Post on 15-Jul-2020
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GUIDE TO USING THE DBNSW STRATEGIC PLAN 2018-2020 IN YOUR CLUB’S PLANNING
Context for Planning Planning is a useful tool to help focus the minds and efforts of Clubs. There are always plenty of options and ideas to work on; however, a conversation amongst Club members with some structure will help work out where effort should be focused. Add in a sequenced roadmap for agreed activities (not everything can be done at once!) and some ideas about how success might be measured and the basis to a useful plan quickly emerges.
An additional input to Club planning is the DBNSW Strategic Plan. This outlines the higher-level planning aspirations for the sport in NSW. It in turn broadly aligns to the AUSDBF Strategic plan. With all the plans in broad alignment we are all hopefully focusing our efforts in similar ways, and the future of the sport will be better served
Using this Planning Template The following template pages are adapted from the DBNSW Strategic Plan and are recommended as a start to your planning process. Few other tips before you get started:
a. Purpose (reason we exist) is set for DBNSW. Adapt this to your Club context as needed. b. Vision for your Club is your own. Vision may not always be achieved; it just helps focus on where to head c. Strategies and metrics have been adapted to add more Club focus. Add or delete as needed under the 7 Goals.d. Two versions of the Road map are attached. Use these as suits your Club. This road map is dynamic and should adapt to achievements and challenges that
emerge. Avoid the temptation to overload the road map. Best idea is to set small but achievable tasks and build momentum in your Club More tasks can be added later.
e. Finally, stop regularly e.g. every 2-3 months, to fully review progress against the Road map separately from usual Club management activity. Take any lessons learned into your next cycle of planning. And remember to share all this information with Club members, your Regional Coordinator and even DBNSW. We can all learn together and succeed as a sport. Compete on the water, collaborate on land!
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Purpose of Dragon Boating in NSW
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Vision for Dragon Boating in NSW
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CLUB STRATEGIC PLAN (ADAPTED/ CASCADED) CONTENT GUIDE
Our Purpose: Reason we
Exist
1. Lead the culture of our Club2. Support Dragon Boating in NSW to achieve our growth aspirations and to act as one inclusive community (Paddler/Official/Coach/Volunteer/Supporter) 3. Advocate Dragon Boating locally 4. Develop and grow collaboration with other water sports/other sports/other local community groups
Our Vision (Looking ahead a number of years , what do we aspire to achieve for our Club? What are we going to work together to achieve in our Club?)
Strategic Focus Areas
Our Community Our Business Our Governance
Our Goals Our Members and Clubs
Our Paddling Community Our Events Our Infrastructure Our
CommunicationsFinancial and Commercial Performance
Our People and Systems
Key Strategies
Expand membership in targeted demographics
Improve Club administrative processes
Build member and club engagement
Build collaboration between Clubs across NSW
Improve paddler, coach, officials and volunteer development pathways
Build strategic alliances with other water sports
Increase social and elite event participation in both metropolitan and regional NSW events
Develop new format events to complement current events
Improve current venues suitability and safety
Improve environmental sustainability of our venues
Explore new equipment and technology development
Build our public brand awareness locally
Leverage media potential of key events – Lunar New Year, Championships and International events
Improve member and Club communications channels
Develop and leverage engagement with Local Government organisations
Pursue fundraising through sponsorship
Build strategic partnerships to drive Corporate and Charity events
Align policies, procedures, structure, staffing and Committees to support our Club
Enhance safety and risk management of our paddling and non-paddling activities
Key Growth in novice members
Improved co- Positive trend in event participation
Clubs increasing submissions of -
Increased media profile
Financial performance
Clubs meets all regulatory and
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Performance Indicators
Decreased member loss rate
Clubs compliant with minimum standards (operational, regulatory, statutory)
Increasing membership satisfaction
ordination within and between clubs
Growth in volunteers to help run our activities
Increased applications for State selection
Network of water-sport alliances established and assisting our community
rate Increased
participation in out-of-own area regattas (metropolitan to regional and vice versa)
New competition and participation formats operating
level facility-related proposals/grants
Decreased injury trend - Target is ‘zero’ incidents
Clubs meet regulatory and statutory safety and environmental obligations in all venues
Increased use of multi-media communications tools
Increased 2-way member participation in communications
Increased stakeholder engagement
Increased profile of members as advocates of our community
meets current and future operational needs
Growth in non-member income sources
statutory obligations
Operating Club culture consistent with community expectations
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TWO YEAR ROAD MAP FOR CLUB PLANNING
Strategic Focus Area
Goal Year 1 Led By Year 2 Led By
Our
Com
mun
ity
Our Members and Clubs
Our Paddling Community
Our B
usin
ess
Our Events
Our Infrastructure
Our Communications
Our
Gove
rnan
ce
Financial and Commercial Performance
Our People and Systems
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ONE YEAR (FOUR QUARTERS) ROAD MAP FOR CLUB PLANNING
Strategic Focus Area
Goal Quarter 1 Quarter 2 Quarter 3 Quarter 4
Our
Com
mun
ity
Our Members and Clubs
Our Paddling Community
Our B
usin
ess
Our Events
Our Infrastructure
Our Communications
Our
Gove
rnan
ce
Financial and Commercial Performance
Our People and Systems
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