1. CLUB PLANNING

3. As the committee, it is your role to make the choices , to create the future for the community you serve

4. Why plan strategically?
Sets the direction of the club
Management tool
Marketing tool
Defines operations
Evaluate the performance of the club
Why plan strategically?
As the committee it is your role to make the choices to create the future for the community they serve
Look at where the club has come from, where it is now, where it wants to go and how it is going to get there
Sets the direction of the club over a period of time
Identify objectives of the club
Builds the club
Management tool – Are we doing the right thing?
Communicate all club activities to members
Bring order into the hectic business of running a club 
It’s a marketing tool
It sets you apart from other clubs/sports
A strategic document is an easy reference to explain what you are all about.
Encourage members to get involved in club development
Clear roles for volunteers (builds commitment)
Defines the different areas of the club
Adjust to changes in the current environment that may have an impact on the club
Ensure that resources (human, physical and financial) are used effectively
Evaluate the performance of the club
 - Really important point to make

5. 2. 1. 4. 3. What the process looks like :
It’s an ongoing cycle which we will explain as we go along  Will go into more detail throughout the workshop

6. Who is involved? Stakeholders: - Committee members
- Volunteers (officials, team managers, coaches etc)
- Players/Participants
- Facility operators
- Sponsors
- AU Sport
- Others?
Who is involved?
Stakeholders
Committee members
Volunteers (officials, team managers, coaches etc)
Players/Participants
Facility operators
Sponsors
AU Sport
Others?  
Why should these different groups be involved?
Different experiences within the club
Different knowledge outside of the club
Different ideas
More people involved
Ownership of the plan
Remember: As the committee it is your role to make the choices to create the future for the community they serve. Those listed above are the community that you serve.
Tips on how to engage / approach them are outlined later in the workshop

7. What does it look like? What does it look like?
Strategic planning is more than just a document. It is a process that looks like this (see image)
The process takes time and it is a moving beast. This is why it has to be monitored and reviewed form time to time.
So how do you go about the process?
It will involve s back and forth, face to face discussions, meetings, workshops, brainstorming, some debate, draft documents, finalised documents and the promotion of what is happening. All this work and this is just what’s involved with getting a strategic plan documented!
Just note, this process is about thinking long term (ie 3 – 5 years) and not about what will happen next year (ie the operational side/getting teams on the field). That said, operational planning for next year is linked to the strategic planning work. Any operational planning for the following year should occur not long after the review of the previous year.
Let’s break this process down!

8. PLANNING Step 1: How do we do this
Define the process
Use the tips, action plan and resources provided as a guideline
Define who will be involved
‘Sell’ the ‘why’ (ie the motivational message) first and then the ‘how’ and ‘what’ after
Start the process
PLANNING
Refer to page 5 of work book which steps out the process and lists relevant resources
Step 1: How do we do this?
Set the process / time lines
Create a timeline / action plan of what has to occur to develop the strategic plan
The committee or small team come together to set the process, set dates etc
Allocate how long it will take
Key question is ‘who will drive the project’?
Define who will be involved
Questions to address:  
Define who will drive the project?
- Someone on the committee who understands the need for the project, who can drive it. Someone who others will listen to but can engage others
Who will be involved and at what stage?
Engage the different stakeholders with invitations to assist in the process. Invitations should outline the process, time involved and what you want from them
TIP: The promotion / marketing of the project should ‘sell’ the ‘why’ (ie the motivational message) first and then the ‘how’ and ‘what’ after.
Start the process
Workshop:
Decide 'when, where, who' for a recommended workshop/meeting
Prepare for a workshop 1 (2-3 hours). You will need: venue, food, drinks, paper, pens, facilitator etc
Select an independent facilitator to keep people on track and on topic. It can be risky to get an internal person to conduct.
Ask AU sport to facilitate or you could seek an grant to cover the costs of an external facilitator
Running sheet with set time limits for the different areas of discussion
At the start of the workshop agree on why a strategic plan is important for the club and commit to it. What will happen if people involve don’t?
The plan won’t go anywhere
What will happen to individuals who don’t commit?
Distribute any information / tasks that need to be completed prior to the workshop so those attending can come prepared. Via include:
Agenda / running sheet of the workshop
Define the Key performance areas of the club
Club snapshot
Member survey results
SWOT Analysis
In the workbook is the AU Sport strategic template and the work that we are going over today, should end up in the strategic plan. There are many ways that a strategic plan be presented and what we have provided is just a example.

9. PLANNING Step 2: Review of the club
Review the club’s current situation:
Club Snapshot: Where the club is at now?
Member feedback: ask your members what they think
Environmental snapshot: highlight the general environment that club operates in
At the workshop, as a group review the club’s current situation.
You can do this in a number of ways:
Work as one group to fill out the different worksheets
Ask people to share thoughts and discuss as a group
Brainstorm individual and then consider and rank as a group
A few different tools that you can use to get this info includes:
Club Snapshot (page 17 of workbook)
Where the club is at now?
Resource:
Club Snapshot worksheet
Member feedback (page 19 of workbook)
It is important to give members a chance to share their thoughts about what is happening at the club, any issues and where they want to see the club head. Ask members via a club survey or hold workshop
Survey monkey/facebook
AU Sport club survey template 
Environmental snapshot (page 9 of workbook)
It is vital to highlight the issues in the general environment that club operates in and the relevant targets, resources, competitors and finally the positioning of the Club in the community
- Brainstorm at workshop and include information in a strategic plan document

10. Environment snapshot can also include:
General environment
Targets
Positioning
Competitors
Our resources 
SWOT Analysis
Environment snapshot can also include:
- General environment
Outline what is happening at the club in general.
- Targets
Who is the club targeting to get involve and support the club?
For example:
Demographics
Age
Backgrounds
Standards
- Positioning
What is the positioning of the club?
Oldest Club in the competition
Seen as a traditional Club
Not a wealthy Club
Friendly Club with great history
- Competitors
Who are the club competitors in attracting those that you are targeting?
- Our resources
What resources does the club have to assist its growth?
- SWOT Analysis (page 22 of workbook)
A SWOT analysis is an organised list of your club’s greatest strengths, weaknesses, opportunities and threats. Strengths and weaknesses are internal to the club and you can change them over time but not without some work.
Opportunities and threats are external and they are out there in the market, happening whether you like it or not. You can’t change them
Now I would like you to pick one of the tool that can be used to review the current club situation and start brainstorming some ideas.
Spend 5mins on this task.
Come together and share some thoughts on the answers AND the process.
Make sure to highlight that not all need to be incluced in a strategic plan but you should have a couple

11. PLANNING Step 3: Where do we want to go?
KEY PERFORMANCE AREAS
Governance (includes Finance)
Marketing/Promotion
Competition and development
Coaching and Development
Volunteer & Relationship Development
Now it is time to define where the club what’s to go…long term!
Key performance areas (page 29)
First, you need to define key performance areas of the club. Club operations can be divided up in to a number of different area’s and by looking at the club in this manner it will assist in organising the club.
Benefit of doing this, is that they club becomes organised and key performance areas and objectives can then be easily established and organised.
How:
Break the different operations/areas of the club under key operation headings. These then become the club’s key performance areas
- Prior to the workshop confirm key performance areas that the club will operate under
Limit the number of areas to 6
Communication
Sustainability / Participation pathways

12. PLANNING Step 3: Where do we want to go?
Vision
Outlines WHERE you want to be/what you are striving towards
Mission
Talks about HOW you will get to where you want to be
 Values
All club decisions are based around values.
Important to define, so people understand where the club is coming from.
It is important to reminder yourselves of what you are, where you want to go and what base you are making decisions to ensure that everyone is on the same page and you do this by defining the club’s vision, mission and values.
Set and define:
Vision
A Vision statement outlines WHERE you want to be/what you are striving towards. It communicates both the purpose and values of your club. It is very big picture/aspirational goal (ie ideal future). Coaches and teams have them and clubs should as well.
Define on statement and include information in a strategic plan document
Mission
A Mission statement talks about HOW you will get to where you want to be. Defines the purpose and primary objectives related to your members needs and team values.
How:
4 or 5 points which are more detailed than your mission as to why you exist. Eg: The club exists to be…
Define and include information in a strategic plan document
Values
Defining you club values is important as they define what is important to the club, what you do and how you do things. All club decision are based around values and it is important for the club to define them so that everyone understands where the club is coming from.
Brainstorm and then define as a group.
Limit yourself to a maximum of 10
Compose in a statement to explain each value
Now jump to page 30 and start braining storming what your club values are.

13. PLANNING Step 3: Where do we want to go?
Stakeholders
List all those who play a role in the success of the club   
Key Performance areas
Stick to at most 6 different areas
TIP:
Meeting agendas should be structured under each KPA and focus on both long and short term operations
i.e. 70% operational / 30% strategic (long term)
We have already covered the next two points but they need to be included in the strategic plan.
- Stakeholders
List all those organisations/people who play a role in the success of the club
- Key Performance areas
The key performance areas represent the interdependent building blocks of the Strategic Plan, which underpin its structure and performance.
 - Stick to 6 different areas but these pillars are not silos, there is a lot of cross over.
TIP: Committee meeting agendas should be structured under each KPA and focus on both long and short term. i.e. 70% operational / 30% strategic (long term)

14. Key Performance Areas PLANNING Step 3: Where do we want to go?
The follow on effect of Objectives:
Key Performance Areas
Objectives
Strategies
Actions
Setting SMART strategies is important as it makes objectives easier to measure and review it has been achieved.
The follow on effect of Objectives:
Key Performance Areas
Objectives
Strategies
Actions

15. PLANNING Step 3: Where do we want to go?
SMART Strategies
Specific
Measurable
Achievable
Relevant
Time-bound
They do not include the detail of ‘how’
Think about how are you going to review how you are going?
Objectives
Are the ‘what’s’. What you want to achieve. Some will be short term but remember this is long term planning, so most will take a couple of years to achieve. They do not include the detail of ‘how’ you are going to achieve the goal as this comes next as part of your strategies.
Having SMART strategies will assist the club reach its aims. Smart strategies are:
Specific – target a specific area for improvement.
Measurable – quantify an indicator of progress.
Achievable – state what results can realistically be achieved, given available resources
Relevant – to the time, the skills of the individual, the needs of the club
Time-bound – specify when the result(s) can be achieved.
Ensure that your strategies are SMART and if they are not they may need to be reworded. For each goal, think about the connections, and see how your goals fit together with the big picture.
You also need to think about how are you going to review, how you are going?
You need to consider the success indicators of the goal.
What needs to be done, at what point in time for the goal to be considered a success?
Now turn to page 32 and have a go at setting some ‘SMART’ strategies.
Come back and provide examples / issues coming up with SMART strategies
Remind people that you may need to reframe the strategy to ensure that is SMART

16. PLANNING Step 3: Where do we want to go?
Operational plan
Provides the detail of ‘how’ each goal will be achieved
Works in conjunction with a timeline/action plan
Note:  
Can have more than one strategy per objective.
Separate document (the operational/ yearly business plan)
For each strategy use doing/active words
Operational plan
The operational plan (template is provided on page 33) is a separate document that provides the information of ‘how’ (ie the strategies) of how you are going to achieve each objective. This is the detail of what you are going to do and how to achieve each objective BUT only focuses on those actions that can be achieved in the next 12 months. The plan will work in conjunction with a timeline/action plan (example page 13)
Note:  
- Can have more than one strategy per goal.
- Document in a separate document (the operational/ yearly business plan) and  
- For each strategy use doing/active words such as:
Initiate
Establish
Develop
Organise
Undertake
Implement
Commence
Promote
Maintain
Monitor
investigate

17. IMPLEMENTATION Step 4: Actioning the plan
Work though the operation plan:
Work through the timelines and action plans
Set and maintain budgets
Provide updates at committee meetings
Maintain the drive:
Ensure all committee members support the plan
Educate new committee members
Promote to stakeholders:
Ensure stakeholders are aware
Promote via communication channels
Provide opportunity to get involved
Celebrate successes
Work though the operation plan:
Work through the timelines and action plans (set and maintain)
Set and maintain budgets
Provide updates at committee meetings. Remember to set addenda's under the key performance area and stick to 70% operational and 30% strategic   
Communicate and promote the Strategic plan and achievements:
Ensure all committee members are aware and supporting the plan
Plans are handed over and explained to new committee members
Those who start the planning process still maintain some involvement with it until new committee members understand it and become the new drivers.
- Having a good handover and induction process is vital. One tool that can assist this process is having a committee manual which passes on key information to the new committee members.
Promote to stakeholders
Ensure members and other stakeholders are aware of the plan and achievements being made (educate them). By doing this it makes the committee and those driving the plan accountable
Provide copies to stakeholders and promote to members via website, social media, newsletters
Provide updates on the process via communication channels
Provide members the opportunity to get involved in the projects
Celebrate successes and the completion of projects
Could run info sessions, training etc

18. MONITOR Step 5: Monitor and review
Review how you are progressing both short, mid and long term:
Ask:
We will know we are successful when we achieve …
We will monitor our progress by collecting this information …
So what difference did we make …
We will report to our stakeholders during the following timeframe …
We will communicate more broadly to other audiences …
Rating system
Seek feedback from stakeholders
It is important to monitor and review how and what is being done. This allows you to see if you are on track of achieving your goals, if timelines need to be adjusted, if more resources are needed or if the project/action is worth carrying on with.
You need to review how you are progressing both short, mid and long term:
Ask:
- We will know we are successful when we achieve …
- We will monitor our progress by collecting this information …
- So what difference did we make …
- We will report to our stakeholders during the following timeframe …
- We will communicate more broadly to other audiences …
- Seek feedback from stakeholders
HOW:
Update at committee meetings
Use the success indicators as set at the start of the process (develop indicators to demonstrate progress)
Debrief after events and key activities at the club
Use a rating system (example on page 58)
Member survey

19. ANALYSIS Step 6: Review and rest.
Complete the same process 3 – 5 years later
Now it’s time for next strategic plan
The plan will be different
New objectives needed
Now it is time for the next strategic plan! It is important to stop and take the time to see where the club is at every 3 to 5 years by undertaking the same process as a number of different factors would have changed
Complete the same process 3 – 5 years later
- Using the same process

20. Tips for the process Be relevant and realistic Engage Budget
Celebrate success
Tips to ensure that you are successful and not wasting your time:
Be relevant and realistic
- Plan needs to evolve and adapt in order to maintain relevance with the people involved and club
- Look for ways to embed the plan in all aspects of your club planning (Operations, marketing, recruitment, members, events etc)
- Ask ‘is everything that you and the club are doing helping you achieve your mission, moving towards your vision and reflect your club values or are we heading off track and this is going in another direction?’
- Set frameworks and timelines to organise your club
- Annual plans
- Individual work plans
- Define process
- Handover expectations
- Sharing of information
Engage
- Needs to continue once the plan has been approved
- Proactively communicated to increase support
Look for ways to involve your members
Examples:
Share volunteer opportunities
Don’t push away people who are willing to help, rather steer them in the direction of the plan
Reward those who are helping
Seek feedback on plan and smaller projects from members
A notice to members about the completed plan
Consider ratification by members to demonstrate accountability, validate resources spent on plan, to show that ‘we heard you’, and to create ownership
Put a ‘call out’ to work on committees, participate in working groups, raise funds, etc
Show early wins as it demonstrates action, creates trust, generates momentum and a sense of possibility
Budget
- Ensure that budget reflects priorities of the plan
- Ensure the plan meets available resources (money and people)
- Integrate budgeting into planning progress
Celebrate success
- Recognize contributions in creative and impactful ways
- Make people feel valued
- Create sense of accomplishment and builds momentum
- Allow reflection on how far you’ve come
- Ensure there is closure
Examples
Honour people at AGM, Awards night (AU Sport Blues Awards), club awards, community awards ect
Thank you cards, gifts etc. Remember to allocate funds from the budget
Communication channels to publicly thank them (newsletter, website, social media etc)
- All of these activities creates a can do culture.

21. What to expect Negative: Positive
You will hit some brick walls (people, finances, projects)
There will be naysayers
Time is required
Hard work
Positive
Support from club members
Assistance form others within AU Sport and the club
Running the club will become easier
Success will follow both on and off the field
Recognition and rewards
Understanding of what is involved
What to expect
Negative:
- You will hit some brick walls (people, finances, projects)
- There will be naysayers
- Time is required
Hard work
Positive
Support from club members
Assistance form others within AU Sport and the club
Running the club will become easier
Success will follow both on and off the field
Recognition and rewards
Understanding of what is involved

22. Remember:
As the committee, it is your role to make the choices , to create the future for the community you serve