Strategic Plan 2019-2024 - Canberra Rowing Club
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Strategic Plan 2019–2024
“Rowing provided a place to go, a community where people cared about what I did and what I achieved.” – Nancy Greene, Canada's Female Athlete of the 20th Century
Introduction The 2019–2024 Strategic Plan has been prepared by the Committee of Canberra Rowing Club. As the Club looks to the future, the Strategic Plan provides a framework to achieve organisational objectives, including the Club’s major project, development of a new Boathouse. In preparing the Plan, the Committee gratefully acknowledges the valuable assistance and contributions provided by Club Members.
Mission and Vision MISSION – OUR PURPOSE To be an active, inclusive community of rowers participating and competing at all levels. VISION – OUR GOAL To be the leading participation and performance rowing club in Canberra with modern facilities and equipment.
SITUATIONAL ANALYSIS
SWOT STRENGTHS (internal) WEAKNESSES (internal) Large and consistent membership Facilities are not instep with needs and Club size Excellent equipment Inefficient operations and processes with limited support Strong group of racing Members across Open, Club and Masters categories Coordinated communications to Club to update on large programs of work are lacking Long history of high participation and success in all areas of rowing – competitive and – need more from the top and frequent updates on big projects and activities recreational Fundraising efforts for new shed are not prominent enough Good relationship with key stakeholders – Rowing ACT, ACTAS, Rowing Australia, ACT Growth requires more coaches Government, National Capital Authority Volunteer pool is small – tend to be the same people Relationship development with feeder schools and Universities– Canberra Grammar Coaches are stretched and no holistic plan to develop more School, Canberra Girls Grammar School, Marist college, and University of Canberra OPPORTUNITIES (external) THREATS (external) Good market presence and strong increases in marketing channel reach - website users Increased competition from other clubs who have begun to establish high performance up 40% and social media up 10% over last six months programs to draw talent and promote profile Largest and consistent Learn to Row program with good conversion Limited participation footprint can make it difficult to attract funding (consistent across Working towards a full-service program model rowing) New Boathouse = renewed prominence and opportunities to increase participation and Current boat shed is old and dated and the New Boathouse Project is suffering some attract new talent community and project fatigue Open and welcoming Recruitment and retention of school aged to 26 year old rowers – need a developed Strong Corporate program – could be extended to team building and relationship program with milestones to attract and retain building to fund new Boathouse UC program still very fresh – needs more time and work to attract talent Open to recruitment opportunities Progress with new Boathouse project will allow more funding to be unlocked from grants and philanthropy
SWOT Key Points
Examination of the SWOT points out some key themes, below, that both reinforce the Club’s achievements to date and pose key questions about moving forward
toward the achievement of the Mission and Vision statements.
• The Club has a large and consistent member base and excellent equipment and outstanding regatta performance record
• Work has been done in 2018/2019 but additional work is required to improve the Club’s Operations systems to increase efficiency and improve processes, this
includes membership and participation sign-up, program management, payment and regatta entries processes.
• Additional programs and relationships that support participation and performance growth have been established but they need further focus to ensure they
are staffed and maintained and deliver the outcomes envisaged including Masters Squad, UC Program, Learn to Row and Social and Intermediate Rowing
• Existing participation and performance programs, Open Squad and Corporate Rowing, continue to deliver results. Corporate Rowing could deliver more
opportunity for funding
• Increasing Volunteer resources remains a critical issue – a framework for giving back needs to be established to grow a culture of volunteering
• Communications need to be more structured and consistent and used to energise new participants and members – President update, New Boathouse
Project update on a regular basis
• Progress with the New Boathouse Project remains steady but more communication about milestones will be critical from July 2019 as funding requirements
progress and project plans are developed and implemented
• The Club continues to foster great stakeholder relationships across the sport, corporate community and within Government
• An increased focus on Marketing has delivered good results and increased visibility for the ClubSWOT Key Points In order to meaningfully respond to the items identified in the SWOT, the Club must organise its efforts to respond to opportunities and threats, enhance and leverage strengths, and address weakness identified in ways that: • Recognise both its capabilities and limitations, as well as align with its profile as a volunteer run, community sporting club • Support continuous improvement and iterative change whilst allowing the Club to continue its business as usual activities • Support governance and organizational structure requirements • Are not administratively burdensome • Identify and leverage best practice examples that can be reasonably adapted for use by the Club Most importantly, the Club must organise its Strategic Plan into achievable work programs, activities and timelines. The following pages set out the Club’s approach to this, identifying the key pillars of work for the 2019-2024 Strategic Plan.
STRATEGIC FRAMEWORK
Strategic Framework
The Club’s mission and vision considered along-side
the SWOT outputs provides a framework to group
efforts into four key and interlinked areas of focus for
the Club from 2019–2024. Performance
Operations
Participation
Facilities and
and
Equipment CommunityStrategic Framework
– Operations
The Operations pillar will ensure the Club continues to run as effectively as possible and
draws into focus improvements in technology, expertise and best practise, as well as
continued strong financial management.
Objectives:
Performance
• Improving governance and transparency in line with best practise
• Continue to ensure positive financial position of the Club, with a focus on funding the
New Boatshed Project
• Creating a more effective communications platform including promoting success and
Operations achievement
• Increasing volunteering and volunteer workforce
• Simplifying Membership applications and payments
Participation • Improving regatta entry and payment processes
Facilities and
and
Equipment CommunityStrategic Framework
– Facilities and Equipment
The Facilities and Equipment pillar will ensure the Club focuses further on the New
Boathouse Project and any equipment needed to support the Member and
participant base.
Objectives:
Performance • Finalise and implement plans for developing the new Boathouse by the end of
the 2024
• Continue to build upon and execute the fundraising strategy for the new
Boathouse
Operations • Identify, manage or replace aging fleet assets and equipment
• Purchase new equipment to meet growing needs of the Club
Participation
Facilities and
and
Equipment CommunityStrategic Framework
– Participation and Community
The Participation pillar will ensure the Club continues to focus on the execution of a holistic
participation model that supports the growth of the sport and our Membership, and places
the Club at the forefront of participation efforts in the ACT.
Objectives:
Performance
• Implement a more volunteering focused model
• Continue the Learn to Row program and seek funding to support subsidised
participation
• Grow the Social and Intermediate Rowing Program as further feeders for new
Operations members
• Develop more robust planning and execution for the Corporate Rowing Program to
ensure maximum participation
• Embrace innovative opportunities to grow participation
Participation
Facilities and
and
Equipment CommunityStrategic Framework
– Performance
The Performance pillar will ensure the Club maintains its competitive position amongst Clubs
in the ACT and NSW, and will support the ongoing development of the Open, Club and
Masters Squads.
Performance Objectives:
• Develop a holistic coaching model including pathways for recruiting new coaches
and administrative support
• Develop a standardised annual activity schedule for Open, Club and Masters Squads
that can be published and easily communicated
Operations
• Develop a framework for encouraging and incentivising school aged to 26 year old
rowers to join Squads (including integration/partnership with the UC Rowing program)
• Leverage relationships with Rowing ACT and Rowing Australia to attract and promote
Participation talent
Facilities and
and
Equipment Community • Continue to drive a program of participation in regattas across all levels of rowingYou can also read
