Springwood Suns Cricket Club Business Plan...

April 2015

Springwood Suns Cricket Club Business Plan 2015

2 Springwood Suns Cricket Club | Business Plan 2015 CPR Group | April 2015

COPYRIGHT AND DISCLAIMER

The Springwood Suns Cricket Club Business Plan 2015 – 2017 has been prepared for the benefit of and use by Springwood Suns Cricket Club Inc. (the Client) in accordance with the terms of the engagement. This plan must not be used for any other purpose, or by any other party, nor is the plan to be made available to any other party without the prior written consent of the Client. No part of this document may be reproduced in part or full without the prior, written permission of the Client.

All statements, projections and opinions expressed in this plan are given in good faith and have been prepared in reliance upon our own observations and consultation, and upon information that has been provided to us throughout the planning process. Future projections are based upon the data, representations, assumptions and estimates provided to us. The Client indemnifies CPR Group (which includes its consultants) against any and all claims against the Client, or CPR Group, by reason of any information omitted or false information included in this plan.

The contents of this plan have not been independently audited. As such, the Client assumes the entire risk related to its use of this plan. CPR Group does not warrant or assume any legal liability or responsibility for the accuracy, completeness, or usefulness of the contents of, or projections in this plan and disclaims any and all warranties, whether express or implied, including (without limitation) any implied warranties of merchantability or fitness for a particular purpose. In no event will CPR Group be liable to the Client or to any third party for any direct, indirect, incidental, consequential, special or exemplary damages or lost profit resulting from any use or misuse of this plan.

All intellectual property in the processes and methodology used to create this document, together with the design of graphics, symbols and definitions contained in this document is the property of CPR Group and protected by Australian and international copyright laws. All rights reserved. No part of the intellectual property of CPR Group may be used, reproduced, sold, transferred, modified, published or made available to any other party without the prior written permission of CPR Group.

Logan City Council provided funding to Springwood Suns Cricket Club to prepare this business plan, to help the club operate more sustainably.

3Springwood Suns Cricket Club | Business Plan 2015 CPR Group | April 2015

1. Introduction and Background 41.1. Springwood Suns Cricket Club Vision 5

2. Development Plan Review 63. Strategic Activities Map 2015-2017 7

3.1. Administration and Governance 83.2. Financial Management 93.3. Membership and Participation 103.4. Volunteer Management 123.5. Facility Development Plan - Homestead Park 133.6. Facility Development Plan - Olivers Sports Complex 14

4. Context Tables 155. Organisation Profile 24

5.1. Organisation Details 245.2. Administration Structure 255.3. History 25

6. Financial Performance Analysis 287. Budget Planner 318. Demographic Snapshot 34Appendices 36

Appendix 1 Planning questionnaire results 37

Contents


This business plan provides Springwood Suns Cricket Club with strategic direction for the club's short, medium and longer-term growth and development. The Strategic Activities Map, at the heart of this business plan, schedules the club’s prioritised strategies and assigns responsibility for their implementation.

A not-for-profit organisation that is managed by a committee of volunteers, Springwood Suns Cricket Club operates in accordance with the club’s rationale and objectives. These are based around principles of fair play, the promotion of fun and education in cricket, and support for volunteering.

The business plan is the product of consultation with club members, the voluntary management committee, club supporters, and parents of junior members. It builds upon the work conducted by the club in preparing its development plan in 2011. The management committee has taken the opportunity presented by the business planning process to consolidate its objectives, assess the club’s current situation, define its opportunities and challenges, and establish development and growth targets.

In addition to exploiting opportunities which arise out of the club’s own operation, Springwood Suns Cricket Club also recognises the importance of responding to challenges and change within its operating environment. As the population of southeast Queensland continues to grow and diversify, the demand for high-quality sport and recreation opportunities will escalate.

The Queensland population is ageing, and Australians continue to display one of the world’s longest life expectancies1. A significant increase is projected in the number of people living in the state who are aged 65 years or older. In 2006, people aged 65 and older represented 12 per cent of the population (or one in eight). By 2031, it is projected that approximately one in every five Queenslanders (20 per cent) will be aged 65 years or older2.

The Logan City local government area was projected to grow by 76,400 residents from 2011 to 2021. This is double the region’s recorded growth from 1996 to 20063.

The club’s catchment area includes Springwood, Daisy Hill, Shailer Park and Slacks Creek, in addition to the broader Logan City local government area, parts of southern Brisbane and parts of northern Gold Coast. A well-planned approach to the development of Springwood Suns Cricket Club in the next three years will enable it to better meet the needs of existing and future members.

The club acknowledges that it has prospects for growth in junior and senior divisions, opportunities to better facilitate junior development and representative player pathways and the chance to create a sustainable mentoring model that will engage senior and junior players in mutually beneficial relationships.

The results of consultation, which inform this business plan, were gathered during three planning workshops, held on 18 February, 9 March and 23 March 2015; in meetings with club volunteers; and through the distribution of a questionnaire.

1 Australian Government (Treasury), The Intergenerational Report - Australia in 2055, 2015, p.82 Office of Economic and Statistical Research | Queensland Treasury, Queensland Government population projections to 2031, 2011, p73 ibid., p12

1. Introduction and Background


A synopsis of comments provided in questionnaire responses reveals a snapshot of current opinions at the club. Questionnaire responses are detailed in full at appendix 1. A selection of the aspects listed by respondents as what they like most about the club includes:

� An opportunity to play cricket for everyone who has an interest � A great set up for training and games � My son’s love of his team and cricket � Opportunity to play both winter and summer � The facilities and the way the club is run � Friendly environment and mateship � A family friendly well organised club, all about the kids

The following list is a range of the aspects that respondents feel the club could do better.

� Retain junior players into senior players � A part-time permanent paid canteen person to help out the same volunteers who are always doing it for love � Increase the volunteer ranks � More interaction between seniors and juniors with a mentoring program � Promote girls in cricket � More organised team management structures with a clear selection policy � Develop the junior players and get specialist coaches and players to inspire the upcoming players. Run some clinics

The strategies posited by this business plan respond to the feedback provided by members in consultation. They are also informed by the comprehensive document review and situation analysis that was conducted during composition of the business plan.

The business plan is designed to be a dynamic document and should be reviewed at least annually by the management committee.

1.1. Springwood Suns Cricket Club Vision

The club’s vision is to provide opportunities to play, support and watch cricket. Enjoyment is the club’s main goal. Springwood Suns Cricket Club provides the facilities, equipment and fellowship which only a team sport can offer.


A review of the club’s 2011 development plan identifies its excellent track record in successfully delivering the projects for which it plans. Finalised facility developments since 2011 have included the refurbishment of the turf wicket, the completion of furnishing the clubhouse and the purchase of four wicket block covers and a new trailer.

The club is on track to:

� Refurbish the clubhouse by 2016 � Build a second shelter for visiting teams by 2018 � Improve the field surface of the top oval, in collaboration with Council, in the longer term

These future projects are scheduled in the Strategic Activities Map.

2. Development Plan Review


3. Strategic Activities Map 2015-2017

The Strategic Activities Map (SAM) outlines the specific projects that Springwood Suns Cricket Club should implement to achieve the outcomes that are identified for each Club Improvement Area (CIA), as below. The SAM assigns the overarching responsibility for the implementation of the projects in each CIA to a specific voluntary management committee position or positions. This aims to ensure that volunteers take ownership of the projects, before activities or their components are delegated. The SAM indicates the estimated costs and projected timeframes of projects, as well as providing an indication of whether each project will require a voluntary commitment that is simple (that is, up to one hour per week for one volunteer), moderate (involving a small group of volunteers or a more regular voluntary time commitment by one volunteer) or complex (involving a larger group of volunteers and a regular commitment of volunteer time).

Projects are scheduled as either short term, being one to three years, medium term, between two and five years, usually depending on funding, or longer term, to be implemented from four years and beyond. Projects are scheduled in this way to be indicative and allow flexibility to be brought forward if funding opportunities arise.

The projects that are indicated in brief in the SAM are expanded upon in the context tables at section 4. The context tables are where the background data, that informed the club’s decision to schedule the SAM projects, is captured. The information in the SAM and its attendant context table has been compiled from the results of consultation with Springwood Suns members and the club’s management committee.

Club Improvement Areas (CIAs)

Club Improvement Areas (CIAs) are those elements of the club’s operation upon which it needs to focus to achieve the outcomes that are indicated in the Strategic Activities Map. Achieving these outcomes will help the club to achieve its vision.

CIAs are developed as the result of consultation with the club; they were established during the planning process.

The Springwood Suns Cricket Club CIAs are:

1. Administration and Governance2. Financial Management3. Membership and Participation4. Volunteer Management5. Facilities and Equipment Management


Short Term Medium Term Longer TermOutcome 1.1: Continuous improvement of club administration, that reduces volunteer workloads and enhances governance

Outcome 1.2: Improved club communication with members, prospects and the community; improved information and knowledge management

Outcome 1.3: Meeting the club’s strategic planning objectives over the short, medium and longer term.

Conduct annual administration and governance induction, training and mentoring programCost $3,000-$5,000, subject

to training and mentoring needs each year

Volunteer Committment Moderate

Lead Role Management committee

Develop club polices and by-laws as part of the club’s annual governance trainingCost Costs to be covered by

grantVolunteer Committment Moderate

Lead Role Management c ommittee

Update the club’s constitution as part of the club’s annual governance trainingCost Costs to be covered by

grantVolunteer Committment Moderate


Establish a committee and subcommittee calendar of activitiesCost NominalVolunteer Commitment Moderate


Develop, publish and publicise the Springwood Suns Cricket Club calendarCost Costs of publication and

production (could be online)

Volunteer Commitment Moderate


Implement an electronic registration processCost NominalVolunteer Commitment Moderate


Annually review and update club planningCost NominalVolunteer Commitment Simple


Update and implement the Springwood Suns Cricket Club calendar each yearCost Costs of publication and

production (could be online)







3.1. Administration and Governance


Short Term Medium Term Longer TermOutcome 2.1: Improved data management, financial reporting to authorities and financial accountability to the membership

Outcome 2.2: Increased income through the successful execution of fundraising, sponsorship and grant strategies

Outcome 2.3: Improved cash handling processes to facilitate more reliable payment lead times and to boost profitability

Purchase new computer hardwareCost $550Volunteer Commitment Simple

Lead Role Treasurer

Install new financial management softwareCost Approx. $500Volunteer Commitment Moderate

Lead Role Treasurer

Prepare and operate according to annual club budgetsCost NominalVolunteer Commitment Moderate

Lead Role Treasurer

Establish a fundraising and sponsorship subcommitteeCost NominalVolunteer Commitment Simple


Continue to seek grants wherever possible

Cost

TBC subject to eligible projects and club co-contributions. Note potential grant income


Lead RoleFundraising and sponsorship subcommittee

Wherever possible, cease making payments via cash or cheque and make all payments via credit/debit card and EFTCost NominalVolunteer Commitment Simple

Lead Role Treasurer

Install a cashless receipting system

Cost

Operational costs to be covered by increased sales volume and reviewed pricing


Lead Role Treasurer

Develop an online payment system to provide options for people to pay their game fees electronically in advance of gamesCost NominalVolunteer Commitment Moderate


Offer regular volunteer training in financial managementCost NominalVolunteer Commitment Moderate

Lead Role Treasurer

Annually revise the club's budget, including allowances for facility maintenanceCost NominalVolunteer Commitment Moderate

Lead Role Treasurer


Cost





Cost




3.2. Financial Management


Short Term Medium Term Longer TermOutcome 3.1: Increased membership

Outcome 3.2: Improved engagement with, and education of, members

Outcome 3.3: Improved coaching and player-pathway results

Increase membership in line with the membership projections table at section 4Cost NominalVolunteer Commitment Moderate

Lead Role President

Implement a budget communication campaignCost NominalVolunteer Commitment Moderate

Lead Role Treasurer

Establish a new club website as part of the club’s annual governance training

CostCosts to be covered by grant. Ongoing costs approx. $300pa



Establish a selection subcommittee to oversee a selection process and team optimisationCost NominalVolunteer Commitment Moderate


Facilitate coach development sessionsCost NominalVolunteer Commitment Moderate


Implement alternative strategies to pursuing grade club statusCost NominalVolunteer Commitment Moderate

Lead Role Coaching coordinator

Promote player pathway options to talented junior playersCost NominalVolunteer Commitment Moderate


Promote player pathway options to talented junior playersCost NominalVolunteer Commitment Moderate


3.3. Membership and Participation


Short Term Medium Term Longer TermOutcome 3.4: Development of the club’s culture and its profile as the ‘club of choice’ within the local community

Implement club-building activitiesCost NominalVolunteer Commitment Moderate


Introduce an induction and orientation program for members and parentsCost NominalVolunteer Commitment Moderate


Host open training nights on one or two nights per weekCost NominalVolunteer Commitment Simple

Lead Role President

Develop a formal mentoring systemCost NominalVolunteer Commitment Moderate


Create opportunities for Under 16 players, who display proficiency and interest, to articulate into the senior ranksCost NominalVolunteer Commitment Simple


Appoint a club coaching coordinator

Cost Contract costs of the coaching coordinator

Volunteer Commitment Simple


Develop an App for intra-club communication

Cost Nominal, subject to app development platform



Introduce a Friday night Winter Super 8s competitionCost NominalVolunteer Commitment Moderate


Refine and update the parents' and members' induction and orientation programCost NominalVolunteer Commitment Moderate


Refine and update the parents' and members' induction and orientation programCost NominalVolunteer Commitment Moderate



Short Term Medium Term Longer TermOutcome 4.1: Improved definition of voluntary roles and commitment

Outcome 4.2: Improved volunteer induction, training, management and future planning

Nominate volunteers to fill three newly formalised positions: Treasurer, Canteen Manager and Fundraising and Sponsorship Subcommittee ChairCost NominalVolunteer Commitment Simple


Provide thorough induction and targeted training for all new volunteersCost NominalVolunteer Commitment Moderate

Lead Role In2Cricket coordinators

Manage volunteers by implementing processesCost NominalVolunteer Commitment Moderate


Consider fee forgiveness incentives for committed volunteersCost NominalVolunteer Commitment Simple


Reward and recognise club volunteers

Cost Costs of awards (Note sponsorship opportunity)

Volunteer Commitment Simple


Continue planning for succession of the management committee

Cost

TBC subject to the method of engaging paid personnel in selected roles



Source and distribute state-sanctioned resources: booklets, guides, videos

Cost TBC subject. To cost of resources



Update the club's volunteer position descriptions as part of governance trainingCost NominalVolunteer Commitment Moderate


3.4. Volunteer Management


3.5. Facility Development Plan - Homestead Park

SPRINGWOOD SUNS CRICKET CLUB FACILITY DEVELOPMENT PROJECTS PLAN APRIL 2015Homestead Park, Jodie Street, Shailer Park QLD 4128 (Lot 35 SP162401)

The Springwood Suns Cricket Club Facility Development Projects Plan outlines the key facility developments of the club. These developments have been identified through stakeholder consultation, site appraisal and review of relevant background information.

Projects have been prioritised as immediate, high, medium or long-term as per the legend above. Priorities and timeframes are indicative only and therefore overlap, as projects may be brought forward if funding opportunities arise.

The implementation of facility development projects will be subject to the availability of club funds and external funding opportunities. Cost estimates have not been included as costings will be subject to each project’s scope and market forces at the time of implementation.

Paint clubhouse interior and exterior; public toilets; equipment sheds

Clubhouse Projects

Install new floor coverings in general public area and kitchen

Replace interior and exterior clubhouse light fittings

Refurbish clubhouse toilets and shower areas

Liaise with Council to arrange repairs to the retaining walls along the terraced seating as necessary

Repair down pipes and guttering on the clubhouse roof

Construct a second shelter for visiting teams

Upgrade field lighting Improve field surface in collaboration with Council

Equipment Projects

New turf wicket roller for Eagleby

New mower for Homestead Park

Aeration roller for field maintenance

Seek Gambling Community Benefit Funding for bowling machine, new slips cradles and 6m x 3m marquee

Investigate the need for a different type of turf wicket cover

Install an honour board in the clubhouseInstall new commercial kitchen with appliances

Erect fixed shade awning over canteen entry on west side of the clubhouse and erect full shade cover and lighting over fenced area

New club signage on the rear of the clubhouse, facing the car park

Pathway to join the clubhouse with the car park, practice nets and pathway to ground 1 Complete practice net upgrade in

cooperation with Logan City Council in readiness for the 2015/16 season

Project Priorities:

Immediate projects(1 to 3 years, regardless of funding)

High priority projects (2 – 5 years, subject to funding)

Medium priority projects (4 – 10 years, subject to funding)

Long-term priority projects (10 – 20 years)


3.6. Facility Development Plan - Olivers Sports Complex

SPRINGWOOD SUNS CRICKET CLUB FACILITY DEVELOPMENT PROJECTS PLAN APRIL 2015Oliver Sports Complex, Logan Street, Eagleby QLD 4207 (Lot 3 RP8164, Lot 2 SP175369)

The Springwood Suns Cricket Club Facility Development Projects Plan outlines the key facility developments of the club. These developments have been identified through stakeholder consultation, site appraisal and review of relevant background information.

Projects have been prioritised as immediate, high, medium or long-term as per the legend above. Priorities and timeframes are indicative only and therefore overlap, as projects may be brought forward if funding opportunities arise.

The implementation of facility development projects will be subject to the availability of club funds and external funding opportunities. Cost estimates have not been included as costings will be subject to each project’s scope and market forces at the time of implementation.

Install new kitchen and appliances

Install synthetic surface on the Under 9/10 wicket

Seek divisional Councillor funding to install white plastic picket fencing around the Under 9/10 field

Renovate storage shed to accommodate new turf wicket roller

Renovate sight screen

Install players' shade shelters

Sand and paint sight screens

Project Priorities:

Immediate projects(1 to 3 years, regardless of funding)

High priority projects (2 – 5 years, subject to funding)

Medium priority projects (4 – 10 years, subject to funding)

Long-term priority projects (10 – 20 years)


4. Context TablesThe projects that are indicated in brief in the SAM are expanded upon in the context tables. The context tables are where the background data, that informed the club’s decision to schedule the SAM projects, is captured.


CIA 1. Administration and Governance

Action Context and Rationale

Outcome 1.1: Continuous improvement of club administration, that reduces volunteer workloads and enhances governance

Conduct annual administration and governance induction, training and mentoring program

An annual program in club training in administrative and governance systems (Club TAGS) will ensure the club’s ongoing compliance with regulatory and legal requirements. It will equip the management committee with the administrative, governance and financial know-how it needs to manage the club. Simplifying succession planning and management committee transition, the Club TAGS program will supply mentoring support, induction and training to new volunteers. The club will seek funding to cover induction, training and mentoring costs from Logan City Council and/or the Queensland Government as available and as eligible.

Develop club polices and by-laws as part of the club’s annual governance training

The club will develop policies and bylaws to facilitate organisational change. Applying a systematic approach to adequately disseminating information about policies, bylaws will then ensure club members’ compliance. Club bylaws can be developed as part of the Club TAGS training program from 2016 and beyond. Bylaws to include:

� New players’ selection policy and process � Bylaw stipulating how players are to be graded into teams

Update the club’s constitution as part of the club’s annual governance training

A comprehensive review of the club’s constitution can be conducted in the Club TAGS program from 2016 and beyond. The review will ensure the constitution’s consistency with the Associations Incorporation Act 1981 as amended. The club has identified some of the constitution modifications required during the 2015 Club TAGS program. These include:

� Update classes of members to include ordinary members, junior members, life members, social members and honorary members

� Review the club’s financial year date

Outcome 1.2: Improved club communication with members, prospects and the community; improved information and knowledge management

Establish a committee and subcommittee calendar of activities

Develop an annual calendar of club administrative activities and share it, via Google or some other cloud platform, with committee and subcommittee members. This calendar should include information about specific activities that are imperative to the club’s successful operation and a schedule of when those activities need to occur. Examples include:

� Due dates for reporting to the Office of Fair Trading � Order dates for equipment � Order dates for uniforms and stock � Important dates for QCA and QSDCA

Develop, publish and publicise the Springwood Suns Cricket Club calendar

A new club initiative, the Springwood Suns Cricket Club will schedule and advertise all upcoming events. Providing clarity for members, the calendar is also intended to be a promotional tool, encouraging members to note diary dates and plan for participation in more annual events. The calendar will include:

� Club training schedule � Club game days � Special events � Awards and presentation events

Implement an electronic registration process

Make registration easier by establishing an electronic registration process that allows registrants to log on and register via the club website. Capture information entered by registrants in a database that improves club knowledge management.

Outcome 1.3: Meeting the club’s strategic planning objectives over the short, medium and longer-term

Annually review and update club planning

Operate according to the club business plan. This plan outlines short and long-term objectives to be achieved over the short, medium and longer term. It must be reviewed annually (at least) to ensure the club is achieving the priorities set out in the Strategic Activities Map (SAM).


CIA 2. Financial Management


Outcome 2.1: Improved data management, financial reporting to authorities and financial accountability to the membership

Purchase new computer hardware

The club should purchase a new notebook PC and make it available primarily for use in managing the club treasury and for consistent record keeping. A new 4G broadband modem should be concurrently established for administrative use in the clubhouse.

Install new financial management software

Fixed or cloud-based financial management software should be installed, with systems that reduce the voluntary time expended in managing club finances. Management of the software and management of regular reporting against cost centres should be assigned to appropriate volunteers e.g. treasurer and president. The club should continue to ensure that it meets all of its financial reporting obligations.

Prepare and operate according to annual club budgets

An annual club budget can clearly demonstrate which expenditure is necessary and show where the club’s money is spent each year. The inaugural budget may be complex in its construction, once a template is established, subsequent budgets can be prepared with a moderate commitment of volunteer time.

Offer regular volunteer training

The club should actively encourage volunteer buy-in and good practice in using new financial management software through the facilitation of adequate training.

Outcome 2.2: Increased income through the successful execution of fundraising, sponsorship and grant strategies

Establish a fundraising and sponsorship subcommittee

Optimising volunteer efficiency, a dedicated subcommittee can focus volunteer effort on the development of a fundraising and sponsorship strategy that can then be approved by the management committee. It is proposed that a chair and members be nominated at the 2015 AGM and then be assigned roles and responsibilities. The subcommittee can conceive, plan and implement fundraising and sponsorship activities, which can include:

� Liaison with local businesses regarding contributions for raffles � Maintenance of an up-to-date database of contributing organisations and individuals for

appropriate recognition at the end of each season � Ensuring that contributing organisations (to raffles and other fundraising events) are

appropriately recognised � Development of relationships with sponsors


The club will continue to seek grants wherever possible to support projects, programs and activities. It will ensure that all funded projects are acquitted on time to maximise club eligibility for future grants. The club will identify contingency funding for projects not covered by grant funding, including maximised club profit from ancillary income streams to cover ineligible projects (e.g. facility maintenance).

Outcome 2.3: Improved cash handling processes to facilitate more reliable payment lead times and to boost profitability

Wherever possible, cease making payments via cash or cheque and make all payments via credit/debit card and EFT

Making cashless payments allows for seamless tracking of club outgoings, with an audit trail in place from the time of payment.

Install a cashless receipting system

To improve cash handling practices, the club will implement cashless receipting systems, with solutions potentially including mobile EFTPOS terminals or establishment of a club PayPal account, with the option to receive card payments through a PayPal Here chip and card reader.

Develop an online payment system to provide options for people to pay their game fees electronically in advance of games

By 2017/18, develop online payment systems to provide options for people to pay their game fees electronically in advance of games. Improve club reconciliation systems through improved cash handling to better track who has paid their fees and when. As much as possible, use MyCricket as a payment-tracking tool.


CIA 3. Membership and ParticipationIncrease membership in line with the membership projections table, below:

Category/Age Group 2015/16 2016/17 2017/18 2018/19 2019/20

In2Cricket 60 players 70 players 80 players 90 players 100 players

Juniors Under 9 3 teams 3 teams 4 teams 4 teams 4 teams

Under 10 1 team 1 team 2 teams 2 teams 2 teams

Under 11/12 3 teams 3 teams 3 teams 3 teams 3 teams

Under 13/14 2 teams 2 teams 2 teams 2 teams 2 teams

Under 15/16 1 team 1 team 2 teams 2 teams 2 teams

Seniors 6 teams 6 teams 6 teams 6 teams 6 teams


Outcome 3.1: Increased membership

Increase membership in line with the membership projections table above

The club’s membership growth targets are subject to completion of the planned lighting upgrade at Homestead Park and increases in the number of volunteers providing assistance for junior cricket programs. The Under 9 membership numbers may comprise an intra-club competition.

Outcome 3.2: Improved engagement with, and education of, members

Implement a budget communication campaign

The club will create a graphical representation - a pie chart picture - of the annual budget and use this as a communication and promotional tool in a club campaign to help members develop a better understanding of where income raised from membership fees and payments is spent. The campaign will communicate the value of cricket to families:

� “Our umpires are paid and their remuneration is covered by part of your membership fees”

� “We teach your children new skills and part of your fees to pay for teaching them how to play cricket”

� “There is value in you getting involved at the club. Consider volunteering and optimise the value for your whole family”

� “Your playing fees are subsidised by club income from the canteen and bar sales”

Establish a new club website as part of the club’s annual governance training

The new website will be developed as part of a future club administration training program (Club TAGS). The website can incorporate a new online registration and payment system. Innovations may include functionality that allows for pre-ordering and payment for canteen purchases. The website should link with MyCricket as appropriate.

Outcome 3.3: Improved coaching and player-pathway results

Establish a selection subcommittee to oversee a selection process and team optimisation

The club selection subcommittee may include a senior coordinator and team captains, and should oversee team optimisation via weekly updates and changes to teams. The selection process is to provide new players with opportunities to try out for teams, rather than just being placed in a team that may not necessarily suit their level of ability. The club should optimise the assistance of the new senior coordinator (2015 is year one for this position) by selecting captains at the start of each season who are the best people for the job. The club aims to:

� Develop a participative culture in the club that means that most players are happy to play in any team

� Promote the purpose of the club, which is to facilitate cricket for ALL players - there must be opportunities to play at a level that is appropriate to each players’ level of skill

� Include the selection process in the club's bylaws



Facilitate coach development sessions

Recognising that the one-day Level 1 community coach certificate is not sufficient for the club’s junior coaches, the club will facilitate sessions that are based in practical instruction. These sessions will particularly cover:

� Knowledge of drills � Knowledge of technique � Mentoring and guidance from experienced club coaches

Implement alternative strategies to pursuing grade club status

The club could seek to develop an affiliation with a Grade cricket club that can assist the facilitation of better coaching at Springwood Suns. It is proposed that the club work with its Grade club affiliate to provide professional development for Springwood Suns coaches and specialist coaching sessions for players.

Promote player pathway options to talented junior players

The club should promote player pathway options for talented junior players to progress through Springwood Suns and into Grade cricket competitions. Additionally, the club could improve its promotion of the pathways opportunities available to junior players via the Logan District Cricket Association by:

� Outlining options for members and their families at sign-on days � Distributing reminder promotions in regular club updates on Facebook, the website and

in newsletters � Recognition and reward for most improved players at presentation nights

Outcome 3.4: Development of the club’s culture and its profile as the ‘club of choice’ within the local community

Implement club-building activities

The club will retain its focus on accommodating the seniors and the juniors who ‘just want to play cricket’ by encouraging them to also engage with the club through social activities that promote the development of a club atmosphere and overcome the focus on the ‘team only’ culture by:

� Displaying player names and the club brand on playing shirts � Holding exhibition and pre-training matches that encourage participation for the whole

season to overcome the trend of players only warming up for outside competition pre-Christmas

� Hosting Twenty20 games � Offering additional winter programs for interested juniors � Creating a rotational system that enables senior players to play between grades

according to their ability � Hosting two captain’s events each year to facilitate discussion between the senior and

junior captains about progression, personalities, how to deal with ‘hard-to-manage’ players and players who are not feeling part of the team

» As captaincy rotates for younger junior teams, separate activities could be conducted for these age groups. These activities should involve senior players and club coaches

Introduce an induction and orientation program for members and parents

At the beginning of each season, the club should conduct induction and orientation evenings for all new and continuing members and parents. To be hosted for approximately 15 minutes at the beginning of each Friday night over the first few weeks of the season, the induction and orientation program should include a tour of the facility and:

� Promotion of the voluntary nature of the commitment of management committee and subcommittee members and information about their roles

� An introduction to club history � Parent responsibilities, accountability and ways parents can become involved � List of voluntary club positions, why it is important to volunteer, what is involved for the

club and for volunteers � Encouragement to support sponsors, encouragement to support the canteen -

volunteering time and purchasing canteen food



Host open training nights on one or two nights per week

On these open nights, the club should provide coaching sessions that attract participation and encourage larger groups of people to come and train together. This will help to overcome the team only culture that has developed at the club, and assist the development of club spirit by encouraging attendance on additional nights. Teams currently train on different nights of the week and there is limited interaction between teams. These open training nights may include opportunities for senior and junior teams to train together and share cricket development tips as appropriate.

Develop a formal mentoring system

A formal mentoring/buddy system between senior players and older juniors will help the club to overcome the philosophical divide that currently separates the divisions. The mentoring strategy should:

� Encourage senior players to mentor Under 16s � Alert juniors to the seniors’ readiness to provide support and help to junior players � Promote understanding between seniors and juniors � Create an environment in which Under 16 players feel comfortable asking seniors for

advice and help � Initiate a new attitude to information sharing during junior training - create a system

where senior players are welcome at the nets to offer advice and mentoring support while the juniors are training

Conversely, the mentoring system should encourage reciprocation i.e. the Under 16 players should be encouraged to support senior players during their games. Importantly, the club will need to ensure that all volunteers who are over the age of 18 years and are working with children comply with Blue Card legislation.

Create opportunities for Under 16 players, who display proficiency and interest, to articulate into the senior ranks

The club should focus on raising team(s) and ensure good communication about winter cricket opportunities to the membership and run coaching clinics for interested players. The club’s C3 team may include a significant proportion of junior players to assist with the transition from junior to senior cricket.

Appoint a club coaching coordinator

The club can appoint a coaching coordinator and have that person apply a consistent approach to player development across all junior and senior teams in the club. The coaching coordinator could oversee the induction and development of new junior coaches, especially through In2Cricket and younger junior teams. The coaching coordinator should attend coaching sessions of new coaches at the beginning of each season and then visit each team at least monthly through the season.

Develop an App for intra-club communication

To be based on Team App or similar, the communication app should streamline communication between players and parents. It should make communication relevant, timely, consistent and concise.

Introduce a Friday night Winter Super 8s competition

Following completion of the lighting upgrade (2018/19), the club can expand its play offer by commencing an in-house cricket comp – Friday Night Winter Super 8s.

CIA 4. Volunteer Management


Outcome 4.1: Improved definition of voluntary roles and commitment

Nominate volunteers to fill three newly formalised positions: 1. Treasurer2. Canteen manager 3. Fundraising and sponsorship subcommittee chair

The management committee should formally separate the role currently being filled by the club’s treasurer into the following three separate positions:

� Treasurer � Canteen manager � Fundraising and sponsorship subcommittee chair

At present, the role of the treasurer covers these three operational functions. This has become unsustainable given the club's growth.



Source and distribute state-sanctioned resources: booklets, guides, videos

Educational resources are to be distributed to club parents with state-sanctioned resources that will assist them to gain confidence and build their interest in volunteering. The resources need to help volunteers to acquit their roles in the best ways for the development of the club’s players and to understand the skills that players should demonstrate at certain ages. Resources are to be sourced from Queensland Cricket (e.g. booklets, guides, videos).

Update the club’s volunteer position descriptions

The club is to update, and actively promote, its comprehensive position descriptions for volunteer positions, to assist with educating members regarding the realistic expectations of each role, including each ‘little’ job that has to be done in the club:

� Identify and break down tasks to spread duties among more people � Clearly identify lines of accountability � Relevant position descriptions should be advertised when calling for volunteers to fill

roles

Position descriptions are to be developed as part of a future club administration training program (Club TAGS).

Outcome 4.2: Improved volunteer induction, training, management and future planning

Provide thorough induction and targeted training for all new volunteers

Through the delivery of appropriate induction and training, the club should ensure that all new volunteers are comfortable and confident in the delivery of their allocated duties, regardless of how large or small their role may be. Information collected from parents at sign-on regarding areas in which they would be prepared to volunteer should be passed on to the relevant area of the club (e.g. In2Cricket coordinators, management committee members).

The club is to provide appropriate volunteer training opportunities including coaching, umpiring, administration and first aid. The club should:

� Encourage all parents of In2Cricketers to participate with their children on Friday nights as helpers to In2Cricket coordinators

� Highlight the social aspect of being active as a volunteer in the club � Ensure that there are sufficient, well-defined duties for In2Cricket helpers to keep them

meaningfully engaged

Manage volunteers by implementing processes

Recognising the importance of changing the ways it engages with members to drive interest in volunteering, the club may implement the following processes:

� Empower people to do the ‘little’ jobs and educate volunteers about the time-limited commitment expected of them

� Develop a roster system for the contributions of junior parents and senior players to simple jobs, and better coordinate the contributions of volunteers and their daily involvement

� Give people jobs that they will do well so that they will be happy to keep providing voluntary assistance

� Provide good support for volunteers to keep them happy in their jobs - doing a good job creates job satisfaction

� Aim to have the number of active volunteers in the club equal to at least 18.2% of player numbers, as 18.2% of the local population indicated that they were active volunteers at the time of the 2011 Census. The proportion of locals who are prepared to volunteer compares favourably with the Queensland average of 18.7%

Consider fee forgiveness incentives

The club may consider the merits of initiating a fee forgiveness system for those parents who contribute their time.

Reward and recognise club volunteers

The club may implement reward and recognition initiatives that demonstrate the club’s gratitude for volunteers’ contributions and show how much their efforts are valued. The awarding of volunteer thanks each year should complement other club-spirit building efforts. Reward initiatives may include:

� Merchandise � Gift vouchers for use at the canteen � Acknowledgement at social functions and presentation events



Continue planning for succession of the management committee

The club acknowledges the importance of future-proofing its management arrangements and continuing its efforts in good governance through the transition of committees. To adequately have regard to good succession planning, the club should:

� Promote opportunities for players to move into the club’s voluntary positions and promote the benefits of contributing to the club - personal achievement for the individual; identify with ‘your’ club; make a difference for the whole organisation

� Initiate 3-4 year maximum volunteer terms for committee positions � Move to a system of paying for grounds maintenance on a contract or employment

basis � Investigate the need for paid assistance with club administration and bookkeeping

duties


CIA 5. Facilities and Equipment

Projects and Rationale

Facility maintenance

� Painting - clubhouse (interior and exterior); public toilets; equipment sheds � New floor coverings for clubhouse interior - in general public area and kitchen � Replace all interior and exterior clubhouse light fittings � Refurbish clubhouse toilets and shower areas with modern facilities

» E.g. tiles on the floor and walls, new fittings, shower cubicles � Offer a remuneration package to a suitable contractor to ensure ongoing maintenance is upheld

» E.g. paid groundsman for turf wicket and playing field maintenance � Liaise with Logan City Council to arrange for repairs to the retaining walls along the terraced seating at Homestead Park as

necessary � Repair down pipes and guttering on the clubhouse roof

Facility development

� Commercial kitchen, complete with new appliances (microwave, cook top, oven etc.) for Shailer Park and Eagleby � Investigate opportunities to resurface playing area of ground 1 (turf wicket) and level ground for drainage � Pedestrian walkway to practice nets and access to the east side entry onto ground 2 from clubhouse and ground 1

» Pathway to be graded as per DDA compliance and subject to Council approval and permission » Pathway to run from the car park, all the way to the nets, joining all of the concreted areas together » Seek divisional Councillor funds - 2016/17

� Staged lighting upgrade » Engage an electrical engineer to conduct an assessment of the lighting and power supply and to design a full lighting

upgrade for grounds 2, 3 and 4 » Lighting upgrade to include a power supply upgrade if required, switchboard upgrade, new wiring, new light fittings

and new steel light poles » Investigate energy efficient lighting options. E.g. LED field floodlights » Seek funding from the state government and Council for each stage (probably three stages over five years)

� Erect fixed shade awning over canteen entry on west side of clubhouse and erect full shade cover and lighting over fenced area

� Install synthetic surface on the under 9/10 wicket at Eagleby � Install a white plastic picket fence and fence around the under 9/10 field at Eagleby (seek divisional Councillor funding) � Install shade covers at Eagleby � Renovate storage shed at Eagleby to accommodate the new turf wicket roller - approximately $8,000 � Renovate sight screen at Eagleby � Complete practice net upgrade in cooperation with Logan City Council � New club signage on the rear of the clubhouse, facing the car park � Second shelter for visiting teams on ground 1

Equipment

� New turf wicket roller for Eagleby � New mower for Homestead Park � Aeration roller for field maintenance � Seek Gambling Community Benefit Funding in 2015/16 for:

» Bowling machine with remote control ball release - approximately $6,000 » New slips cradles » 6m x 3m marquee for club activities on the playing grounds

� Longer-term, investigate the need for a different type of turf wicket cover - e.g. hard cover on wheels or covers on a trailer, recognising that storage for larger covers would need consideration

� Install an honour board in the clubhouse


The organisation profile provides a summary of Springwood Sun Cricket Club’s physical location, its history, player numbers and other details that are important to understanding the organisation and its role in sport and recreation in Logan City.

5.1. Organisation Details

Full Legal Name Springwood Suns Cricket Club Inc.

Legal Structure Incorporated Association - Associations Incorporation Act 1981 (Qld) Incorporation Number: IA13653

ABN GST Registration Status

32 423 652 988 Registered for GST, effective 1 August 2006

Street Address - Homestead Park Jodie Street Shailer Park QLD 4128

Real Property Description Lot 35 on SP162401

Street Address - Olivers Sports Complex Logan Street Eagleby QLD 4207

Real Property Description Lot 3 on RP8164 and Lot 2 on SP175369

Postal Address PO Box 5118 Daisy Hill QLD 4127

Club Contact Position Mobile Email

Marion Young Treasurer 0418 730 205 [email protected]

Affiliations

� Logan District Cricket Association � Queensland Sub Districts Cricket Association � Warehouse Cricket Association � Queensland Churches Cricket Association � Queensland Cricket � Cricket Australia

Activities in which the club participates � Logan District Cricket Association competitions � Queensland Sub Districts Cricket Association competition � Warehouse Cricket Association competition

Activities conducted by the organisation � Cricket training and competition

ObjectsThe objects for which the association is established are:

� To promote and play cricket in the Springwood and Logan City areas

5. Organisation Profile


5.2. Administration Structure

Springwood Suns Cricket Club is administered by a management committee. There are currently 7 positions on the committee which are filled by 6 committee members, as below:

Management Committee Position Name

President Michael Lusk

Vice President Jeff New

Secretary Vicki Larney

Treasurer Marion Young

Registrar Harvey Wright

Web Coordinator Harvey Wright

Senior Coordinator Garry Connors

5.3. History

For over 40 years, Slacks Creek Cricket Club, Springwood Invitation Cricket Club and now Springwood Suns Cricket Club has catered for the cricketers of Logan City and surrounding areas. The club is based at Homestead Park in Shailer Park and is fast becoming one of the premier sporting organisations in Logan City, catering for club members, as well as the general public. The club has over 300 cricketers, from the In2Cricket program for 5-8 year olds, junior teams from Under 8s to Under 16s and senior teams, winter teams and Last Man Stands teams.

The club’s coaches have a minimum of a Level O coaching accreditation. The club’s coaching personnel include 10 Level 1 coaches and six official Level 1 umpires, ensuring all players are given sound and experienced opportunities to improve their skills and their enjoyment of cricket. The club has had players go on and represent the club and district in the zone and south Queensland competitions.

The club’s turf wicket rates as one of the best in the district and with the help of the state government and Council funding, the club was able to increase the size of the wicket allowing juniors to compete in turf wicket competitions. The club has also installed a full-sized sight screen. Funding has also helped the club to erect a number of shade covers and additional lighting for training purposes. Facility developments have been completed with the support of local, state and Commonwealth grants and a few dedicated members of the club.

The club caters to approximately 300 members, 400 parents and families, 200 visiting club members, 400 visiting club supporters, 150 social members and the general public for recreational purposes. With the introduction of In2Cricket under lights on Friday nights, the club has increased its junior membership. On these Friday nights, the club invites parents and families to attend and enjoy a great social evening with a sausage sizzle and refreshments available at the clubhouse.

Springwood Suns Cricket Club is a registered member of the Good Sports program and a number of the club’s committee hold Responsible Service of Alcohol (RSA) accreditation. The club is committed to promoting a responsible attitude towards alcohol and provides a safe environment for players, members, families and supporters. The club operates according to its Behaviour Management Policy and the Positive or it’s Pointless program in partnership with the Queensland Government.

With the relocation of the Logan City Rugby Union Club in 2012, the club is now able to provide facilities for winter cricket. The club fielded one junior and one senior team in its first season of winter cricket and hosted a winter premier league team. The club is also host to Last Man Stands cricket, an eight-a-side Twenty20 competition played on Sundays, all year round. This shortened version of cricket has been an outstanding success, with games lasting only 2 hours.


Locality Map - Homestead Park

Image credit: Google Maps

Image credit: RP Data


Locality Map - Olivers Sports Complex

Image credit: Google Maps

Image credit: RP Data


Some not-for-profit sport and recreation organisations focus almost exclusively on the community services they deliver to members, and regard making money as somewhat controversial. It is important to overcome this misconception by promoting an understanding, especially amongst management committee members, that the organisation is best run like a business.

Springwood Suns Cricket Club should turn over sufficient income to enable it to provide continuity of service to its members, the community and its other stakeholders. It should retain profits at the end of each reporting period so that the club can be sustainable and ready for growth.

The historical financial performance of the club provides a good indication of the areas in which the organisation is profitable, and the items upon which the club needs to spend money each year. The areas of club operations that are shown in the financial performance analysis can be called profit centres and cost centres. A profit centre is a sub-unit, or segment of the organisation, that is responsible for its revenues and costs - for example, the canteen. A cost centre is a sub-unit, or segment of the organisation, that is responsible only for its costs - for example, equipment purchases4.

In the last four financial years, Springwood Suns Cricket Club has generated the highest amount of its income by operating the canteen profit centre. In the same period, the combined costs of running cricket programs accounted for the greatest amount of club expenditure.

The not-for-profit status of Springwood Suns Cricket Club does not mean that the club cannot make a profit. It simply means that, “The income and assets of the club shall be applied exclusively to the promotion of its objects and no portion thereof shall be paid or applied directly or indirectly to the members (except by way of bona fide compensation for services actually rendered to the club or by way of reimbursement for authorised expenses incurred on its behalf). This provision applies both during the lifetime of the club and on its winding-up.”5

Income is all the money that an organisation earns. For incorporated clubs and associations this includes traditional forms of income like memberships, subscriptions and sales of food, drink, uniforms and merchandise. It also includes all income from grants, events, fundraising and sponsorships. However, income only tells part of the story. The viability of any business or other organisation depends much more on the profit it retains.

Profit is all of the money retained at the end of a reporting period after expenses have been deducted from income. Regardless of an organisation’s level of income (turnover), if that organisation manages to keep its expenditure low, it can have more retained profit to help it grow. It is retained profit that enables organisations to save for larger projects, expand programs or services and reduce their reliance on grants or other forms of ‘handouts’.

Springwood Suns Cricket Club should continually improve its business operations, aiming to increase annual retained profits. The club should capitalise on its areas of income, its profit centres, and closely manage its expenditure. It is very important for organisations to analyse the fees they charge in all areas of operation at least annually to ensure that they will make enough income to be profitable while responding to market conditions.

4 Old, J., Morris, D. (1999). Profit Centres, Cost Centres, International Journal of Educational Management, [4] 1 pp. doi. 10.1108/095135490100038395 Renton, NE. Guide for Meetings and Organisations, Volume 1 - Guide for Voluntary Associations. Sydney: Lawbook Co., 2005. p.69

6. Financial Performance Analysis


During consultation conducted in the preparation of this plan, club members provided the following ideas for improving the club’s financial position:

� Development of additional sponsors relationships � Increase the club’s visible presence on social media platforms � Requesting input from members about their ideas for fundraising campaigns � Closer engagement with the local business community

The financial analysis is a snapshot of the club’s current financial fitness and shows clearly where money is being earned and spent.

2010/11 2011/12 2012/13 2013/14IncomeSign-on Fees - Juniors $9,190.00 $8,695.00 $11,290.00 $13,551.00Match Fees - Juniors $6,941.00 $6,980.00 $6,963.00 $14,850.00Sign-on Fees - Seniors $4,280.00 $2,660.00 $3,305.00 $6,810.00Match Fees - Seniors $9,733.00 $6,970.00 $8,005.00 $16,545.00Club Shirts/Caps $1,470.00 $900.00 $575.00 $2,400.00Photos $1,620.00 $1,450.00 $1,965.00 $1,935.00Canteen $12,218.00 $8,303.00 $19,353.50 $23,663.00Winter match / ground fees $0.00 $0.00 $3,899.00 $4,335.00Social membership fees $0.00 $0.00 $0.00 $540.00Field hire $0.00 $0.00 $3,398.00 $5,016.12Monster Raffle Presentation Night $935.00 $620.00 $880.00 $1,030.00Seaworld Raffle $1,230.00 $537.00 $400.00 $0.00Other raffles $0.00 $0.00 $0.00 $1,120.00Bundaberg raffle and donations $0.00 $0.00 $250.00 $0.00Refund ATO GST account $368.00 $1,108.00 $291.00 $447.00Grants - LCC $4,368.00 $550.00 $4,950.00 $5,550.00Grants - Queensland Government $5,500.00 $6,999.30 $8,024.50 $24,459.60Grants - Telstra $0.00 $0.00 $1,200.00 $0.00Insurance Claim $943.28 $0.00 $0.00 $0.00Chatswood Hills SS Contribution to Synthetic Grass $1,092.00 $0.00 $0.00 $0.00LCRU; Half Share repairs to mower $354.80 $877.38 $0.00 $0.00Donations $3,329.36 $1,783.63 $730.01 $221.42Fundraising $0.00 $600.00 $720.00 $1,120.00Advertising $0.00 $220.00 $0.00 $1,100.00Sponsorship $0.00 $0.00 $3,300.00 $3,300.00Bank interest 11.49 $20.78 $24.72 $32.01TOTAL INCOME $63,583.93 $49,274.09 $79,523.73 $128,025.15


2010/11 2011/12 2012/13 2013/14ExpensesAffiliation Fees Juniors $4,060.00 $3,660.00 $5,665.00 $6,805.00Warehouse Juniors $0.00 $185.00 $370.00 $200.00Sub-Districts; Seniors $5,603.90 $4,030.10 $4,171.80 $8,891.80Warehouse Seniors $0.00 $420.00 $420.00 $790.00Electricity $2,057.03 $3,094.32 $5,938.61 $7,563.66Telephone $582.49 $416.78 $476.03 $453.91Insurance $1,181.80 $1,225.04 $1,313.87 $1,244.15Flowers and gifts $0.00 $177.87 $78.00 $293.19Canteen $7,162.21 $5,335.79 $12,108.37 $14,035.14Postage & Stationery $968.88 $1,156.65 $1,449.27 $1,263.20Club Equipment $2,910.48 $5,415.25 $5,329.40 $22,683.35New Synthetic Pitch Main Oval $4,368.00 $0.00 $0.00 $0.00Field maintenance $0.00 $539.20 $748.75 $2,225.20Presentation ClubTrophies $3,398.55 $3,048.15 $3,191.00 $4,058.95Presentation Night Expenses $2,010.67 $1,691.17 $1,765.40 $402.50Raffle Prize $635.93 $0.00 $0.00 $0.00Club Shirts $2,530.00 $1,800.70 $2,006.95 $5,327.96Mowing $1,621.75 $2,691.14 $1,005.61 $4,220.15Water Account & Irrigation Repairs $4,312.07 $2,911.92 $2,001.79 $4,309.95Clubhouse Maintenance $1,572.85 $891.57 $5,081.33 $1,318.10Turf Wicket Expenses $1,584.30 $1,580.69 $0.00 $0.00Team Photos $1,243.75 $1,144.25 $1,462.75 $1,487.80Dept. of Fair Trading; Annual Returns $41.00 $42.20 $43.25 $45.00Liquor Licence Fees $424.35 $763.80 $904.00 $828.00Hire of Santa Suit for Xmas Break-up $35.00 $0.00 $0.00 $0.00Training courses $0.00 $5,500.00 $690.00 $0.00Electrical reparis $0.00 $5,898.75 $0.00 $0.00Advertising $889.20 $457.90 $935.26 $1,027.16Rego Trailer $85.20 $101.00 $89.40 $92.55ATO; GST Payments $1,949.00 $1,096.00 $1,436.00 $2,006.00Lease $429.00 $0.00 $0.00 $0.00Repairs to Clubhouse (Vandals) $605.00 $0.00 $0.00 $0.00Donation $60.00 $600.00 $970.00 $1,120.00Web Page $99.00 $158.00 $99.00 $525.85Sport Development Grant $0.00 $0.00 $5,000.00 $0.00Fundraising $0.00 $0.00 $270.20 $44.00Sponsorship costs $0.00 $0.00 $770.00 $638.00Refund registrations $0.00 $0.00 $140.00 $0.00Replace synthetic grass to Springwood Central and Chatswood Schools $0.00 $0.00 $0.00 $2,950.00

TOTAL EXPENSES $52,421.41 $56,033.24 $65,931.04 $96,850.57

Net Operating Profit -$6,969.41 -$20,075.24 -$7,177.54 -$7,205.45Net Other Profit $18,131.93 $13,316.09 $20,770.23 $38,380.03Total Net Profit $11,162.52 -$6,759.15 $13,592.69 $31,174.58


The budget planner provides Springwood Suns Cricket Club with the basis for further developing its work on a sound budget that has regard to club-specific cost centres. The budget planner indicates anticipated income from each of the club’s areas of operation, along with anticipated annual expenditure, based on extrapolation of the club's exact financial performance in the 2014 financial year. Income and expenditure are separated into those items that are sport related, that is, directly related to cricket and meeting the club’s statutory obligations as an incorporated legal entity, and non-sport, or related to the club’s non-cricket income and expenditure. Future years apply a notional 3% allowance for inflation in each item of income and expenditure.

The club’s sport related expenditure is graphed as a pie chart, to demonstrate where its money must be spent to allow the organisation to operate sustainably. The membership fee calculator included in the budget planner subtracts the sum of the sport related expenditure from the sum of the sport related income to establish the sport related profit or loss. This figure is then divided by the anticipated number of members for the first year to arrive at a total profit or loss for the club per member. This demonstrates that Springwood Suns Cricket Club has an overall average sport related loss per member of $74.18.

The sport related loss per member shown in the budget planner demonstrates the importance of running the club’s other business units (i.e. canteen, raffles, grants, fundraising etc.) as profitably as possible to continue to subsidise membership costs.

2014 2015 2016 2017 2018IncomeSport Related IncomeSign-on Fees - Juniors $13,551.00 $13,957.53 $14,376.26 $14,807.54 $15,251.77Match Fees - Juniors $14,850.00 $15,295.50 $15,754.37 $16,227.00 $16,713.81Sign-on Fees - Seniors $6,810.00 $7,014.30 $7,224.73 $7,441.47 $7,664.71Match Fees - Seniors $16,545.00 $17,041.35 $17,552.59 $18,079.17 $18,621.54Winter match / ground fees $4,335.00 $4,465.05 $4,599.00 $4,736.97 $4,879.08Ancillary IncomeMonster Raffle Presentation Night $1,030.00 $1,060.90 $1,092.73 $1,125.51 $1,159.27Photos $1,935.00 $1,993.05 $2,052.84 $2,114.43 $2,177.86Canteen $23,663.00 $24,372.89 $25,104.08 $25,857.20 $26,632.91Other raffles $1,120.00 $1,153.60 $1,188.21 $1,223.85 $1,260.57Refund ATO GST account $447.00 $460.41 $474.22 $488.45 $503.10Social membership fees $540.00 $556.20 $572.89 $590.07 $607.77Field hire $5,016.12 $5,166.60 $5,321.60 $5,481.25 $5,645.69Grants - LCC $5,550.00 $5,716.50 $5,888.00 $6,064.63 $6,246.57Grants - Queensland Government $24,459.60 $25,193.39 $25,949.19 $26,727.67 $27,529.50Donations $221.42 $228.06 $234.90 $241.95 $249.21Fundraising $1,120.00 $1,153.60 $1,188.21 $1,223.85 $1,260.57Advertising $1,100.00 $1,133.00 $1,166.99 $1,202.00 $1,238.06Sponsorship $3,300.00 $3,399.00 $3,500.97 $3,606.00 $3,714.18Bank interest $32.01 $32.97 $33.96 $34.98 $36.03Club Shirts/Caps $2,400.00 $2,472.00 $2,546.16 $2,622.54 $2,701.22Total Income $128,025.15 $131,865.90 $135,821.88 $139,896.54 $144,093.43

7. Budget Planner


2014 2015 2016 2017 2018ExpensesSport Related ExpenditureAffiliation Fees Juniors $6,805.00 $7,009.15 $7,219.42 $7,436.01 $7,659.09Warehouse Juniors $200.00 $206.00 $212.18 $218.55 $225.10Sub-Districts; Seniors $8,891.80 $9,158.55 $9,433.31 $9,716.31 $10,007.80Warehouse Seniors $790.00 $813.70 $838.11 $863.25 $889.15Electricity $7,563.66 $7,790.57 $8,024.29 $8,265.02 $8,512.97Telephone $453.91 $467.53 $481.55 $496.00 $510.88Insurance $1,244.15 $1,281.47 $1,319.92 $1,359.52 $1,400.30Postage & Stationery $1,263.20 $1,301.10 $1,340.13 $1,380.33 $1,421.74Club Equipment $22,683.35 $23,363.85 $24,064.77 $24,786.71 $25,530.31Field maintenance $2,225.20 $2,291.96 $2,360.71 $2,431.54 $2,504.48Presentation Club Trophies $4,058.95 $4,180.72 $4,306.14 $4,435.32 $4,568.38Presentation Night Expenses $402.50 $414.58 $427.01 $439.82 $453.02Mowing $4,220.15 $4,346.75 $4,477.16 $4,611.47 $4,749.82Water Account & Irrigation Repairs $4,309.95 $4,439.25 $4,572.43 $4,709.60 $4,850.89Clubhouse Maintenance $1,318.10 $1,357.64 $1,398.37 $1,440.32 $1,483.53Dept. of Fair Trading; Annual Returns $45.00 $46.35 $47.74 $49.17 $50.65Advertising $1,027.16 $1,057.97 $1,089.71 $1,122.41 $1,156.08Rego Trailer $92.55 $95.33 $98.19 $101.13 $104.17ATO; GST Payments $2,006.00 $2,066.18 $2,128.17 $2,192.01 $2,257.77Web Page $525.85 $541.63 $557.87 $574.61 $591.85Replace synthetic grass to Springwood Central and Chatswood Schools $2,950.00 $3,038.50 $3,129.66 $3,223.54 $3,320.25

Ancilliary ExpenditureFlowers and gifts $293.19 $301.99 $311.05 $320.38 $329.99Canteen $14,035.14 $14,456.19 $14,889.88 $15,336.58 $15,796.67Club Shirts $5,327.96 $5,487.80 $5,652.43 $5,822.01 $5,996.67Team Photos $1,487.80 $1,532.43 $1,578.41 $1,625.76 $1,674.53Liquor Licence Fees $828.00 $852.84 $878.43 $904.78 $931.92Donation $1,120.00 $1,153.60 $1,188.21 $1,223.85 $1,260.57Fundraising $44.00 $45.32 $46.68 $48.08 $49.52Sponsorship costs $638.00 $657.14 $676.85 $697.16 $718.07Total Expenditure $96,850.57 $99,756.09 $102,748.77 $105,831.23 $109,006.17Profit (Loss) $31,174.58 $32,109.82 $33,073.11 $34,065.31 $35,087.26


Annual Membership Fee CalculatorA Total annual sport related income $89,842.12B Total annual sport related expenditure $73,076.48C Anticipated Number of Members 226D Current cost to the association per member (B ÷ C) $323.35E Less current income per member (A ÷ C) $397.53

Equals current membership shortfall per member (D - E) $74.18


The demographic snapshot provides a comparison between the demographic profile of Springwood, Queensland and of Australia.

8. Demographic Snapshot


Springwood Demographic Snapshot 20111

Springwood Statistical Local Area

1 http://www.censusdata.abs.gov.au/census_services/getproduct/census/2011/quickstat/305304642?opendocument&navpos=220

36 37

$1,235 $1,234

60% 60%

32% 33%

43% 45%

16% 16%

Springwood Queensland Australia

5,949

19% 18%

$1,536

63%

26.7%

47%

18%

6% 6%

5%

38

16%

Median age

Weekly household income

Full time workers

Part time workers

Couples with children

Single parent households

Population

Average volunteering participation

Unemployment rate


Appendix 1 Planning questionnaire results

Appendices


Appendix 1 Planning questionnaire results

© CPR Group | Springwood Suns Cricket Club Questionnaire Results Page 1

Springwood Suns Cricket Club Planning Questionnaire Results

Springwood Suns Cricket Club members were asked to complete a questionnaire to help inform the club’s business plan. The questionnaire asked about respondents’ thoughts on the current situation and strengths and weaknesses of the club and opportunities for the future. 25 responses to the questionnaire were received. The following is a summary of those responses.

A SWOT analysis examines the strengths, weaknesses (or areas for improvement), opportunities and threats (or future challenges) facing an organisation. To determine Springwood Suns Cricket Club’s strengths and weaknesses, questionnaire respondents were asked to identify how well they thought the club was performing in a range of operational areas by selecting one option from the following list: n Very well (a score of 5 out of 5 was recorded for each 'very well' response) n Well (a score of 4 out of 5 was recorded for each 'well' response) n Average (a score of 3 out of 5 was recorded for each 'average' response) n Poorly (a score of 2 out of 5 was recorded for each 'poorly' response) n Very poorly (a score of 1 out of 5 was recorded for each 'very poorly' response) An average score of between 1 and 5 was then calculated for each area of operation, based on the total number of responses for that area. The results of this analysis are presented in the graph below. Those operational areas in which Springwood Suns Cricket Club scored 3.5 or higher are identified as a strength (green bar). These are the areas where the club appears to be performing well. Areas in which the club scored below 3.5 are identified as areas for improvement (orange bars). Questionnaire respondents were offered the option to select, “Don’t know,” for each response, so that if they did not know about the questions asked or did not have an opinion, their response would not skew the results.

0 2 4 6 8 10 12 14

Official

Supporter / spectator

Committee member

Coach

Volunteer

Other

Parent of a junior member

Your role


Other Strengths and weaknesses

n I would have liked my son to do winter cricket last year but no team could be raised in his age group which was a disappointment. It may go ahead this year I have heard but nothing definite has been forthcoming. I like the Facebook communication. Names on shirts required to identify players on the field.

n I have only had contact through In2 Cricket so can't answer a lot but Friday sessions seem organised and successful.

n It is nice for me not to have to be overly involved in this club. I like helping out but I don't feel obligated to know the ins and outs.

n Start focusing on the junior teams more instead of the senior teams. Get two water removal rollers for the pitches. Support for the winter cricket players – at the moment the players receive no recognition and nothing on presentation night

n Succession planning and getting buy in from more volunteers. At times it feels like cricket is not the primary focus. There is a disconnect from the club for a lot of players and teams. Not a very welcoming club when you scratch beneath the surface. Vision is not shared and accountabilities aren’t clear.

n The club has a select group of dedicated volunteers. Unfortunately they remain the same each year. There is a real need to add to this group and spread the load. More work needs to be done in this area

n Decision makers do not seem interested in the senior players and do not engage with them. This is partly a reflection on the senior players also. They are also resistant to change, particularly technology. The playing of cricket and training of senior players does not seem to be a priority, which seems odd for a cricket club.

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Relationship between senior and junior teams

Making the best use of technology

Merchandise and clothing sales

Recruiting and retaining volunteers

Retaining members

Social cricket opportunities

Coaching

Senior cricket programs

Attracting new members

Sponsorship

Winter cricket programs

Facility and equipment maintenance

Administration and governance

Fundraising

Communicating with members

Bar sales and marketing

Financial management

Canteen sales and marketing

Junior cricket programs and In2Cricket

Securing grants

Strengths and Weaknesses


n Need clear pathways for junior plays into senior cricket. Need to have a selection committee for player selection and progression. Senior teams require a coach. Captains need to be nominated by selection committee and supported by the club.

n I like the club and everyone is friendly but I have found communication difficult. Right from the start I have had to continually follow up or chase people to obtain information I need often with a no reply or response. It almost made me look elsewhere. This is disappointing and I feel is an area that could be greatly improved.

Who do you think are the internal and external customers of Springwood Suns Cricket Club?

n Other Cricket Clubs n The general public n Community

0 5 10 15 20 25 30

Other

Queensland Government

Life members

Officials

Logan City Council

Logan District Cricket Association

Committee members

Queensland Cricket

Sponsors

Coaches

Volunteers

Parents and families of members

Senior players

Junior players

Who do you think are the internal and external customers of Springwood Suns Cricket Club?


What do you like most about the club?

n An opportunity to play cricket for everyone who has an interest n The people, the friendly environment and the good facilities n Friendly atmosphere and long term affiliation n My son’s love of his team and cricket. n A great set up to training and games n Son playing cricket, bond with members, friendly volunteers n Great facilities and atmosphere n Known quantity, not necessarily great. n It is friendly and welcoming. n Opportunity to play both winter and summer. n The atmosphere and my son's love it! n A great atmosphere for young cricketers. n The facilities and the way the club is run n Friendly environment. Mateship. n Play here as a junior member makes me come back. n A family friendly, well organised club, all about the kids. n Family environment. Committed volunteers n Friendly atmosphere, accommodated my child's preferred team n Great people – parents volunteers officials and the kids who love their cricket. n Good facilities and good hearted people. n Value for money sporting opportunity for my child. n Family focused with a friendly and helpful approach to all who come in contact with the club

What would you like to see the club do better over the next 3 to 5 years?

n Get the grounds better organised spend money on the place, on the steps to both fields, shade for the new junior pitch better support for junior and winter players

n Retain junior players into senior players. Better equipment, nets, etc. A part-time permanent paid canteen person to help out the same people always doing it for love. Lobbying for more teams in the competitions. Making sure teams play for the whole season not just before Christmas to warm them up for their own outside competition. They could be exhibition matches or pre-training matches.

n Increase the volunteer ranks. Have the President and VP changed every 3 - 4 years to open up more input into the club while still keeping all of those past volunteers in the club. This will maintain revitalised the great club it is today

n Better coaching of the players. More interaction between senior and juniors with a mentoring program. More people taking an interest in the club and sharing the load on the few that do the majority of the work. Upgrade the facilities to help grow the club. Promote girls in cricket.

n Be more of an inclusive club with full team training and access to professional coaching. More organised team management structures with a clear selection policy. Support for players and coaches from club. Need to take into account what the players want. Pathways to Representative cricket for those that want to pursue that avenue.

n Develop the junior players and get specialist coaches and players to inspire the upcoming players. Run some clinics.

n Provide better training facilities. This will be facilitated in part by the imminent construction of new nets with a grant. Provide a pathway for talented juniors so they can stay at the club when they progress to seniors.

n Still there doing what it does best. Be good if they could offer less competitive options for older junior players as not all want to be in the next Australian side but just want to have some fun. 20/20 type games, etc.

n Growing of numbers from a junior through to senior playing level and have affiliations with representative associations for improved junior development.

n They need better support from local council to maintain and upgrade facilities. n Expand teams n Offer more winter programs for the younger players.


n Hold Logan City Council to their statement that they "own and support" the venue. Ask them to bindii spray and to make more significant financial contributions if they choose to claim the facility as theirs.

n Trying and get the senior members/ teams more involved in what goes on. Not just the token player showing up if needed

n More opportunities for junior players to get exposure to increasing their skill levels and opportunities n For seniors, create a system where players can be rotated between grades and grade players according to

their ability. n Senior program that develops us having right teams in the right comps n Be all-compassing for all level of players, volunteers and supporters. Become a hub both socially and

functionally where everyone feels at home being a part of the club. n Engage with the members and have more people contributing and pulling in a shared direction. Use

electronic registration processes and implement better knowledge management systems. n Provide and encourage healthy food for kids and parents alike. "You want to be a champion, eat like a

champion" (Shane Warne excluded) n Recruit more volunteers n Encourage winter competition for juniors or a winter training program to keep kids keen on cricket over the

off-season - less likely to loose payers in that 13-14 age group especially. Better membership drives at local schools or visible in the local community - raffles, sizzles at shops etc.

What facility and equipment projects will the club need over the next 3 to 5 years?

n The nets for an upgrade n Another turf wicket plus better training facilities. Greater social facilities. n A couple of more cricket nets. My kids don't really train in the nets because they are rarely available. n More nets, bowling machine all players have access to, n Better nets. Remove the 'old' clubhouse (a bit of an eyesore and also a target for graffiti). Shade

cloth/seating for spectators. n Maybe redoing the step area/ retaining steps that leads to the fields n Better shade and weather protection n As above plus bowling machine. n A legal kitchen, better and more ground equipment far better drainage painting, shade sheds n More training nets n Clubhouse new or renovated Marketing and fundraising ventures therefore computer / office upgrades

Cricket gear replaced and grounds upgraded n New field lights, ride on mower, new kitchen, clubhouse refurbishment. Turf roller. n New roller for Eagleby field. Improve nets. Maybe upgrade lighting to facilitate night games. n New nets and lights, more access for players to equipment, training balls!! Currently people are either using

inferior balls or are having to buy them out of their own pocket. n Greater clubhouse facilitates so it's more welcoming n New nets to train in and toilets and change rooms over at the senior ground with the turf pitch. n Turf wickets, strength and fitness equipment. Need other coaching aids such as video recorders and

screens to play back and analyse captured video n More Shelter around the ovals n Upgrades of all aspects of the clubhouse to attract members E.g. kitchen / canteen, toilets and member

areas. Turf wicket and general ground equipment to maintain the facilities requires upgrading n Again I can't comment on much. It would be nice to have the chairs and tables by the canteen replaced.

Minor only - not a priority over equipment. n Better training facilities including nets and lights more up to date equipment. Upgrade the canteen and bar

facilities including toilets.

How could the club raise more money to support growth?

n Not sure what steps are being taken already. I like that as a parent I have not been asked to sell things like raffle tickets and so on. For kids in multiple extra curricular activities that gets rough.

n They need to actually start doing it


n Our income is sufficient at this stage n Possibly more sponsorship from various local businesses and/or government grants to assist the club. I

notice some clubs have company names on their shirts. We have Bendigo Bank but maybe able to obtain an additional sponsor or two? Also, visits from cricket players (Brisbane Heat springs to mind) to visit with the juniors to help with training. Watching BIG games at the club on a big screen - e.g. World Cup or tests etc. Fundraising opportunity as well as club morale/team spirit.

n Parents are struggling to pay fees and then support the club. It needs more support from all levels of government

n I think they are doing well at the moment, but people don't seem to want to participate. n Get ideas off members in promoting club better on all social media and sales. n Brochures n Asking for more fundraising input by its players and families of junior cricketers and holding more events for

the local community. n School visits. Partner with more local businesses. It's a hard job and shouldn't be left to the die hards.

Encourage discounts for those parents that support. This works well at nippers. My membership each year is free because I’m an official.

n Sponsorship and a more engaging fund rising activities which connect people to the club. n Engage better with the local business community to create connected and viable promotional opportunities

so that they can see value in sponsorship arrangements. n More fundraising including charity games car rally more sponsorship more involvement from cricket

Australia n Grants, sponsorship, programs through schools or after school where kids pay for the. n Creating greater club awareness, we only found out about the club through a current player. n Keep doing what we are doing. Possibly get another major sponsor or two n Improve the facilities will attract members to come and use for social and playing activities. Grounds to be

used for third party activity when not in use. E.g. touch football, school sports. n Increase membership fees to allow for better coaches, facilities and equipment.

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