The Club has upgraded it’s referee room, that amongst other things, caters for female and male referees.
  • The Club has dedicated facilities for classroom based learning and meetings for coaches and players.
  • The Club’s facilities and infrastructure are regularly maintained and reported issues are addressed in order of priority.

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