University of Queensland Football Club Inc

STRATEGIC PLAN 2015-2020

ABN: 80 645 586 136 Incorporation No: IA40445

The UQFC way…

The Strategic Plan (“Plan”) for the University of Queensland Football Club Inc. (“UQFC”) has been developed to set the vision and direction for the club. It provides an overview of what needs to be done to build on previous planning exercises. The Strategic Plan for 2015 – 2020 provides a framework that will guide decision making over the next five years. It will provide focus and will enable the club to be pro-active about the future.

UQFC is an incorporated not for profit organisation owned and operated by its members. The operation of UQFC is governed by a constitution that provides for its administration by an Executive Committee formed from the membership.

UQFC teams play under rules administered by Football Queensland (FQ) and Football Brisbane (FB) with primary fields at the University of Queensland, St Lucia (Seniors) and Cubberla Creek Reserve in Kenmore (Juniors). Other venues are also accessed for training purposes.

The Plan was informed by significant research (literature review and data review) and prepared after consultation with key stakeholders through various meetings, site inspections, 3 focus group sessions (for juniors, seniors and women) and a member survey (126 respondents).

Through this process, the club has identified key objectives that consider the needs of members and other stakeholders. Due consideration was also given to the objectives of Brisbane City Council, University of Queensland, Football Brisbane and Football Queensland.

The club provides opportunities for people to participate in Football from U/6 right through to BPL level. There are currently 1427 registered players (the Football Brisbane average is 400 players per club). 1097 players are juniors: U/6 – U/11 = 682 players; and U/12 – U/16 = 415 players. A further 270 players are classified as seniors with an additional 60 NPL players also involved with the club.

Membership is 76.7% male and 23.3% female. The club fields 128 teams (107 junior teams, 17 senior teams and 4 NPL teams). Whichever way you look at it membership is huge. The club is one of the largest amateur Football Club’s in Queensland.

Community Focussed, Development, Supportive, Participation, Enjoyment and Professionalism are the core values that will drive the club forward so as to deliver against the key objectives in our key performance areas.

Key Factors

Critical IssuesFacilities – a home base The club operates across multiple venues under various lease/hire/access arrangements. This is difficult to manage and creates a feeling of ‘disconnect’ within the club. Operating from one location would be ideal but may not be a realistic proposition given club membership numbers and a lack of available venues of sufficient size close to the Brisbane CBD. The club is thus faced with a decision as to which site should be embraced as the club’s base.

Succession planning The club relies on a relatively small group of volunteers and employs a small band of paid staff. Increasing the number of volunteers and providing support is an issue that requires immediate attention. In addition, consideration of the costs and benefits of additional paid staff is considered appropriate.

Resource development Documentation is required to support volunteers and to assist the club with volunteer recruitment and retention efforts. This work is underway (Coach Resource, Operations Manual and Job Descriptions). It is important to complete this documentation in a timely fashion so as to support the club’s workforce.

MembershipClub membership is large. Given the issues outlined above it is considered appropriate to contemplate whether a cap is suitable when considering operational requirements against available resources.

Our Ideology

VisionTo be acknowledged as a

leading football club in Brisbane

with a strong and united

membership, inclusive culture

and professional operations.

We deliver unsurpassed

development programs and

operate from an excellent

facility base. A club that

members are proud of, loyal to

and wish to belong.

MissionWe offer a welcoming,

integrated and supportive team

environment that encourages

participation and inspires an

attractive style of play. We

offer coordinated coaching

programs, provide opportunities

for personal development both

on and off the pitch and offer

pathways for progression in the

sport.

Our ValuesOur culture refers to the character of our club or our operating

‘climate’ and collective ‘personality’. This is shaped by our core

values, beliefs, principles, traditions, ingrained behaviours,

communication, practices and style of operation. Our values define

‘how we do things’ at UQFC.

Community FocussedAn environment where people feel connected and friendships are

cultivated. A club where life-long connections are formed.

DevelopmentWe provide an environment that nurtures and supports personal

growth, recognises achievement and builds self-esteem. We are

committed to the continued development of all our players rather than

a ‘win at all costs’ approach through our UQFC coaching philosophies.

SupportiveWe empower each other and foster an inclusive environment where

respect, positivity, teamwork and integration is encouraged.

ParticipationWe encourage input, contribution and a willingness to be involved.

EnjoymentWe provide a fun and friendly environment where people can enjoy

the game. Club loyalty, spirit and mateship are fostered.

ProfessionalismWe operate in an effective and organised manner under sound

governance and with effective communication.

Key Targets

Short Term – Next 12 months (to 2016 EOFY)• Hold definitive discussions with relevant stakeholders (i.e. Council, schools, UQ Sport and/or other clubs)

so as to gain absolute clarity in relation to facility options. This will then provide direction for facility development/master planning exercises for the preferred base.

• Upon completion of the above discussions - prepare a Facility Development Plan for the preferred site.

• Finalise and disseminate the club’s ‘Coach Resource’ by mid-late 2015.

• Prepare an Operations Manual so as to consolidate information into one resource.

• Finalise Job Descriptions for all roles.

• Undertake a review of human resources and consider staffing arrangements to support senior operations (i.e. Football Operations Manager/Technical Director).

• Undertake a targeted volunteer recruitment process in advance of the forthcoming season and deliver information sessions as part of this process.

• Sponsorship: Establish a working group comprised of junior and senior representatives to coordinate activities in this area.

• Develop a Communication Strategy to better engage with club members and to encourage integration and social engagement.

• Install lighting infrastructure in a partnership arrangement with a local facility.

• Completion of level 2 for NCAS

Longer Term (Mid 2016 +)• Finances – increase both income and operating surplus by 10% for the 2017 EOFY.

• Increase Sponsorship revenue by 10% for the 2017 EOFY and then by a further 10% each year for the life of this plan.

• Deliver phase 1 of the Facility Development Plan.

• Implement a Grant Strategy and access a minimum of $50,000 in grant funding.

• Engage Team Managers – develop a schedule, organise and deliver a series of Team Manager meetings.

• Completion of level 3 NCAS.

• Coaching objective: Minimum of C level certification for all SYL, BPL and Division 1 level teams and addition of 20 newly qualified volunteer coaches with community level qualifications annually.

Our Performance Areas

KPA1: GOVERNANCE, MANAGEMENT and ADMINISTRATION

Objectives• Provide direction and leadership and manage the club in a consistent, organised and cohesive fashion.

• Provide effective decision making in a transparent and accountable environment in the best interests of

members.

Initiatives• Develop an Operations Manual so as to consolidate information such as Policies and Procedures, Job

Descriptions etcetera into one document.

• Once developed, conduct periodic reviews to ensure ongoing appropriateness.

• Ensure that job descriptions are in place for all volunteer roles (50-60% complete).

• Registrations: Review the sign on process and consider the appropriateness of the current system.

Consider strategies to reduce volunteer workload and increase numbers registering online.

• Develop a repository system so as to ensure that club documents are filed appropriately and accessible

to relevant personnel.

• Maintain a secure club database.

• Ensure compliance with all requirements of statutory, tax and governing bodies including but not limited

to the state and national sporting bodies for Football, Brisbane City Council and the Office of Fair Trading.

• Ensure that the Strategic Plan is listed as a standing agenda item at committee meetings to ensure

regular review and monitoring of performance.

• Engaging Team Managers: Organise and deliver regular Team Manager meetings.

• Work with Football Queensland to ensure compliance with National Club Accreditation Scheme

requirements.

• Consider establishing a known point of contact for juniors, seniors and women so as to act as a link

between committees and to represent issues on behalf of each sub-group.

KPA 2: FINANCIAL STABILITY

BackgroundA budget is developed for Juniors/Seniors and NPL. Turnover is approx. $650k (Juniors = $380k,

Seniors = $220k and NPL = $50k). 85-90% of revenue is derived from fees. Main expense areas include

fees to FB/FQ = $130k, Coaching = $95k, Referees = $60k, Field hire = $60k and staff = $45k.

Objectives• Return an annual surplus so as to ensure ongoing sustainability.

• Effectively and accurately report the financial position of the club to the committee and members.

• Ensure that effective controls and processes are in place to protect club funds.

Initiatives• Ensure that an annual budget is prepared and adopted and that regular reports on finances are

delivered at committee meetings.

• Establish a Sinking Fund and allocate an agreed % of gross revenue to this fund so as to support club

facility development priorities. Ensure that adequate policies are in place to direct the application of

this fund.

• Develop a grant strategy and maintain efforts to secure grants so as to maximise return in this area.

• Sponsorship:

• Establish a working group comprised of junior and senior representatives to coordinate activities in

this area.

• Prepare/refresh sponsorship documentation (sponsorship booklet or similar) and undertake a

targeted approach to attract sponsors in advance of the forthcoming season.

• Merchandise:

• Maintain the current on line order system (4 week turnaround).

• Periodically review/investigate options to expand merchandise range and maximise sales.

• Upgrade the canteen at the Kenmore site so as to allow for the expansion of food/beverage offerings.

• Periodically review the field hire agreement and hold discussions with UQ Sport so as to ensure cost

effective arrangements and reasonable terms.

• Membership Fee Structure: Review the club’s membership fee structure to ensure appropriateness.

• Social League: Continue to deliver this competition so as to raise club profile and generate revenue.

KPA 3: FACILITIES

BackgroundThe club currently uses multiple sites:

• Kenmore - 2 fields plus overflow/intermittent access to a third rugby field

(lease agreement with Brisbane City Council);

• Ambrose Treacy College (“ATC”) - 1 field (annual access agreement);

• Kingfisher Park - 1 field (lease agreement with Brisbane City Council); and

• University of Queensland (“UQ”) - 3 fields plus 1 for fixture play only

(accessed under a hire agreement).

ConsultationConsiderable feedback in relation to the benefits of operating from one site so as to consolidate club

operations and better integrate the junior and senior sections of the club was received through the

consultation process. Whilst this may be desirable it may not necessarily be achievable given current

membership numbers and the lack of available venues close to the Brisbane CBD. To accommodate

the current membership a large venue with sufficient space for 5-6 fields, a clubhouse and car-parking

would be required.

Objectives• Better integrate junior and senior operations.

• Clarify the preferred location for the club’s base going

forward and then undertake planning so as to guide the

coordinated provision of facilities at this site.

• Structure mutually beneficial agreements with other

stakeholders so as to enable access for the club at other

venues.

Initiatives• Hold definitive discussions with relevant stakeholders (i.e. Council, schools and/or other clubs in order

to gain absolute clarity as to whether a large inner Brisbane venue is a realistic proposition).

• If realistic: progress discussions and facility development plans accordingly.

• If unrealistic: focus on upgrading the Kenmore site as per below.

• Prepare a Facility Development Plan for the Kenmore site. The Plan should encapsulate all upgrades

proposed for the site. The Plan should include concept drawings; proposed scope of works; and cost

estimates and should consider Council requirements and other planning issues. Priority areas for

consideration include:

• Clubhouse redevelopment (change-rooms, ref’s room, canteen, storage, decks, café/canteen);

• Synthetic field (top field) and/or significant upgrades to this field; and

• Seating/shade.

• Utilise identified grant opportunities where possible to support facility development projects.

• Liaise with the University of Queensland in relation to the significant facility development proposed at

the University to ensure that the club’s needs are considered through the planning process.

• Develop a turf management plan so as to ensure high standard playing surfaces at Kenmore.

• Develop MOU/access agreement and complete lighting

installation with chosen facility partners.

KPA 4: HUMAN RESOURCES / VOLUNTEERS

BackgroundAs with most not for profit community organisations the club needs more volunteers. In addition, the

paid administrator is overburdened. Succession planning is thus an important consideration for the club.

Objectives• Ensure that sufficient human resources are available to deliver club activities and that volunteers and paid staff are supported appropriately.

• Increase the size of the volunteer workforce.

Initiatives• Undertake an annual skills audit/training needs assessment to identify gaps and to inform decisions in relation to training and education and/or recruitment of staff.

• Undertake a targeted volunteer recruitment process well in advance of the forthcoming season.

• Develop a training fund and set aside money to support the education, training and accreditation of our volunteers and/or staff where deemed appropriate.

• Develop a ‘Volunteer Recognition Program’ so as to recognise and reward our volunteers.

• Consider mentor arrangements where appropriate to guide and support people in their roles and pass on experience and knowledge.

• Facilitate information evenings so as to encourage volunteer involvement.

• Develop a coordinated in-house training program/schedule (induction programs, unofficial training courses) so that new volunteers clearly understand their duties.

• Leverage the student university population (re-engage in discussions with UQ).

• Ensure that appropriate reference material is available to support people in their roles (i.e. manuals, policies, procedures, checklists, job descriptions etcetera).

• Offer various volunteer categories including but not limited to casual roles and seasonal roles so that making a commitment to volunteer need not be overly burdensome.

• Consider a provision for additional staff (with a particular focus on supporting senior operations) as part of budget deliberations.

KPA 5: FOOTBALL – PARTICIPATION and PATHWAYS

Objectives• Offer opportunities to participate from U/6 through to Brisbane Premier League level.

• Offer opportunities to participate either competitively or socially so as to encourage a lifelong

connection with the club and love of the sport.

• Strengthen the connection between the junior and senior areas of the club.

• Develop clear pathways for all participants including players, coaches, officials and administrators

within the club.

Initiatives• Undertake a membership review with consideration of available resources and consider the merits of

a membership cap.

• Work in conjunction with other clubs where appropriate so as to create player pathway opportunities.

• Consider development/delivery of tailored activities for girls/women so as to further increase

participation.

• Drive the establishment of a girl’s competition in younger age groups.

• Consider mentoring and match watching opportunities between juniors

and seniors.

KPA 6: FOOTBALL – DEVELOPMENT

Objectives• Develop our people (players, coaches, referees and administrators) so as to provide opportunities for

people to improve their knowledge and skills and progress in the sport.

Initiatives• Facilitate opportunities for interested parties to undertake coach accreditation courses at club

expense.

• Finalise, disseminate and promote the club’s in-house ‘Coach Resource’.

• Introduce the National Football Curriculum to support the development of players and coaches at the

club in line with industry standards.

• Continue to deliver the clubs successful junior development program.

• Nominate experienced coaches within the club as ‘mentors’ to support less experienced people.

• Deliver in-house coach development programs.

• Communicate the availability of coach support programs/resources/curriculum etc. to the club’s

membership base.

• Develop and deliver a Referee Development Program so as to increase

the number of referees and their level of qualification.

Potential Project Funding Opportunity Status

Lighting installation withchosen facility partners.

Qld State Govt (Department of National Parks, Sport and Racing.

Brisbane City Council – Community Sports Clubs Grant Program.

Awaiting release ofQld State Govt Program.Likely release: Aug 2015.

Facility upgrades at Kenmore site.

Qld State Govt (Department of National Parks, Sport and Racing).

and/or Brisbane City Council – Community

Sports Clubs Grant Program.

Awaiting release of Qld State Govt Program. Likely release: Aug 2015.

BCC: Opens 13th July 2015.

Training/Education/ Courses and/or Participation initiatives.

Qld State Govt (Department of National Parks, Sport and Racing).

Awaiting release of program. Likely release: Aug 2015.

Participation initiatives. Brisbane City Council – Healthy and Physical Activity Grants. Opens 13th July 2015.

Equipment/minor facility improvements.

Gambling Community Benefit Fund. Quarterly program.

Capacity Building initiatives. Brisbane City Council – Community Sports Clubs Grant Program. Opens 13th July 2015.

Grant Strategy

Note: The National Stronger Regions Fund may also be appropriate for a large scale precinct upgrade in partnership with other clubs and /or Council.

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Survey Responses

Summary responses of survey issued – 19th June 2015, no of respondents - 126.

Q1 You have 30 seconds to explain what the club does – what would you say? The Club exists to provide opportunities to all ages and abilities within a family friendly well organized environment.

Q2 What do you see as the top 2 critical issues facing the club in the next 6 - 12months?

Field quality and quantity, poor clubhouses, Senior mens BPL Premier performance, size of club.

Q3 Please comment on club facilities and how these might be improved. Consider whether operating

from multiple sites is appropriate and what the club specifically needs.

Multiple training sites only practical answer to volume demand.

Q4 Please indicate the main strengths of the club. Family friendly culture, location, junior development, key personnel.

Q5 What actions can the club take to encourage people to volunteer and better support our volunteers?

Volunteer Recruitment and Retention - Offer some form of incentives, fee discounts, promotion for member business, game tickets, need specific volunteer coordinator with training and recognition provided.

Q6 Please indicate the main opportunities for the club. Facility improvements, sponsorship, junior/senior integration.

Q7 Please indicate risks, barriers or threats to the success of the club. Loss of BPL status, key personnel, Committee succession planning.

Q8 Assume you are in 2018 and that the club has had 3 extremely successful years of operation.

Please complete the following: “We know, we’ve been really successful because we…..” Great personnel, strong finances, rolling strategic plan in place.

Contact

University of Queensland Football Club Inc.Postal: PO Box 60 Kenmore Qld 4069

www.uqfc.com.au