strategic management planstrategic intent statements • thirty five strategic intent statements...
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Strategic Management Plan2011-2015
A framework for Strategic ActionDeveloped by the General Committee
1 July 2011
ConsultantsChristopher Barrett and Graham Chatfield
1 July 2011
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STRUCTURE OF THE PLAN
KEY STRATEGIC PRIORITIES• Nine Key Priority Areas
STRATEGIC INTENT STATEMENTS• Thirty five Strategic Intent Statements
COMPONENTS
• Components are the specific aspects of strategy and operations that are being targeted for systematic attention and development at some stage during the life of the plan.
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STRATEGIC PRIORITIES1. GOVERNANCE
2. ORGANISATIONAL STRUCTURE
3. FOCUS ON MEMBERS
4. FACILITIES – STRATEGIC CAPITAL DEVELOPMENT AND MAINTENANCE
5. SUSTAINABLE GROWTH
6. STRATEGIC FINANCIAL POSITIONING
7. SAILING STRATEGY
8. STRATEGIC MANAGEMENT AND ACCOUNTABILITY
9. MARKETING AND ADVERTISING
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1. GOVERNANCE
• A CLEAR FOCUS ON GENERAL COMMITTEE ‘CORE BUSINESS’ – VISION, STRATEGY AND PLANNING, POLICY FRAMEWORK
• QUALITY GENERAL COMMITTEE GOVERNANCE• A STRUCTURE FOR THE GENERAL COMMITTEE ALIGNED TO GOVERNANCE
RESPONSIBILITIES:– MARINE – HOUSE– FINANCE– MEMBERSHIP – New member Induction– AUDIT & REMUNERATION (including Asset Maintenance)– ARTICLES/RULES & REGULATIONS
• STREAMLINED GENERAL COMMITTEE MEETINGS
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2. ORGANISATIONAL STRUCTURE
• ESTABLISHMENT OF A ‘DIVISIONAL OR SUB-COMMITTEE STRUCTURE’ FOR CLUB ACTIVITIES– SAILING/RACING– CRUISING– SOCIAL (including Ladies Auxiliary)– YOUTH SAILING– CADETS– SABOTS– WOMENS’ SAILING– POWERBOAT– TIMBER BOAT– ICE-BERGERS
• CONFIRMATION OF CLUB ADMINISTRATION STRUCTURE– EXISTING AND 2 NEW ROLES
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3. FOCUS ON MEMBERS
• A BROADENING OF MEMBER SERVICES– ON-GOING CONSULTATION WITH MEMBERS– MEMBER TRANSPORT SERVICE – ENTERTAINMENT PROGRAM– MARINE CATERING– LOYALTY PROGRAMS– MEMBER ‘VALUE ADDEDS’– ‘FEATURE EVENTS’ PROGRAM - POSSIBILITIES
• A SERVICE-ORIENTED AND PROFESSIONAL STAFF – HOUSE MANAGER– STAFF TRAINING AND PROFESSIONAL DEVELOPMENT– STAFF PRESENTATION AND IMAGE
• EFFECTIVE COMMUNICATION WITH MEMBERS AND THE WIDER COMMUNITY– MEMBERS INFORMATION NIGHTS– ELECTRONIC– OUTDOOR SIGNAGE– NEIGHBOURS
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4. SITE AND FACILITIES – CAPITAL DEVELOPMENT AND MAINTENANCE
• IMPROVED LANSCAPING OF THE CLUB ENVIRONS
• ON-GOING IMPLEMENTATION OF THE CLUBHOUSE MASTER-PLAN (AS AMENDED)
• ESTABLISHMENT & IMPLEMENTATION OF A MARINE MASTER-PLAN
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5. SUSTAINABLE GROWTH
• A SOCIALLY RESPONSIBLE ENVIRONMENTAL MANAGEMENT STRATEGY
• INCREASED MEMBERSHIP – INCENTIVES AND TARGETS
• REVIEW OF ALL SERVICE CONTRACTS
• ICT INFRASTRUCTURE AND SOFTWARE UPGRADED AND INTEGRATED
• ENGAGING WITH THE LOCAL AND WIDER COMMUNITY
– SUPPORT FOR CHARITIES
– CONTRIBUTION TO LOCAL COMMUNITY INITIATIVES AND ISSUES
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6. STRATEGIC FINANCIAL POSITIONING
• STRATEGIC PARTNERING WITH BUSINESS AND YACHT CLUBS
• THE USE OF FINANCIAL FORECASTING TO MITIGATE THREATS
• STRENGTHENED SPONSORSHIP
• PROFIT CENTRE ACCOUNTING
• PROFIT/LOSS EVALUATION OF THE SLIPWAY AND ASSOCIATED CONCESSIONAIRES
• ASSET VALUATIONS
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7. SAILING STRATEGY
• A SUSTAINABLE AND EFFECTIVE JUNIOR AND YOUTH LEARN-TO-SAIL/ RACEPROGRAM
• A SUSTAINABLE AND EFFECTIVE YOUTH/YOUNG ADULT TRAINING / PERFORMANCE PROGRAM
• SUSTAINED MEMBER TRAINING AND SAFETY PROGRAMS
• GROWING RACING FLEETS
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8. STRATEGIC MANAGEMENT AND ACCOUNTABILITY
• SYSTEMATIC IMPLEMENTATION AND REPORTING TO MEMBERS ON THE OUTCOMES OF THE STRATEGIC PLAN
• ALL STAFF ENGAGED IN REGULAR PERFORMANCE REVIEWS
• COMMITTED AND ACTIVE GROUPS OF VOLUNTEERS
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9. MARKETING AND ADVERTISING
• A COMPREHENSIVE AND INTEGRATED MARKETING PLAN FULLY IMPLEMENTED
• MEMBERSHIP DRIVES AND INCENTIVES ACTIVELY PROMOTED
• FAMILY/‘NICHE MARKET’ POTENTIAL ACTIVELY PROMOTED
• MARKETING RELATIONSHIPS ESTABLISHED AND MAINTAINED
• ENTERTAINMENT PROGRAM ACTIVELY PROMOTED AND DRAWING CLUB PATRONAGE