Lake Cootharaba Sailing Club. Business Plan. July 2014 to June 2019

Transcription

1 Business Plan July 2014 to June 2019 Telephone: (07) Website: lcsc.org.au Commodore: Secretary: Treasurer: Doug Chetwynd Chris Morey Tony Matta

2 Table of Contents Table of Contents 2 Signature Page 4 Executive Summary 5 Recommendations 5 Overview 6 History of the Club 6 Current Position 6 Business Model 6 Changing Environment 7 Club Structure 7 Vision of the Club 7 Club Long Term Goals 8 Club Objectives 8 Issues Facing the Club 8 Membership Trends 9 Length of Membership Analysis 9 Financial Analysis 11 Current Financial Position 11 Financial Forecasts with increases greater than CPI 12 SWOT Analysis 13 Strengths 13 Weaknesses 14 Opportunities 14 Threats 15 Facilities 16 Premises 16 Assets and Equipment 16 Intellectual Property 16 Risk Management 17 Business Continuity Planning 17 Safety 17 Succession Planning 17 Insurance 17 Education and Training 18 Training 18 2 P a g e

3 Marketing 18 Online Presence 18 Open Public Recruitments 19 Media Officer 19 Action Plans 19 Five Year Plan on a Page 2014 to P a g e

4 Signature Page Executive Committee Portfolio Signature 1. Doug Chetwynd Commodore 2. Geoff Smith Vice Commodore 3. Ian Smith Rear Commodore 4. Chris Morey Secretary 5. Tony Matta Treasurer 6. Harry Krapp Committee Member 7. Ann Koreman Committee Member 4 P a g e

5 Executive Summary This Strategic Business plan will play an integral role in managing Lake Cootharaba Sailing Club, and achieving its goals over the next Five Years. It will be used extensively by the Executive Management Committee, and, as with all business plans and objectives of the Club, it will be reviewed and modified over time to reflect the ongoing development and needs of the Club. The Club has achieved much since its beginnings in 1946, our asset base is supported by total ownership of all assets including buildings, boats and other operating equipment. We have a good brand name amongst the Sailing Fraternity for our Regattas and our ability conduct major events such as National Titles, and our Club values are the cornerstone in regard to long term membership retention. The broad outline of planned major initiatives embraced in this plan is; Attraction and retention of members for the sustainability of the club. Targeting and attracting sections of the Sailing fraternity who will continue to sail at the club. Providing facilities that attract and retain members Increasing boat housing facilities to attract and retain members. Ensure preventative maintenance is scheduled maintaining asset life and value of all Club Assets. The Executive continually reviewing the decisions taken to gauge effectiveness, and engaging the membership in the direction and future of the club. Ensure renewal of the Executive to diversify ideas, growth of those participating, and encouragement of input from the membership. Recommendations 1 That the members of the Club endorse the Strategies contained within this document. 2 That the Plan on a Page component of this document be accepted as the broad future direction for public display and review of achievements 3 That the Executive update the 5 Year each year after the September Executive and have it ready for the November General Meeting for endorsement. 5 P a g e

6 Overview History of the Club The inaugural meeting of the was held on the 12 th February 1946 with a membership of fourteen (14). By 1952 the Club had grown and was in a financial position to start work on a Boat Shed. The Club continued to grow, with work starting in 1960 expanding the Boat Shed to what has become the present Club House at 24 Boreen Parade Boreen Point. During the 1970 s the Club leased two (2) lots of land, lots 10 and 11 at Teewah Street Boreen Point. By 1979 sheds were erected on the blocks for extra Boat Housing. The Club purchased the land in 1984 and the blocks were converted to freehold. Over the years of the operation of the Club, Regattas have been introduced through ought the duration of the Sailing Season. These Regattas ensure the success of the Club within the Sailing Fraternity, and bolster the financial well being of the Club. The Club has continued to grow steadily since its inception, with management committees having the foresight to set the Club on the path of growth and sustainability based on encouraging a family friendly environment. Current Position The club is in a good position in terms of membership with over 200, and potential for membership growth. There is solid foundation of long term members committed to the future sustainability of the club. The Club is rich in assets, with the Club House and Top Yard facilities not only being strategic in terms of providing boat storage to attract and keep members, the assets give the Club the foundations for expansion with these assets as a backdrop. The Club continues to foster a family friendly environment which goes to the strength of its membership base. Business Model The current Business Model which the Club operates under has evolved over many years. The Business Model itself is quite simple in its construct, and has shown to be effective. There two components to the model; Component (1) the revenues from Membership Fees, Boat Housing etc. are structured to pay for the Fixed Costs of the Club, Component (2) any Capital Expenditure is paid for by running of Regattas and Class events for Associations. Given that, the Club schedules five (5) regattas each season, a Christmas Regatta dedicated to National Titles and schedules any other event as required. 6 P a g e

7 Changing Environment The environment, in which all clubs find themselves, is one where legislation and compliance is consuming large amounts of time and money of the management committees. There are new and emerging sports and sophisticated electronic games that compete for the younger participants. The Club has moved into the electronic age with its own Web Site, and uses software programs for race outcomes, where in the past these tasks were completely manual. As with all support software, this will continue to be upgraded and the Club will need to have the agility and financial support to continue to keep up if required to do so. Club Structure The Club is structured with an Executive Management Committee, who is responsible for the discharging of the clubs business in line with the Club Constitution, and sound management practices. There is a number of officer bearers and committees that report to the Executive Committee. These roles are commissioned to ensure the efficient running of the Club and meeting compliance requirements under statute. The diagram illustration of the structure is set out below: Patron Commodore Vice Commodore Rear Commodore Secretary Treasurer 2* Committee Safety Officer Bar Committee Race Committee Membership Officer Sponsorship Officer First Aid Officer Coach Boat Housing Officer Catering Committee Club Racing Roster Officer Media Officer Funding Officer YQ Delegates Training Committee Building Committee Club (Software Administrator) Club Web Site Entertainment Officer Vision of the Club Our vision is to be a dynamic, innovative, responsive to our members, and use sound management practices, ensuring the long term sustainability of the. 7 P a g e

8 Club Long Term Goals The long term goals of the Club are: Attraction and retention of members for the sustainability of the club. Targeting and attracting sections of the Sailing fraternity who will continue to sail at the club. Providing facilities that attract and retain members Increasing boat housing facilities to attract and retain members. Ensure preventative maintenance is scheduled maintaining asset life and value. The Executive continually reviewing the decisions taken to gauge effectiveness, and engaging the membership in the direction and future of the club. Ensure renewal of the Executive to diversify ideas, growth of those participating, and encouragement of input from the membership. Club Objectives The objectives of the Club include 1 Promotion and encouragement of sailing of all classes of boats on Lake Cootharaba 2 Provide a safe environment for members and visitors to enjoy the sport of sailing 3 Offer coaching and development for sailors to allow them to achieve their full potential in the sport. 4 Provide a high standard of race management. 5 Make a positive contribution towards the Boreen Point Community. Issues facing the Club The issues facing the Club include: Legislation and compliance is consuming large amounts of time and money of the management committees. There are new and emerging sports and sophisticated electronic games that compete for the younger participants Boreen Point is an isolated location with long distances to be travelled by a majority of members 8 P a g e

9 Accommodation in the area, particularly the Caravan park/camping Ground management has caused restrictions for sailors in there application of the Council rules. Preparedness of members to take on roles within the club, given the time and effort that can be spent fulfilling the responsibilities. Membership Trends This table 1 - membership base over the past five years. Membership Category Junior Family member Junior Member Senior Member Senior Family Member Senior concession Life member Social Member Total Table 2 Length of Membership Analysis at the end of the season Year First Joined Num. joined Lost 1 st year Remain after 1 year Remain now 9 P a g e Life 17 members Pre % - 10years % - 5 to 9 years % - 1 to 4 years % less than 1 year

10 SWOT Analysis The SWOT Analysis has two aims 1. To help identify where the Club is now 2. To prepare the club to develop a strategy to utilise our strengths, manage weaknesses, take advantage of opportunities and manage threats. Strengths Advantages the Club can exploit There is solid foundation of long term members committed to the future sustainability of the club. The Club is rich in assets, with the Club House and Top Yard facilities not only being strategic in terms of providing boat storage to attract and keep members, the assets give the Club the foundations for expansion with these assets as a backdrop. The Club continues to foster a family friendly environment which goes to the strength of its membership base. The Lake is a safe, world class, smooth water sailing location. The Club members assist and advise other competitors how to improve their skills and knowledge in an endeavour to improve everyone s sailing ability. The Club has a wealth of expertise in Race Management, and conducting regattas. The Club has a wealth of experience within the membership, with members having careers across management, trades and professional streams, thus giving a depth to draw on for all issues facing the management of the club. The Club supports its members who commute to other events to compete at an elite level. The sail training program is a good vehicle for the attraction and retention of new members. The Club has members who live locally and are promoting the status of the Club in the local community. This initiative is making the Club more visible in the community, and we are seen as a contributing member of the local community. How will our Strengths take advantage of our opportunities? Boat storage will require a Cost Benefit Analysis to determine the potential of constructing further undercover storage in the Top Yard. This is designed to attract participating sailors. Continual review of our risk management profile in regard to insurances, safety, and operational issues.

11 How will our Strengths help address our threats? The depth and breadth of skills within the Club will enable a great percentage of the required work to keep the Club sustainable to be done cost free, or cost neutral. The Clubs reputation in Race Management will continue to attract major events to conducted under LCSC stewardship. Weaknesses Operational areas which need to be improved? Asset maintenance and repairs e.g. Boats, Shed, Top Yard and Club House are a continual drain on resources and the time of members. Ability to finance the Insurance bill for the club which continues to rise above inflation rates. There are many classes of boat that race each weekend with no class having numbers that would be considered a strong fleet within that class. The club ploughs time and resources into Sail Training with little return in terms of learner sailors moving up into the ranks of racing sailors or retention of membership in the club. There needs to be a broader skills base in the Club to cover roles such as Top Yacht, Race Management etc. The communication processes need to strike the right balance with content and frequency to meet member s needs. This is a key plank of any Clubs processes, and extremely hard to measure it s effectiveness. How will our weaknesses restrict us from taking advantage of our opportunities? Financial expenditure on maintenance of our assets prohibits investment in new facilities requiring major capital to be invested. A retention rate of 20% of new members joining each year and the lack of trainees moving into the racing ranks is containing growth of the Club overall. How will our weaknesses expose us to our treats? Overall our weaknesses have the potential to stop growth in the permanent sailor numbers and membership of the Club 11 P a g e

12 Opportunities Current Position that can be built on Maximise our boat housing in terms of offering and revenue. Exploring grants to cover costs for repair and maintenance of the clubs facilities/assets. Bar and surrounding facilities are the focal point of the club during the sailing season for club racing and regattas. Improvements to this area have the potential to attract and keep members and visitors for longer periods of time improving yields from the facility. Being the favoured venue for conducting regattas for class associations. By marketing Club Regattas as a weekend break with value for money returns for the participants. Continue the succession planning processes started, to give greater depth in skills such as Top yacht, Race Management, and all executive and non-executive positions of the Club Threats External issues that can effect the successful operation of the Club Legislation and compliance is consuming large amounts of time and money of the management committees eg safety Perception of the value of the Club in a small isolated community The distance the Club is from major populations for recruitment and retention of new members The congestion in the township particularly near the beach during regattas, causing hardship for property owners in terms access to their property. Long term active members moving to retirement from work and potentially the sport. There are new and emerging sports and sophisticated electronic games that compete for the younger participants Boreen Point is an isolated location with long distances to be travelled by a majority of members Accommodation in the area, particularly the Caravan park/camping Ground management has caused restrictions for sailors in there application of the Council rules. Preparedness of members to take on roles within the club, given the time and effort that can be spent fulfilling the responsibilities. 12 P a g e

13 Facilities The Club has achieved much since its beginnings in 1946, our asset base is supported by total ownership of all assets including buildings, boats and other operating equipment. Premises The Club is rich in assets, with the Club House and Top Yard facilities not only being strategic in terms of providing boat storage to attract and keep members, the assets give the Club the foundations for expansion with these assets as a backdrop. These two freehold assets are attractive in terms of their sort after position and development potential by third parties. Given that, there is a double edge sword as the rateable value will increase substantially into the future. Assets and Equipment The Club has a large asset base with five (5) Minnows, four (4) Vagabonds, and four (4) Arrow Cats as part of the training fleet for the Club. There is a large contingent of powerboats that support the Racing/Regatta and Training fleets. There is a specialised starting boat (Jean) for Club racing/regattas, two (2) rescue/course laying boats (Kabi and Doc), and two (2) rubber duckies (Brownie and Gunnie) that support both the training and racing/regatta fleets The Club also has a registered Bar, Kitchen, and associated equipment in the Clubhouse. There are also three (3) computers and four (4) specialised timing devices required for the conduct of the Club and racing/regattas. Intellectual Property The Club has a Records Management System (RMS) where all the history, processes and procedures required to operate the club are contained. There are manuals for Training, Top Yacht Operation, the Constitution, and role responsibilities contained within the RMS. While the RMS is electronically based, it has three separate places where it is kept up to date. They are a Club Hard Drive held by the Commodore or another executive member, the Secretary s laptop, and the Club computer based in the Clubhouse office. After each AGM all executive members need to be given a briefing on the structure and use of the RMS to ensure consistency and effectiveness of use. 13 P a g e

14 Risk Management Business Continuity Planning A Business Risk and Safety Risk Assessment based in the implementation of the Plan is at the back of this document as Attachment A Safety Safety is a key priority of the Club. A Safety officer has been positioned within the structure of the Club, and a Member with the appropriate skills has been appointed to the position. Regular reviews of our safety obligations are undertaken as part of the role. Succession Planning Succession Planning has become part of the Executive charter, with all nonexecutive positions now being appointments of the Executive. This allows for the smooth operation of the Club. There is no longer a need to wait for, or call special meetings to try and fill a vital support role for the Club. Insurance The increasing cost of insurance has focused the Club on the need to look at our Risk Tolerance profile when reviewing our policies. This will become an annual process for the Treasurer and the Executive. Insurance policy Provider Cover provided, terms and conditions Renewal date Buildings & Contents Public Liability Motor Boats Personal Injury (volunteers) OAMPS OAMPS OAMPS OAMPS Lumley Insurance Excess- $250 Coverage: Buildings- $1,100,000 Contents- $30,533 Cost PA- $3277 Trident Insurrance Excess- $2000 Coverage- $20,000,000 Cost PA-$3593 Nautilus Marine Excess-$200 Coverage- Nominated value of each boat, including $10,000,000 Public Liability Cost PA- $1730 Trident Insurance Cost PA- $510 31/01/15 31/01/15 31/01/15 31/01/15 14 P a g e

15 Education and Training Training The Club has a lot of resources targeted at junior and senior trainees. While the Club has a large number of trainees go through the training program on a yearly basis we need to get more through to the racing ranks. A review of the Clubs training materials is under way to ensure compliance with the Yachting Queensland curriculum. The Executive will ensure more support is given to the current members conducting this facet of our Club activities. Furthermore, as part of this Plan the Executive will purchase a number of boats for sail training with the express intent to sell these boats to new members who want to sail at the Club. Marketing Online presence The Club has a sophisticated website with online offerings of the clubs racing calendar, services provided, and key contact personnel. The Search Engine Optimisation has been a focus for content and functionality. This web site not only serves as a Marketing tool, it is also a key communication forum for current members. A Subscription to updates is contained within the offering as an avenue for further marketing and notifications of new events. From this, the Club hopes to gain an online community following the offerings of the club and how members are progressing through the racing calendar. The Club also has a Facebook offering for members and others to keep up to date with Regattas, Club events, and whatever is happening in the Club and around the Lake. This initiative is focused on the Club becoming more accessible to the younger or more computer literate sailors and potential members. Open Public Recruitments The Club participates each year in the Noosa Show with a manned stand promoting our offerings to the local community. The target group are predominately younger participants for the introduction to sailing course. However, family participation is encouraged and this draws a broader outcome form enrolments. 15 P a g e

16 After reviewing the demographics of the Club, and the potential for future membership, the Club plans to resource a stand at the Sunshine Coast University show in an endeavour to attract further membership from that area of the Coast. Media Officer The Club has a Media Officer within the Structure whose role is to promote and publicise Club events, and maintain the mailing lists for all competitors who compete in the club regattas. Furthermore the position establishes contact with all media forms, organises interviews with club members as required, and gives interviews to the media, and, prepares and forwards media releases for major regattas and events. Action Plans The Executive will form working parties to implement the initiatives contained on the Plan on a Page. As a is a living document that needs to reflect the needs of the Club to remain sustainable to the future, priorities and directions taken may change to meet the needs at that time. 16 P a g e

17 Attraction and retention of members for the sustainability of the club Five Year Plan on a Page 2014 to 2019 Initiative Executive review successes and Executive review successes and Executive review successes and Executive review successes and improve policies and initiatives for improve policies and initiatives for improve policies and initiatives for improve policies and initiatives for attraction and retention of attraction and retention of attraction and retention of attraction and retention of members. members. members. members. Ensure more support is given to members conducting Training. Promote Mono and Cats for sail training with the express intent to sell these boats to new members who want to sail at the Club. Executive review successes and improve policies and initiatives for attraction and retention of members Targeting and attracting sections of the Sailing fraternity who will continue to sail at the club. Web Site Facebook Page Trial Show Sunshine Coast University Web Site Facebook Page Noosa Show or Sunshine Coast University Web Site Facebook Page Noosa Show or Sunshine Coast University Web Site Facebook Page Noosa Show or Sunshine Coast University Web Site Facebook Page Noosa Show or Sunshine Coast University Encourage members to network within their class associations promoting the Club. Continue to support class associations whose class boat suit sailing on the lake Providing facilities that attract and retain members Upgrade of Bar facilities. Seal the Club House floor and bring the surface back to original condition after roof repairs are complete and Club House is confirmed as water tight Review current condition and replace chairs for the Club House where required. Paint inside of Club House Seal the Club House floor and bring the surface back to original condition If required Review current condition and replace chairs for the Club House where required. Repair the roof over the Office and replace the ceiling Paint shower/toilet facilities downstairs 17 P a g e

18 Increasing boat housing facilities to attract and retain members. Ongoing Management of all Boating storage to encourage Sailing participation at Lake Cootharaba Ongoing Management of all Boating storage to encourage Sailing participation at Lake Cootharaba Ongoing Management of all Boating storage to encourage Sailing participation at Lake Cootharaba Ongoing Management of all Boating storage to encourage Sailing participation at Lake Cootharaba Ongoing Management of all Boating storage to encourage Sailing participation at Lake Cootharaba Review current housing arrangements and implement any required changes Prepare a Cost benefit Analysis on putting more under cover Boat Housing in the Top Yard. Implement way forward on Top Yard Facility Ensure preventative maintenance is scheduled maintaining asset life and value. Annual working bee. Club Boats annual maintenance schedule Refit Gunny with Inflatable section Annual working bee. Club Boats annual maintenance schedule Replacement of DOC Annual working bee. Club Boats annual maintenance schedule Replacement of Motor on Gunny Annual working bee. Club Boats annual maintenance schedule Annual working bee. Club Boats annual maintenance schedule 3 yearly survey requirements for Gunny The Executive continually reviewing the decisions taken to gauge effectiveness, and engaging the membership in the direction and future of the club. Ensure renewal of the Executive to diversify ideas, growth of those participating, and encouragement of input from the membership. Six monthly review of progress against targets Succession Planning integrated into the Executive Committee processes. (Agenda Item February Executive) Ensure Training is given to Manager of premises and Bar Staff Six monthly review of progress against targets Succession Planning integrated into the Executive Committee processes. Six monthly review of progress against targets Succession Planning integrated into the Executive Committee processes. Six monthly review of progress against targets Succession Planning integrated into the Executive Committee processes. Ensure Training is given to Licensee for Club Bar Six monthly review of progress against targets Succession Planning integrated into the Executive Committee processes. Ensure Training is given to Licensee for Club Bar 18 P a g e