2. The Lead Agency Council Sports Trust (Sport Otago) Cluster of clubs Interested parties / other

3. Forming a Sportsville Club Working Party Establish Constitution Appoint independent board –Split of appointed vs elected board members Working party becomes operations committee Appoint GM Ops committee becomes communication arm back to clubs and advisory arm back to board.

4. Operational Arm GM of Sportsville Manager of Clubs Accounts administrator (SV or Clubs) Youth Development Marketing and promotion Event Manager All of the above? * Depends on what your Sportsville wants to achieve….

5. Strategic Planning The process of defining your strategy or direction & then making decisions to allocate resources to pursue the strategy.

6. Where did we start? Consult & Document feedback Stakeholder Workshop Agree on priorities Set Milestones Finalise Strategy & allocate resource

7. Summary The process is more important than the outcome… Collective buy-in Consultation is the key Lots of operational ideas that can be grouped (you don’t need ‘strategic thinkers!) Boards or small groups should not write the strategy without consulting first

8. Our Strategy Vision Sports growing and succeeding Mission A partnership of sports for the community

9. Internal Goals (about FPS) Financial sustainability through the provision of plans and policy Increase stakeholder awareness and engagement A well resourced organisation that produces results External Goals (about our stakeholders) Facilitate the development of improved buildings and facilities Drive innovative participation initiatives Determine and implement the integration of relevant systems and shared services Enhance the reputation of our brand

10. Strategy Components Targets are ‘doing’ statements (evaluate, identify, propose, investigate), they state WHAT you will be doing. Measures are outcome/output based (complete report, implement, plan approved, plan developed), they are HOW we know we got there! Date – enables a planned approach to achieving numerous targets that make up an Action.

11. Example Goal 5: Drive innovative participation initiatives Action 1: Assist clubs to increase and retain membership Target 1: Develop and implement member research survey that determines member satisfaction with current service delivery Measure: member research inclusive of recommendations completed and provided to clubs Date: Nov 2011

12. Final Strategy Important to stagger outcomes so stakeholders know what is expected and when it will be completed Prioritise completion of goals so the goals with the greatest influence & dependent factors are completed first Note: for new organisations these are often internal goals Resource your strategy!

13. Board & Staff GM reports against strategy quarterly Board review strategy annually Staff determine how the goals are implemented (via business planning) The Board measures the GMs performance against strategy outputs

14. Our lessons Operating models before site plans Working in this space is not easy Club view vs community & sport view High demand on clubs for time (especially around facility components) Personnel turnover (in clubs) has a significant (and frustrating) impact on the project timelines.