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Ross River Redskins Rugby Union Club

Vision Plan 2016 to 2020

Ross River Redskins Rugby Union Club Volunteer Management and Operational Plan of 56

Table of Contents

EXECUTIVESUMMARY........................................................................................................................3

ACKNOWLEDGEMENTS....................................................................ERROR!BOOKMARKNOTDEFINED.

METHODOLOGY..............................................................................ERROR!BOOKMARKNOTDEFINED.

BRIEFHISTORYOFTHECLUB..............................................................................................................4

WHYTHECLUBEXISTS........................................................................................................................4

CURRENTLYATTHECLUB...................................................................................................................5

FUTUREASPIRATIONS........................................................................................................................6

STAKEHOLDERCONSULTATIONRESULTS.........................................ERROR!BOOKMARKNOTDEFINED.

FUTURESTRATEGICGOALS.................................................................................................................8

STRATEGICGOALSANDCORRESPONDINGTARGETSANDTIMEFRAMES.............................................9

ACTIONSTOACHIEVEOURSTRATEGICGOALSANDTARGETS...........................................................13

BUDGETINGFORDEVELOPMENTS....................................................................................................14

1. INCREASEPLAYERANDVOLUNTEERNUMBERSFORALLJUNIORANDSENIORGRADES.....................................15

2. DEVELOPAPOSITIVEANDSUCCESSFULCLUBCULTURETOENHANCETHEPROMOTIONOFTHECLUB’SPROFILE

WITHINTHECOMMUNITY..................................................................................................................27

3. RELOCATETHECLUBTOVICTORIAPARKANDDEVELOPTHEFACILITIES.............ERROR!BOOKMARKNOTDEFINED.

4. IMPROVECOMMUNICATIONPROCESSESINTERNALLYANDEXTERNALLYOFTHECLUB.....................................37

5. INCREASEINCOMETOFUNDFUTURECLUBDEVELOPMENTS......................................................................42

6. IMPLEMENTARANGEOFCLUBPROCEDURESANDPOLICIESTOGUIDEVOLUNTEERS,MEMBERSANDSUPPORTERS49

IMPLEMENTATIONOFTHISPLAN.....................................................................................................55

YOUNOWHAVETHESPORTINGADVANTAGE..................................................................................56

If you always do what you’ve always done, you’ll always get what you’ve always got

Vicki Wilson


Executive Summary

The Ross River Redskins Rugby Union Club was established through the amalgamation of the

City Redskins and Ross River Rats clubs in 1991. The merged club was based at the Castle

Hill PCYC until1995 when they relocated to the Kirwan State High School. Their first A-grade

premiership came in 1998 which has since been followed by a number of grand final

appearances throughout all grades. The club is built on the premise of mateship, camaraderie

and having fun playing rugby. Given the tradition of the Redskins, there is strong support from

people who have previously played, coached, volunteered and followed the club, known

collectively as the Wrinkled Skins. Although the club is currently experiencing a challenging

rebuilding phase, there is much to look forward to in the future of the Redskins.

The Ross River Redskins Rugby Union Club volunteer Vision plan has been developed

through consultation with a broad range of internal and external stakeholders of the club. A

large cross section of ideas and thoughts were provided for their future direction. This plan has

summarised the feedback received, resulting in a concise list of goals that will guide the club

over the future years. All the goals include specific targets for the club to achieve and

corresponding actions on how to implement and achieve the strategic goals.

The Ross River Redskins Rugby Union Club’s goals include:

1. Increase player and volunteer numbers for all junior and senior grades 2. Develop a positive and successful club culture to enhance the promotion of the

club’s profile within the community 3. Improve communication processes internally and externally of the club 4. Increase income to fund future club developments 5. Implement a range of club procedures and policies to guide volunteers,

members and supporters

These goals and their respective targets will be challenging for the club to implement, however,

through utilising and following the corresponding actions, they are achievable. This plan can

assist to develop the Ross River Redskins into a consistently successful rugby union club that

attracts, nurtures and develops junior and senior players, volunteers, sponsors and supporters

who are passionate about rugby and the Redskins.


Brief History of the Club

§ Established 43 years ago, in 1967

§ The Club was originally the City Redskins

§ City Redskins were based at Wounded Knee behind the Fit For Life Centre

§ This field was named after the battle of Wounded Knee where Chief Sitting Bull was

killed - traditional Indian History

§ Suggested that the name Wounded Knee also from glass coming through grass as the

field was located on top of an old dump

§ Merged with Ross River Rats 1991/92

§ Ross River Rats were based at Jabiru Park in Condon

§ The new Club was then based at Castle Hill PCYC from 1992

§ Based at Kirwan High School since 1995

§ 1998 was last A grade premiership

§ Grand Final in 2004

§ U19 made grand final in their first season in 1992

§ U19 Grand Final in 2003

§ Reserve grade Grand Final in 2004, 2005, 2006

Why the Club Exists

The following points were identified at the planning clinic as to why the Ross River Redskins

Rugby Union Club exists:

§ To play footy

§ Mateship and camaraderie

§ Continue tradition into the future

§ Have a run around and fun playing rugby

§ Win premierships

§ Relaxed atmosphere and volunteer opportunities

§ Subsidise junior participation through old boys

§ Provide benefits to the community

§ Beat Teachers West

§ Continuation of the club merger between the Rats and Redskins


Currently at the Club The following is a summary of the current operation of the Ross River Redskins Rugby Union

Club. For the club to move forward and plan for the future, it is important to understand the

current situation. This list was a result of the planning clinic conducted.

Teams/Members

§ U8's, U10's, U12's

§ Ladies

§ A-grade and 2nd

grade Mens

§ 80 Senior players

§ 12 x U8s

§ 12 x U10's

§ 14 x U12's

Volunteers

§ 6 x coaches

§ 4 x managers

§ President

§ 2 X Vice President

§ Treasurer, Secretary, Registrar

§ 4 x General Members

§ Old Boys network who provide

advice

Courses

§ Provide coaching courses for

coaches if aligned with a team

§ All coaches do Smart Rugby

§ Admin education provided by

TDRU

§ Referee and linesman available

Facilities

§ Bindal Sports Ground

• 30 Year Lease – 2046

• 50/50 lease with TCEO

• Clubhouse

• Pay 50/50 share in mtc costs

• Changerooms

• 2 Fields – 1 Fully lit and

Irrigated

Income

§ Player fees

§ Sponsorship

§ Raffles

§ Home Game Profits

§ Apply for grants

§ Wrinkled Skins - old boys

§ Clothing

Expenditure

§ TDRU insurance

§ Game day fees

§ Presentations

§ Uniforms and jerseys

§ Catering for Home GAmes

§ Advertising and promotions

§ Letterbox drops

§ Equipment

Profile/Image

§ Not good

§ Underdogs

§ Only known within the Rugby

community

Marketing

§ TDRU development staff see

30,000 individuals - information

about all clubs provided

§ School visits with TDRU

development officers

§ Flyers given out to players in

school competitions

Communication

§ Committee meets every 4 weeks

§ Website

§ Newsletter

§ Noticeboard at training in the shed

§ Facebook

§ Email distribution list

§ Training announcements

§ Text messaging

Policies

§ Constitution

§ ARU Code of conduct

§ Other ARU policies

§ Committee decisions


Future Aspirations This is an extensive list identified at the planning clinic for the Ross River Redskins Rugby

Union Club. It includes a range of realistic, thought provoking, discussion initiating and

possibly unrealistic needs, thoughts and ideas.

§ Further Develop Bindal Sports Ground

§ Play home games

§ Develop a culture

§ Players that want to train and play

together

§ Staff/Volunteers to lead positive

culture

§ Community awareness

§ Ownership within the community

§ Identity of who is the team that

represents this community

§ Community sponsorship

§ Promotion within the community

§ Connections with local primary and

secondary schools

§ After school programs - funding

programs

§ Outcomes from hours of work put into

community

§ Play a good style of rugby

§ Connect more with the old boys

§ Involve more past players in the

Wrinkled Skins

§ Look at how other clubs are doing

things

§ Socialise more with other clubs

§ Play consistent footy

§ Reasons for people to be involved

with club

§ Enjoy being involved

§ Good social environment

§ Have fun

§ Be competitive on the field

§ Attract more supporters

§ Teams in every grade by 2018

§ U8’s - A-grade Men’s and Ladies

§ Increase volunteers

§ Create positive attitude

§ Position descriptions for volunteers

§ Incorporate volunteers at the sign on

§ List of what volunteer roles are on

offer

§ Committee members have roles -

clothing/events /sponsorship / grants

§ Utilise other community based clubs

and facilities

§ Links with other clubs

§ Create good links with Council

§ Social membership

§ Identify what grants are available

§ Retain players

§ Bring juniors through to seniors

§ Develop lower grade players into A-

grade players

§ Source Funding for lights Field 2

§ Automatic in ground irrigation Field 2

§ Seating

§ Shade

§ Create links with William Ross SHS

§ Coaching clinics for schools

§ Attend TDRU school clinics

§ Volunteer to coach school teams

§ After school clinic programs - 8 weeks

§ Source ARU try rugby funding

§ Link with TDRU's promotional person

§ Properly set out fields

§ Storage

§ Sponsorship proposal and package

§ Identify how the club can benefit

sponsors

§ Higher number of smaller sponsorship

amounts

§ Sponsor days

§ Sign Time sponsoring future signs


§ Work to retain sponsors

§ Support and deliver on promises for

sponsors

§ Look after the sponsors

§ Social membership through the old

boys’ network

§ Encourage players to pay registration

fees and be involved in their own club

§ Women involvement

§ Family involvement

§ Ladies days

§ Social functions that attract juniors

and seniors

§ Assign roles to communicate with

specific groups

§ Volunteer roles for juniors and seniors

§ Juniors and seniors to run

independently under the main

committee

§ Communication throughout the entire

club

§ Need to promote the benefits and fun

of playing rugby union

§ Wrinkled Skins funding towards Club

development

§ Increase sponsorship

§ Build identity in community

§ Communicate and enforce code of

conduct

§ Indentify what parents expect from the

club

§ Club mission statement

§ Off field behaviour

§ Professionalism of coaches,

managers, committee etc

§ Pride in club

§ Show a new professionalism of the

club

§ Responsible service of alcohol

§ Promote drinking in moderation

§ Supply info for blue cards

§ Keep parents onside

§ Strapping courses, sports trainer, first

aid

§ Promote and attend free Council

workshops

§ RSA and food handlers courses

§ Jersey raffles from QRU and ARU

§ Use sponsors for attractive raffles

§ Functions to fundraise

§ Plan a functions calendar

§ Presentation night fundraising

§ Provide functions and activities during

the off season

§ Awards and incentives for juniors after

games

§ Fines system

§ Identify expectations of parents

§ Monitor junior parent behaviour

§ Links with junior cricket clubs

§ Incentives to be on the committee

§ Accountability for volunteer roles

§ Family membership

§ Collect general information about

members and parents

§ Improve club politics

§ Succession planning

§ Keep email lists current

§ Form a working committee to develop

the facility

Shoot for the moon, even if you miss, you’ll land amongst the stars

Les Brown


Future Strategic Goals The following are the Ross River Redskins Rugby Union Club strategic goals that will guide the

direction of the club in future years. These 5 broad goals are challenging, however, have the

potential to develop the Ross River Redskins into a consistently successful rugby union club

that attracts, nurtures and develops junior and senior players, volunteers, sponsors and

supporters who are passionate about rugby and the Redskins.

1. Increase player and volunteer numbers for all junior and senior grades The club currently has a committed group of volunteers aiming to redevelop the club

into a successful organisation. To ensure the future sustainability of the club, it is

imperative to attract new players for all junior and senior teams, along with effective

volunteers to carry out a range of specific roles.

2. Develop a positive and successful club culture to enhance the promotion of the

club’s profile within the community To be successful, the club needs to create a professional culture and attitude that

provides opportunities for juniors and seniors to be involved in an enjoyable rugby

atmosphere that can develop a player’s skills at all levels of competition. This profile

needs to be consistently promoted through a range of marketing and advertising

campaigns throughout the community.

3. Improve communication processes internally and externally of the club

For the club to be sustainable, they need to retain current players whilst attracting new

players, volunteers and support through creating positive partnerships with club

stakeholders, ensuring a constant and effective flow of communication with these

stakeholders and utilising the benefits of the established old boys’ network.

4. Increase income to fund future club developments

To effectively implement the future developmental goals, the club needs to increase

their revenue stream. This will be achieved predominantly through furthering their

sponsors, implementing effective fundraising events and sourcing funding through

appropriate grants programs.

5. Implement a range of club procedures and policies to guide volunteers,

members and supporters To ensure the club complies with legislation, their duty of care for all members,

continues to operate sustainably and efficiently and can effectively manage a

productive group of volunteers, it is important that relevant policies and protocols are

formulated, communicated and updated.


Strategic Goals and Corresponding Targets and Timeframes To complement the future strategic goals of the Ross River Redskins Rugby Union Club, outlined below are the individual targets that need to be implemented to achieve each respective goal. These targets include an extensive range of projects that will be the responsibility of a range of different individuals within the organisation. Each target has a corresponding timeframe in which it is recommended to be commenced. A number of these targets are ongoing and are vital to be implemented annually, whilst other targets may commence and take a number of years to complete. These timeframes however, will allow the club to measure their progress throughout the life of this plan.

Strategic Goal Target Who’s Responsible Commencement

1. Increase player and volunteer numbers for all junior and senior grades

Field teams in all junior and senior Townsville and District Rugby Union grades Player Development 2016

Conduct a series of come and try days at the commencement of each season Player Development 2016

Appoint a qualified and experienced coaching staff for all grades for the following season by October of the previous year Volunteer Coordinator 2016

Provide incentives and opportunities for players and their partners and families to socialise after games and training sessions Event Coordinator 2016

Promote pathways for junior players to continue playing senior rugby union with the club Player Development 2017

Promote junior rugby union opportunities through schools within the club’s catchment area, whilst participating in TDRU school programs Player Development 2016

Implement a range of volunteer position descriptions for roles within the club Volunteer Coordinator 2016

Recognise and reward the contributions of volunteers Volunteer Coordinator 2016

Provide opportunities for volunteers to attend accreditation, education and training courses Volunteer Coordinator 2016



2. Develop a positive and successful club culture to enhance the promotion of the club’s profile within the community

Set a high level of professional and behavioural standards for game days and social events Executive Committee 2016

Provide organised skill, strength and conditioning development training sessions Coaching Staff 2016

Provide appropriate equipment, cold water and access to a sports first aid officer at training sessions Volunteer Coordinator 2016

At the start of each season, outline a calendar of events that include games and social opportunities Event Coordinator 2017

Implement social opportunities that incorporate both junior and senior players, volunteers and families Event Coordinator 2016

Implement marketing programs promoting the club within the local community, including schools and businesses Promotions Officer 2016

Develop a positive relationship with media outlets to promote media attention Promotions Officer 2016

Encourage club involvement in community events and off season social competitions Event Coordinator 2016



3. Improve communication processes internally and externally of the club

Develop communication networks with all club stakeholders Promotions Officer 2016

Further develop the old boys’ network of former players, volunteers and supporters Wrinkled Skins 2016

Develop the club’s communication methods through the website, social media and system of information distribution Promotions Officer 2016

Implement a club management structure that incorporates a clear information flow between the junior and senior components of the club Executive Committee 2016


4. Increase income to fund future club developments

Attract and maintain a range of club sponsors Income Officer 2016

Identify and apply for funding through grants programs Income Officer 2016

Implement a variety of fundraising activities Income Officer 2016

Develop and sell non-playing social membership packages Income Officer 2017

Develop a range of club merchandise for members, sponsors and supporters to purchase Income Officer 2016



5. Implement a range of club procedures and policies to guide volunteers, members and supporters

Document operating procedures for the benefit of subsequent volunteers Volunteer Coordinator 2016

Implement volunteer management protocols Volunteer Coordinator 2016

Communicate and enforce the club’s code of conduct and other policies Executive Committee 2016

Implement child safety policies Executive Committee 2016

Implement regular member feedback surveys and planning reviews Executive Committee 2016


Actions to Achieve our Strategic Goals and Targets

The strategic goals and targets identified and prioritised by the Ross River Redskins Rugby Union Club are both extensive and exciting. For these to be successfully implemented and the club to entirely achieve this plan in future years, it is imperative that the executive committee and club volunteers understand what is involved and how to carry out the identified projects. To assist this process, the remainder of this plan incorporates an extensive list of actions that will guide the club with the operational component of their goals and targets. Each identified target includes:

§ What the target involves

§ Who is responsible for achieving the target

§ When the target is to be commenced

§ What stakeholder resources are available to assist

§ A detailed process of how to implement the project One of the major factors to achieving the goals and targets will be to ensure the volunteers responsible for implementing specific projects understand the requirements of their role, have the knowledge, skills and attitude to carry out their role, can receive training to improve their capacity within the role and are enthusiastic to perform their role to the best of their ability. Another major factor will be to ensure that the finalised volunteer management and operational plan is effectively promoted to all Ross River Redskins Rugby Union Club stakeholders so that these people are aware of where the club is heading and what the club wants to achieve in the coming years. As the plan will be a large document, there will be a one page summary brochure that the club can easily distribute. This simple process will contribute considerably to this plan providing a significant benefit for the future of the Ross River Redskins Rugby Union Club.

Some people want it to happen, some wish it would happen, others make it happen

Michael Jordan


Budgeting for Developments

For the Ross River Redskins Rugby Union Club to feasibly implement future developments that incorporate significant funding allocations, whilst covering the operational costs of the club, it is crucial that the executive committee outline a seasonal budget. This will allow the club to implement the required fundraising to ensure the outlined goals and targets are achievable.

§ Outline the general expenses the club will incur to operate through the season, given the number of players and teams for that year

§ Outline the income the club is guaranteed to receive through sponsorship

§ Outline the income the club will receive through player registration fees

§ Determine what profit is made from specific fundraisers that have been successful in the past and a projected profit for new fundraisers

§ Determine what grants programs are available to obtain funding for operational expenses, accreditation courses and participation projects

§ Review the member registration fee to possibly include a contribution towards future facility developments

§ Outline an approximate cost of facility development projects for the corresponding season

§ Determine if the project can be fully funded by a grants program (anything over $35,000 is likely to need a contribution from the club)

§ Calculate what level of contribution the club will need to allocate to significant projects

§ Plan the number and type of fundraising events needed to achieve this amount

§ Determine if there are other funding programs available that you can access to contribute towards the club’s overall contribution

§ Formulate cash flow projections to ensure the club has sufficient funds when required

§ For the club to achieve significant savings through fundraising, it is important that any profits made through fundraising projects are not used for costs that can be covered through grants, so that the fundraising efforts go directly towards developing the club.

Smooth seas do not make skilful sailors

African Proverb


1. Increase player and volunteer numbers for all junior and senior grades The club currently has a committed group of volunteers aiming to redevelop the club into a successful organisation. To ensure the future sustainability of the club, it is imperative to attract new players for all junior and senior teams, along with effective volunteers to carry out a range of specific roles.

Target: Field teams in all junior and senior Townsville and District Rugby Union grades

Who’s Responsible: Player Development

Commencement: 2016

Stakeholder Resources: QRU, TDRU

Process:

§ To assist the long term viability and progression of the Redskins, the club ideally needs to work towards consistently fielding teams in the Senior 1st, 2nd and 3rd grade competitions, Ladies, along with all junior age divisions, Boys and Girls

§ This will ensure a long term development path through the club for juniors to progress to playing senior rugby union with the Redskins

§ For this to occur, it will be a combined effort by everyone within the club to implement all the targets outlined within this plan. Some of the main aspects will include:

• Ensure all teams have a coach and manager appointed for the following season • Ensure there is a coach coordinator appointed to assist all club coaches • Provide quality coaching and training for players

• Ensure all coaching and training is useful, but also enjoyable • Liaise with the TDRU and QRU to explore the opportunities of providing further

skills sessions for players

• Contact the TDRU and QRU development officers to arrange for club coaches or teams to attend training sessions and games involving Townsville representative teams. Through viewing sessions and games, much can be learnt from how other experienced coaches run drills and specific plays

• Treat the current players at the club respectfully to limit the number dropping out over the course of the season and in between seasons

• Continue an enjoyable social atmosphere at the club, where the players can be competitive on the field and have fun with their mates off the field


Target: Conduct a series of come and try days at the commencement of each season


Commencement: 2016

Stakeholder Resources: QRU, TDRU, Council, Dept S&R

Process:

§ Implementing come and try days that allow potential new participants to see what the club and rugby are all about, is a great way of attracting further players

§ Funding is available to conduct such events

§ Plan the event with enough time to organise and advertise it

§ Check the date of the event to ensure it doesn’t clash with other significant events

§ Make plans of how the event can run if it rains

§ Contact club sponsors and stakeholders to determine if they can assist

§ Organise to include at the event:

• A well known rugby or local personality, to attract people to attend • Coaches to run skills sessions • Volunteer officials to run modified games • Catering to suit the time of the day (BBQ lunch, fruit and muffin morning tea etc)

• Club committee members to provide information about the club • Flyers to include what the club provides, fees, when and where you play,

equipment requirements, club history, future plans, contact details and why the club exists

• Newspaper and radio media to attend • Promotion of your sponsors • A raffle

• Giveaways for participants (ie balls, hats, socks, water bottles etc) • An attendance sheet for people to record their name, contact details, which aspect

of the club they’re interested in, their previous experience in rugby etc.

• A representative from the TDRU and/or the QRU to attend

§ Organise extensive advertising of the event

§ Setup the event early on the day, well in advance of the starting time

§ Incorporate as many people from the club as possible for the event to ensure everyone who attends enjoys themselves and wants to become a member

§ At the end of the event, thank all those that have contributed and do a summary report of how it ran, to use for future events


Target: Appoint a qualified and experienced coaching staff for all grades for the following season by October of the previous year

Who’s Responsible: Volunteer Coordinator

Commencement: 2016


Process:

§ Before the end of the playing season, identify if the current coaches and support staff are suitable and/or available for the following season

§ Target specific people to coach and manage specific teams, depending on their level of experience and qualifications

§ Advertise and circulate through your networks, including the TDRU and QRU that you need coaches and managers for particular grades

§ Aim to have confirmed all coaches and managers for the following season before the end of the current season, so that current players can be informed and understand the club is well organised for the next season

§ Target a strength and conditioning trainer or multiple trainers for the club. If this can be done before the end of the current season, the trainer can advise of fitness programs interested players can carry out over the off season

§ Organise specific equipment or requirements coaches need to successfully carry out their role

§ Encourage media promotion of the coaching and support staff

§ Communicate to all players and potential players the coaching and support staff for the following season

Don’t die with the music in you

Wayne Bennett


Target: Provide incentives and opportunities for players and their partners and families to socialise after games and training sessions

Who’s Responsible: Event Coordinator

Commencement: 2016

Stakeholder Resources: Sponsors

Process:

§ Regularly (weekly, fortnightly or monthly) organise a meal and/or drinks for all club players after training sessions

§ If club games are recorded, these games could potentially be projected onto a big screen in the clubhouse for players to enjoy

§ Meals can include easily prepared options such as:

• Sausage sizzle • Spaghetti bolognaise • Pizzas • Steak burgers

• Hot dogs • Sandwiches/wraps/rolls

§ Include the catering costs into the club’s annual budget

§ Source a range of volunteers who would be available to assist with preparing the meals

§ Explore the opportunities of sponsorship deals with local restaurants or cafes to provide the meals

§ Alternatively, source sponsorship from food providers such as butchers, bakeries or supermarkets that can provide the food to be prepared

§ Recognise and reward all the volunteers involved in this important aspect of the club


Target: Promote pathways for junior players to continue playing senior rugby union with the club


Commencement: 2016


Process:

§ Graphically map out the opportunities and development pathways for young children starting to play rugby, through to the Wallabies

§ Utilise information and resources from the QRU and ARU that promotes involvement and development

§ Include this information in promotional material that is distributed through the community and at come and try days for new and returning players

§ Promote the pathways and opportunities at all appropriate club functions

§ Use senior players and Townsville representative players or former representative players, particularly those coming from the Redskins, to present at coaching clinics, workshops or social events on how they progressed playing rugby

§ Promote local players that have progressed through the club’s junior grades into the seniors as examples of development pathways within the club

§ Where possible, incorporate junior games leading into senior games. This has the potential to showcase the pathway for juniors into seniors, attract a larger number of spectators to senior games, increase the club’s fundraising capacity and create an enjoyable atmosphere for everyone to be involved in

§ Promotion of these events needs to be carried out in advance and include:

• Distribution of flyers or information to junior players, parents, volunteers and sponsors

• Distribution of flyers or information to senior players, coaches and sponsors • Promotion through all forms of the media

• Promotion through club networks • Attractions and entertainment would be beneficial to encourage families from the

juniors to remain for the senior games

• Distributing programs and match information of the senior games to all junior game attendees, will encourage support

§ Functions that can be held after the completion of the final senior game will encourage everyone to remain at the grounds for longer


Target: Promote junior rugby union opportunities through schools within the club’s catchment area, whilst participating in TDRU school programs


Commencement: 2016


Process:

§ Develop promotional material to be used through the schools, for example:

• Flyers • Club information sheets • Newsletters • Advertisements for school publications

• Stationery with the club’s logo for school children • Water bottles with the club’s logo to school teams • Hats and bags with the club’s logo (could be donated to the school to be used as

prizes or incentives for children)

§ Identify which schools you would like to target

§ Work in conjunction with the TDRU’s school development programs to determine where they may be able to assist the club and where the club may be able to assist them

§ Contact specific schools in the Annandale, Rosslea, Wulguru, Oonoonba, Idalia, Stuart, Alligator Creek and Mundingburraareas to determine how you can promote the club (ie newsletters, publications, show bags, specific teachers etc)

§ Setup an email distribution list with representatives from all schools

§ Regularly forward information to the schools that can be promoted to students

§ Ensure a functional level of communication with each school to ensure you don’t miss any promotional opportunities when they arise (ie school fetes, publications, sports days etc)


Target: Implement a range of volunteer position descriptions for roles within the club


Commencement: 2016

Stakeholder Resources: QRU, TDRU, Council, Dept S&R, Aust Sports Commission

Process:

§ Following are a range of position descriptions recommended for the successful implementation of this plan

§ It is recommended that general committee members are allocated a role, so that vital club tasks are being implemented by individuals with specific skills

§ The following position descriptions can be used as a base that the club can build upon as the respective positions evolve

§ The Queensland Rugby Union can also provide template position descriptions

§ Position descriptions are important to be utilised when approaching prospective volunteers to indicate what the role entails

§ Position descriptions are also essential for the monitoring and assessing of current volunteers within respective positions, to ensure they are contributing effectively and being supported where required

President

§ The principle leader of the club who has overall responsibility for the club’s administration. The President sets the overall annual committee agenda (consistent with the views of members), helps the committee prioritise its goals and then keeps the committee on track

§ Manage and facilitate effective executive committee meetings

§ Manage the annual general meeting

§ Represent the club at all levels, maintaining a positive relationship with the TDRU and QRU

§ Act as a facilitator for club activities

§ Ensure the planning and budgeting for the future is carried out in accordance with the wishes of the members and the club’s planning documents

§ Ensure compliance with all TDRU and QRU requirements Vice President

§ Responsible for providing support to the president to ensure the club is operating appropriately

§ Act in the president’s role when they are unavailable

§ Support and assist the president’s role where possible

§ Understand the club’s situation and future plans and directions


§ Ensure the club and the committee are operating in accordance with club policies and strategic direction

Secretary

§ The key administration officer of the club who provides the link between members, the club committee and external stakeholders

§ Organise all inward and outward mail and correspondence

§ Carry out meeting procedures including agendas and minutes

§ Write the annual club report

§ Maintain all club records in an ordered fashion

§ Word processing of all internal and external correspondence

§ Organise administration equipment, supplies and keys Treasurer

§ Responsible for all financial aspects of the club

§ Ensure that adequate accounts and records exist regarding the club’s financial transactions including accurate and up-to-date records of all income and expenditure

§ Coordinate the preparation of a budget and monitor it carefully

§ Issue receipts and promptly deposit all monies received in the club’s bank account

§ Make all approved payments and invoice groups/members promptly

§ Act as the signatory to the club’s bank accounts, cheque accounts, investments and loan facilities (with at least one other management committee member)

§ Manage the club’s cash flow and be accountable for the club’s petty cash

§ Prepare and present regular financial statements to the committee at meetings

§ Prepare financial accounts for an annual audit, and provide the auditor with information as required

§ Prepare an annual financial report Volunteer Coordinator

§ Responsible for ensuring all volunteer positions with the Redskins are filled and being carried out effectively

§ Manage the development of the club’s volunteers

§ Identify required training courses for volunteer coaches, referees, officials and administrators

§ Assist the broader committee with coaching staff recruitment and development

§ Improve communication between the committee and volunteers through a single point of contact

§ Provide, explain and evaluate position descriptions to prospective volunteers

§ Recruit new volunteers

§ Assist, support and evaluate current volunteers


§ Develop and manage a volunteer budget (ie accreditation, reimbursement for expenses, recognition and rewards, incentives etc)

§ Develop and manage a directory of volunteer education and training courses

§ Ensure all current volunteers document their role, knowledge and experience Promotions Officer

§ Responsible for identifying opportunities to promote the Redskins, advertising, raising the awareness of rugby union, organising of promotional events and ensuring efficient communication throughout the club, its stakeholders and the community

§ Networking with stakeholders to identify where the Redskins can be promoted

§ Networking with stakeholders to improve the identity and awareness of the Redskins

§ Organise promotional events within the community to promote rugby union

§ Develop an extensive database and distribution list of stakeholders in conjunction with the registrar

§ Distribute relevant information to club stakeholders

§ Compile all promotional material for the Redskins so that they are professionally presented

§ Create contacts and a positive working relationship with the local media

§ Maintain the Redskin’s website and social media

§ Maintain the club’s network contact lists of stakeholders, current members, and past members with the registrar

§ Continue to produce a Redskins newsletter Income Officer

§ Responsible for identifying and applying for suitable grants, approaching businesses to organise sponsorship packages, reporting to sponsors, maintaining sponsors and identifying other opportunities for raising funds for the club

§ Identify a range of grants programs the club is eligible to apply for

§ Liaise with the advisors from the grants programs to obtain information of how to apply

§ Work with a range of volunteers throughout the clubs to obtain ideas for projects that are eligible to apply for funding on (ie facilities, equipment, accreditation courses, volunteer recognition, travel, junior representative players, come and try days, events to increase participation etc)

§ Work with a range of volunteers throughout the club to obtain specific details and quotes for grant applications

§ Develop and submit grant applications

§ Develop a sponsorship package

§ Approach businesses to source sponsorship for the club

§ Report to the sponsors of how the club is promoting them and their services

§ Identify new fundraising event opportunities in conjunction with the publicity officer

§ Develop a range of merchandise that the club can sell to fundraise


Facility Manager

§ Responsible for organising and managing the upgrades and development of facilities and infrastructure

§ Create working partnerships with other stakeholders within the community that could benefit from the club’s facility developments

§ Identifying the next priority project to be implemented

§ Obtaining designs and quotes for projects

§ Working with the Income Officer to obtain funding for projects

§ Managing all aspects of facility and infrastructure projects from start to completion

§ Identifying any maintenance that is required

§ Ensuring all facilities are of a suitable standard and safe

§ Purchase and maintain ground maintenance equipment

Event Coordinator

§ Responsible for organising and managing club competitions, events and functions

§ The event coordinator will need to develop an event subcommittee of individuals responsible for different events

§ Organise and manage specific events, including planning, implementation and reporting

§ Assist and provide support for the implementation of events being managed by members of the subcommittee

§ Document procedures involved with organising events, for future reference

§ Provide opportunities for volunteers and players to socialise after training

§ Provide opportunities for all players, volunteers, sponsors and supporters to be involved in club social functions

In the middle of difficulty lies opportunity

Albert Einstein


Target: Recognise and reward the contributions of volunteers


Commencement: 2016


Process:

§ This is an integral component of maintaining happy and fresh volunteers

§ Recognition shouldn’t be reserved for extra special achievements, but for volunteers who are simply carrying out their role for the Redskins

§ Determine what achievements the club would like to recognise volunteers for example:

• Organising an event • Having fun whilst coaching the juniors • Work developing a grant submission

• Gaining a new sponsor • Carrying out their position description • Long service within a committee position

§ Ensure recognition is measurable, so the club can determine and justify who is recognised

§ Determine what the recognition should include. For example:

• A simple and sincere thank you – this goes a long way! • A sponsor or Redskins water bottle, hat, key ring, shirt etc • Tickets to a sporting event

• An announcement during the pre season competition or a home game • A notice emailed throughout the club’s network • An article in the Redskin’s newsletter

• A personal congratulations • A certificate of achievement • A nomination for a Council volunteer award • A party or dinner for all volunteers paid for by the club (there are some grants that

allow for a volunteer recognition contribution) Recognition can be as elaborate or simple as the club would like, however, it’s important to be consistent and also to take into account the personality of who you are recognising, as some people are embarrassed by public recognition, while others love it.


Target: Provide opportunities for volunteers to attend accreditation, education and training courses


Commencement: 2016


Process:

§ Identify a range of education and training programs that would be of benefit to players, for example:

• Nutrition • Strength and conditioning training • Specific playing or training techniques

• Personal injury insurance advice • Life coaching

§ Identify a range of accreditation courses volunteers within the clubs require, including:

• Coaching • Refereeing • Sports first aid

• Strapping • Responsible service of alcohol • Food handlers

• Management and sports leadership • Administrative and financial

§ Determine the details of providing programs including:

• Costs • When and where courses are available • Opportunities to source presenters to deliver programs for the club alone

§ Often, if there are enough people within the club who want to participate in the same course, it can be run specifically for the club at your convenience

§ Identify grants programs to fund the courses and their timeframes

§ Develop communication networks with training providers to receive information of upcoming courses and their requirements.

§ Courses could also be made available to sponsors, parents and supporters

§ Advertise courses and opportunities through the club’s networks

§ Approach the Department of Sport and Recreation, Council, or other Government agencies concerning opportunities they may be able to provide for free education and training workshops


2. Develop a positive and successful club culture to enhance the promotion of the club’s profile within the community To be successful, the club needs to create a professional culture and attitude that provides opportunities for juniors and seniors to be involved in an enjoyable rugby atmosphere that can develop a player’s skills at all levels of competition. This profile needs to be consistently promoted through a range of marketing and advertising campaigns throughout the community.

Target: Set a high level of professional and behavioural standards for game days and social events

Who’s Responsible: Executive Committee

Commencement: 2016


Process:

§ The executive committee, coaches, managers and club volunteers must lead this process and set an unwavering example to the club’s members

§ Provide all members with club shirts, bags, hats etc

§ When members join, provide them with a flyer of the game day and social event dress standards of the club and protocols for attending games

§ Reiterate these standards at training sessions leading up to game days and social events

§ Set a game day dress standard, incorporating • Club shirt, hat and bag to be worn by all players and members • Specify the type of pants and footwear (ie tailored shorts or jeans [no boardies,

footy shorts] and dress sandals or closed in shoes [no thongs or bare feet]) required to be worn

§ Set a social event dress standard that may vary for functions held at sponsors’ venues, at public events or at the club’s clubhouse. For example, club shirts to be worn at all sponsors’ venues, no club shirts at the races, and casual dress at the clubhouse

§ Initiate a penalty system for members who don’t comply. This can be a novelty system, for example, if a player shows up for a game not in their club shirt, they have to buy the player of the match a burger and drink at the end of the game

§ Implement a game day protocol, such as: • All players must turn up 45 minutes before the start of their game

• If there is a club game before the player’s own game, they need to turn up to support this game

• Allocate a congregation area for all players and their partners to meet at before their game

• All players to be in the changerooms to start getting strapped, and dressed in their playing strip at least 30 minutes before the start of the game


• The coach can then put the team through a structured warm-up, ready for the commencement of the game

• At the end of the game, all players to congregate together for at least one drink • Possibilities of an after match function at a sponsor’s venue or the clubhouse for

dinner, a few drinks and the presentation of player of the match awards.

§ Incentives can also be developed to encourage players to follow these protocols, for example

• Organising a contra deal with a sponsor to provide a burger and drink at no or little cost to the players after the game

• Players have to be present at after match functions to receive player of the match awards

• Once a month at the clubhouse, this could incorporate live music to create some atmosphere and encourage players and partners to attend

Winning breeds confidence and confidence breeds winning

Hubert Green


Target: Provide organised skill, strength and conditioning development training sessions

Who’s Responsible: Coaching Staff

Commencement: 2016


Process:

§ Appoint suitably qualified and experienced coaches and support staff

§ Provide the necessary equipment for coaches and support staff to carry out their role effectively

§ Encourage coaches and support staff to pre plan their sessions and communicate this with players

§ Training sessions, particularly the strength and conditioning component, can be planned for the entire season before training begins

§ Coaches and support staff need to be organised for the start of training sessions, with warm up drills setup and other required training equipment on the field where required

§ Start all training sessions on time

§ Work to a pre organised and timed plan throughout the training session

§ Approach other coaches and development officers within the region to assist with specific training sessions

§ Monitor coaches and support staff to ensure all sessions are organised and well implemented

§ Provide education and training support to coaches and support staff to continue to improve the level of training sessions

§ Different types of training sessions can include: • Skills drills that incorporate a fitness aspect • Training drills that replicate a playing situation

• Road runs, bike rides, swimming or a combination • Long (aerobic) or short (anaerobic) interval sessions • Group fitness, aerobics or pilates

• Resistance sessions using body weight exercises or gym equipment • Acceleration and speed drills • Playing tennis, squash, oztag, soccer, AFL etc • Wrestling

• Team building exercises and games


Target: Provide appropriate equipment, cold water and access to a sports first aid officer at training sessions


Commencement: 2016

Stakeholder Resources: Council, Dept S&R

Process:

§ It is essential for coaches and players to perform at their best, that suitable equipment is available at training and on game days

§ The coaching coordinator needs to ensure all necessary equipment is available and coaches know how to correctly use it

§ Equipment the club could benefit from includes: • Quality training balls

• A range of coloured markers • Agility poles • Agility ladders • Speed training rings

• Speed chute • Step hurdles • Tackle bags

• Hit shields • Scrum machine • Tackle suits • Kicking tees

• Water bottles and coolers • Focus mits • Weights/dumbbells

• Pump • Whistles • Carry bags

§ An inventory of all equipment needs to be monitored to ensure the club doesn’t lose and have to continually replace items unnecessarily

§ All equipment needs to be stored safely and in an organised manner at the club’s grounds

§ Arrange for water bottles or cups of water to be provided to players during training

§ Arrange for the club’s sports first aid officer to attend training early in the week after games to assess injuries and provide advice on recovery and rehabilitation


Target: At the start of each season, outline a calendar of events that include games and social opportunities


Commencement: 2016


Process:

§ Identify all events club members would be interested in, including: • Pre season carnivals, competitions or trial games

• Club social and fundraising events • Club come and try days • Season launch and presentation evening

• Accreditation or training courses • TDRU or QRU events • Sponsors events

§ Develop a calendar of events that includes details relating to the events including:

• Dates and times • Costs

• Locations/directions • Requirements • Preparation

§ Format the calendar of events so that it is easy for members to follow and can easily be promoted to prospective members

§ Develop different formats of the calendar that incorporate more or less detail, depending how and where the respective copy is going to be used

§ Promote the season calendar of events:

• To all current members • To potential new members

• Through stakeholder networks • To club contacts at media outlets to create possible club exposure • To the TDRU and QRU • On the club’s website and social media

• In advertising and marketing campaigns • To other sporting and community clubs • To club sponsors

§ This calendar of events will demonstrate the club is well organised for the upcoming season. This has the potential to assist in significantly enhancing the club’s membership, participation and revenue.


Target: Implement social opportunities that incorporate both junior and senior players, volunteers and families


Commencement: 2017


Process:

§ Identify and determine early in the year what social events can be implemented throughout the year

§ These functions can double as fundraising events

§ Start planning these events early to ensure they are well organised

§ Social events may include:

• A formal club dinner and ball • A season launch • The presentation evening

• After game functions • Memorabilia auction • Club poker tournaments • Family fun days

• Dinners at local restaurants • Dinners at the clubhouse – catered roast, bbq, pizza, hungi etc • Golf days

• Race days • Fishing charters • Attending TDRU events

§ Develop a projected budget for the event outlining if there will be an expected profit

§ Develop a project plan that outlines what tasks need to be completed, who needs to complete each task, when they are required to be completed and applicable costs or resources for each task

§ Develop an extensive advertising and marketing plan to promote and encourage involvement in the event

§ After implementing the event, document a report outlining how it was implemented and the outcomes

§ Encourage media exposure where applicable

§ Other opportunities that exist whereby junior and senior players can be involved together throughout the club, include:

• Senior players as junior coaches or support staff • Senior players running specialised skill sessions for junior teams • Senior players attending junior games


• Senior players training with the juniors • Junior teams training with senior teams • Junior players training with senior players • Conduct training sessions that incorporate all players in the club, such as:

- Fitness or sprint sessions

- Circuits incorporating skill and fitness drills

- Road or cross country runs

- Team building games • Senior players being partnered with juniors as a mentor

• Senior players talking to junior teams about their experiences and what the club means to them

• Senior players attending and assisting with come and try days

• Senior players being involved with school rugby union programs • Social events that include both junior and senior teams • After training social events that include both junior and senior teams • After match functions

• Providing junior players with season passes to senior games and encourage them to attend and be involved around the senior teams on game day

• Ensure the team uniforms of the juniors and seniors are all the same • Include juniors and seniors in club events

• Encourage senior players to interact with juniors where possible

If winning isn’t everything, why do they keep score?

Vince Lombardi


Target: Implement marketing programs promoting the club within the local community, including schools and businesses

Who’s Responsible: Promotions Officer

Commencement: 2016

Stakeholder Resources: QRU, TDRU, Dept S&R

Process:

§ When implementing marketing and advertising campaigns, target specific groups or areas of the community and identify what details this group of people would find appealing, so that you can develop all promotional material from the aspect of ‘what’s in it for me’. For example:

• Juniors – fun, fun and more fun, development and health benefits targeting parents

• General community – have fun, opportunity to meet people, become fitter, lose some weight and enjoy playing rugby

• Defence – opportunity to meet new people if you’re new to town and enjoy a game of rugby when not on an exercise

§ Identify how you can best reach these specific groups and target advertising and marketing there. For example:

• Come and try days • Schools or specific businesses • Established stakeholder networks

• Fitness centres • Other sports

§ When promoting the Redskins, it is essential that all advertising looks professional, there aren’t any spelling or formatting errors on the material, the logo and what you are offering is clear and there isn’t too much information crammed into a small area

§ Be alert for opportunities that may arise to market the club through the community, such as local school events, community events, Government or Council events

§ Obtain as much exposure for the club through the media. A good relationship with the media will ensure positive exposure

§ Conducting come and try days, school promotions, business promotions, an information stall or raffle at shopping centres or attending community events are effective ways of raising the awareness of the club throughout the local community

§ Continually forward information to your networks about club events, achievements, changes and improvements and update appropriate website and social media pages regularly with this information


Target: Develop a positive relationship with media outlets to promote media attention


Commencement: 2016

Stakeholder Resources: TDRU

Process:

§ The Promotions Officer would need to create effective contacts and develop a good rapport with the local media

§ Promote the inclusion of different types of rugby union media articles, such as: • Profiles of players, coaches and teams

• A group of juniors progressing through the grades together • Articles from team players or coaches • The spread of players’ ages participating

• Families playing across different grades and teams • History of traditional rivalries • Off field club and club involvement in community events • Profiles and perspectives of Redskins spectators

• Results or winning streaks

§ Invite and encourage media outlets to attend Redskins events

§ Approach radio stations for support in promoting upcoming home games or providing live score updates during games

§ The club can create interesting promotional opportunities for the media to utilise, such as • Representative or touring team games • Family days

• Other entertainment at games • A sportspersons’ dinner and sporting memorabilia auction • Junior games leading into senior games

• Season launch • Sponsor days • Sevens carnival


Target: Encourage club involvement in community events and off season social competitions


Commencement: 2017

Stakeholder Resources: Other community groups and sporting associations

Process:

§ Identify at the start of the season community events the club may be able to participate in, such as:

• Relay for life • Shave for a cure • Breast cancer awareness pink days

• Council sports expos • Council family days or festivals

§ Liaise with TDRU, QRU, Council, Charity Organisations and Government Departments to identify opportunities

§ Obtain details of these community events including costs, times, dates and fundraising expectations

§ Formulate a package including the above information to distribute throughout the club

§ Determine interest within the club of participating, then organise the club’s involvement

§ From a sport perspective, look at what opportunities there may be to enter a team into:

• Touch football • Mixed netball

• Twenty20 cricket carnival • Cricket season • Pre or post season 7’s carnival • Fun runs or team triathlons

• Athletics or swimming groups

§ Make contact with other country rugby union clubs throughout Australia to determine if the Redskins can travel and play a game against their club, or vice versa

§ This could become an annual tour at the end of the season or pre season

§ Could even go as far as approaching clubs in New Zealand


3. Improve communication processes internally and externally of the club For the club to be sustainable, they need to retain current players whilst attracting new players, volunteers and support through creating positive partnerships with club stakeholders, ensuring a constant and effective flow of communication with these stakeholders and utilising the benefits of the established old boys’ network.

Target: Develop communication networks with all club stakeholders


Commencement: 2016


Process:

§ The club currently has a very good email distribution list, however, for this to remain useful it needs to continually be updated and developed

§ Identify who within the community would benefit from email updates about the club

§ Develop the club’s network of stakeholder contacts, through which you can pass information, that may include:

• All current and former players • All current and former club coaches and volunteers

• Spectators • Townsville and District Rugby Union • Queensland Rugby Union

• Australian Rugby Union • Primary and Secondary Schools • Other rugby union clubs across the State • Council and Councillors

• State and Federal MPs • Other community and sporting organisations • Specific businesses and companies

• Club sponsors • Government departments • Media outlets

§ Make this list as extensive as possible, to promote as much interest in the club as possible

§ Obtain stakeholder contact details from any source available including, player and coach registrations, club contact information, a register on the gate at games where anyone can add their email address or mobile number, through other stakeholders etc

§ Ensure all information that is distributed looks professional, is relevant and not too lengthy

§ Continue to update the list as details change or new contacts are made


Target: Further develop the old boys’ network of former players, volunteers and supporters

Who’s Responsible: Wrinkled Skins

Commencement: 2016

Stakeholder Resources: Wrinkled Skins’ current network

Process:

§ Further developing the club’s network of former players, coaches, referees, committee members, sponsors and supporters is a great way to:

• Include people that are linked to the club and likely to still have an interest • Let people know how the club is now progressing • Market and promote the club’s competitions and events

• Encourage further support for the club and rugby in general • Encourage people to get back involved in rugby, whether it be in Townsville or

wherever they may now be living • Promote and sell social memberships

• Promote the sale of club merchandise • Encourage sponsorship • Increase volunteer numbers

• Organise further highly attended and successful reunions

§ Assign one person to the role of developing and maintaining this network

§ Social media pages such as Facebook are a very efficient way of achieving this, as they have an enormous capacity to reach a lot of people

§ Using the club’s website, social media page or an email point of contact, provide somewhere that people can register to obtain information about the club

§ Use the network to distribute information such as:

• Regular newsletters • Game results and updates

• Representative players, results and achievements • Media articles • Social membership and sponsorship opportunities • Junior competitions and development


Target: Develop the club’s communication methods through the website, social media and system of information distribution


Commencement: 2016


Process:

§ Maintaining an up to date website has the potential to enhance the profile and image of the club through incorporating a range of appealing articles, game day previews and reviews, player profiles, upcoming events and promotion of the club’s sponsors. Social internet pages similarly create this opportunity to access and appeal to a broader cross section of the community.

§ Ensure the website remains up to date and includes information that people would find interesting including:

• Game previews and reviews • Articles that appeared in the media • Footage of game highlights and interviews • Tipping competition

• Photos • History • Team and player lists

• Profiles of coaches, umpires and players • Club volunteer profiles • Draws, results and ladders • Representative games, teams and players

• Upcoming events • Contact information for coaches, managers and committee • Strategic plan

• Sponsors • Links to other rugby websites • Recognition of volunteers, teams, players, spectators, sponsors etc

§ Promote any updates on the website to all club stakeholders

§ Maintain and monitor a Redskins social internet page such as Facebook

§ Information disseminated can include similar details to that of the website

§ Promote the page to all club stakeholders Email Distribution

§ Determine groups of contacts you regularly distribute information to, for example:

• Committee • Club coaching staff


• Entire membership base • External stakeholders • Media outlets

§ Produce a regular newsletter to include information such as:

• Game previews and reviews • Draws, results and ladders

• Upcoming events such as family days • Recognition of team or club achievements • Education and training courses available • Player, coach, volunteer or team profiles

• Submissions from players or coaches • Upcoming representative matches • TDRU or QRU promotions

• Website updates and information • Sponsor news or offers

§ Only forward relevant information to specific groups, to increase the likelihood that emails are read and not ignored or deleted

§ Ensure the subject heading of the email is interesting to encourage the recipient to open it

§ Incorporate a clear contents page so recipients can quickly browse to see what is included

§ Employ a similar method to distribute information via text messages, including game results, upcoming events, reminders etc

§ Research suitable phone plans that may include unlimited text messaging

Obstacles are those frightful things you see when you take your eyes off your goal

Henry Ford


Target: Implement a club management structure that incorporates a clear information flow between the junior and senior components of the club


Commencement: 2016


Process:

§ An overarching board could be developed, that includes representatives from both the junior and senior committees

§ This board could deal with matters relating to the overall operation of the club

§ The junior and senior committees would then be responsible for operating their respective teams

§ Alternatively, assign a member of the club as a communication link between the two committees that could involve:

• Attending senior and junior club meetings • Summarising the outcomes of junior and senior committee meetings • Reporting to the senior committee the junior committee meeting outcomes and

vice versa

• Transfer information from one committee to the other • Act as an initial point of contact for both committees

§ This role will be largely responsible for the smooth communication between the two committees, that will aim to decrease misunderstandings that may lead to confusion and issues

§ Other general communication options could include:

• Minutes from committee meetings being distributed to both committees • All junior and senior club information being uploaded to the club’s website

• Minutes from committee meetings being uploaded to the club’s website • Email distribution updates to all senior and junior committee members • Newsletter information including both the seniors and the juniors

• Meetings between the two committees every couple of months


4. Increase income to fund future club developments To effectively implement the future developmental goals, the club needs to increase their revenue stream. This will be achieved predominantly through furthering their sponsors, implementing effective fundraising events and sourcing funding through appropriate grants programs.

Target: Attract and maintain a range of club sponsors

Who’s Responsible: Income Officer

Commencement: 2016


Process:

§ It is imperative that sponsorship proposals are presented professionally and sponsors’ needs are satisfied where required

§ When sourcing potential sponsors, identify opportunities within the club for sponsorship, for example:

• Club naming rights sponsor • Supporters sponsor • Home game sponsor • Specific team sponsors

• Development sponsors • Pre season sponsor • Player sponsor

• Home ground sponsor • Event sponsor

§ Identify businesses that would have the most potential to benefit from sponsoring a rugby union club, for example:

• Food/restaurant outlets • Car dealerships

• Hotels • Hardware stores • Electrical retailers • Outdoor and recreation stores

• Tradesmen

§ Develop a professionally presented sponsorship package that includes:

• Details about the Redskins including:

- History

- Season, competitions and carnivals


- Participation numbers

- Family involvement

- Game locations and facilities

- Junior and school involvement

- Promotional and fundraising events

• Benefits the Redskins can offer the sponsor including:

- Exposure to a large number of local players, volunteers and spectators

- Use of sponsors’ name in the media

- Facility signage at the club’s home ground

- Logo on jerseys, shorts, training singlets and club dress shirts

- Logo on club merchandise - shirts/hats/bags/stubby coolers etc

- Acknowledgement over the loud speaker at games or carnivals

- Logo on the website, newsletters, advertisements, flyers etc

- Use of their venue for after match or social functions

- Opportunity to promote their services at games

- Distribution of information through the club’s email network

- Special privileges at games • Benefits to the club including:

- Cash contribution

- Contra products

- Contra products to raffle

- Reduced cost of purchasing products for the canteen, equipment or apparel

- Providing services such as videoing games or security

• Different sponsorship options for different levels of commitment that provide differing levels of benefits

• Communication and reporting mechanisms of the benefits the sponsor is receiving (vital and often over looked)

§ Approach businesses to present and sell the sponsorship package

§ Ensure the package is presented professionally and be flexible with what you are willing to receive, but ensure you get value for the benefits you are providing

§ Document an agreement with the sponsor outlining what both will be providing/receiving

§ Ensure the sponsor is receiving the benefits outlined in the agreed proposal and the benefits are being communicated and reported to the sponsor. This will provide the club with the optimal probability of the sponsor continuing their sponsorship

§ Include the sponsor in the club, for example invite them to club events such as the season launch, promotional days, semi finals, grand finals, annual presentation evening, representative games, carnivals, general games etc


Target: Identify and apply for funding through grants programs


Commencement: 2016


Process:

§ Grants that may be available to the club are listed below, along with website addresses to access further information

§ They range in: • The amount of funding available

• Club and project eligibility • When the club can apply • Information required for the application • Club financial contributions towards the project

• The timeframes around when projects can be implemented

§ Other programs will become available through different government departments and organisations at various times, so it is important that the club remains alert for opportunities

§ Appointing an Income Officer will greatly assist the identifying and submitting of quality applications

§ Always obtain feedback from the funding body when a grant was not successful

§ Download guidelines of the program to determine if the club and the project are eligible

§ Contact the program’s advisors to discuss your project and specific areas of the application you can focus on

§ Most applications will require you to justify the need of your project

§ Excerpts identifying projects within this plan will assist, as the plan incorporates extensive community consultation and prioritises the needs of the club

§ Approach the TDRU and QRU to determine how they may be able to assist or support

§ Obtain letters of support and survey members concerning their thoughts on the proposed project

§ Discuss your project with the club’s stakeholders and obtain their feedback and support

§ Ensure you are thorough and cover all the requirements of the application in detail. For example, facility development projects will require clear designs and scope of works, evidence of land tenure, permission from the land owner for the project, 3 quotes from licensed contractors for each component of the project, building and development approvals, a budget including contingencies, a cash flow projection and evidence of funds if the club needs to allocate funding towards the project. Each component you can’t show evidence of, decreases your probability of being successful

§ Submit the application in the format requested and ensure you have attached all the relevant supporting documents


§ If successful, ensure the project is carried out in line with what the funding body approved and record all expenses related to the project if the need arises to supply evidence of how the funding was used

§ Keep in close communication with the funding body to advise how the project is progressing and adhere to their acknowledgement requirements

If you really want something in life you have to work for it. Now quiet, they are about to announce the lottery numbers

Homer Simpson


Target: Implement a variety of fundraising activities


Commencement: 2016


Process:

§ Given the financial pressure of operating the club, it is important that there are at least two major fundraising events organised for the year that are will planned and implemented successfully

§ Identify and determine at the completion of the season, what the two fundraising events for the following year will consist of

§ Start planning these events early and over the off-season, whilst the regular season operations aren’t as much a factor

§ Events may include: • An off season or pre season rugby sevens carnival open to any club throughout

Queensland to compete in • A sportsman’s dinner/memorabilia auction or formal ball • An event in conjunction with the V8 supercar weekend

• A rugby styled flag footy competition during the off season • A 12-24 hour continuous game of rugby where participants source sponsorship • A women’s rugby union carnival during the season

§ Develop a projected budget for the event outlining the expected profit

§ Develop a project plan that outlines what tasks need to be completed, who needs to complete each task, when they are required to be completed and applicable costs or resources for each task

§ Ensure there is a club event coordinator to manage the project and monitor that the project plan is being completed

§ Develop an extensive advertising and marketing plan to promote and encourage involvement in the event

§ After implementing the event, document a report outlining how it was implemented and the outcomes

§ To complement the two major fundraising events, the club can continue with regular fundraisers such as:

• Home game food and beverage takings • Game day raffles/doubles • Selling club merchandise

• Social events • Season launch and presentation evening • Involvement with community events


Target: Develop and sell non-playing social membership packages


Commencement: 2016


Process:

§ Develop a package for club supporters that are not playing or directly involved as a volunteer, to be a social member of the Redskins

§ Benefits they receive may include: • Branded apparel

• Complementary burger or drink at home games • A special marquee at home games • Invitations to club functions • Discounts at sponsors’ businesses

• Regular club newsletters and information • Opportunity to provide input into the club • An annual members’ event at a home game

• Member prize draws at home games

§ This could further develop the Wrinkled Skins

§ Determine the cost of the membership to ensure value for the prospective member, but a source of income for the club

§ Approach sponsors to determine what discounts, offers or promotions they may be able to offer members (remembering this is another source of promotion and benefit for them)

§ Develop a membership form for people to complete and sign

§ Develop membership cards to be distributed to all members

§ Develop a promotional flyer outlining the benefits of being a club member

§ Promote the membership opportunities throughout the community utilising the club’s networks, website, media contacts etc

§ Target past and present players

§ Promote the memberships at home games and community events

§ Provide members with an opportunity to supply feedback and comments about the future development of the club

§ Forward promotional information to members at the end of the season to encourage them to continue their membership the following year


Target: Develop a range of club merchandise for members, sponsors and supporters to purchase


Commencement: 2016


Process:

§ Identify a range of merchandise the Redskins can produce for promotion. This could include:

• Polo shirt (men’s and women’s) • Dress shirt (men’s and women’s) • Training shirt/singlet

• Other clothing • Training balls • Plastic inflatable balls

• Water bottles • Caps • Bucket hats • Key rings

• Stubby coolers • Coasters • Stationery

• Temporary tattoos

§ Obtain quotes for the purchasing of this equipment

§ Source sponsorship to include on merchandise, particularly clothing

§ Purchase equipment within the club’s means. It is unlikely there will be grants programs that this is eligible through, unless it can be used as a volunteer recognition component

§ Promote the purchasing of the club’s merchandise at training, home games, to sponsors, on the website, at community events, through the club’s communication network etc


5. Implement a range of club procedures and policies to guide volunteers, members and supporters To ensure the club complies with legislation, their duty of care for all members,

continues to operate sustainably and efficiently and can effectively manage a

productive group of volunteers, it is important that relevant policies and protocols are

formulated, communicated and updated.

Target: Document operating procedures for the benefit of subsequent volunteers


Commencement: 2016

Stakeholder Resources: Current volunteers

Process:

§ Identify and develop a list of everything that is organised to operate the club, for example:

• Registering players • Preparation and operation of teams • Organising coaches and support staff • Training sessions

• Game day operations • Canteen and bar • Advertising

• Promoting media exposure • Fundraising events • Sourcing sponsors • Applying for grants

• Purchasing equipment • Coach and administrator payments • Requirements of the TDRU and QRU

• Newsletters

§ Identify who currently organises each aspect

§ Approach the respective volunteer to ask them to document the process of what is involved in organising their task

§ Culminate all responses into the one document that is easy to navigate

§ Ensure this document is saved and stored in a location that will not be lost as volunteers within the club change

§ Promote this document throughout the club to assist volunteers with their roles

§ Constantly update this document as procedures are improved or altered


Target: Implement volunteer management protocols


Commencement: 2016


Process:

§ There are a number of written policies and procedures that should be documented to assist volunteers, such as:

• Club volunteer structure, responsibilities and authority, for example:

- Who is responsible for what and who/how are particular decisions made

• Orientation and induction for new volunteers, for example:

- What is their role, who do they ask for assistance and how can they best contribute towards the club

• Support structures for volunteers, for example:

- What training is available, who can show them what to do and how do they go about asking for some help

• Training appropriate for volunteer responsibilities, for example:

- What courses are available for specific volunteer roles, what other aspects of the club might a volunteer like to learn about and what’s required for specific accreditations

• Reporting and accountabilities, for example:

- What are the responsibilities of particular volunteer roles and what needs to be provided to the committee so that all the club’s operations are transparent

• Discrimination, complaints and disciplinary procedures, for example:

- Conflict resolution between volunteers or players, damage of equipment or facilities or general complaints

• Reimbursement of out of pocket expenses, for example:

- Travel, phone, postage, food, drinks etc

§ The majority of policies that clubs need are often provided by your State and National sporting organisations. Other useful resources and templates can be found at:

• Volunteering Australia www.volunteeringaustralia.org • Volunteering Queensland www.volunteeringqueensland.org.au • Queensland Department of Sport and Recreation www.sportrec.qld.gov.au

• Australian Sports Commission www.ausport.gov.au


Target: Communicate and enforce the club’s code of conduct and other policies


Commencement: 2016


Process:

§ The QRU and ARU provide policies for the majority of club requirements, including the code of conduct

§ It is important that the club use these policies

§ Circulate policies to club members, volunteers, players and stakeholders to ensure they are aware they exist

§ Include information about these policies in inductions

§ When required, immediately act on club issues as outlined in the respective policy

§ If policies are not used and communicated, they will not be of any benefit to the club

§ The club needs to ensure they are operating by the law and adhering to the required policies

§ Although it is easy for policies to be forgotten or at times ignored when volunteers are busy trying to run a club, it is imperative for the sustainability of the club that they are used and carefully followed

In life, as in football, you won’t go far unless you know where the goal posts are

Arnold H Glasgow


Target: Implement child safety policies


Commencement: 2016


Process:

The following advice concerning the responsibility of the club towards child safety has been

supplied by the Australian Sports Commission. If the club is unsure of any aspect of child

protection at any stage, it is advisable to seek professional, legal advice.

§ Sport organisations and clubs have a legal and a moral responsibility (duty of care) to create an environment where children can have fun and be safe from any form of abuse while participating in sport.

§ Abuse can occur in a variety of circumstances, however, research reveals that abuse is more likely to take place in organisations that have the following characteristics:

• limited resources

• poor coordination and consistency • gaps between policy and practice • inadequate policy and guidelines • lack of specialised skills

• limited staff support • unwillingness to listen to the child/complainant • lack of information

§ In addition, the Royal Commission into the NSW Police Service – Paedophile Inquiry in 1997 found that many organisations’ procedures were inadequate. When allegations were made against a staff member, each organisation generally had:

• a disbelieving and disparaging attitude towards complainants, particularly those in vulnerable positions

• a disinclination to accept that any of its officers would engage in wrongful conduct

• a concern as to the possible scandal which would arise as a result of investigation • a belief that it was better to ‘fix’ the problem from within • on occasions, a readiness to penalise an officer or employee who reported

possible misconduct by another worker

§ In order for sporting organisations to provide a safe environment for children and minimise the risk of child abuse, parents, coaches and sporting organisations need to implement measures that address the above points

§ Your State and National sporting organisations should be able to provide appropriate resources and training to assist the club with child safety. Other useful resources can be found at:


§ Commission for Children and Young People and Child Guardian www.ccypcg.qld.gov.au

§ Play by the Rules, making sport inclusive, safe and fair www.playbytherules.net.au

§ Australian Child Protection Legislation http://www.aifs.gov.au/nch/pubs/sheets/rs14/rs14.html

§ Queensland Department of Sport and Recreation www.sportrec.qld.gov.au

§ Australian Sports Commission www.ausport.gov.au


Target: Implement regular member feedback surveys and planning reviews


Commencement: 2016

Stakeholder Resources: Redskins

Process:

§ The club has prioritised the development of this plan, however, for the plan to be correctly used and beneficial to the club, it is vital there are annual reviews to determine:

• What has been achieved • What hasn’t been achieved as yet • What needs to be altered to continue to develop the club

• Where have particular situations changed • What new challenges have arisen • Where do timeframes need to be adjusted

• Are there any new targets that need to be included • Is the club operating as well as it could be

§ It is great to be able to include all club members, players, volunteers and stakeholders into the future direction of the club, as we have done in the formulation of this plan, therefore it is advisable to annually:

• Survey members – make it quick and easy

- www.surveymonkey.com this is a great online survey resource that’s free! • Conduct planning review workshops – include some food and ensure its pre

planned to run to a set agenda • Talk to club volunteers, players and supporters to obtain their views and ideas for

how the club is progressing

§ The more people within the club you can incorporate into this process, the more people will feel ownership and pride in the club which will potentially lead to more volunteer participation in the future


Implementation of this Plan

For the Ross River Redskins Rugby Union Club to experience the full benefits of this volunteer

management and operational plan and the corresponding operational plan, it is imperative that

the following occurs:

Task Timeframe

All targets and actions are implemented utilising the operational

component of the plan 2016 – 2020

The club’s goals and the plan is promoted to members,

prospective members, sponsors and stakeholders July 2016

All members of the executive committee and volunteers

involved with the club have a copy of the plan and are aware of

the aspects that relate to their role July 2016

The plan is reviewed at the start and finish of each year November and February Annually

The plan is updated to reflect what has been achieved and

where targets may change November and

February Annually

Recognise and celebrate when specific targets have been

achieved Ongoing

Have fun and enjoy the ride of putting into action your club’s

goals Always

It has been a pleasure developing this plan for the Ross River Redskins Rugby Union Club. Sporting Advantage sincerely hopes the club benefits

through implementing the targets identified within this plan and you achieve your goals for future success. Time will fly by fast, so remember to enjoy the

ride along the way!


You Now Have the Sporting Advantage Sporting Advantage is a sports consultancy business based in Townsville that provides

professional planning, consultation, advice and an ongoing service to assist sport and

recreation clubs and clubs with their future developmental aspirations.

Sporting Advantage consists solely of the managing director and North Queensland local, Luke

Wilson. Luke’s experience within the sport, recreation, health and fitness industry is surpassed

only by his passion and enthusiasm for sport and recreation itself. This combination ensures

Sporting Advantage’s clients receive unwavering personal attention from a sports minded

industry professional, dedicated to the future development of quality community sport and

recreation opportunities.

In the years preceding the commencement of Sporting Advantage, Luke obtained a Bachelor

of Sport and Exercise Science from James Cook University. He promptly began a successful

career within the health and fitness industry in South East Queensland, firstly as an exercise

physiologist and personal trainer, then as the manager of multiple health and fitness centres.

Since returning to North Queensland in 2003, Luke has managed sport and recreation

programs and assisted in the development of not for profit clubs and societies at James Cook

University. He then expanded his role within the sport and recreation industry through the

position of Senior Advisor and Acting Regional Manager with the Department of Sport and

Recreation.

It was within this role that Luke identified the need for a quality sports consultancy business

that understands the unique and constantly evolving challenges of regional sport and

recreation in North Queensland.

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