Transcript Slide 1

North Shore Swimming
Strategic and Business Plan
August 2009 - 2012
August 2009
Contents
1.
Introduction
2.
Strategic Overview
3.
Strategic Intent
4.
Outcome Map
5.
Key Risks
6.
General Conditions
7.
Organisation Structure
8.
Financial Comparison 2006 - 2009
9.
Key Actions required
10.
Key Outcomes 2010 (update with draft score 0410)
11.
Key Outcomes 2012
August 2009
Introduction
The North Shore Swimming Club (NSS) philosophy is to encourage all swimmers to achieve
their full potential by creating and delivering effective training environments and through quality
coaching.
Swimming has significant benefits for all who participate. It is a vehicle to achieve personal
fitness and it creates a sense of self-pride and achievement. Swimming requires a high level
of personal self-discipline and commitment, attributes, our club encourages and develops.
The club has excellent technical, tactical and core physical attributes necessary for achieving
swimming excellence. This level of excellence is further enhanced with the support of the local
community, extensive volunteer network, sponsorship partners, our affiliation with Auckland and
Swimming NZ, SPARK, The Millennium Institute Of Sport and North Harbour Sports Inc.
However, while NSS has a clear pathway for its swimmers and provides a development
framework so young people can achieve the best swimming experience possible within the
North Shore and indeed global community, the club needs to strategically position itself for the
next generation.
August 2009
Strategic Overview
MISSION
“to be the No 1 Swim Club in New Zealand”
CORE VALUES
Competitive
Fair Play
Commitment
Pride
VISION
“provide a challenging environment that encourages all swimmers to
achieve their potential without compromising our values with
excellent member relations”
STRATEGIC INTENT
What we are going to do
KEY ACTIONS
What we need to do
STRATEGIC OUTCOMES
Satisfied Swimmers
Delighted Sponsors
Governance & Systems Excellence
Motivated & Enabled Members
August 2009
Strategic Intent

Maintain National Club Dominance - Implement a long term Athlete development plan “LTAD”

Have 95% of eligible swimmers reach the national age group championships.

Increase contribution to NZ swimming - effectively delivering more highly trained swimmers
capable of transitioning on to the world stage.

Placing 6 new NSS athletes on the New Zealand Commonwealth Games Team in 2010.

Placing 4 new NSS athletes on the New Zealand Olympic Team 2012.

Secure more Pool space thus increase talent pool and revenue = dominance of club

Increase professional and personal development and training camps for our coaching staff

Increase Club profile and Support wider community involving swimming initiatives

Establish a trademark event and or increased meet management

Establish Alumni and continue member participation for future generations

Maintain best practice governance and management practices
August 2009
Outcome Map
Club Performance
Committed
Coaches
Success
Establish LTAD/ Sponsorship
Operational Excellence
Revenue
Recognition
Members
Meets, Learn to swim,
Marketing / Promotion
Pools space utilisation/
Desire to belong
Member Value
Environment
Systems / Financial
Communication
Facilities
Reporting
Alumni
OSH / Risk
Motivated People
Enabled People
Training / Succession / Recognition / Participation
August 2009
Key Risks

Financial revenues not achieved

Loss of key People

Significant member(s) incident

Competition enters our area

MISH non alignment

Poor Results
August 2009
General Conditions
Constraints
 Pool space
 Cost of pool hirerage
 Revenue driven off swimmer
numbers (inherent conflict, too many
swimmers quality decreases and less
people want to joining the club
conversely too few swimmers then
too costly to swim)
 NZ Swimming strategic alignment
 Economic environmnet
Opportunities
•
Sponsorship building on established brand.
•
Increase in Swimming Meets thus revenue
•
Centre of Excellence to attract members &
build club momentum
•
Alumni
•
Celebrity linkage: NZ swimming team who
have NSSC members and Ian Turner
former National Head Swimming Coach
and Head National Men’s Coach for Great
Britain.
•
Leverage of Mish and its associates
•
Retail and trade incentives for the club
through local identity association
•
Consider learn to swim initiatves through
schools for revenue generation
August 2009
Organisational Structure
Director Of Operations
Senior Coach
Junior Coach
Club Manager
August 2009
Financial Comparison ($000’s)
2006
2009
% Change
314
429
37
Grants
33
37
Registration
76
100
Other
32
30
Total Income
455
596
31
ASA & Other
17
22
29
Pool Hire
63
160
154
281
393
39
52
21
Total Expenses
413
596
Surplus (Deficit)
42
0
Fee Income
Staff Costs
Other (Deprc)
32
44
Note: Staff Costs in 2006 were 68% of Tot Expenses. 66% in 2009
August 2009
Key Actions Required
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Secure Strategic plan approval
Launch new Web site
Update Accounting systems and review costs and
financial budgets
Review OSH / Risk Management policies and
actions
Create a Communication Plan
Review HR and succession blueprint
Define a plan for major meet management and
commit to such
Agree plan to apply for specific Grant aplications in
excess of $50k.
Establish a Fund raising / Sponsorship sub
Committee of willing members - get $50k plus
Establish an Alumini
Secure ASA approval to assess our own members
for swimming qualifications
Regular promotion of Club for new pool space and
with MISH, ASA, NZSA and NSCC.
August 2009
Key Outcomes 2010
1.
2.
3.
4.
5.
6.
7.
8.
9.
What
Organisational Structure
1.
established
Review and update accounting 2.
software, Payroll, OSH, Risk &
HR.
Web site and Communication Plan3.
running
KPI’s
Documented
Alumini established
Major Meet date agreed
Club Naming Sponsor, Grants &
Fund raising >$100k
Exceed club/ swimmer results at
major events
Sucessful camps internally and
externally
Ensure NSS has local and
national presence
4.
5.
6.
Documentation
Planning and date agreed
Cash reserves
7.
Documented results

Yes
8.
Attendence numbers

Yes
9.
Regular meetings with
stakeholders
o
New systems, Documentation
and management of incidents
Documentation
o





o

SCORE
Yes but
Evolving
Acctng
/Payroll
Risk / HR
Web
Comms
No
Evolving
No
Yes but
not with
members
August 2009
Key Outcomes 2012
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
What
More lane space secured
Major meet established
Suffice cash reserves to run
greater than 6 months
Naming Sponsor
Best practice in OSH and
Risk management
Excellence in
Communication
Happy and motivated
employees
Major Alumini event
completed
No 1 swim club in NZ in
major events
No 1 in public mind for
success & learning e.g
camps.
1.
2.
3.
4.
5.
KPI
Increase in swimmers / revenues
Date established / profile
Cash at bank
7.
Communication and revenue
Documentation and yearly review
inclusive minimisation of incidents
Internal and external feedback. Club
profile
Low turnover
8.
Actual date
9.
NZSA recognition, major meet
recognition
Attendence / feeedback
6.
10.
August 2009
FINISH
August 2009