Otumoetai Football Club

Strategic Plan
2016 – 2020

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 Otumoetai Football Club Strategic Plan 2016 – 2020

Executive Summary

Otumoetai Football Clubs Strategic Plan defines the clubs goals and objectives it wishes to
achieve to develop football in its community. It defines the strategies to fulfil its vision and the
measures it will use to identify its achievement for its priority goals

Vision Leading the Way.

To promote, administer, develop, encourage opportunities and foster an environment for

the participation of football for all ages and levels. To actively promote player involvement
Purpose
in recreational, social and competitive football whilst maintaining a community and family
environment through the concept of ‘football for all’

To be everything to anyone in football. To inspire, nurture and develop all walks of

Mission
footballer.

A club ideology and brand adopted by all levels to promote Otumoetai Football Club as a
home for football for its members and its community

To ensure our members have an environment that allows them to achieve to their highest
potential, through innovative learning; development; opportunities; facilities and football
Objectives at the highest level available to the club at all standards of play

Advance our communities maturity, growth, skills, experience and life skills to achieve
opportunities of physical education; leadership; togetherness; group activity; partnership;
social interaction & friendship through the governance, formation & participation in football

Player Base: Provide the perfect environment to achieve the best possible results.
Coaching, equipment, academy, pathways, teams.

Management/Coaching Base: Provide the support and skills to get the best out of
Otumoetai FC.
Goals
Supporter Base: Provide an environment that is comfortable for people to ask questions,
support teams and become involved in the club

Committee Base: Allow committee members to be actively participating in the

development of Otumoetai FC as a whole.

The Strategic Plan specifies goals and objectives however the goals are general pronouncements of intent
whilst our objectives are concrete expressions of what we will achieve. They are centric “SMART”: Specific,
Measurable, Achievable, Realistic, Time specific. The Strategic Plan will focus shorter-term plans that actively
feed into the longer term objectives
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Otumoetai Football Club Strategic Plan 2016 – 2020

Strategic Priorities Action Plan

Priority Objective Responsibility By Sign Date

when completed
1 Leadership &  Develop / review a long term vision and club purpose/ values Above 2016
Planning  Develop / review Strategic Plan In progress
 Develop Policies and procedures and other guiding documents - What?
- Policies - H&S, injury prevention, concussion
- Procedures: how to run an event, building management, hazard
management and control
- Committee handbook, coaches handbook
 Write Position descriptions
- Key Committee Members – President, Secretary, Treasurer etc (be
specific)
- coordinator roles, coaches, managers
 Develop for succession planning
 Review the Constitution Lawyer
Committee
 Review update existing constitution to make sure it is fit for purpose
(live document)
2 Communication  Develop a Marketing and communication plan for the cub
& Marketing (external/internal)
 Develop membership packages
- what does the player want / family want
- what does the player get for their money (justify subs)
- offer incentives to join
-offer payment incentive options
 Look for a point of difference
 Timeline of events – board for events at the park
 Improve the clubs Social element and make it a focal point within the
community

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Otumoetai Football Club Strategic Plan 2016 – 2020

Priority Objective Responsibility By Sign Date

when completed
 Options for customizing the multi-user clubrooms to improve social
atmosphere – e.g. double sided wall display units
 Develop a simple Stakeholder Grid to manage relationships.
 Encourage more “Face to Face” interaction e.g. membership drive
evenings, social events
 Newsletters
 Review WaiBOP Registration format
– does it provide the information we need to ‘know’ our members
- include First Aid / Defib training tick box
3 Volunteers  Develop a volunteer strategy for the club to assist in creating clear
direction and provide sufficient number of volunteers within all grades
- Junior
- College
- Senior
 Position descriptions for Committee members & coaches
 Assess options for recruitment of internal and external coaches
4 Player Pathways  Participation v performance
 Review systems and processes around player pathways to improve
transition of players into senior club
- Junior
- College
- Senior
 Strengthen current pathways to improve player retention through the
grades
 Investigate options for raising the performance profile of the club
- developing top rate teams, running events, offering top rate coaching
(academy)
 Develop Strategies for improving female player registrations throughout
the age groups
5 Sponsorship &  Look at other funding opportunities
Funding - for building expenses (as the major user our contribution is proportionally

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Otumoetai Football Club Strategic Plan 2016 – 2020

Priority Objective Responsibility By Sign Date

when completed
more)
- for fee coverage
 Develop an annual funding plan for the club
 Review current funding contracts
- review contract to be Club centred for most benefit
- tiered funding options with tiered benefits
- increase the funding / sponsorship amounts for major sponsors
 Look at sponsorship and develop a plan to maximise opportunities
- sponsorship of teams, uniforms and prize giving
- gear and equipment
- tournaments and events
 Look at other avenues through traditional/club fundraising
 Consider an event co-ordinators role – improve community
involvement, include other clubroom users, organise and manage
social events
6 Coaching  Look at having appropriately qualified coaches across the whole club
 Have coaching support systems in place
 Have professional coaches at the top levels of junior, youth and senior
 Look at other avenues through traditional/club fundraising – paid
options?
 Encourage / utilise youth coach support with reduced sub benefits
7 Academy  Put in place both a talent centre and community centre academy
 Have the academy the number 1 place for talent in the BOP
 Professionally run and executed academy that provides value added
coaching
 Investigate overseas network systems – prestigious club affiliation
options
8 Facilities &  Asset Management Plan work in progress - Maintain Club facilities,
Equipment meeting hall, bar, change rooms, storage areas
 Floodlights – council owned and working well. Investigate options to
increase lighting coverage

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Otumoetai Football Club Strategic Plan 2016 – 2020

Priority Objective Responsibility By Sign Date

when completed
 Investigate options for spectator stands – do we need them and where
 Field space – investigate options for increasing field capacity
 Management of shared occupancy and costs – consultation, co-
operation and co-ordination between users
 Improve social atmosphere in the club
 Assess bar operations – hours and manning, viability
 Review existing bar restrictions and options to improve e.g. longer
hours, operating bar for private functions

Otumoetai FC Values

Value Meaning
Given and received through actions and conduct representative of admiration.
Respect It’s earned and not expected through qualities that ensure equality and appreciation.
Our behaviours ensure we are respected
Desire for Football and our Association.
Passion Enthusiastic, dedication and committed tour associations vision and objectives.
Responsible for actions that build trust and allegiance to our association
Co-operation between all members with the willingness to work together using individual strengths and skills to combine our
behaviours and attitudes for the common goal.
Team
Work Partnerships with our stakeholders both internal and external. Ensuring we have camaraderie building friendships to bind our
association.
Our Attitude comes from what we value and are expressed in how we behave

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Otumoetai Football Club Strategic Plan 2016 – 2020

All within our association demonstrate sound moral and ethical principles that ensure we live our values.
Integrity Our association is honest and trusted as we act with honour and are dependable and fair in our dealings with each other and
stakeholders.
We act with high standards and professionalism.

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Otumoetai Football Club Strategic Plan 2016 – 2020

Operational View

Our Strategic Plan will drive short-term operational goals to implement activity in
pursuit of our mission

Our Strategic Plan will be assessed and amended each year in advance of
preparation for the following years operation

2016 2017 2018 2019 2020

Amended

Amended

Amended
Assessed

Assessed
Maintain
Initiated

Resume

Resume
Re-Plan
Resume

Resume
Strategic Plan

Operations will define key strategies, tactics and timing for the Strategic Plan. It
will assign responsibilities for the each year’s activities and will set short-term
targets and timelines, priorities and responsibilities for activities and results

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Otumoetai Football Club Strategic Plan 2016 – 2020

SWOT Analysis

Otumoetai Football Club

February 2016

Strengths - Internal (e.g. Only club in area) Weaknesses - Internal e.g. Low
membership numbers
What do you do well?
What unique resources can you draw on? What could you improve?
What do others see as your strengths? Where do you have fewer resources than
others?
What are others likely to see as weaknesses?

Facilities & Equipment Facilities & Equipment

 Club Facilities – meeting hall, bar, location  There are no bleachers or stands at the
 Shared ownership with other users in ground for spectators. There are no
regards to the building making it secure spectators turning up to watch the top
 Floodlights – brand new, can use fields for team games.
a longer period in winter  Combined ownership results in more
 Lights are a council asset and they take on management and higher demand from
the cost of running them other users for clubrooms
 Asset Management plan in place (work in  Ground is currently at capacity; space is
progress) becoming an issue for practice and play.
 Gear and Equipment is rotated regularly an  No social atmosphere to the club, don’t
of good quality have a standalone clubrooms due to a
multipurpose clubhouse, this impacts on
Demographics the social side of things.
 Demographic underpins the junior clubs,
large number of primary schools in the Planning & Governance
area.  Don’t have systems in place such as
 Large catchment area - service western position descriptions, documentation on
side of Tauranga. how things are done, succession planning,
timeline’s etc.
Committee & Governance  Don’t always act on action points from
 Experienced committee members, good committee meetings
numbers  No communication plan, communication in
 Starting to put stronger committee general is an issue internally & externally.
structures in place such as generic email  Constitution needs updating
addresses etc. There is still room for  Currently Strategic Plan is not active or
improvement in this area. referred to. Probably needs reviewing.
 Effectively, well organised committee
meetings, reports provided in advance Pathways & Coaching
from coordinators, voting process is  Number of coaches returning for juniors is
followed a concern. Struggle each year to find
 Committee structure is right. coaches, could do more to support
 Financially stable, could be better but not coaches
in a bad space  Being an accommodating club can result in
not being seen as a performance club
Pathways & Coaching resulting in elite players going else where
 Pathway through the club from 5 to 65,  Lost players to Tauranga City due to
junior, youth, senior, social senior, having teams in higher levels.
federation youth leagues  Number of female players is an area that
 Have a coaching coordinator, will be can be improved.

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Otumoetai Football Club
running level 1 coaching courses in the 
club.
 Promotes up-skilling of player referees.
Relationships & Communication
 Good relationship with Otumoetai College
 Historic performance and long established
relationships with authorities such as
Council, RSO, Referees Association.
Good relationship with Sponsors
 Accommodating club/Friendly club
Membership
 Large club membership and access to lots  Lack of volunteers to organise ‘extra’
of parents
 Goal Net has improved registration
process even with a few issues
 All club information is emailed out is also
posted on Facebook
 The club runs a successful prize giving
Strategic Plan 2016 – 2020
Pathway through college hasn’t come to
fruition for the senior club. Feed in but
don’t get a lot out the other side, not
retaining junior players. Relationship is
developing but could be better.
 Pathway exists but more work is needed to
strengthen it and see retention of players
through the grades
Volunteers
 Experienced committee members resulting
in lack of volunteers, same people doing all
the jobs.
activities such as social events. Parents
and seniors don’t want to do anything.
 Bottom heavy in terms of numbers and
parents just want to turn up for the game
and that’s it.
Funding
 Traditional fundraising is a struggle i.e.
raffles etc.
 Could do a lot better with sponsors, a
number are paying minimum amount.

Opportunities – External (e.g. Start a Threats – External (e.g. Other sports)

twilight competition)
What opportunities are open to you?
What trends could you take advantage of?
How can you turn your strengths into
opportunities?
What threats could harm you?
What is your competition doing?
What threats do your weaknesses expose you
to?

 Stronger working relationship with college  Support from WaiBOP for roll out of
to provide a greater transition of players national directives such as the pending
into the senior club. Encourage players to phase 2 programme
attend trainings could be a way around this
and is currently happening with the girls  Justifying subs to players and parents –
with some success. what are they getting – inflation, costs to
 Job descriptions for roles of key committee run a club
members and sub committees,
documentation of information to assist with  Attitude towards Football by local
succession planning. secondary school/s.
 Run and host events
 Could tap into more revenue streams,  Restrictions over bar usage.
especially business leaders within the club
 Build a relationship with the University,  Being on Council land
pick up more tertiary students
 Strategic Plan and Constitutional review  Running at capacity
 To develop academy type system to
promote player development and  Community Funding
performance within the club, players need
to feed back into club from the academy  Other sports
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Otumoetai Football Club Strategic Plan 2016 – 2020
 Greater female football membership
 Promote and encourage better systems for  Other clubs
Otumoetai Sports Club in regards to
securing better usage of clubrooms and  Lack of coaches.
promoting individual club profile
 Maximise sponsorship opportunities  Lack of personal touch due to technology
 To sell value of membership – identify and social networking.
what the club can offer for what the player
pays for – membership packages
 Volunteer strategy
 Newsletter
 To become a winning club at top level
 Tap into overseas network systems
 Seniors to interact with juniors – coaching
sessions
 Concussion in rugby, football another
option.
 If WaiBOP female competition gets off the
ground, more netballers could play football
 Marketing and communication - attracting
the new people coming to the region.
 Develop strong Player Pathways and
capitalise on these

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 Otumoetai Football Club Strategic Plan 2016 – 2020
Where are we now?
Of all the issues listed which five are the most important to your club? List them in order of importance.

1 Leadership & Planning

 Develop a long term vision and club purpose/ values.

 Policies and procedures and other guiding documents
 Position descriptions
 Planning / Strategic plan / succession planning documentation &
Committee Handbook.
 Review update existing constitution to make sure it is fit for purpose (live
document)

2 Communication and Marketing

 Develop a Marketing and communication plan for the cub

(external/internal)
 Develop membership packages
 Look for a point of difference
 Improve the clubs Social element and make it a focal point within the
community
 Develop a simple Stakeholder Grid to manage relationships.
 Encourage more “Face to Face” interaction
 Newsletters

3 Volunteers

 Develop a volunteer strategy for the club to assist in creating clear

direction and provide sufficient number of volunteers within the club.
 Position descriptions for Committee members & coaches

4 Player Pathways

 participation v performance
 Review systems and processes around player pathways.

5 Funding

 Look at opportunities other funding opportunities

 Develop an annual funding plan for the club
 Look at sponsorship and develop a plan to maximise opportunities
 Look at other avenues through traditional/club fundraising

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