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Club Strategy Planner

Clarify what the club exists to do, what is true now, what should change and what must wait.

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Question 1 of 9

Club mission

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

Who does the club exist to serve and what does it provide?What lasting change or experience should participants receive?

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

Question 2 of 9

Current reality

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

What is true about the club today?What evidence shows the strongest assets and biggest constraints?

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

Question 3 of 9

12 month goals

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

What measurable results should be achieved in 12 months?How will the committee know each goal is complete?

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

Question 4 of 9

24 month ambition

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

What should the club be capable of in 24 months?What scale, quality and financial position would demonstrate success?

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

Question 5 of 9

Target participants

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

Who is the club prioritising?How many people, where are they and what barriers do they face?

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

Question 6 of 9

Locations and facilities

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

Where will activity happen?What access, capacity, storage or facility issue affects delivery?

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

Question 7 of 9

Capacity requirements

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

What capacity must exist before the plan can be delivered?Which requirement is mandatory before growth or launch?

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

Question 8 of 9

What not to do yet

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

What should the club deliberately defer?What condition would need to be met before revisiting it?

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

Question 9 of 9

Top risks

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

What could materially derail the strategy?What practical control and owner applies to each risk?

What still needs checking or deciding?

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

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