EDGWORTH CRICKET AND RECREATION CLUB STRATEGY

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1 EDGWORTH CRICKET AND RECREATION CLUB STRATEGY Mission Statement To be the undisputed local centre for cricket, other sports and recreational excellence, encouraging family involvement at all levels underpinned by effective management, a sound financial base and nationally defined, structured coaching and development schemes. ECRC has two primary objectives :- a) to act as the agent for the delivery of the Barlow Trust s recreational objectives and obligations. b) to contribute to the North West Plan for Sport and Physical Activity (Sport England). (Further information available in Constitution) No ELEMENT CURRENT SITUATION Short term actions Medium/Long term actions Who 1 FINANCIAL Majority of income is enjoyed during summer months - Encourage increased clubhouse Build up financial reserve of 10K highly seasonal and weather dependent. hire, particularly in winter. by Current break even budget setting creates major cash flow pressures during winter period. Current paying bank loan payments end in Generate 10K of additional sponsorship and advertising revenue in Build up sponsorship and advertising income of 20K pa by Capital planning very limited. Produce capital expenditure programme by end of Mower loan agreement ends in 2014 Suffolk Punch wicket mower and scarifier will need to be replaced within next two years. Create repairs and maintenance fund. Make provision for replacement of mower and other ground equipment in annual budget round. Sound budgeting and financial management being practiced but not being communicated to the Committee members in an effective manner. Budget holders to continue to receive monthly income/expenditure reports. Committee to review key financial performance indicators monthly to ensure variances against budget are managed effectively.

2 2 COMMUNITY ENGAGEMENT During the summer months ECRC is the focal point of village life, particularly for junior cricket coaching and competition. Families congregate at the Club in large numbers but very few continue this level of support during the winter. Organise family functions during closed season to maintain uninterrupted links with the club and invite members to participate more in junior team management and club development. Such events might include family nights, games evenings etc. Encourage local junior school to use the outfield during summer months. Continue to encourage new family members to become more engaged, and offer their skills in building the club for the benefit of future generations. Similar efforts to be introduced to maximise potential sponsorship income from current and new members with own businesses. ALL 3 SPONSORSHIP ADVERTISING and FUNDRAISING It is acknowledged that, within the current membership, there are a significant number of members who possess many of the appropriate skills and experience to take ECRC from strength to strength. The Club is too passive at identifying and engaging with these people who enjoy living in our community and wish to give something back in order to maintain the quality of village life. Currently these key activities are undertaken randomly and not coordinated or clearly represented at Committee level. Produce a list of required key skills/attributes and circulate to the membership. Compile a skills database of membership. Additional person to be appointed to the Committee at 2013 AGM with defined responsibility for these issues. This person to appoint a subcommittee. Extend range of sponsorship opportunities to teams, events, kit, advertising boards individual players, room rental etc. Committee to receive monthly progress reports. Establish a 100 Club in MS IW

3 4 COMMUNICATION Personal letters from the Chairman in 2012 have been 5 SPORTS DEVELOPMENT welcomed and effective. Communication with members is reasonably effective and undertaken by with high degree of coverage. Recently installed notice board proving effective but content not being maintained. Communication with non-members virtually nonexistent. Some excellent work has been undertaken recently to update load a brand new ECRC website. A small and energetic team has been established to manage this website and maintain contact with members. It is acknowledged that cricket management, particularly junior cricket, is the essential lifeblood of the club not only in terms of future players but continued membership and club security. A continuous, structured programme of ECB cricket coaching is well established at the Club and parents can be guaranteed that all players acting as coaches, are both accredited by the ECB as well as being SRB checked. The clubs currently offers a wide range of sporting activities in both winter and summer. To be continued in 2013 to as wide an audience as possible. A single member (paid?) to be identified and tasked with ensuring information displayed is current and relevant. Appoint a member to coordinate production of all promotional material and maintenance. Send newsletter to all local residents in March /April Responsibilities of new sponsorship / fundraising person to include website promotion of all sporting, fundraising and recreational events Four new players have already been registered to attend ECB training for the 2013 season. Update & renew existing training facilities (all weather surface, Nets, Site Screens etc). Forge links with local schools Continue to develop Player-Coach programme. Establish junior girls cricket in Establish adult participation links. Effectiveness to be reviewed annually. Links to be established with other local websites eg Barlow + Edgworth B.C.. to minimise double booking of dates. Renew changing facilities to facilitate other sports categories i.e. Girls Cricket & Tennis (LT) Establish junior Cricket Committee (MT) Engage Head Coach (MT) Obtain Bowling Machine (MT) 6 SUCCESSION MANAGEMENT Whilst all elected officials are re-elected on an annual basis, in line with the Constitution, it is acknowledged that, ideally, some positions e.g. Groundsman, Finance and Chairman are not covered by an assistant. Establish mountain biking and orienteering section in General Committee to publish recommended periods of tenure for all Committee positions. Assess benefits of appointing deputies to cover key positions.

4 7 CLUBHOU DEVELOPMENT 8 GROUND IMPROVEMENT The current Clubhouse was built in It is recognised that a commitment to a programme of essential maintenance, and running repairs to the club house will be required in the next five years including statutory maintenance (PACT & Legionella testing) etc. Staff training currently carried out on an ad-hoc basis. No formal booking system or room hire documentation currently in use. The grounds of ECRC has won many prizes over the years but serious drainage problems still exist. Nearest all-weather pitch to clubhouse will require replacement in next months in order to maintain effective practice facilities. Essential and desirable building maintenance programme to be produced in 2013 and costs included in the annual budget setting. Training needs of all staff to be reviewed annually on a 1:1 basis and costs included in annual budget setting. eg food hygiene and other statutory regulations. Establish and maintain clubhouse diary booking system and room hire documentation before start of 2013 season. Produce a 5 year ground improvement plan detailing annual work required with costs. Include in capital expenditure programme. Permanent commitment Review options for clubhouse expansion eg roof space. 9 RELATIONSHIP WITH THE BARLOW Sight screens need to be replaced ASAP. The recent change in management arrangements for the Barlow has resulted in a new local Management Team being established. A preliminary meeting between representatives from the Barlow and ECRC has already taken place. There are several issues still to resolve. A commitment has been given by ECRC to work with colleagues from the Barlow to mutually benefit local people whilst developing grounds and sporting amenities. Investigate opportunities for sponsored self-build project. These issues will be resolved during The Club is keen to work with the Barlow to jointly develop the existing tennis courts and create an additional sporting category. Long terms plans will also include the building of new changing facilities and is recognised that this will only be achieved by effective joint working. /

5 10 MEMBERSHIP Membership income is critical to the financial viability of the club. Current budgeted membership income from all categories equates to approx. 45 % gross profit for the Club bar. Family membership category introduced in 2012 has proved to be very popular. ECRC is a member s club and the licence only permits membership to buy alcohol. Membership cards issued to allow members to enjoy discount off bar purchases have been introduced in 2012 but bar staff have not been requested to carry out checks. In the current circumstances membership checks are virtually impossible to carry out, particularly at busy times. The constitution allows non-members to visit the club three times annually, but NOT buy alcohol. 11. SAFEGUARDING A review is currently being undertaken to ensure all managers are CRB checked and have had safeguarding training. Increase Development Membership in 2013 by 20%. Use Newsletter 2013 to repromote membership benefits. Till to be programmed with members names and Till ID numbers. As a minimum, staff to carry out regular and random unannounced membership checks. Re-introduce a Visitor s Book ASAP. Investigate opportunity of replacing till ASAP to incorporate other management control functions eg payroll, stock control membership etc. Ensure appointed managers and those involved with youth training have up to date CRB s and safeguarding training. Raise awareness of safeguarding issues & implement a confidential reporting process. Formulate information to parents with expectations & areas of responsibility. This information to include 2 x contact details, medical info, relevant consent forms, etc. Publicise, after consultation, who the welfare officers are (in a way not to alarm parents). Review effectiveness and appropriateness of membership categories on an annual basis. Review effectiveness and appropriateness of membership categories on an annual basis. It is difficult to give a long term strategy for child welfare as this is built on trust & confidence. This process will be ongoing & is undefinable. LP Comments relating to this strategy should be addressed to Steve Ellis, Chairman, ECRC, Bolton Road, Edgworth. BL7 0AP - January 2013

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