Club Development Plans A Guide for Clubs Why have a Club - - PowerPoint PPT Presentation

Club Development Plans

A Guide for Clubs

Protecting your Rights, Promoting your Interests

• To help inform members and potential members of

what the club does well and what it intends to do in the future

• To help attract funding for initiatives – a club

development plan is essential for many funders now

• To demonstrate to your members that the club is

active and forward thinking

Why have a Club Development Plan?

Protecting your Rights, Promoting your Interests

• To give clubs and committees a simple tool set to

help develop a club development plan

• To give clubs some ideas for involving their

membership

• To give you a simple route map to developing a Club

Development Plan (CDP) But remember…

• There is no set way of developing a CDP – you may

have alternative and better methods yourselves.

Aim of this guide:

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Some suggestions:

• Keep it Simple – the KISS principle
• Drive this via a small group of 5 or 6 enthusiastic members
• They do not all need to be on the Committee/Council
• But do involve your membership!
• Seek input and feedback at all stages
• Don’t expect to get it ‘right’ at the first draft – expect to

reiterate

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A suggested process (1):

• 1. Announce your intention to develop a CDP
• 2. Seek initial input, good and bad (no idea is ‘wrong’):

– Try an electronic survey e.g. http://www.surveymonkey.com/ which will help you draw up, distribute and analyze a survey – Use a paper copy if required as a backup for those that want it – Give the membership an email address to respond to – Hold a briefing – perhaps as part of another club evening event but get someone to facilitate it – Encourage members to talk to the CDP team

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A suggested process (2):

• 3. Get the CDP team together and look at the input together

with their own ideas. Look at the current and potential position:

– Do a SWOT analysis – Strengths, Weaknesses, Opportunities and Threats

Strengths: What do you do well as a club? Weaknesses: and not so well? Opportunities: What could we do that we are not doing now? Threats: What issues threaten our continued enjoyment of our sport?

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SWOT

• One way of doing this is to sit down for a few minutes and

for the group to individually write down their view of Strengths (then later repeat this for WOT). Use small pieces of card or paper and write one strength per piece

• f card.
• Then share these ideas as a group and collate similar

ideas under a single heading. Don’t reject anything.

• Repeat for the three other headings.
• Graph them on the four quadrants shown in the previous

slide’s graphic.

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A suggested process (3):

• 4. Each Strength, Weakness, Opportunity or Threat could

simple be a different view of the same or a similar subject

• matter. Group them into themes.

Group into themes: 1 2 3 ……. Keep the themes relatively broad at this stage e.g. ‘club house’, ‘training’, but keep the detail with them for later.

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Prioritise your themes

• 5. Individually at first in the CDP team examine the themes

and give them two marks:

– Impact what would the impact of doing this be on the club (High, Medium or Low)? – Ease of Implementation How easy (or likely) would this be to implement (H, M or L again)

• 6. Then as a group discuss your marks. If they are

consistent or similar there is no problem. If they differ widely then discuss this and if necessary break the theme down into smaller themes. Come to an agreement.

• 7. Put the themes on the graph (on the next slide) in the

right area

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Likelihood or Ease of Implementation Impact

Work Club house extension New Safety Boat New Showers Plan a Social Programme Grow Membership Training

Prioritise your themes

H M L H M L

Some areas of the graph may be empty and some may have several themes in – it does not matter so long as you can reach a consensus.

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Likelihood or Ease of Implementation Impact

What does this tell you?

H M L H M L

Green – Probably high impact and easy to do or will very likely get done Yellow – Secondary priority but of we can do this there would be some benefit to us Blue – Low impact and low likelihood of

• implementation. Low

priority.

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We haven’t considered cost!

• 8. Often an emotive subject unless you have quotes. At this

stage let’s simplify. Look at each theme on your graph and give it a mark. Represent that mark somehow e.g. by a coloured circle. Keep the marks simple e.g.

– H High Cost – M Medium Cost – L Low Cost

At this stage use the team’s experience to judge relative costs. Again do this individually at first and then pool the thinking and discuss to try and reach consensus. But keep it simple. The next slide shows an example graphic.

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Cost AND Priorities

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Share and communicate

• 9. Before you get bogged down in too much detail perhaps

this is a good time to share the first pass plan:

– Ensure you have reflected all the input members have provided – if necessary list all the details in your ‘themes’ as a simple appendix bulleted list – There is a template you can use for this – Include the survey results as an appendix if you did one – Look for feedback at an appropriate level – if your plan reflects the views of the members it may not get much feedback but do not be dispirited! – You can share electronically, by paper and/or a meeting/presentation – Revisit the plan and refine after feedback

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Refine

10.You have a draft plan and priorities. Now add some

• detail. Reflect the themes into objectives and related

actions which are SMART:

– S Simple – M Measurable – A Achievable – R Realistic – T Timely or can be achieved in a sensible timescale

11.Tabulate this – example on next slide, or document in whatever way you feel comfortable

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Objectives

Priorities Reflect the priorities in the table (1,2,3) either with a number or by ordering the

• bjectives.

Target – optional description or examples of the action. e.g. 7 Junior race coaching days every year supported by a L2 Race Coach or similar.

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Share and communicate

12.If you did not share the earlier draft and then refine it, share it now 13.Be prepared to reiterate and refine using the feedback

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What next?

OK – you have an outline plan. You have some priorities and some detailed analysis of objectives and action. How to progress this?

1. Get some more detailed costs for the higher priority

• bjectives/actions (but bear in mind some of these may be ‘free’
• r provided by members time and effort)

2. Seek funding (look at the RYA marketing and funding advice) 3. Look at any dependencies in the objectives/actions and plan/refine accordingly