Strategic Plan Continued
Members of the sub committee/committee and soccer community involved in contributing to the planning, discussions and final draft are:
Terry Attwood, Bill Burris, Robin Jensen, Robin Lewis, Ray West, Ian Flavell, Carolyn Taverner, Gary James, Luke Niamo, Bronwyn Beesley, Ferenc
jakab, Peter Richardson, Max Lesser, Mick Evans, Viv Rodnight.
To complete this document we gathered information through meetings, discussion and feedback from committee and community members. We made the
drafts of the document accessible and on display at the club to the public for further comments and feedback. Information was also obtained through
research of other sporting clubs and affiliations.
This five year strategic plan will be a working document that guides CSC committee members in the process of future management for the club.
This five year strategic plan will be reviewed on a quarterly basis to ensure that every effort is being made to meet performance the targets, and to
make any adjustments that are deemed necessary.
CORPORATE SUMMARY
ORGANISATION DETAILS
Legal name : Castlemaine Soccer Club Incorporated
Address : PO Box 236 Castlemaine Vic 3450
Telephone : 54723281
Contact person : Robin Jenson - Secretary
BACKGROUND
This plan has been prepared by CSC in response to a number of new (& old) challenges that face the club over the next few years. These are:
The population growth of the region combined with the growing popularity of soccer in the Castlemaine area, the greater Bendigo region and the state
as a whole.
The demand for further development of facilities and playing fields to accommodate these needs.
The need to continue to provide safe playing surfaces and modern equipment.
A focus on the requirements requested by the governing body, Bendigo Amateur Soccer League (BASL) in their 2003- 2008 Strategic Plan.
The requirement for development of young players to an elite level.
The need to attract more women soccer players to the club.
The demand for more qualified officials and coaches.
The inclusion of a wide range of opportunities that can facilitate in the participation of the wider community to also enjoy soccer.
To continue to look at ways of working with local and state governments in a professional and collaborative way that benefits all community
members.
This plan gives CSC a clear vision and purpose as to what lies ahead and the preparation needed to meet future challenges.
MISSION STATEMENT
The purpose of the Castlemaine Soccer Club is to:
* promote soccer in the area while catering for the social and competitive needs of our members.
* provide opportunities for all participants to develop to their full potential.
* ensure a safe and supportive environment to all our members.
* be inclusive of all and to be aware of the diversity of our community.
* play the game with spirit and in a fair and sporting way.
THE VISION
Castlemaine Soccer Club will continue in its expansion and development of its facilities, while continuing the promotion of soccer in the area and
providing the highest quality
development for all players, officials and volunteers. The game will be played at all times in a sporting and fair manner.
OUR VALUES
CSC is to foster a respectful and responsible culture amongst young people, and it being a safe, inclusive and accountable place for children, young
people and women to come to.
soccer should be coached, played and supported at all levels of CSC in a way which accords with the spirit of the game, encourages the broadest
possible community and family participation, and embraces all who wish to be involved in a caring and co-operative effort.
developmental aims and principles should take precedence over competitive influences in relation to coaching and planning policies
OBJECTIVES
DEVELOPMENT
To be a “league leader” in relation to junior development, with benchmark measures in place at CSC in all aspects of coaching and junior
development, refereeing and club administration.
Provision for all coaches, players, administrators and referees at the club to have an opportunity to develop to their potential.
To continue to promote the positive culture and leadership that is present at CSC.
FACILITIES
CSC must provide safe surfaces to play on.
To expand playing area to include two full size and two junior pitches in compliance with BASL strategic plan (2003-2008)
To improve current lighting of ground to facilitate future requirement of night game play.
To continue the search to secure required water rights.
MARKETING
To promote the health, social, fitness and enjoyment aspects of the game.
To promote and encourage participation in soccer, particularly in the area of women’s soccer.
CSC will market club values to the community and community values within the club. CSC is keen to promote as a strong community value it’s
stance on non-violent behavior and positive role- modeling for young men.
ADMINISTRATION
The CSC committee will manage and administer the club efficiently.
CSC will be transparent and accountable.
FINANCE
The club will continue to attract funding in order to facilitate the expansion of its facilities and player base.
To improve CSC service to the community we will continue to strive to operate on a annual surplus for future investment.
CSC will continue to try to keep financial costs to members as low as possible, and to look at ways to offer “lower cost alternative” soccer training
and playing options for families unable to meet the standard membership expenses.
COMPETITION
To look at an alternative range of options that offer soccer that is inclusive of all.
To review the range of “non-competitive” and “non-standard” playing formats to enhance developmental outcomes and maximize participation rates.
CSC to explore the viability of out of season competitions to further maximize community interest in the sport.
STRATEGIES
DEVELOPMENT
To be a “league leader” in relation to junior development, with benchmark measures in place at CSC in all aspects of coaching and junior
development, refereeing and club administration.
Provision for all coaches, players, administrators and referees at the club to have an opportunity to develop to their potential.
To continue to promote the positive culture and leadership that is present at CSC.
Rational
The need for CSC to support junior player development, and to access specialized coaching programs.
To promote a culture at the club that supports all players and representatives to reach their full potential, with an emphasis on high levels of
participation and skill development.
Key Strategies
- Creation of a Head Coach (not linked to any one team) and “in-house” coaching education program.
- Encourage at least four community members per year to attend coaching and referees course (funded by CSC).
- Organize training sessions for players/parents for assistant referees duties.
- Offer training/workshops for all volunteers in their various skill areas (funded by CSC).
Performance Targets
1. Draft of a junior development program by February 2006.
2. The appointment of a Head-Coach by the start of 2006 season.
3. At least four members of the community to have completed a coaching and/or referees course per year.
FACILITIES
CSC must provide safe surfaces to play on.
To expand playing area to include two full size and two junior pitches in compliance with BASL strategic plan (2003-08).
To improve current lighting of ground to facilitate future requirement of night game play.
To continue the search to secure required water rights.
Rational
The expansion of the facilities to two senior and two junior pitches is paramount for CSC not only so that the club can meet the increased demands
associated with the ever larger numbers of soccer playing public, but also for us to comply with the requirements of BASL strategic plan (2003-08).
The condition of the pitches that we currently have is on the borderline of being un-playable and needs serious maintenance.
The club change room facilities are inadequate, of particular concern is the women’s team do not have separate facilities, which can cause
embarrassment when the women’s match finishes and the youth/men begin, there is a crossover time when both may need to be in the rooms at the
same time.
Currently there is a distinct lack of water available to maintain a safe playing field and if the club has to expand it needs secure water rights.
Key Strategies
- Commission a detailed feasibility study.
- Look at funding options for expansion from all Government bodies, Philanthropic Organizations, Sport & Recreation Victoria, BASL, VSF and any other
funding available.
- CSC needs to continue dialogue with Local Council and Colaban water around the provision of adequate and sustainable water rights/allocation.
- CSC will continue to assess the possibility of relocating to other facilities.
Performance Targets
1. Feasibility study to be commissioned and completed in the first six months of 2006.
2. Dialogue with council to be ongoing and at regular intervals.
3. Ongoing funding options to be assessed by grants and funding committee.
4. Continue to participate in the planning committee of the proposed re-development of the Wesley Hill sporting complex.
MARKETING
To promote the health, social, fitness and enjoyment aspects of the game.
To promote and encourage participation in soccer, particularly in the area of women’s soccer.
CSC will market club values to the community and community values within the club. CSC is keen to promote as a strong community value it’s
stance on non-violent behavior and positive role modeling for young men.
Rational
CSC is keen to promote soccer not only as the ‘world Game’ but also the health, fitness and overall wellbeing of being involved with the club. There are
still many potential soccer club members in the community that need to be reached to truly make this the number one game in the region.
The number of Women soccer players in the region is on the increase, yet at CSC we could not enter a team (2005) due to lack of numbers. This is an
area that will need attention through better promotion of women’s soccer.
It also is important that CSC markets that it fosters a respectful and responsible culture amongst young people and it is a safe, inclusive and
accountable place for children, young people and women to come to.
Key Strategies
- Promote all club activities through local and regional media organizations on a regular basis.
- Look at ways to involve local business’s on match days or club promotion days.
- Take CSC to schools to promote the club, with a strong emphasis on targeting girls and young women.
- Organize an invitation to ½ day women & girls soccer open day.
- Look at ways for young males to be involved the promotion of non-violent behavior (eg. Through the development of posters, webpage etc)
- Continue to develop and expand current website.
Performance Targets
1. Ongoing weekly reports and articles to be sent to regional media outlets.
2. Ongoing promotion of website throughout 2006.
3. To promote soccer in schools early 2006.
4. Women/girls open day January 2006.
5. To once again have a woman’s team - by season 2006-ongoing.
6. Produce a club poster promoting positive culture for boys in 2006.
ADMINISTRATION
The CSC committee will manage and administer the club efficiently.
CSC will be transparent and accountable.
Rational
It is recognized that for CSC to be efficient, transparent and accountable, the members skills need to be used effectively and the workload needs to be
shared appropriately, and contributions encouraged in a positive and supportive way.
Key Strategies
- Skills Audit - Identify and record skills and expertise of members of CSC and the wider community and encourage their contribution.
- Look at ways of outsourcing tasks that need not necessarily be performed by committee members.
- Develop job descriptions for each role performed at the club.
- Have a process for accountability to the community if requested by any member thereof, and to make available all documents as requested.
Performance Targets
1. Skills audit to be sent out with registrations each year. By using skills audit we can draw on “expert” volunteers-ongoing.
2. Committee to organize a working party and to begin the process of job descriptions for committee members in early 2006.
3. Documents, minutes etc to be posted on CSC’s website-ongoing from 2006.
FINANCE
The club will continue to attract funding in order to facilitate the expansion of its facilities and player base.
To improve CSC service to the community we will continue to strive to operate on an annual surplus for future investment.
CSC will continue to try to keep financial costs to members as low as possible, and to look at ways to offer “lower cost alternative” soccer training
and playing options for families unable to meet the standard membership expenses.
Rational
The future viability of CSC over the next five years will be reliant on its capital growth. There is a growing need for clubs to contribute to capital
expenditure for facilities and grounds. Whilst funds need to be available it is important that the cost to members remain ‘affordable’, and equitable.
Key Strategies
- Develop a five year financial plan/timelines.
- Obtain sponsorship/grants for programs and events.
- Generate income from ‘major’ events.
- Sponsorship targets developed to part fund capital development.
- Develop fundraising committee and strategies.
- Look at ways to reduce fees and to subsidize low income earners, and individuals, and families on a government pension.
Performance Targets
1. Financial plan/timelines developed by October/November each year.
2. Generation of an annual surplus.
3. Annual review of target amounts including fundraising and grants.
4. Lower cost alternatives to be reviewed by committee before registrations go out in 2006.
COMPETITION
To look at an alternative range of options that offer soccer that is inclusive of all.
To review the range of “non-competitive” and “non-standard” playing formats to enhance developmental outcomes and maximize participation rates.
CSC to explore the viability of out of season competitions to further maximize community interest in the sport.
Rational
CSC needs to develop strategies to make soccer available for all, there needs to be more opportunities for other sectors of the community to enjoy the
game (social soccer on Sunday’s is a prime example of the diverse range of people that soccer attracts), particularly young women at junior levels,
people with disabilities, older players and lower cost alternatives.
There may well also be a need for a more diverse range of competitions or modified versions of the game for example: out of season competitions, five –
a-side tournaments, futsal, inter & intra club competitions, junior women’s comp, twilight games and older player’s leagues.
Key Strategies
- Assist in the promotion of junior women’s soccer and working with BASL to look at potential for a future competition.
- Research what the needs and interests are at CSC and locally for various soccer competitions and what these would look like.
- Discuss with BASL how they plan to “outsource selected competitions/clinics/modified games special events etc” (BASL, strategic plan 2003-08).
- Explore external groups - soccer camps etc.
Performance Targets
1. Committee to work on an alternative competitions report - through 2006 season.
2. Lobby BASL throughout the year (2006) to promote its capacity to hold clinics, special events, alternative competitions etc.
Members of the sub committee/committee and soccer community involved in contributing to the planning, discussions and final draft are:
Terry Attwood, Bill Burris, Robin Jensen, Robin Lewis, Ray West, Ian Flavell, Carolyn Taverner, Gary James, Luke Niamo, Bronwyn Beesley, Ferenc
jakab, Peter Richardson, Max Lesser, Mick Evans, Viv Rodnight.
To complete this document we gathered information through meetings, discussion and feedback from committee and community members. We made the
drafts of the document accessible and on display at the club to the public for further comments and feedback. Information was also obtained through
research of other sporting clubs and affiliations.
This five year strategic plan will be a working document that guides CSC committee members in the process of future management for the club.
This five year strategic plan will be reviewed on a quarterly basis to ensure that every effort is being made to meet performance the targets, and to
make any adjustments that are deemed necessary.
CORPORATE SUMMARY
ORGANISATION DETAILS
Legal name : Castlemaine Soccer Club Incorporated
Address : PO Box 236 Castlemaine Vic 3450
Telephone : 54723281
Contact person : Robin Jenson - Secretary
BACKGROUND
This plan has been prepared by CSC in response to a number of new (& old) challenges that face the club over the next few years. These are:
The population growth of the region combined with the growing popularity of soccer in the Castlemaine area, the greater Bendigo region and the state
as a whole.
The demand for further development of facilities and playing fields to accommodate these needs.
The need to continue to provide safe playing surfaces and modern equipment.
A focus on the requirements requested by the governing body, Bendigo Amateur Soccer League (BASL) in their 2003- 2008 Strategic Plan.
The requirement for development of young players to an elite level.
The need to attract more women soccer players to the club.
The demand for more qualified officials and coaches.
The inclusion of a wide range of opportunities that can facilitate in the participation of the wider community to also enjoy soccer.
To continue to look at ways of working with local and state governments in a professional and collaborative way that benefits all community
members.
This plan gives CSC a clear vision and purpose as to what lies ahead and the preparation needed to meet future challenges.
MISSION STATEMENT
The purpose of the Castlemaine Soccer Club is to:
* promote soccer in the area while catering for the social and competitive needs of our members.
* provide opportunities for all participants to develop to their full potential.
* ensure a safe and supportive environment to all our members.
* be inclusive of all and to be aware of the diversity of our community.
* play the game with spirit and in a fair and sporting way.
THE VISION
Castlemaine Soccer Club will continue in its expansion and development of its facilities, while continuing the promotion of soccer in the area and
providing the highest quality
development for all players, officials and volunteers. The game will be played at all times in a sporting and fair manner.
OUR VALUES
CSC is to foster a respectful and responsible culture amongst young people, and it being a safe, inclusive and accountable place for children, young
people and women to come to.
soccer should be coached, played and supported at all levels of CSC in a way which accords with the spirit of the game, encourages the broadest
possible community and family participation, and embraces all who wish to be involved in a caring and co-operative effort.
developmental aims and principles should take precedence over competitive influences in relation to coaching and planning policies
OBJECTIVES
DEVELOPMENT
To be a “league leader” in relation to junior development, with benchmark measures in place at CSC in all aspects of coaching and junior
development, refereeing and club administration.
Provision for all coaches, players, administrators and referees at the club to have an opportunity to develop to their potential.
To continue to promote the positive culture and leadership that is present at CSC.
FACILITIES
CSC must provide safe surfaces to play on.
To expand playing area to include two full size and two junior pitches in compliance with BASL strategic plan (2003-2008)
To improve current lighting of ground to facilitate future requirement of night game play.
To continue the search to secure required water rights.
MARKETING
To promote the health, social, fitness and enjoyment aspects of the game.
To promote and encourage participation in soccer, particularly in the area of women’s soccer.
CSC will market club values to the community and community values within the club. CSC is keen to promote as a strong community value it’s
stance on non-violent behavior and positive role- modeling for young men.
ADMINISTRATION
The CSC committee will manage and administer the club efficiently.
CSC will be transparent and accountable.
FINANCE
The club will continue to attract funding in order to facilitate the expansion of its facilities and player base.
To improve CSC service to the community we will continue to strive to operate on a annual surplus for future investment.
CSC will continue to try to keep financial costs to members as low as possible, and to look at ways to offer “lower cost alternative” soccer training
and playing options for families unable to meet the standard membership expenses.
COMPETITION
To look at an alternative range of options that offer soccer that is inclusive of all.
To review the range of “non-competitive” and “non-standard” playing formats to enhance developmental outcomes and maximize participation rates.
CSC to explore the viability of out of season competitions to further maximize community interest in the sport.
STRATEGIES
DEVELOPMENT
To be a “league leader” in relation to junior development, with benchmark measures in place at CSC in all aspects of coaching and junior
development, refereeing and club administration.
Provision for all coaches, players, administrators and referees at the club to have an opportunity to develop to their potential.
To continue to promote the positive culture and leadership that is present at CSC.
Rational
The need for CSC to support junior player development, and to access specialized coaching programs.
To promote a culture at the club that supports all players and representatives to reach their full potential, with an emphasis on high levels of
participation and skill development.
Key Strategies
- Creation of a Head Coach (not linked to any one team) and “in-house” coaching education program.
- Encourage at least four community members per year to attend coaching and referees course (funded by CSC).
- Organize training sessions for players/parents for assistant referees duties.
- Offer training/workshops for all volunteers in their various skill areas (funded by CSC).
Performance Targets
1. Draft of a junior development program by February 2006.
2. The appointment of a Head-Coach by the start of 2006 season.
3. At least four members of the community to have completed a coaching and/or referees course per year.
FACILITIES
CSC must provide safe surfaces to play on.
To expand playing area to include two full size and two junior pitches in compliance with BASL strategic plan (2003-08).
To improve current lighting of ground to facilitate future requirement of night game play.
To continue the search to secure required water rights.
Rational
The expansion of the facilities to two senior and two junior pitches is paramount for CSC not only so that the club can meet the increased demands
associated with the ever larger numbers of soccer playing public, but also for us to comply with the requirements of BASL strategic plan (2003-08).
The condition of the pitches that we currently have is on the borderline of being un-playable and needs serious maintenance.
The club change room facilities are inadequate, of particular concern is the women’s team do not have separate facilities, which can cause
embarrassment when the women’s match finishes and the youth/men begin, there is a crossover time when both may need to be in the rooms at the
same time.
Currently there is a distinct lack of water available to maintain a safe playing field and if the club has to expand it needs secure water rights.
Key Strategies
- Commission a detailed feasibility study.
- Look at funding options for expansion from all Government bodies, Philanthropic Organizations, Sport & Recreation Victoria, BASL, VSF and any other
funding available.
- CSC needs to continue dialogue with Local Council and Colaban water around the provision of adequate and sustainable water rights/allocation.
- CSC will continue to assess the possibility of relocating to other facilities.
Performance Targets
1. Feasibility study to be commissioned and completed in the first six months of 2006.
2. Dialogue with council to be ongoing and at regular intervals.
3. Ongoing funding options to be assessed by grants and funding committee.
4. Continue to participate in the planning committee of the proposed re-development of the Wesley Hill sporting complex.
MARKETING
To promote the health, social, fitness and enjoyment aspects of the game.
To promote and encourage participation in soccer, particularly in the area of women’s soccer.
CSC will market club values to the community and community values within the club. CSC is keen to promote as a strong community value it’s
stance on non-violent behavior and positive role modeling for young men.
Rational
CSC is keen to promote soccer not only as the ‘world Game’ but also the health, fitness and overall wellbeing of being involved with the club. There are
still many potential soccer club members in the community that need to be reached to truly make this the number one game in the region.
The number of Women soccer players in the region is on the increase, yet at CSC we could not enter a team (2005) due to lack of numbers. This is an
area that will need attention through better promotion of women’s soccer.
It also is important that CSC markets that it fosters a respectful and responsible culture amongst young people and it is a safe, inclusive and
accountable place for children, young people and women to come to.
Key Strategies
- Promote all club activities through local and regional media organizations on a regular basis.
- Look at ways to involve local business’s on match days or club promotion days.
- Take CSC to schools to promote the club, with a strong emphasis on targeting girls and young women.
- Organize an invitation to ½ day women & girls soccer open day.
- Look at ways for young males to be involved the promotion of non-violent behavior (eg. Through the development of posters, webpage etc)
- Continue to develop and expand current website.
Performance Targets
1. Ongoing weekly reports and articles to be sent to regional media outlets.
2. Ongoing promotion of website throughout 2006.
3. To promote soccer in schools early 2006.
4. Women/girls open day January 2006.
5. To once again have a woman’s team - by season 2006-ongoing.
6. Produce a club poster promoting positive culture for boys in 2006.
ADMINISTRATION
The CSC committee will manage and administer the club efficiently.
CSC will be transparent and accountable.
Rational
It is recognized that for CSC to be efficient, transparent and accountable, the members skills need to be used effectively and the workload needs to be
shared appropriately, and contributions encouraged in a positive and supportive way.
Key Strategies
- Skills Audit - Identify and record skills and expertise of members of CSC and the wider community and encourage their contribution.
- Look at ways of outsourcing tasks that need not necessarily be performed by committee members.
- Develop job descriptions for each role performed at the club.
- Have a process for accountability to the community if requested by any member thereof, and to make available all documents as requested.
Performance Targets
1. Skills audit to be sent out with registrations each year. By using skills audit we can draw on “expert” volunteers-ongoing.
2. Committee to organize a working party and to begin the process of job descriptions for committee members in early 2006.
3. Documents, minutes etc to be posted on CSC’s website-ongoing from 2006.
FINANCE
The club will continue to attract funding in order to facilitate the expansion of its facilities and player base.
To improve CSC service to the community we will continue to strive to operate on an annual surplus for future investment.
CSC will continue to try to keep financial costs to members as low as possible, and to look at ways to offer “lower cost alternative” soccer training
and playing options for families unable to meet the standard membership expenses.
Rational
The future viability of CSC over the next five years will be reliant on its capital growth. There is a growing need for clubs to contribute to capital
expenditure for facilities and grounds. Whilst funds need to be available it is important that the cost to members remain ‘affordable’, and equitable.
Key Strategies
- Develop a five year financial plan/timelines.
- Obtain sponsorship/grants for programs and events.
- Generate income from ‘major’ events.
- Sponsorship targets developed to part fund capital development.
- Develop fundraising committee and strategies.
- Look at ways to reduce fees and to subsidize low income earners, and individuals, and families on a government pension.
Performance Targets
1. Financial plan/timelines developed by October/November each year.
2. Generation of an annual surplus.
3. Annual review of target amounts including fundraising and grants.
4. Lower cost alternatives to be reviewed by committee before registrations go out in 2006.
COMPETITION
To look at an alternative range of options that offer soccer that is inclusive of all.
To review the range of “non-competitive” and “non-standard” playing formats to enhance developmental outcomes and maximize participation rates.
CSC to explore the viability of out of season competitions to further maximize community interest in the sport.
Rational
CSC needs to develop strategies to make soccer available for all, there needs to be more opportunities for other sectors of the community to enjoy the
game (social soccer on Sunday’s is a prime example of the diverse range of people that soccer attracts), particularly young women at junior levels,
people with disabilities, older players and lower cost alternatives.
There may well also be a need for a more diverse range of competitions or modified versions of the game for example: out of season competitions, five –
a-side tournaments, futsal, inter & intra club competitions, junior women’s comp, twilight games and older player’s leagues.
Key Strategies
- Assist in the promotion of junior women’s soccer and working with BASL to look at potential for a future competition.
- Research what the needs and interests are at CSC and locally for various soccer competitions and what these would look like.
- Discuss with BASL how they plan to “outsource selected competitions/clinics/modified games special events etc” (BASL, strategic plan 2003-08).
- Explore external groups - soccer camps etc.
Performance Targets
1. Committee to work on an alternative competitions report - through 2006 season.
2. Lobby BASL throughout the year (2006) to promote its capacity to hold clinics, special events, alternative competitions etc.
The Official Website of the CASTLEMAINE GOLDFIELDS F.C. 2013
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