August 2009

North Shore Swimming

Strategic and Business Plan August 2009 - 2012

August 2009

Contents

1. Introduction

2. Strategic Overview

3. Strategic Intent

4. Outcome Map

5. Key Risks

6. General Conditions

7. Organisation Structure

8. Financial Comparison 2006 - 2009

9. Key Actions required

10. Key Outcomes 2010 (update with draft score 0410)

11. Key Outcomes 2012

August 2009

Introduction

The North Shore Swimming Club (NSS) philosophy is to encourage all swimmers to achieve their full potential by creating and delivering effective training environments and through quality coaching.

Swimming has significant benefits for all who participate. It is a vehicle to achieve personal fitness and it creates a sense of self-pride and achievement. Swimming requires a high level of personal self-discipline and commitment, attributes, our club encourages and develops.

The club has excellent technical, tactical and core physical attributes necessary for achieving swimming excellence. This level of excellence is further enhanced with the support of the local community, extensive volunteer network, sponsorship partners, our affiliation with Auckland and Swimming NZ, SPARK, The Millennium Institute Of Sport and North Harbour Sports Inc.

However, while NSS has a clear pathway for its swimmers and provides a development framework so young people can achieve the best swimming experience possible within the North Shore and indeed global community, the club needs to strategically position itself for the next generation.

August 2009

Strategic Overview

MISSION“to be the No 1 Swim Club in New Zealand”

STRATEGIC INTENTWhat we are going to do

VISION“provide a challenging environment that encourages all swimmers

to achieve their potential without compromising our values with excellent member relations”

CORE VALUESCommitment Competitive Fair Play Pride

KEY ACTIONSWhat we need to do

STRATEGIC OUTCOMESSatisfied Swimmers Delighted Sponsors Governance & Systems Excellence Motivated & Enabled Members

August 2009

Strategic Intent

Maintain National Club Dominance - Implement a long term Athlete development plan “LTAD”

Have 95% of eligible swimmers reach the national age group championships.

Increase contribution to NZ swimming - effectively delivering more highly trained swimmers capable of transitioning on to the world stage.

Placing 6 new NSS athletes on the New Zealand Commonwealth Games Team in 2010.

Placing 4 new NSS athletes on the New Zealand Olympic Team 2012.

Secure more Pool space thus increase talent pool and revenue = dominance of club

Increase professional and personal development and training camps for our coaching staff

Increase Club profile and Support wider community involving swimming initiatives

Establish a trademark event and or increased meet management

Establish Alumni and continue member participation for future generations

Maintain best practice governance and management practices

August 2009

Outcome Map

Club Performance

Members Recognition Revenue

Committed Coaches Success Meets, Learn to swim, Marketing / Promotion

Pools space utilisation/ Desire to belong

Establish LTAD/ Sponsorship

Operational Excellence Member Value Environment

Systems / Financial

Reporting

Communication

Alumni

Facilities

OSH / Risk

Motivated People Enabled People

Training / Succession / Recognition / Participation

August 2009

Key Risks

Financial revenues not achieved

Loss of key People

Significant member(s) incident

Competition enters our area

MISH non alignment

Poor Results

August 2009

General Conditions

Constraints Pool space Cost of pool hirerage Revenue driven off swimmer

numbers (inherent conflict, too many swimmers quality decreases and less people want to joining the club conversely too few swimmers then too costly to swim)

NZ Swimming strategic alignment Economic environmnet

Opportunities

• Sponsorship building on established brand.

• Increase in Swimming Meets thus revenue

• Centre of Excellence to attract members & build club momentum

• Alumni

• Celebrity linkage: NZ swimming team who have NSSC members and Ian Turner former National Head Swimming Coach and Head National Men’s Coach for Great Britain.

• Leverage of Mish and its associates

• Retail and trade incentives for the club through local identity association

• Consider learn to swim initiatves through schools for revenue generation

August 2009

Organisational Structure

Senior Coach Junior Coach Club Manager

Director Of Operations

August 2009

Financial Comparison ($000’s)

2006 2009 % Change

Fee Income 314 429 37

Grants 33 37

Registration 76 100 32

Other 32 30

Total Income 455 596 31

ASA & Other 17 22 29

Pool Hire 63 160 154

Staff Costs 281 393 39

Other (Deprc) 52 21

Total Expenses 413 596 44

Surplus (Deficit) 42 0

Note: Staff Costs in 2006 were 68% of Tot Expenses. 66% in 2009

August 2009

Key Actions Required

1. Secure Strategic plan approval2. Launch new Web site3. Update Accounting systems and review costs and

financial budgets4. Review OSH / Risk Management policies and

actions5. Create a Communication Plan6. Review HR and succession blueprint7. Define a plan for major meet management and

commit to such8. Agree plan to apply for specific Grant aplications in

excess of $50k.9. Establish a Fund raising / Sponsorship sub

Committee of willing members - get $50k plus10. Establish an Alumini11. Secure ASA approval to assess our own members

for swimming qualifications12. Regular promotion of Club for new pool space and

with MISH, ASA, NZSA and NSCC.

August 2009

Key Outcomes 2010

What1. Organisational Structure

established2. Review and update accounting

software, Payroll, OSH, Risk & HR.

3. Web site and Communication Plan running

4. Alumini established5. Major Meet date agreed6. Club Naming Sponsor, Grants &

Fund raising >$100k7. Exceed club/ swimmer results at

major events8. Sucessful camps internally and

externally9. Ensure NSS has local and

national presence

KPI’s1. Documented

2. New systems, Documentation and management of incidents

3. Documentation

4. Documentation5. Planning and date agreed6. Cash reserves

7. Documented results

8. Attendence numbers

9. Regular meetings with stakeholders

SCORE

o Yes but Evolving

Acctng /Payroll

Risk / HR Web Comms No

o Evolving No

Yes

Yes

o Yes but not with members

August 2009

Key Outcomes 2012

What1. More lane space secured2. Major meet established3. Suffice cash reserves to run

greater than 6 months4. Naming Sponsor5. Best practice in OSH and

Risk management6. Excellence in

Communication7. Happy and motivated

employees8. Major Alumini event

completed9. No 1 swim club in NZ in

major events10. No 1 in public mind for

success & learning e.g camps.

KPI1. Increase in swimmers / revenues2. Date established / profile3. Cash at bank

4. Communication and revenue5. Documentation and yearly review

inclusive minimisation of incidents6. Internal and external feedback. Club

profile7. Low turnover

8. Actual date

9. NZSA recognition, major meet recognition

10. Attendence / feeedback

August 2009

FINISH