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GUIDE TO USING THE DBNSW STRATEGIC PLAN 2018-2020 IN YOUR CLUB’S PLANNING

Context for Planning Planning is a useful tool to help focus the minds and efforts of Clubs. There are always plenty of options and ideas to work on; however, a conversation amongst Club members with some structure will help work out where effort should be focused. Add in a sequenced roadmap for agreed activities (not everything can be done at once!) and some ideas about how success might be measured and the basis to a useful plan quickly emerges.

An additional input to Club planning is the DBNSW Strategic Plan. This outlines the higher-level planning aspirations for the sport in NSW. It in turn broadly aligns to the AUSDBF Strategic plan. With all the plans in broad alignment we are all hopefully focusing our efforts in similar ways, and the future of the sport will be better served

Using this Planning Template The following template pages are adapted from the DBNSW Strategic Plan and are recommended as a start to your planning process. Few other tips before you get started:

a. Purpose (reason we exist) is set for DBNSW. Adapt this to your Club context as needed. b. Vision for your Club is your own. Vision may not always be achieved; it just helps focus on where to head c. Strategies and metrics have been adapted to add more Club focus. Add or delete as needed under the 7 Goals.d. Two versions of the Road map are attached. Use these as suits your Club. This road map is dynamic and should adapt to achievements and challenges that

emerge. Avoid the temptation to overload the road map. Best idea is to set small but achievable tasks and build momentum in your Club More tasks can be added later.

e. Finally, stop regularly e.g. every 2-3 months, to fully review progress against the Road map separately from usual Club management activity. Take any lessons learned into your next cycle of planning. And remember to share all this information with Club members, your Regional Coordinator and even DBNSW. We can all learn together and succeed as a sport. Compete on the water, collaborate on land!

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Purpose of Dragon Boating in NSW

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Vision for Dragon Boating in NSW

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CLUB STRATEGIC PLAN (ADAPTED/ CASCADED) CONTENT GUIDE

Our Purpose: Reason we

Exist

1. Lead the culture of our Club2. Support Dragon Boating in NSW to achieve our growth aspirations and to act as one inclusive community (Paddler/Official/Coach/Volunteer/Supporter) 3. Advocate Dragon Boating locally 4. Develop and grow collaboration with other water sports/other sports/other local community groups

Our Vision (Looking ahead a number of years , what do we aspire to achieve for our Club? What are we going to work together to achieve in our Club?)

Strategic Focus Areas

Our Community Our Business Our Governance

Our Goals Our Members and Clubs

Our Paddling Community Our Events Our Infrastructure Our

CommunicationsFinancial and Commercial Performance

Our People and Systems

Key Strategies

Expand membership in targeted demographics

Improve Club administrative processes

Build member and club engagement

Build collaboration between Clubs across NSW

Improve paddler, coach, officials and volunteer development pathways

Build strategic alliances with other water sports

Increase social and elite event participation in both metropolitan and regional NSW events

Develop new format events to complement current events

Improve current venues suitability and safety

Improve environmental sustainability of our venues

Explore new equipment and technology development

Build our public brand awareness locally

Leverage media potential of key events – Lunar New Year, Championships and International events

Improve member and Club communications channels

Develop and leverage engagement with Local Government organisations

Pursue fundraising through sponsorship

Build strategic partnerships to drive Corporate and Charity events

Align policies, procedures, structure, staffing and Committees to support our Club

Enhance safety and risk management of our paddling and non-paddling activities

Key Growth in novice members

Improved co- Positive trend in event participation

Clubs increasing submissions of -

Increased media profile

Financial performance

Clubs meets all regulatory and

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Performance Indicators

Decreased member loss rate

Clubs compliant with minimum standards (operational, regulatory, statutory)

Increasing membership satisfaction

ordination within and between clubs

Growth in volunteers to help run our activities

Increased applications for State selection

Network of water-sport alliances established and assisting our community

rate Increased

participation in out-of-own area regattas (metropolitan to regional and vice versa)

New competition and participation formats operating

level facility-related proposals/grants

Decreased injury trend - Target is ‘zero’ incidents

Clubs meet regulatory and statutory safety and environmental obligations in all venues

Increased use of multi-media communications tools

Increased 2-way member participation in communications

Increased stakeholder engagement

Increased profile of members as advocates of our community

meets current and future operational needs

Growth in non-member income sources

statutory obligations

Operating Club culture consistent with community expectations

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TWO YEAR ROAD MAP FOR CLUB PLANNING

Strategic Focus Area

Goal Year 1 Led By Year 2 Led By

Our

Com

mun

ity

Our Members and Clubs

Our Paddling Community

Our B

usin

ess

Our Events

Our Infrastructure

Our Communications

Our

Gove

rnan

ce

Financial and Commercial Performance

Our People and Systems

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ONE YEAR (FOUR QUARTERS) ROAD MAP FOR CLUB PLANNING

Strategic Focus Area

Goal Quarter 1 Quarter 2 Quarter 3 Quarter 4

Our

Com

mun

ity

Our Members and Clubs

Our Paddling Community

Our B

usin

ess

Our Events

Our Infrastructure

Our Communications

Our

Gove

rnan

ce

Financial and Commercial Performance

Our People and Systems

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