Williamstown Football Club

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1 Williamstown Football Club STRATEGIC PLAN NOVEMBER 2016 PAGE 1

2 Contents Strategic Plan Context 3 Club Context 4 SWOT Analysis 5-7 Strategic Plan * Vision, Mission, Values 9 * Summary 10 * Goals & Priorities PAGE 2

3 STRATEGIC PLAN CONTEXT KEY PURPOSE: This Strategic Plan has been developed to guide the management of the Williamstown Football Club over the next five years: 2016 to It provides a framework for future decision making regarding the allocation of the Club s financial, facility and people resources. CONSULTATION ACTIVITIES: In the preparation of this Strategic Plan, the following consultation activities have been undertaken: Survey of directors, staff, player leadership group, sponsors, volunteers, and members Strategic Plan workshop with board of directors Sub-Committee contributions Further Board review of draft plan PAGE 3

4 CLUB CONTEXT Williamstown Football Club and recent achievements Williamstown Football Club was established in 1864 and is one of the oldest Australian Rules Football Clubs in the nation. Our Club has a long history of success, having won 16 Premierships in the VFA/VFL State competition. The Senior team won the 2015 Premiership and the Development team has won Premierships in The Club is determined to capitalize on this period of strong on-field performances. Based at Burbank Oval, the Club is seeking to develop its facilities in order to provide its players with the best opportunities to compete against the full time professionals in our competition, and to develop themselves through to the elite level. The Club is now proudly a stand alone Club (with no AFL Club alignment since Western Bulldogs in 2013) and has a strong focus on engaging with the Hobson s Bay community for mutual support. Membership growth is a high priority for the Club, coming off a low base at the end of Increasing the Club s connections through social media and maximizing commercial sponsorship opportunities are also extremely important. The Club will look to add diversity to its Board and improve the governance structures. Whilst financially strong, the Club is planning on further growing its investment base and exploring a range of business opportunities, so as to reduce reliance on gaming revenue. PAGE 4

5 SWOT ANALYSIS PAGE 5

6 STRENGTHS AND WEAKNESS STRENGTHS WEAKNESS Proud history Good Culture Strong public brand Stand Alone Club (not impacted by conflicting AFL Club purposes) Strong and cohesive Board of Directors Quality skilled staff Experienced full time Coach with successful track record Loyal volunteers and supporters Strong relationships with AFL, VFL, Council, Government, Business leaders Strong recruiting performance Reputation as a Club that players want to come to Financially strong & independent thanks to high performing gaming venue Annual lease term of home ground is only 6 months No secure pre-season training base Home Ground surface needs a renovation; ground is subject to rain effects Weather can have large bearing on game patterns and attendances Reliance on ageing Volunteer base Ageing supporter base No public display of Club memorabilia Part-time players and part-time coaches with time availability issues Reliance on gaming for financial viability VFL competition not promoted / marketed in it s own right PAGE 6

7 OPPORTUNITIES AND THREATS OPPORTUNITIES THREATS Exposure provided by Ch 7. broadcasting games Using AFL Vic Schools programme to connect with all local schools Using WRFL sponsorship to connect with all local junior football clubs Further develop player, staff, and patron facilities at Burbank Oval Securing a long term lease for Seaview Event Centre Continued on-field success Partner with a Women s Football team Partner with a Secondary Institution Westbourne Grammar Partner with a Tertiary Institution Victoria University Heritage Sub-committee memorabilia display project Increased involvement from Past Players and Officials To secure exclusive use of the ground Develop diversified investment portfolio AFL restructuring the VFL competition Development League not continuing Suburban/Country Clubs offering players more money to play Increased presence of Western Bulldogs and Werribee/Nth Melb in our zone Regulatory & competition risk to Seagulls Nest gaming performance Competition from Richmond FC involvement in Vic Inn gaming venue Lack of alternative sites available for establishing summer training base Council not renewing Club s lease on Seaview Event Centre Competition from local Event Centres Ground surface not maintained to suitable standard for state level competition PAGE 7

8 WILLIAMSTOWN FC STRATEGIC PLAN PAGE 8

9 VISION To be recognised as the best Australian Rules Football Club outside of the National AFL Competition MISSION To continue to achieve on-field success as a stand alone Club in the highest level of State football, and growing our Club s connection to all stakeholders whilst remaining financially secure. VALUES RESPECT: To show respect to every person and organisation (both internally and externally) that we interact with, and in turn, to earn the respect of others for all that we do as individuals and as a Club. INCLUSIVE: To be a Club that is welcoming to supporters and stakeholders from every diverse background, and has a commitment to positively contribute to the Community. PROFESSIONAL: To undertake every task professionally and in line with industry best practice. To be innovative, ethical, and successful. PROUD: To recognise and celebrate our history and to behave in a manner that reflects pride in our Club and ourselves. PAGE 9

10 STRATEGIC PLAN SUMMARY The Strategic Priorities of Williamstown Football Club for the years inclusive, are : Establish Burbank Oval as a premier Australian Rules Football venue used by the Club and its football partner clubs all year round. Establish strong partnerships with local schools, community and sporting groups and WRFL/U18 TAC Cup / women s / regional football clubs Increase the Club s brand recognition locally, statewide and nationally. The VFL senior team to finish in top 4 each year to maximize the opportunity for Premiership success. To have more players drafted to AFL in this period than any other VFL Club. Grow the Club s membership base to 3,000 paying members. Establish the Club as a community leader positively impacting Hobson Bay residents. By 2020, achieve a $675k increase in net revenue (excluding gaming operations) To implement industry best practice governance, compliance and regulatory policies. PAGE 10

11 OVERALL STRATEGIC GOALS This section highlights the key issues, constraints, opportunities and potential future directions for Williamstown FC to consider. They have been separated into the following key areas: Management & Governance Football Finance Marketing and Communications Community Facilities These strategic goals will be carried through into the Final Strategic Plan and related annual action plan and implementation timeline. PAGE 11

12 STRATEGIC GOALS MANAGEMENT & GOVERNANCE FOOTBALL FINANCIAL MARKETING COMMUNITY FACILITIES To ensure the effective management of Williamstown FC through the implementation of industry best practice governance, compliance and regulatory policies and frameworks. For the VFL senior team to finish in the top 4 each year and maximize the chance of Premiership success. To have more players drafted to the AFL system than any other VFL Club in this period. By 2020, achieve a $675k increase in net revenue (excluding gaming operations) Grow the Membership base to 3,000 financial members that are actively engaged with the Club. Increase the Club s brand recognition both locally and nationally. Develop successful long term Corporate Partnerships and maximize revenue opportunities. Establish the Club as a Community leader that is actively involved in projects that positively impact the lives of Hobsons Bay residents. Establish partnerships with elite football clubs and competitions. Establish Burbank Oval as an elite Australian Rules Football venue used by the Club all year round, with ground and training facilities of a standard that is at the level required for State League competition, and with the ability to accommodate Women s football, WRFL finals, and other appropriate local Community Club requests. PAGE 12

13 STRATEGIC PRIORITIES MANAGEMENT & GOVERNANCE FOOTBALL FINANCIAL MARKETING & COMMUNICATIONS COMMUNITY FACILITIES Establish Independent Nominations Committee Continuing. on-field success. Retain senior team position in the elite second tier AFL competition Retaining Development team in VFL Competition Develop a wellbeing and development program to accommodate needs of playing group. Produce an Investment Charter to govern decisions on equity portfolio Identify & develop investment/business opportunities that reap sufficient revenue streams such that Club is not reliant on gaming revenue. Introduce new initiatives to attract women to Club events Identify and engage Past Players and Officials into joining as Club 1864 members. Explore all avenues for growing junior memberships Growing all traditional and new revenue streams Increase Player involvement with AFL Vic Primary School s program in Hobsons Bay Facilitate junior membership promotion to WRFL Clubs in Hobsons Bay Expand on number of half time grid game participants Establish MOU with Westbourne Grammar (Secondary school) and Victoria University (tertiary school) Secure short term pre-season training facilities Secure long term full year lease for Burbank Oval as football venue Secure long term lease for Seaview Event Centre. Develop commercial gymnasium facility Provide change room facilities to accommodate Womens, TAC U18 & WRFL Develop staff offices &reception area Explore p ships with womens, regional & inter l teams. Develop heritage display PAGE 13

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