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South Coast Stars Soccer Club Inc.

Strategicplan 2012-2015

South Coast Stars Soccer Clubwww.southcoaststars.com.ausoccer@southcoaststars.com.au

finalmarch 2012

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ExecutiveSummary

In early 2011 a group of nine volunteers formed a committee to determine whether there was significant interest to form a football (soccer) club in Inverloch. After conducting a Come and Try Day and associated research, the committee became incorporated and established the South Coast Stars Soccer Club.

In its first season the club registered 34 junior members and participated in a range of friendly matches with other soccer clubs in the South Gippsland Division of the Gippsland Soccer League (GSL). In 2012 the club will officially join the League and hopes to field a number of junior teams and a Senior Men’s team. In following years the club hopes to expand and incorporate Women’s, Girls and a full compliment of junior sides.

The biggest challenge facing the South Coast Stars Soccer Club is access to playing surfaces. In 2011 the club was based at the Outtrim Recreation Reserve as there was no access to facilities in Inverloch. Mid week training was limited to a few sessions at the RACV resort and indoor at the Inverloch Community Hub. One of the most important areas of this Strategic Plan is the need to secure access to facilities for training, matches and the associated equipment required to cater for club growth.

The club has already been successful in applying for a range of local and state government grants, which is a positive reflection of the work being done to establish the new club.

The club committee is both professional and enthusiastic with a common goal of developing a family friendly club that is welcoming and sustainable into the future.

AcknowledgementsThe South Coast Stars Soccer Club developed its own Strategic Plan and would like to acknowledge the contribution of the foundation committee and their families, and everyone who has supported the club through this process.

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methodologyand research

The aim of the South Coast Stars Soccer Club Strategic Plan is to provide a series of well thought out actions to develop the new club during its first five years of operation.

The following methodology was adopted for the development of this Strategic Plan:

• Member consultation- through a participant online survey and informal discussions

• Stakeholder consultation- interviews

• Club Committee workshop

• Research- literature review and demographic analysis

• Development of strategic objectives and actions

• Review of draft documents with key stakeholders

• Adoption of the Strategic Plan

Supporting Information

DemographicsInverloch is a seaside village in Victoria. It is located on the Bass Highway 143km southeast of Melbourne, at the mouth of Anderson Inlet, in Bass Coast Shire. At the 2006 Census, Inverloch had a population of 4,140.

Inverloch is a popular tourist destination, particularly for surfers, kitesurfers, windsurfers and fishers. The town hosts a jazz festival each Labour Day long weekend in March. Inverloch’s amenities include a visitor information centre, two pubs, three motels, seven bed and breakfasts, three caravan parks and a foreshore camping reserve. Like most other Australian coastal towns Inverloch has a local surf lifesaving club.

During 2005 and early 2006, the RACV built an eco-village holiday resort on the Cape Paterson Road near Inverloch.

The town, in conjunction with neighbouring township Kongwak, has an Australian Rules football team, Inverloch-Kongwak, competing in the Alberton Football League. Golfers play at the course of the Melaleuca Links Golf Club on Bass Highway.

In the 2006 Census the population in Inverloch consisted 46.4% males and 53.6% females. Of the total population 0.6% were Indigenous persons, compared with 2.3% Indigenous persons in Australia. 15.4% of the population were children aged between 0-14 years and 44.6% were persons aged 55 years and over. The median age of persons in Inverloch was 50 years, compared with 37 years for persons in Australia. There were 1,097 families in Inverloch: 31.5% were couple families with children, 55.9% were couple families without children, 11.2% were one parent families and 1.4% were other families.

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KongwakKongwak is located on the Korumburra to Wonthaggi Road southeast of Melbourne. At the 2006 Census, it had a population of 193. The well known Kongwak Market is held every Sunday with collectables, retro, vintage and second hand items, plants and books.

The town was once a thriving community housing miners whom assisted with the production of coal for the neighbouring Latrobe Valley. Since this time the large population has slowly declined with the recent closure of the sugar mill.

Of the Kongwak population 54.4% are males and 45.6% are females. In the 2006 Census, there were 55 families in Kongwak: 43.6% were couple families with children, 49.1% were couple families without children, 7.3% were one parent families and 0.0% were other families.

OuttrimThe area was originally used for farming in the mid 1800s, but coal was discovered in the area in 1892 south of Outtrim Railway Station. Outtrim and Jumbunna coal fields developed in the mid 1890s, with access to the markets for the coal being established via the Outtrim railway line. A school was built and opened in 1895. When the coal mines were at their peak more than 200 children attended the four-roomed school. When coal production declined and then ceased with the closing of the mines in 1914, the population dwindled with most moving to Wonthaggi where a large mine opened in 1909.

The land around Outtrim is now largely cleared of native vegetation and is used for agriculture, including dairying.

KoonwarraAt the 2006 Census, Koonwarra had a population of 754. Koonwarra is in the heart of dairy country, nestled between the Strezlecki Ranges, the Bunurong Coast and the world heritage Wilsons Promontory.

Koonwarra is a leader in environmental innovations, striving to educate people in environment awareness and sustainable living. It is a picturesque village with strong traditional community groups such as the CFA, Memorial Hall Committee and Recreation Reserve Committee which maintains this scenic reserve at a high standard. Koonwarra is also well known for fine food and wine, contemporary arts and craft, and innovative health and well being services.

Tarwin LowerTarwin Lower rests on the south bank of the Tarwin River and at the 2006 Census, had a population of 115. The majority of the town is on its main street, River Drive, and is often passed through by holiday makers on their way to nearby Venus Bay. The main shopping strip is home to a take-away store, petrol station, post office, general store, hardware store, pub, tennis court, combined church, craft shop, health food shop, real estate agent, local hall and the local fire brigade.

The town is home to the local football team, the Tarwin Sharks, who were premiers in 2004 in the local Alberton Football League. Golfers play at the Tarwin Lower Golf Course.

In the 2006 Census the population was 48.7% male, 51.3% female and 2.6% were Indigenous persons. There were 31 families in Tarwin Lower: 16.1% were couple families with children, 64.5% were couple families without children, 19.4% were one parent families and 0.0% were other families.

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Literature ReviewGippsland Soccer League Strategic Plan 2011 - 2014The Strategic Plan states soccer is one of the most played sports in Gippsland. Of relevance to South Coast Stars Soccer Club, the Plan highlights that the GSL, in conjunction with Football Federation Victoria and FootballFederation Australia, are focused on improving facilities in this region.

For the purpose of the Strategic Plan, those participating in clubs in the GSL were asked what they liked most about soccer. The responses were: Sport and Player Development, Community Engagement, Club performance and Family values.

Statistics for participation numbers across Victoria show Gippsland as having one of the lowest rates, but size and demographics need to be taken into consideration. In light of this, participation numbers in Gippsland are promising, with the number of female soccer players increasing yearly.

The Strategic Plan lists the following issues as those challenging the success of soccer in Gippsland:Lack of suitable facilitiesCapital cost of infrastructure for facilitiesRapid growthSupport provided by the GSLLack of volunteers and officialsLevel of experience to operate the clubs

Football Federation Australia (FFA)Football Federation Australia (FFA) is guided by the National Football Development Plan which was developed in 2007. The framework for the plan is supported by four main pillars of operational excellence:National Team ExcellenceHyundai A- LeagueFootball DevelopmentMajor Events

The football development pillar provides the direction of grass roots soccer participation and represents many of the key focus areas for the GSL. The development plan also identifies gaps in the football development system, which also reflect the many issues being faced in Gippsland.

Football Federation Victoria (FFV)In its Strategic Plan, Football Federation Victoria (FFV) clearly outlines that there must be acommitment to a shared vision by all affiliated leagues before success can occur. In its Strategic Plan, FFV has identified four main objectives:

Football Development : Provide an environment for growth and excellence in football development for all people involved.

Leadership : Provide leadership and influence that strengthens Victorian football across the state.

Customer Development : Enhance football services and experiences for all customers including the broader Victorian community.

Business Development : Generate additional revenue to invest in the growth of Victorian football.

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The FFV recognises that there are key challenges that must be resolved before its Strategy can be delievered. These challenges directly involve the GSL and rely heavily on cooperation and partnership from both organisations:

Commitment to a shared vision, focus and understanding for the future of football.

Capacity to deliver (people and financial resources, clubs, and facilities).

Strengthening the value proposition to convert the estimated 120,000 non-affiliated outdoor/indoor football participants into the FFV family.

Access and Inclusion Action Plan 2007 – 2010As a key planner, developer and provider of physical and social infrastructure Bass Coast Shire Council is in a position to model best practice in access and inclusion in the community. The Association for Children with a Disability (2006) indicates there are 3,822 people in Bass Coast Shire with a disability between the ages of 0-64 years.

Bass Coast Shire Council Access and Inclusion Action Plan 2007-2010 (AIAP) has been developed in response to Council’s ongoing commitment to the DDA. It demonstrates Council’s dedication to providing a community that is accessible to all and where people with disabilities have the opportunity to participate equally in community, social and leisure activities and receive services without discrimination. The Action Plan puts much emphasis on Equity: People with disabilities have the right to participate in all aspects of the community including the opportunity to contribute to its social, political, economic and cultural life.

Municipal Strategic StatementThe Municipal Strategic Statement (MSS) sets out the vision, objectives and strategies for managing the use and development of land within Bass Coast. The MSS must be considered in the assessment of planning applications or a plan approval.

Open Space and RecreationObjective 1:To provide a range of passive and active recreational facilities that caters for the needs of the local population, as well as tourist, seasonal holiday-makers and day-trippers.

Objective 4:To provide local open spaces that caters for a range of users and age groups.

Bass Coast Shire Council Municipal Recreation Plan 2009 – 2014This Plan translates Council’s vision “to be valued by the community for our leadership and as a provider of quality services to ensure Bass Coast is a safe, healthy and enjoyable place to live, work and visit” into key commitments to maintain and promote recreation activities.

In 2009/10 Council’s operating expenditure for leisure and recreation services was $5.7 million. This represents approximately eight per cent of Council’s total budget of $69.5 million.

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Council’s core business and recreation principlesAs a lead agency for providing recreation to the community, Council’s core business in recreation planning and provision as stated in its Recreation Plan is to:

• increase participation by residents and visitors in their preferred physical and social recreation activities through provision of infrastructure, information and programming

• enhance the value of available opportunities through marketing and increasing access, awareness and quality of service

• provide a wider range of personal and community benefits through recreation especially to target groups who are less likely to participate

• support not-for-profit providers to deliver direct services, activities and competitions

• work in partnership with community organisations to enhance program and service delivery

Research reveals that recreation could be more fulfilling with the provision of and/or improvement to bike/ walking tracks swimming pool, boat ramp/facilities, and sporting facilities. Projections of an aging Shire population support this concern. The Bass Coast Municipal Recreation Plan highlights the importance of quality facilities for attracting and maintaining volunteers.

Key Objective 2: Enhance the quality, capacity and viability of sporting infrastructure to meet future needs

A number of policy statements are outlined under this key objective, that are relevant to this study;

• Priority will be given to developments, projects and facilities which provide for multi- purpose use or cater for multiple users. This allows for flexibility to accommodate changing usage patterns and demand.

• Encourage flexibility in the development and use of active recreation facilities.

• Indentify opportunities for co-location of sports and recreation in education precincts.

• Keep abreast of climate change issues, identify risks and implement solutions for sustainable recreation facilities.

• Ensure facility developments consider Environmentally Sustainable Design principles.

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Surrounding clubs

The South Coast Stars play as part of the South Division of the GSL. The following clubs are also included in the Division and will be the main competition for the Stars;

• Drouin Dragons Soccer Club

• Korumburra City Soccer Club

• Leongatha Soccer Club

• Prom Coast Pirates Soccer Club

• Loch Soccer Club

• Mirboo North United Soccer Club

• Phillip Island Soccer Club

• Wonthaggi United Soccer Club

Soccer participation

The Exercise, Recreation and Sport Survey (ERASS) is a joint initiative of the Australian Sports Commission and the state and territory government agencies responsible for sport and recreation. The ERASS collects information on the frequency, duration, nature and type of physical activities that were participated in by persons aged 15 years and over for exercise, recreation or sport during the 12 months prior to interview. Participation means active ‘playing’ participation, and does not include coaching, refereeing and being a spectator, or activities related to work, household chores or gardening duties.

According to the ERASS, both indoor and outdoor football (soccer) do not feature in the top 10 participated sports in Victoria. The total participants for outdoor football is 3.5% (level with Cricket) and 2.6% for indoor football. This is compared with the number ranked sport of Walking (other) at 36.6%. Included in the top 10 participated sports in Victoria is Aerobics (24%), Swimming (13.5%), Running (13%), Cycling (12.7%), Golf (7.3%), Tennis (6.8%), Australian Rules football (5.4%), Basketball (4.8%) and Netball (3.8%).

Despite this, the Gippsland Soccer League (GSL) Strategic Plan states soccer is one of the most played sports in Gippsland, growing in popularity every year. The GSL, in conjunction with Football Federation Victoria and Football Federation Australia, are focused on improving facilities in this region. Many local governments within Gippsland have supported the efforts of clubs and the League to develop and improve facilities to provide for growth.

During 2009, the State Government pledged over $1million to soccer facility development in the region. Local Governments and clubs have also provided significant funds towards the cost of various projects. Many are also undertaking soccer feasibility studies and results are now beginning to show.

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football federation australia - national football development plan

The Football Federation Australia (FFA) strategic planning framework was developed in early 2007. It provides an overarching structure for football in Australia which can be collaborated in pursuit of the Stars’ identified strategic priorities.

The framework is comprised of four main pillars, supported by four key areas of operational excellence. The Football Development pillar sits at the heart of FFA strategic direction. There are obvious and fundamental interdependencies between football development and each of the other key pillars which necessitate ‘a whole of company’ (or ‘whole of game’) approach. Football development is truly the cornerstone of the sport’s future success in Australia.

football federation australia -future of the World Game in Victoria 2008-2011

The FFA Strategic Plan was developed in 2007 following extensive consultation with key stakeholders. The following framework was developed to guide Football Federation Victoria (FFV) over a three year period. Mission: We are in business to deliver the best possible football experiences and opportunities to our customers and partners.

Key Objectives:

• Football development - provide an environment for growth and excellence in football development for all people involved.

• Leadership - provide leadership and influence that strengthens Victorian football across the State.

• Customer development - enhance football services and experiences for all customers including the broader Victorian community.

• Business development - generate additional revenue to invest in the growth of Victorian football.

south coast stars soccer club structure

The Club became incorporated in April 2011 and has formed with the following structure;President, Vice President, Secretary, Treasurer, Grants Officer, with up to 12 committee members in total.

The committee also functions with four sub committees:

• Facilities

• Sponsorship

• Marketing, Communications and Website

• Seniors

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Members and their families completed a survey at the end of the 2011 season. A copy of the results can be found in Appendix 1.

The results of the survey were considered at the committee workshop and used to assist in developing this Strategic Plan.

SWOT Analysis

consultation

Strengths

• Cohesion within the club

• Skilful, strong and enthusiastic Committee

• Inverloch is experiencing growth

• Obtaining grants

• Passion for the game and the region

• Strong Junior numbers

• Strong leadership/good environment

• Friendly and supportive culture

• Parent participation

• Amount of equipment

• Sound financial management

• Experienced coaches

• Open communication

• Positive feedback

• Support from the Outtrim Recreation Reserve

Weakness

• Our first Strategic Plan

• Access to facilities and financial input required to secure facilities

• Existing major club in Wonthaggi

• GSL is facing some challenges

• Lack of assets/equipment

• The need to replace two committee members

• Time constraints of volunteers

• Limited income

• No mid week training

• Travel distance for competition

• Extra volunteers required to support playing in the GSL

Opportunities

• Build stronger links with facilities/secure access

• Train new volunteers

• Increase membership on and off the field

• Present the opportunity for female participation

• Work in partnership with government

• Secure sponsorship and grants

• Link with local school programs

• Learn from other clubs who are operating well

• Improve on field performance

• Encourage older children to volunteer

• Work with established Indoor Soccer Program

• Beach Soccer tournaments

Threats

• Lack of volunteers

• New sporting clubs developing/ competing in the AFL

• Not developing players’ skill level

• Unable to secure training facilities

• Lack of good club governance

• Managing expectations of parents, volunteers and players

• GSL challenges directly affect club

• Fee increases FFV/GSL

• Secure necessary grants/sponsorship

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Future Directions

Vision

To develop a vibrant and inclusive soccer club that is family friendly, linked in with the local community and focused on skill development of players and volunteers.

Core Values

The South Coast Stars value:

• Skill development for players and volunteers

• Effective communication and inclusive behaviour

• A healthy environment that encourages safety and respect

• Working together to support families and the best interests of the club

• Leadership and strong governance

• Strong links with our local community

Most of all we have a passion for soccer and hope to develop the game for all to enjoy.

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A series of goal areas have been developed with actions to be implemented over the next four years.

Goal Area One -Develop sound governance practices and strong leadership for the club

1. Ensure all Executive positions are filled and tasks are being completed Timeline - Ongoing

2. Delegate a committee member to manage club registrations and comply with FFV requirements Timeline - Start of season

3. Ensure Consumer Affairs and Constitution obligations are met Timeline - Ongoing as needed

4. Organise and host an AGM Timeline - Once per year

5. Develop a timetable for the season including roles and responsibilities Timeline - Prior to season

6. Adhere to risk management and ensure operations are safe at all times Timeline - Ongoing

7. Create a succession plan for key positions on the committee, and document roles and responsibilities Timeline - Prior to AGM

8. Support the Facility sub committee to work through the options available to secure a permanent venue for the club. Timeline - Ongoing

9. Work with Bass Coast Shire and the Inverloch Cricket Club to coordinate documentation and funding applications to secure access to facilities at Thompson Reserve. Timeline - As required

strategicPlan

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Goal Area two -Ensure regular and effective communication with members and volunteers

1. Produce a weekly club email, or newsletter format Timeline - Weekly during season

2. Communicate booking of venues Timeline - Prior to season and during season as needed

3. Respond to emails in a timely manner Timeline - Twice per week

4. Develop Council website updates Timeline - Prior to season

5. Continue communication with the GSL and attend delegates meeting Timeline - Ongoing as needed

6. Continue communication with FFV Timeline - Ongoing as needed

7. Communicate with local Council in regards to the club’s future directions Timeline - Ongoing as needed

8. Liaise with other soccer clubs Timeline - Ongoing as needed

9. Develop a list of volunteer tasks, co-ordinate volunteers and manage them effectively Timeline - Start of season/Ongoing as needed

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Goal Area three -Comply with sound financial management practices

1. Produce monthly finance reports Timeline - Monthly

2. Develop annual finance reports to meet Consumer Affairs Timeline - Annually

3. Develop an FFV finance system to make payments Timeline - Start of season

4. Develop a budget Timeline - Once per year and then ongoing management

5. Set membership fees for season, in line with FFV and GSL Timeline - Prior to season

6. Obtain quotations for equipment that is required and plan for the purchase Timeline - Ongoing as needed

7. Raise funds for drainage and associated works at Thompson Reserve Timeline - As required

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Goal Area four -Promote and market the club to maximise opportunities

1. Develop regular media releases and submit to various media outlets Timeline - Weekly

2. Advertise in newspapers Timeline - Start of season

3. Submit school newsletter notices Timeline - Start of season

4. Develop and maintain a website Timeline - Monthly

5. Produce a Facebook account and manage efficiently Timeline - Monthly

6. Organise information stands at community events Timeline - Onoing as needed

7. Conduct workshops/activities with schools, ie. After School Program Timeline - Ongoing as needed

8. Organise Come and Try Days Timeline - Start of season

9. Take photos of the club (committee, volunteers and players) to use for promotional purposes Timeline - Ongoing throughout season

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Goal Area five -Identify and implement sponsorship, grants and fundraising

1. Apply for appropriate grants Timeline - Ongoing as needed

2. Spend money and acquit grant to meet requirements Timeline - Ongoing as needed

3. Develop a sponsorship proposal and refine as required Timeline - Start of season, ongoing as needed

4. Seek sponsorship with businesses Timeline - Ongoing as needed

5. Fulfil sponsorship obligations Timeline - Ongoing as needed

Goal Area six -Actively participate in the GSL and meet all its requirements

1. Ensure the club and competition area (oval) is in good condition Timeline - Weekly

2. Registration information is developed and managed Timeline - Weekly

3. Recruit, train and encourage referees Timeline - Start of season weekly

4. Fulfil all administrative requirements and maintain official documentation Timeline - Weekly

5. Organise catering effectively, including preparation Timeline - Weekly

6. Designate and develop a First Aid equipment area (depending on facility being used) Timeline - Weekly

7. Work with the Wonthaggi Soccer Club to develop Women’s/Girls soccer Timeline - As required

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Goal Area seven -Implement an inclusive training program for players and volunteers

1. Designate coaches and provide training opportunities Timeline - Weekly

2. Welcome new members and provide support to players who are struggling Timeline - Ongoing as needed

3. Organise session plans and equipment Timeline - Weekly

4. Develop and conduct the Active After School Program Timeline - Term 1

5. Identify Player Pathways with talented players Timeline - Ongoing as needed

Goal Area eight - Develop a Senior team for competition

1. Appoint a coach Timeline - Start of Season

2. Recruit players Timeline - Start of Season

3. Develop a team information package and commence training Timeline - Start of Season

4. Enter GSL competition Timeline - Start of Season

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Goal Area nine -Other Club operational projects

1. Develop club events to generate spirit and boost morale Timeline - Ongoing as needed

2. Design, order and sell the uniform Timeline - Prior to season

3. Plan for the End of Season Presentation Day Timeline - End of season

4. Build relationship with Melbourne Heart and Melbourne Victory Timeline - Ongoing as needed

5. Advocate for soccer in general Timeline - Ongoing as needed

6. Organise a beach soccer event Timeline - January/ February

7. Maintain and repair equipment Timeline - Ongoing as needed

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The information contained in this report has been prepared by Michelle Harris of Hands on Community Solutions on behalf of the South Coast Stars Soccer Club. The report is intended for the specific use of the club and key stakeholders who have been consulted.

All recommendations by Hands on Community Solutions are based on information provided by or on behalf of the South Coast Stars Committee or in the relevant research material reviewed for the development of this report. Hands on Community Solutions has relied on such information being correct at the time this report has been prepared.

Readers should note this report might include implicit projections about the future which, by their nature, are uncertain and cannot be relied upon. They are dependent on potential events or technical assessments which have not yet occurred.

disclaimer ofliability

Michelle HarrisM - 0458 14 596E- handsonsm1@bigpond.com