CB NZ Club BuilderOperating systems for volunteer run clubs

Working form

Club Strategy Worksheet

Define mission, goals, delivery model, constraints and risks.

Start the worksheetWork through the questions

This worksheet produces

  • Club mission
  • Current reality
  • 12 month goals
  • 24 month ambition
  • Target participants
  • Locations and facilities
  • Capacity requirements

Not sure what to write?

Do not guess or enter “no idea”. The guided planner breaks every field into smaller questions, saves your progress and transfers draft answers back into this worksheet.

Open the club strategy planner

Fill, save locally and print

Answers save automatically in this browser.

A mission should state who the club serves, what experience it provides and the lasting value it creates. Keep it usable, not ceremonial.

See a useful example

Our club exists to give local people an affordable, well organised place to learn, play, compete and belong.

Not sure? Work this out

Be factual. Include what is working, what is fragile and what is preventing progress now.

See a useful example

The club has 85 active members, six committed coaches and stable field access, but administration, fundraising and equipment management rely on two people.

Not sure? Work this out

Use outcomes with numbers, dates or clear completion tests. Avoid broad intentions such as “grow the club”.

See a useful example

Reach 110 active members, train four new coaches, fill all committee roles and finish the season within budget by 30 June 2027.

Not sure? Work this out

Set an ambition that changes capability, participation or reach, not merely a longer task list.

See a useful example

Operate two sustainable programmes, retain at least 70% of participants year to year and maintain a six month operating reserve.

Not sure? Work this out

Do not say “everyone”. Identify the people the programme is designed around and what currently stops them participating.

See a useful example

Children aged 7–14 in the local catchment, especially first time participants and families affected by equipment and travel costs.

Not sure? Work this out

Record ownership, booking security, storage, capacity, safety, weather and upgrade needs.

See a useful example

Main clubrooms and field secured through annual council booking; school gym available for winter training; no permanent storage at the school site.

Not sure? Work this out

Growth should be conditional on operating capacity. State minimum coaches, managers, administrators, officials and funding.

See a useful example

Two additional coaches, one programme coordinator, team managers, updated safety gear, a central registration process and $18,000 of new funding.

Not sure? Work this out

A credible strategy includes exclusions. Defer work that lacks leadership, funding, demand evidence or operational readiness.

See a useful example

Do not launch a third programme, enter major travel competitions or commit to facility construction until core volunteer roles and annual funding are secure.

Not sure? Work this out

Focus on risks capable of stopping the strategy: volunteer overload, cash shortfall, facility loss, safety, poor demand or unclear governance.

See a useful example

Volunteer burnout: cap role scopes and appoint deputies. Funding shortfall: stage spending and do not contract before funds are confirmed.

Not sure? Work this out

This static form saves answers in your browser only. Connect to a form handler or database if you need central submission.