Woodside and District Football Netball Club Inc.
Strategic Plan 2014 - 2019
Michelle Harris e: [email protected] m: 0458 145 596
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Contents
Executive Summary ...... p2
Methodology ...... p3
Research Conducted ...... p4
Participation Trends ...... p9
Surrounding Facilities ...... p12
Consultation ...... p15
SWOT Analysis ...... p23
Future Directions ...... p24
Current WDFNC Structure ...... p25
Strategic Plan 2014 – 2019 ...... p28
Funding/Grants Available ...... p36
Disclaimer of Liability ...... p37
Acknowledgements Hands on Community Solutions would like to acknowledge the contribution of the various committees and club members. Also, to the Department of Planning and Community Development for providing funding and support, and Wellingtons Shire Council staff for their assistance in providing background information and support for this Plan.
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Executive Summary In May 2013, the Woodside & District Football and Netball Club (WDFNC) Incorporated commissioned Hands on Community Solutions to complete a strategic planning exercise for the club after receiving State Government funding through the Country Action Grants Scheme. This project included the need to work with all club members, the committee and key stakeholders to help plan for the long term future of the WDFNC.
The WDFNC was re-formed in 2008 after members decided it was time to separate from the Devon Welshpool Won Wron Woodside Football Netball Club (DWWWW). The club is based at the Woodside Recreation Reserve on the South Gippsland Highway.
The Woodside Recreation Reserve is managed by a Committee of Management, monitored through the Department of Sustainability and Environment (DSE). The committee is responsible for the maintenance and upkeep of the venue, with Council providing annual maintenance allocations to the reserve designed to meet the scope of the works involved in maintaining the site and its facilities. WDFNC hire the facilities during the winter football season.
This Strategic Plan aims to provide a clear set of realistic actions and objectives to help achieve a shared vision and secure external government or private funding to support the club over the next five to 10 years. The WDFNC is a very important recreational and social facility in the small Woodside Township.
The Woodside Recreation Reserve is the central sporting hub for locals and the broader district. The WDFNC plays as part of the North Gippsland Football Netball League and hosts clubs travelling from as far as Churchill, Heyfield and Cowwarr. The club is managed by a volunteer committee, which has worked with Gippsport to determine that a Strategic Plan would be an ideal opportunity to plan for the future.
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A Master Plan for the Woodside Recreation Reserve has already been developed by Wellington Shire Council. This Strategic Plan takes the Master Plan into consideration, strengthening some of the projects identified. In terms of facilities, it is important that future growth and utilisation is considered to ensure facilities are sustainable.
Methodology
The following methodology was completed for this strategic planning project: A start up meeting was conducted with the committee. A survey was distributed to all members to help identify key issues and priorities. Research, consultation and an industry review was completed. Workshops and meetings were held with the committee and executive to develop the plan. The Strategic Plan was developed and feedback was obtained from all key stakeholders and the committee.
Project Scope The strategic planning process is vital for all users to understand the issues and resource limitations that a volunteer organisation faces. The aim of the project is to build committee knowledge and capacity to plan for the future and take advantage of existing resources.
The WDFNC reformed six years ago with very strong support from the Woodside Community and has become stronger every year, ready to tackle the challenges ahead. The club is facing growth and facility issues, and these were identified as key aspects of this Strategic Plan.
In summary the key objectives of this strategic planning process are; - Broad consultation with all users, government and other stakeholders - Research and industry benchmarking to determine issues and opportunities - Facility analysis and review of the Woodside Recreation Reserve Master Plan - Clearly defined actions that will be given a priority ranking from Very High to Low over a 10 year time frame - Sourcing of funding or partnerships to assist with the implementation of the actions - A report that documents all of the work undertaken and plans for the future
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Research Conducted The following section contains a review of relevant reports, information and plans in relation to this project. The key findings from this literature are contained herein:
Demographic Review Located approximately 200km east of Melbourne, Sale is a historic town located in the heart of Gippsland. With a population of just over 13,000 people it is the administrative capital of Wellington Shire.
The Woodside Recreation Reserve is located in the town of Woodside, which is situated within the Wellington Shire municipal boarders in Gippsland, Southern Victoria. According to 2011 census data, Woodside has a current population of 488 residents.
The town has an Index rating of 1000, which ranks it at number 278 in level of disadvantage among the 644 substantially populated postcode areas of Victoria – placing it among the most disadvantaged 44% of postcode areas in the state.
The WDFNC has an important partnership with the Wulgunggo Ngalu Learning Place - a joint initiative of the Victorian Government and the indigenous community. Opened in September 2008 at the former Won Wron Prison site in Gippsland, it is a culturally appropriate 'learning place' for indigenous men undertaking community based orders. Residents participate in club activities and benefit from reintegration into community life. Literature Review This section aims to highlight strategic work undertaken by other organisations that is relevant to the WDFNC Strategic Plan. Only summary comments are provided.
Wellington 2030
In 2008, Wellington Shire Council was involved in producing a community vision, Wellington 2030, to guide the development of the region. A website and background paper were produced which highlighted the challenges that Wellington faced in the future.
People were invited to respond via a survey attached to the background paper. Over 1,000 responses were received. Surveys were returned from a wide variety of age groups and locations across Wellington. Public meetings were held across the shire in addition to workshops within schools and forums for stakeholders in the environment, infrastructure, community and economic spheres.
Based on feedback received and through close community consultation, Council developed a written document titled Wellington’s 2030 Strategic Vision; supporting nine themes reflecting the main areas of interest the community identified through the consultation process. These themes include Natural Environment, Economy, Transport and Roads, Population, Development, Wellbeing and Safety, Culture, Liveability and Council.
The development of sporting infrastructure throughout Wellington will give consideration to the following aspects as identified in the 2030 plan: - Market Wellington as a quality lifestyle and tourism destination - Support communities to attain a sustainable level of local infrastructure reflecting the needs of communities - Support community initiatives that promote participation and working together - Work in partnerships to promote and facilitate healthy lifestyles - Develop our network of walking and cycling paths - Improve the quality and accessibility of our open space and community facilities - Develop our sport and recreation infrastructure
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Wellington Shire Council Physical Activity Strategy (2010)
This report describes the recommendations, strategies and supporting evidence for a Physical Activity Strategy for Wellington Shire Council. Physical activity is a whole-of-community and whole-of Government issue and as such, the strategy identifies the potential roles and contributions of organisations other than that of Council. Community organisations, local residents, the private sector and other levels of government all have a role to play in supporting physical activity.
As a multi-functional organisation, Council influences the scope and quality of leisure facilities, services and settings, (such as sports grounds, walking trails and leisure centres) through a range of its planning, governance and operational divisions.
The report features the following Focus Areas:
Focus Area 1: Council Policy and Planning Mechanisms Recommendations - • To develop a clear and transparent policy to guide and support physical activity across the Shire of Wellington. • Recognising the mutual interest in physical activity from both the health sector and the lifestyle sector, that the Physical Activity Strategy Reference Group merge with the established Health and Wellbeing Reference Group to support the integrated planning and development of opportunity for physical activity across the Wellington Shire. • To build internal resources and effective systems that focus on identifying and responding to the supply and demand for physical activity in the Wellington Shire.
Focus Area 2: Supporting Primary Areas of Demand Recommendations - • To support more people walking or cycling more often. • To enable the Wellington foreshore along the 90 mile beach to be more accessible to more people.
Focus Area 3: Accessible and Flexible Community Spaces Recommendations - • Establish and apply minimum standard of infrastructure for all small towns. • To plan and design community facilities and settings in ways that diversify the function and therefore the opportunity for people to be physically active. • To find ways for out-reach services, such as health and fitness providers and neighborhood houses, in rural areas to integrate programs in order to enhance opportunities for economies of scale and a broader, collective level of programs for residents. • To improve the connections between services through the extension of existing transport options across rural regions.
Focus Area 4: Communication Mechanisms Recommendations - • Integrate and improve online information about physical activity between key providers and organisations that influence physical activity.
Wellington Shire Council Healthy Lifestyles Strategy (2011 – 2015)
The Healthy Lifestyles Strategy aims to increase participation and accessibility to healthy lifestyle opportunities. There are five key focus areas that will provide future direction for the Healthy Lifestyles Strategy 2011-15: 1. Policy and Planning 2. Physical Activity Participation 3. Healthy Eating 4. Community Places and Spaces 5. Leadership and Engagement
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The Healthy Lifestyles Strategy aligns closely with the Community Wellbeing Strategy 2011-13 which is also the Council’s Municipal Public Health and Wellbeing Plan. The Community Wellbeing Strategy aims to improve the health and social wellbeing of the Wellington Shire’s population by addressing identified health and social priorities. The overall objective for the community is: • Optimal health and wellbeing for the whole community.
We will support the community to achieve this objective by: • Providing and facilitating a range of active and passive recreational opportunities for all sectors of the community. • Fostering partnerships that influence access, diversity and the quality of healthy lifestyle opportunities.
Woodside Recreation Reserve Master Plan
In 2009, Wellington Shire Council initiated the preparation of the Woodside Recreation Reserves Master Plan to guide the long term planning and development of sporting infrastructure at the venue.
The concept of facility hierarchy is based on the acknowledgment that there needs to be a level of strategic compromise between infrastructure demand and supply within Wellington. All sport and recreation facilities throughout the shire have been categorised accordingly based upon a mix of the following components:
- Capacity and quality of the facility’s infrastructure - Surrounding population levels - Level of primary use of the facility
The Woodside Recreation Reserve is considered to be a Level 3 Significant local venue.
2.3 – Level 3 Significant Local Facilities Level 3 facilities are local venues that have multiple users which compete in district or regional competitions. These facilities are managed via a committee of management with Council contributing the maintenance costs.
The following priorities were identified in the Woodside Recreation Reserve Master Plan (projects listed in abbreviated format):
High Priorities o Netball Court Redevelopment (Completed) o Clubroom Extension
Medium Priorities o Car Parking Redevelopment o Develop Netball Court Car Parking Area o Solar System Installation
Low Priorities o New Electronic Scoreboard (Completed) o Landscape and Beautification- Playground and BBQ Area
Gippsport Access Appraisal 2013
Gippsport was commissioned by the WDFNC to undertake an Access Appraisal of the Woodside Football Club facilities. An inspection of the facility was undertaken on 5 July, 2013 and the following recommendations were made. Whilst there is a number of access barriers associated with the building, it is anticipated that many of these can be effectively addressed to improve equitable, dignified access for all users.
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Priority areas to improve access and usability that should be considered first are: Purchasing portable rubber mats that are specifically built to meet Australian standards. These are a cost effective way to improve access. Providing an emergency egress/evacuation route that is accessible for all users. Upgrade and repair existing toilets/change rooms including the installation of a designated accessible toilet. Consistent use and installation of Tactile Ground Surface Indicators (TGSI’s) within the facility. Include within plans for car parking redevelopment the inclusion of improvements for Designated Accessible Parking. Install directional signage within the facility. Improve access to canteen/kitchen server window.
Consideration should also be given to consultation of users with disabilities, and the Rural Access officer within the Wellington Shire Council, to confirm these are the facilities high priority requirements.
Please refer to the report for more detail.
No AFL Preferred Facility Requirements
The AFL Facility Guidelines provides a framework for the type and size of facilities, classified by a facility hierarchy;
State League District Local
The way that facilities are classified can in turn have impact on future funding submissions to the State Government. The Woodside Recreation Reserve is classified as a Local facility.
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For a local level facility the following requirements are recommended; Home and Away change rooms- three showers in each for local, two urinals and two toilet plans in each room. 2 X 22.5m2 for amenities, 2 X 40m2 for change rooms. External covered viewing area- the objective is to provide adequate space for viewing the playing field whilst providing protection from the weather - 50m2 Separate umpire facilities, including toilet and showers - 20m2 First Aid/treatment rooms- can be shared with office space but require a basin - 15m2 Massage/strapping room- can be provided within change rooms Gymnasium- optional facility component - 20m2 Kitchen/kiosk- to comply with municipal health department. Internal/ external servery is important - 20m2 Administration space/officials areas- requires internet connection - 15m2 Public Toilets - based on crowd sizes and Municipal town planning requirements Storage - Internal and external storage is required - 20m2 Social/Community room- total sizes influenced by likely crowd attendance - 50m2 Timekeepers/Scorers box/Scoreboard - 10m2 Utility/Cleaners room - 5m2 Coaches box X 2. 4.8m long X1.2m wide Sports Lighting (Average Minimum Lux) - Training 50, Match Practice 100, Night Competition 100 Oval Fencing - no specified standard
Note that not all information has been listed, just those items specifically relevant to this Strategic Plan. Please refer to the complete document for more information.
Participation Trends Changes in activity Most leisure activities enjoy cyclic fluctuations in participation. However, some activities have consistently shown growth. The following activities, sourced from Exercise Recreation And Sports Survey (ERASS) and applied to the projected population for Wellington Shire, are projected to be relatively stable until 2021 in Victoria:
Walking (excl. bushwalking) 2.0% +1.0% Aerobics/fitness +2.0% +1.0% Swimming +2.0% +1.0% Yoga +1.0% +0.5% Running +1.0% +0.5% Surf sports +0.5% +0.25% Soccer (indoor) +1.0% +0.5% Cricket (outdoor) +1.0% +0.5% Badminton +0.5% +0.25%
Victorian Country Football Association-Review of Football in Country Victoria
Victorian country football is a critically important asset for the AFL. It has about 78,000 players (excluding VCFL affiliated clubs in defined AFL Victoria metropolitan regions) or about 12% of the total players in Australia. This is almost the same as the number of players in the whole of SA and about 75% of the number of players in the whole of WA. The number of players in country Victoria is over twice the number in either country SA or country WA. Country Victoria has provided 22% (279 of a total of 1281) of the draftees into the AFL competition since 1997.
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There are 82 leagues, 702 clubs, and 2,867 teams affiliated with the VCFL. There were 16,364 NAB AFL Auskick participants in country Victoria in 2010.
There are parts of country Victoria where football is in decline, often through no fault of the local administrators and volunteers. There are other areas however, that are growing strongly due in part to significant demographic changes and the urban sprawl of Melbourne. It is important to ensure that the growth areas build the capacity to handle this growth so football stays the paramount sport in those regions. Similarly AFL have to build the capacity of the regions facing population declines so the impact on football can be mitigated as much as practically possible.
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Netball Victoria- Information taken from the 2012-13 Annual Report 96% of the Netball Victoria membership is female. 55% of the membership resides in regional Victoria with the remaining 45% in the metropolitan suburbs in and around Melbourne. 62% of the Netball Victoria membership is aged seventeen (17) and under, with the majority of the remaining participants aged between eighteen (18) and fifty (50) plus years excess of 105,000 registered participants
Woodside Recreation Reserve Usage
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Football Football Football Football Football- training- in training- in training- pre training- pre Home season season. Meals season season matches nights
Netball- Netball Netball Netball Home training training training matches
7pm night tennis Auskick (weekly) Net Set Go At least 16 wks per year
Cricket Mid week Cricket matches tennis during training during during summer summer summer
Other usage: Fitness classes are held at the reserve, in conjunction with the club activities
Cricket - the Woodside Cricket Club only had one senior team in competition. It is important to support an increase in cricket participation.
Tennis - the Woodside Tennis Club has 40 members and shares a club house with the netball users. They host a few competition teams each year and there is casual use by summer visitors. Tennis coaching was held at the reserve in the past but this has relocated to Yarram.
In the past, the Woodside Gift was conducted at the reserve with great success, however the event was relocated to Traralgon which was outside of the control of the committee.
The reserve is used by a trail riding group as their base a few times per year.
Neighbourhood Safer Place (NSP) - while the facility has not been formally adopted as a NSP, in the event of an emergency the committee feel the facilities would be utilised by the local community.
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Fitness classes are popular
Victorian Country Football League (VCFL) Mission - To Develop, Foster, Co-Ordinate and Sustain Australian Football at the Club and League level throughout Regional and Rural Victoria.
1. The Purposes of the Victorian Country Football Leagues (Incorporated) (Hereinafter called the VCFL) are:
(a) To promote, control, manage, encourage, develop and foster the Australian game of football
(b) To provide uniformity in the matter of registration of players clearances and permits in the Australian game of football in the area under the jurisdiction of the V CFL
(c) To enter into Agreement with any other bodies for the betterment of the VCFL in the Australian game of football and the community
(d) To settle all disputes arising out of the interpretation of the rules of the VCFL
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Wulgunggo Ngalu Learning Place
The Wulgunggo Ngalu Learning Place is a joint initiative of the Victorian Government and the indigenous community. Opened in September 2008 at the former Won Wron Prison site in Gippsland, it is a culturally appropriate 'learning place' for indigenous men undertaking community based orders.
A live-in program, which can accommodate up to 20 men at one time, the Learning Place is an initiative of the Victorian Aboriginal Justice Agreement. It is part of the Victorian Government's response to the findings of the Royal Commission into Aboriginal Deaths in Custody (1991). Residents can volunteer to attend or may be directed there by the courts.
The Learning Place program
The program aims to help reduce the dramatic over-representation of indigenous people in Victoria's criminal justice system. The focus is on life skills to improve overall health, and reduce substance abuse if needed, improve job prospects and reduce the likelihood of re-offending in the future. Programs include local land care and community art, cooking and parenting workshops.
Elders provide leadership and communicate traditional cultural values. This is in keeping with the name 'Wulgunggo Ngalu'. Taken from the local Aboriginal language (Gunai/Kurnai), Wulgunggo means 'which way' and Ngalu means 'together'.
It is important to note this facility and program as the WDFNC has strong links and has offered a range of opportunities for participation at the club. There is a strong connection with the indigenous community which should be further developed.
Surrounding Facilities Below is a table outlining the surrounding facilities that may provide competition or should be considered in the future planning of the Woodside Recreation Reserve.
Name Details Facility specifics
Yarram Home of the Yarram Football Classified as a Level 2 facility which are of important Recreation Netball Club, as well as the Yarram district or shire significance. Facilities include a main oval, Reserve/ Show and a range of other netball courts, camp draft area, show sheds and a major Showgrounds community organisations and pavilion which has recently received funding for a major sporting clubs. upgrade.
Alberton West Home of the DWWWW or Classified as a Level 3 facility which are local venues that Recreation ‘Allies’ Football Netball Club. The have multiple users that compete in district or regional Reserve facilities are managed by a Crown competitions. The facility is located on the other side of Land Committee of Management. Yarram towards Toora and is not located with any other facilities or township. Facilities include a brand new netball court, main oval and pavilion.
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Toora Recreation Home of the Toora & District The facilities include a main oval, recently re-furbished Reserve Football and Netball Club and netball courts and a main pavilion. managed by a Department of Environment and Primary Industries (DEPI) Committee of Management.
Woodside Hall Located in the main street of town This facility is well used by the Woodside community for and managed by a Committee of social nights, events and activities. The WDFNC uses this Management. The hall can seat up venue for major events. to 250 people and has adequate kitchen facilities.
Woodside The school currently has 50 Only limited recreation facilities are provided at the Primary School students. school.
Gormandale Home of the Gormandale Football The facilities include a main oval, netball court and a main Recreation Netball Club. pavilion. Reserve
Sale Recreation Sale is the regional centre for These include regional football and netball facilities. facilities Wellington Shire Council and there are a number of regional facilities located within the town.
Traralgon Traralgon is the regional centre for These include regional football and netball facilities. Recreation Latrobe City Council and there are facilities a number of regional facilities located within the town.
League Structures
North Gippsland Football & Netball League (NGFNL) League History
1999 - The League Administration changed to a Board of Management.
2000 - Nambrok went into recess.
2001 - The League amalgamated with the North Gippsaland Netball Association to become the North Gippsland Football Netball League.
2003 - Sale City went into recess.
2004 - Nambrok, Stratford, Newry, and Boisdale Brigolong admiited after the Riviera Football League was disbanded. Sale City came out of recess.
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2005 - Nambrok and Newry went into recess.
2008 - Woodside & District joined the League.
2011 - Stratford applied to leave NGFNL to join Football Netball East Gippsland for the 2012 season.
The current clubs in the League are:
Boisdale Briagolong, Churchill, Cowwarr, Glengarry, Gormandale, Heyfield, Rosedale, Sale City, Traralgon Tyers United, Woodside.
As mentioned above there are two clubs located in close proximity to Woodside at Yarram and DWWWW which are members of the Alberton Football Netball League. However, the league structure is currently under review.
Currently consideration is being given to the Yarram Football Netball Club moving into the NGFNL from the Alberton Football Netball League. Woodside is concerned about this change, in particular the impact that this would have on the junior teams.
Sale & District Junior Football Association
The Sale & District Junior Football Association is made up of 11 clubs representing Briagolong, College Junior Football Club, East Coast Allies, Heyfield, Maffra, Nambrok/Newry, Rosedale, Sale, Sale City, Stratford and Woodside.
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Consultation Consultation for the development of this Strategic Plan was undertaken with the following key groups: The Woodside Football Netball Club Members/Committee Woodside Primary School Woodside Recreation Reserve Committee of Management North Gippsland Football League Alberton Football Netball League Wellington Shire Council officers Gippsport Woodside Hall Committee Department of Planning & Community Development
The WDFNC survey was completed during the month of June, 2013. Members could access the survey electronically or via hard copy format which were distributed at the club house.
There were a total of 58 surveys analysed to obtain these results which include the verbatim comments that have been used to develop the WDFNC Strategic Plan.
A summary of the responses are included below:
How are you currently involved with the Woodside & District Football Netball Club? (You may choose more than one response.)
How long have you been involved with the WDFNC? Response Percent 10.3% 8.6% 1 yr 37.9% 2 yrs 12.1% 3 yrs
15.5% 4 yrs 15.5%
How are you currently involved with the Woodside & District Football Netball Club? (You may choose more than one response.) 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Football Netball Parent of Member Club Other Player Player Player Volunteer
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What do you like most about being involved with WDFNC? Please list up to three things. 1. Good family environment Community closer together Playing football Community Kicking goals Social side - meeting people The people, everyone is so friendly Friendly environment The community spirit Club spirit Because of the meeting of new players that have come across to the club this year It’s the heart and soul of the Woodside district Welcome feeling Helping provide sporting opportunities for youth/seniors Watching my son play football Seeing my friends and playing netball Netball uniforms - A line Multiple netball teams for younger players Social functions Camaraderie Belonging to a club that represents our community
2. Improves health Getting together with the boys Winning football and netball games The atmosphere around the club Functions Easy going nature of people Team spirit Health of the club Feeling of community Part of the family club The coach and older senior players are good to learn football off Willingness to help Social interaction Supporting my son's team on match day Young netball teams play in Sale so better starting times and set travel distance Socially engaging and lot of fun Number of girls playing netball Professionalism Active outdoor interest for children Caters for a wide range of age groups, including younger Primary age children.
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3. Social events Sean Braybrook Seeing the Woodside community work together How everyone is mates/no groups Thursday night dinners Attitude of players, committee and supporters My job The locals give so much time and effort to the club The professionalism of the coach and the senior team New Challenge Interest in local football/netball Good facilities Positive environment Community minded Learning new skills Facilities that we play on Feel valued and can contribute in a range of different ways
Key words
Family, Friendly, Community, Football, Club spirit, Approachable, Healthy/Exercise, Belonging, Inclusive,
Outdoor, Feeling valued, Girls and Boys, Professionalism, Locals working together
Have you identified any issues or problems with how the club is operating? Please list up to three comments. For example; Access to suitable facilities, training times, not enough communication. 1. Bigger gym Dining area too small Easy matches Cold showers PA system required Holes in driveway There needs to be more support for the players More functions Providing adequate social room facility- lack of floor space Finding helpers Lack of involvement of some parents to help out & share the work load As a coach, some issues have arisen Not enough communication with junior netball Limits on number of players as netballers reach stage of playing with football No playground for children A juggle to netball train on Thursdays for various teams but every effort is being made to cater for this.
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2. At times, cross communication - rumours, untruths and gossip Aware that there may have been a concern (not personally) about underage drinking at functions Extra Toilets Inadequate administration office/room Individuals thinking about themselves and not the group Junior football maybe train on another night - too noisy in club rooms Lack of support from local council Netball has no shelter Poorly structured website Presentation night should be the week after the NGFNL Grand final Recruitment & retainment of junior football players
3. Junior and senior should all have same netball uniforms Netball needs more good balls Pressures of getting numbers for football - must rely on outside players thus must spend money to secure Time it takes on Thursday nights to read teams out Umpire facilities inadequate
Issues - Ranking Social/change rooms/toilets 18 Lack of volunteers 5 Poor communication/website 5 More support for players/numbers 4 Lack of playground 3 Other 3 Gym 2 Too many netballers on a Thursday 2 More social functions 2 Driveway 1 Lack of support from Council 1 More netballs 1 Netball uniforms- junior/senior 1 Underage drinking 1 Total 49
From the issues identified above, do you have any suggestions for how the club could resolve any of the issues that you have identified? Please comment. Build bigger rooms Players and families could have more working bees to fix facilities Funding to assist with capital improvements More functions- another formal ball theme Try to communicate the importance the club has on the community to encourage outside helpers Communicating with each other about problems so they don't turn into bigger dramas. Working together more. Boys need to be more organised in picking teams so it's not so late on Thursday nights Advertise junior meetings more openly, instead of hearing things from other people. A noticeboard in netball club rooms listing events coming up. Funding for a playground Need to engage others to volunteer - perhaps with a free meal, or small payment (can't afford that) Purchase new things for netball
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Good idea to have Over 18s listed on next social event for the club as received this week - implication that you need to be the legal drinking age to attend
What facility Improvements would you like to see completed at the Woodside Recreation Reserve? 1. New club rooms Bigger gym Larger dining rooms Larger toilets Fill dam in Coaches box New toilet block Team benches/coaches box closer to club rooms Hot showers Fully enclosed trainer’s room Massive upgrade of the facility to keep pace with the rest of the league Social rooms Indoor training rooms Kids playground More seating around netball courts Parking area difficult re; mud New netball change rooms
2. Bigger club rooms Change room upgrade Lounge room Ground drainage More inviting furniture in club rooms at netball Need for some landscaping once netball court upgrades completed Male and female umpire change rooms Playground facility plus BBQ area for club members and community use
3. Access for emergency vehicles Disabled toilet Extra hooks General improvements-fencing and seating around netball court and main oval, Gym stations at the rec reserve Netball rooms-showers Road works Storage areas Training lights
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Facility Improvements – Ranking
New club rooms/social rooms/change rooms 35 Playground 10 Improved toilets/accessible toilet 4 Seats around ground/courts 4 Coaches box 4 Gymnasium 3 Driveway/parking improvements/access 3 Improved netball rooms 2 Fill dam in 2 Storage/hooks 2 Improved lighting 1 Fitness stations 1 Oval drainage 1 Landscaping 1 73
Do you have any suggestions that could help improve the operation of the WDFNC? Engage more people to volunteer their time I think the Committee is doing a great job and appear to be looking towards sustaining the future with the younger members of the club Increased volunteer helpers, allocate more areas of responsibility to others to spread the load on committee members so we don't burn individuals out More volunteers to help on game day - a job to do and they do it without needing direction, less gossip and rumours, more members /supporters submitting email addresses for communication No, seems to be running quite well None this club is running in a very professional manner Preseason and regular training nights run well Rosters for hot chips, a roster placed in club rooms during first two to three weeks for people to place names on that suits them. Not being rostered on, when it doesn't suit, then no one will swap Signed undertaking from parents upon enrolment of child that some voluntary work will be done over the season, as well as an undertaking from senior players
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What is the best way for the Club Committee to communicate with you?
What is the best way for the Club Committee to commuicate with you a bout important club information?
5.6% Email updates
8.3% Hard Copy letters in the mail
A club website 22.2% 55.6% Flyers displayed at training / matches in a designated 8.3% location Hard copy information handed out at training / matches
Would you be interested in volunteering your time to assist with the operation of the club? This may include; assisting with training nights or game day, administration, fundraising or many other things.
Do you have any other comments that you like to make in regards to the development of the Strategic Plan?
Getting the feedback to develop plan will be interesting. Just looking forward to having it completed and using it to proceed in the future then having success at achieving the above improvements/developments. New or improved club-rooms would make volunteers job easier e.g. cleaning - storage this may also encourage new people to become involved. New rooms would bring a pride to the community which would encourage more social and sporting activities bringing the community together. Plenty of success and a good family base. Realistic time frames for different priorities you list.
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Success is important as it brings people to the club; we are on the right track. Supporting juniors more. President or committee members visit sale netball games once or twice a year. We feel a bit left out sometimes. This is such a wonderful club and moving forward in such a positive manner that the current members and general community deserve better facilities to cater for this very family friendly club. We have a great product in our club but a new building will attract even more people to our fantastic club. We need a general overall plan for the development of the rec reserve for future growth and expansion but we need input from interested parties for their ideas on what is required.
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SWOT Analysis
The following SWOT analysis was undertaken by the committee;
Strengths Weakness Access to quality, well maintained facilities Lack of documented strategic planning in the past Strong club growth in a short time Limited ability to increase membership fees and income Strong, professional and enthusiastic committee due to the population constraints recognised by a number of awards No paid staff hours Football and Netball is provided for most age groups Rely on volunteers for facility improvements and abilities Limited use during off peak hours Club Culture is friendly and supportive Access within and around facilities is not ideal Woodside is located close to other clubs in the North Other Football Netball Clubs located within close Gippsland League proximity Good communication Player payment structure within the league Affordable fees Facilities are located on Crown Land All facility maintenance is carried out by volunteers Football and netball facilities are co-located with a range of other sporting infrastructure Limited Recurrent Funding is provided by Council for facility operation
Opportunities Threats Access Improvements Lack of volunteers to operate the club Environmental initiatives Lack of good club governance Introduce and train new volunteers to support club Membership/participation decline which results in less development and new programs income Work in partnership with Local and State Government to achieve future plans Lack of on field success Improved sponsorship options Utility Costs Build links with key stakeholders including Council and Management arrangement with Committee/Crown/Council the League Limited ability of Council to support grants for facility Tap into a market that is not being catered for in improvements Woodside & District Change of clubs in surrounding leagues New users of the facilities Improved player pathways in football and netball Develop stronger links with the Indigenous community
Further to the comments made above in the SWOT analysis, there have been ongoing discussions with the surrounding clubs in regards to the future of Yarram and DWWWW. The decisions made in regards to which League they play in in the future, which clubs will offer juniors and in fact which clubs continue to operate will all impact on the Woodside and District Football Netball Club.
The Club executive can not influence these processes. It is their intention to continue to offer a football and netball club that local people will choose now and into the future. As changes are made to other club structures, Woodside will continue to focus on their club development and as a result, is likely to benefit from opportunities that arise. Woodside and District Football Netball Club // 2013-2019 Strategic Plan 24
Future Directions
Extensive consultation with the club members and committee has culminated in the following vision for the Woodside & District Football Netball Club;
VISION
To ensure the Woodside & District Football Netball Club facilities are welcoming to all players and the club is managed sustainably well into the future.
MISSION STATEMENT
It is the mission of the WDFNC to provide accessible facilities available for the local and surrounding communities to play the games of football and netball, socialise and enjoy the well maintained and suitable facilities.
PURPOSE AND VALUES
To provide opportunities for people to participate in both football and netball at all levels by developing, promoting and managing the club in a professional and sustainable way.
Participation To encourage participation in all types of social and competitive football and netball as well as the social events that the club runs throughout the year. Provide acreditated coaching opportunities for all members.
Inclusiveness To recognise the contribution that all people make to football and netball, treating them with dignity and consideration as well as caring for the property and equipment they use. Be welcoming to new players of all ages and abilities.
Community Maintain strong links with Woodside and surrounding communities.
Governance To manage the club and facilities in line with League and Council requirements and according to the club’s constitution. Maintain a focus on participation.
Safety Encourage healthy and safe practices, maintain facilities and equipment and promote healthy living.
Social The create opportunities for people to volunteer, enjoy the game, meet friends and relax in welcoming facilities. Woodside and District Football Netball Club // 2013-2019 Strategic Plan 25
Current Structure of the WDFNC
The club has already amalgamated its Football and Netball competitions which is a reflection of the equity within the club.
President Vice President Treasurer Secretary Netball Coordinator Football Coordinator Junior Football Coordinator Catering Coordinator Membership Coordinator Sponsorship Coordinator
The committee meets monthly and has a representative on the Recreation Reserve Committee of Management to ensure effective communication.
The Committee utilises a range of mediums to reach its members. These include;
Club website Facebook Hand outs at training and match days Noticeboards Announcements at training and matches Mail outs to members
Success and Awards
The WDFNC has long been committed to operating a well-run and welcoming club as it has demonstrated its commitment to administration and professionalism. The club won three awards in 2012; Gippsports' Goodsports Club of the year, The Northern Gippsland Football League Administration Award and the VCFL Most Disciplined Club.
The club is a Level III Goodsports Club.
One of the key achievements of the club has been its ability to develop a Thursday night meals night. The evening is designed to include juniors firstly and then seniors. More than 100 seniors attend each week which is significantly affected by the size of the pavilion.
The club has also been successful in obtaining a range of grants in the last few years including one for $4,950 to support their volunteers.
The Woodside Football and Netball teams have achieved success on the ground in 2013
Club Membership Numbers
In the 2013 season the club had the following teams; Woodside and District Football Netball Club // 2013-2019 Strategic Plan 26
Football - 110 players in total
Seniors Reserves Thirds (Under 18) The Under 10 played in the Sale & District Junior Football competition It is hoped the club will enter teams in Under 14 and Under 16 next year also Auskick- 25 each Thursday night
Netball- 100 members
Seniors- A,B,C,D as well as 17 and Under and 15 and Under in the NGFNL 3 junior teams in the Sale & District Junior Competition 14 in the Net Set Go program
Total Membership Numbers in the club are;
214 total memberships. Of these, 80 are family memberships, so the total number of members approximately 294 members in total. In addition, juniors are not included as members and if there are not part of a family membership, they should be added onto the total member numbers.
Grand Total - approximately 350 members (this is more than the population of the township).
The member’s residential addresses spread between Local (76%), Morwell, Sale, Traralgon and Melbourne.
The 2013 Season
Senior football missed finals losing last game after the siren!! After finishing at the bottom of the ladder in 2012 this was a fantastic effort but also very heart breaking for the team that had worked so hard.
Reserves and Thirds finished well down the ladder but with significant improvement.
A grade netball and 15&U netball got through to 1st semi-final both going down narrowly. C grade missed out on final game of year.
14&U team competing in Sale Netball Assoc. were PREMIERS!
Memberships, sponsorship, gate and canteen takings have all been up considerably on 2012. Our social functions therefore had increased numbers and takings which they committee were very pleased with.
We received a grant for an electronic scoreboard which required us to pay half. That has been done and the new board is due to arrive and be erected in the next week or so which is another goal achieved.
Individual success:
4 players were runners up in League Best and Fairest A grade, C grade, 17&U and 15&U Netball 2 Senior footballers named in NGFNL Team of the Year. 1 X A grade netballer named in Team of Year 2 X U18 footballers named in Team Of Year Woodside and District Football Netball Club // 2013-2019 Strategic Plan 27
Strategic Plan 2014-2019
This Strategic Plan is aimed at assisting both the committee and members of the WDFNC to continue to monitor the current activities of the club and to plan for the future.
Members will benefit by having a clear understanding of what goals the committee is working towards, how the committee will achieve them and when they will achieve them.
The focus of this is to provide additional support and justification for facility improvements.
Project 1: Facility Upgrades
Objective The provision of good quality facilities to support both football and netball, club members, their guests and visitors. The aim of this section of the Strategic Plan is to support the Woodside Recreation Reserve Master Plan that has already been undertaken with additional information, as well as other smaller projects not listed in the Master Plan.
Strategy 1.1 Implement the Facility Improvement Plan to incrementally improve the facilities in a sustainable way. Responsibility – Committee of Management (COM) Timeframe – 2014 and ongoing Outcome – A staged plan is developed to improve facilities over time as per the outline below. Status –
Facility Improvement Plan
The following priority ranking order has been applied; Very High - within 1 year High - within 1-3 years Medium - within 3-10 years Low - planned but unfunded Please refer to the survey results to see the importance of improvements to facilities.
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Projects Identified Costs Identified Priority
Main Pavilion upgrade: All costs are to be The background Undertake geo-tech studies to determine impact investigated and then a research and concept on the type of facility extension that could be budget will need to be plans are a High priority undertaken. developed based on and the works will need Engage a Structural engineer to asses the current the options available. to be prioritised against structure to determine how the facility could be modified or extended. budget restraints Engage a qualified draftperson and architect to develop a concept plan and then detailed designs for the work required. Develop designs in a staged approach that could be implemented within budget constraints. Identify contingency plans for when any building work is undertaken to ensure that sport can continue during any renovations. All facility designs should comply with the AFL facility guidelines.
Playground Development: Playground elements High There is strong community and club support for $20,000 the development of a playground adjacent to the netball/tennis courts. BBQ area- $10,000 Medium
New synthetic cover for cricket wicket: $5,000 High Is required due to the wear and tear on the existing cover. It is important for risk management obligations that the cover is safe. There is a small dam located between the pavilion and Depending on work High court area: required. There is fencing in place but it still allows access for some children. Improvements are required. The current Oval Lighting was installed three years ago: Pricing for this would Medium The lighting project to date has been achieved by be estimated to be sourcing four 2nd hand concrete poles, laying new between $48k to $60k electric cable to the poles and putting one new depending on what 2kw light fitting on each of these poles. This, along could be achieved. with the existing wooden poles and existing lights gives 15.5 kw of lighting power. This work had been done so as funds became available to install at least another 2kw light fitting onto each of the newer poles and be able to remove the old timber poles and fittings giving 16kw of lighting. In an ideal world the 2nd hand poles are not really tall enough by the standards suggested which state that the poles should be a minimum of 25m in height (last price for steel galvanised seesaw poles was $10K per pole). This would give adequate lighting for trainings, etc but if the club could get at least another light on each pole (3 per pole or 24kw of power) that would be ideal. Car parking improvements were identified in the Master Dependent on the Medium Plan and have been raised as an important issue in the design. consultation for this plan: It will be important to finalise the plans for the pavilion upgrade before designing car park changes. Woodside and District Football Netball Club // 2013-2019 Strategic Plan 29
Traffic/Pedestrian safety around the key facilities is important to manage with signage/bollards in the interim period. Toilet Improvements: As part of pavilion Medium The need for additional toilets has been identified upgrade. and should be addressed as part of the pavilion upgrade. Other facility improvements have been identified: These projects will Low to the netball/tennis rooms, bench seating, need to be undertaken landscaping, fitness stations and netball scoring by volunteers as shelter. grants/funding can be obtained.
Strategy 1.2 Implement the recommendation of the Gippsport Access Audit within resource level and inconjunction with the Facility Improvement Plan. Responsibility – COM Timeframe – 2015 Outcome – A staged plan is developed to improve facilities over time to increase access as per the Gippsport Access Audit. Status – Woodside and District Football Netball Club // 2013-2019 Strategic Plan 30
Project 2: Government and Management Objective To provide leadership, coordination and management of the club at all levels.
Strategy 2.1 Ensure the constitutional rules and regulations and policies are reviewed regularly. Update the roles and organisational structure to reflect the new operation. Responsibility – Executive Committee Timeframe – Ongoing Outcome – The club constitution is reviewed and updated. This needs to be implemented and reviewed each year to ensure that it reflects the clubs operations. Conduct AGMs and Financial Statements as required. Status –
2.2 Encourage women to become involved in the committee and take on formal positions within the club. Responsibility – Executive Committee Timeframe – Prior to each AGM Outcome – Women participation increases on the committee and at club functions. Recognise the work undertaken by all committee members, but especially women. Status –
2.3 Develop a succession plan for key leadership roles on the committee and encourage new committee members to get involved. Responsibility – Executive Committee Timeframe – Ongoing Outcome – A Succession Plan for key leadership roles within the Committee is developed. Status –
2.4 Encourage sub committees to complete project work and report back to Executive Committee. A subcommittee should be established to work on marketing and promotion, membership, facility improvements and increasing participation. Responsibility – Executive Committee and sub committees Timeframe – 2014 and ongoing Outcome – The formation of new subcommittees with clear roles and responsibilities. Status –
2.5 Ensure an annual review of the Strategic Plan is conducted. Responsibility – Executive Committee and members Timeframe – Each year Outcome – Strategic Plan is reviewed yearly and updated where necessary. Provide updates to Council on projects achieved and future requirements. Status –
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2.6 Facilitate the involvement of and communication with members in the club’s operation. Responsibility – Executive Committee Timeframe – Ongoing Outcome – Continue the broad range of communication tools utilised by the club. A key person is designated to update and maintain social media to ensure currency and appropriate use. Non electronic communication is also still important for some members. Status –
2.7 Provide feedback into all planning and consultation projects conducted by the Council or the community to ensure that WDFNC is recognised in future planning. Responsibility – Executive Committee with support from Wellington Shire Council, Gippsport and other community organisations Timeframe – As required Outcome – Executive Committee has input into all external planning and consultation projects that may affect the club. Provide written information to Council on an annual basis on club projects. Status –
2.8 Be aware of opportunities that exist within the North Gippsland Football/Netball League for input and decision making. Responsibility – Executive Committee with support from interested parties Timeframe – Ongoing Outcome – A proactive partnership in communication with the League will ensure that important stake holders are aware of the clubs position, needs and risk factors. The new AFL Gippsland Commission will be a key contact point in the future. Status –
2.9 Recognise the contribution of volunteers and develop incentives to encourage more members to volunteer their time and services. Responsibility – Executive Committee/Volunteer Coordinator Timeframe – Ongoing Outcome – Programs that attribute and increase volunteer participation. Formally thank and recognise volunteers on a regular basis. Record time spent by volunteers on club activities to communicate back to key stakeholders about the real effort required by volunteers to operate facilities and run sport. Offer training and mentoring opportunities to volunteers as able. Continue to develop rosters so that everyone is asked to contribute and the workload is shared. Status –
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Project 3: Participation and Membership
Objective To build capacity of the club through increased membership numbers and an increase in the number of people playing football and netball.
Strategy 3.1 Appoint a club welcoming officer/committee that can specifically welcome new players and members, show them around and make them feel comfortable. Responsibility – Executive Committee Timeframe – Ongoing Outcome – Club members to be in charge of ‘welcoming’ at all times. Development of a new member pack and developing a club culture of sharing information, knowledge and skill to make everyone feel comfortable. Status –
3.2 To enter as many teams as possible in the North Gippsland League competitions. Responsibility – Executive Committee Timeframe – Ongoing Outcome – Provide challenging competition suitable to all skill levels. Ensure fairness and teamwork in all competition teams. Celebrate success and welcome new players into teams. Try and convert social members into players. Status –
3.3 To provide skill development programs for members, including targeted programs for juniors, ladies, men and potential members. Responsibility – Executive Committee and mentors Timeframe – Ongoing Outcome – An increase in the number of skill development programs and an increase in membership numbers, including more younger players. Continue to offer free coaching programs and advertise them. Status –
3.4 To encourage participation through holding promotional/come and try days. Responsibility – Committee Timeframe – Prior to every season Outcome – Increase in membership numbers. Status –
3.5 Consider how the club might be able to offer other types of physical opportunities throughout the year to utilise the facilities. Responsibility – Executive Committee with support from other facility manager Timeframe – 2014 and then ongoing Outcome – Work with other sporting clubs, community organisations and the primary school to develop and conduct new types of programs or activities at the Recreation Reserve. Status – 3.6 Continue to develop a range of special events that may include, social nights, live music, comedy night to generate income and increase use of facilities. Responsibility – Executive Committee/Fundraising sub committee Timeframe – 2013 and then ongoing Outcome – Frequent special events and an increase in facility income. Advertise and promote the facilities for hire and work with other community organisations to identify opportunities. Research should be done on the event ideas listed to determine which options would be most suitable. Status – Woodside and District Football Netball Club // 2013-2019 Strategic Plan 33
Event ideas identified during the consultation for this project include; School Holiday Activities Outdoor Cinema Live Music/ Bands/ Discos Links with the Yarram Show Fitness Programs Dancing Programs Old Time Music Comedy Nights Council Events High Level Sporting Events/Demonstrations
Project 4: Finance
Objective Develop and maintain financial stability of the Woodside Football Netball Club through sound management practices.
Strategy 4.1 Facilitate a regular review of membership categories and membership fees. Responsibility – Executive Committee Timeframe – Each year Outcome – Membership categories and fees are reviewed regularly to ensure the best business model. It is important to have fees at affordable levels for new members. This needs to be done injunction with the Club memberships, so there is a consistent strategy in place Status –
4.2 Explore and access government funding for a range of programs and projects. Responsibility – Grants Officer Timeframe – Ongoing Outcome – A number of government funding applications are submitted each year. Review the Gippsport grants page and other web sites for grants information. http://gippsport.com.au/grants/ Status –
4.3 Facilitate the continual update of sponsorship proposals. Responsibility – Sponsorship Sub Committee Timeframe – Ongoing Outcome – Sponsorship proposals are updated to suit the changing needs of the club. Target new business sponsors each season. Status – 4.4 Set aside an annual allocation in a savings program for major capital improvements and for the replacement of equipment. Responsibility – Executive Committee Timeframe – 2013 Outcome – A Savings Program is established and funds are set aside for major projects. Status –
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Project 5: Marketing and Sponsorship
Objective To develop capacity with a structured Marketing and Sponsorship Plan.
Strategy 5.1 Develop a Sponsorship Plan with clear objectives and marketing material. Responsibility – Committee Timeframe – Ongoing Outcome – Develop a Marketing and Sponsorship sub committee that has a documented plan of action. Look at opportunities outside of the local community where contacts may exist. Status –
5.2 Improve and maintain a Web page/ Facebook page as a communication tool. Responsibility – Committee member/social media contact Timeframe – 2013 Outcome – Maintain the club website. Start using Facebook more as a communication tool and that newsletters are available on line. Status –
5.3 Facilitate a positive relationship with various media to enhance the promotion of the club’s activities. Responsibility – Committee with support from local media. Timeframe – Ongoing Outcome – The club’s identity features in local media regularly for positive news stories, not just football related Status –
5.4 Develop closer links with other tourism operators, Yarram Show Committee and Council to capture more holiday visitors to raise additional revenue for the club and increase utilisation of facilities. Responsibility – Committee with sport local contacts Timeframe – 2015 Outcome – Woodside Football netball club features in tourism promotional material and is linked with events and holiday activities. Status –
5.5 Consider how the club might be able to link with AFL Dreamtime event and partner with local indigeonous groups. Responsibility – Executive Committee with support from local Council and support agencies along with the AFL Timeframe – 2014 and then ongoing Outcome – Work with key stakeholders, community organisations, AFL to develop and conduct a Dreamtime event at the Woodside Recreation Reserve. Status – Woodside and District Football Netball Club // 2013-2019 Strategic Plan 35
Funding/Grants Available
Federal Government Various funding is released and information on suitable grants should be obtained from Wellington Shire Council as it will be required to auspice the grants.
Department of Planning and Community Development – Sport and Recreation Victoria The Community Facility Funding Program contributes to the provision of high-quality and accessible community sport and recreation facilities across Victoria. Building Community Infrastructure provides grants to improve places where communities meet and interact. Applications under the Minor and Major Facilities category are available for community groups, working in partnership with Council, to develop or upgrade community sport and recreation facilities.
Regional Development Victoria This State Government department has access to funding that supports the building of community infrastructure where economic benefit and broad community use is identified. Not ideally suited for recreation facilities, but broader aspects of Reserve development may be considered especially given the tourism benefit for the visitors to the South Gippsland Region.
Philanthropic Grants There are active philanthropic organisations supporting regional Victoria through various grants programs. More information can be obtained through http:communityfoundations.philanthropy.org.au.
Wellington Shire Council Funding Programs Each year, Council provides funding within our budget for residents, community groups and organisations for a range of projects and events through a variety of grants programs.
Ranging from support for small community events, through to funding for community facilities projects and environmental works, we are proud to support our community through these programs.
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Disclaimer of Liability The information contained in this report is intended for the specific use of the Woodside & District Football Netball Club. All recommendations by Hands on Community Solutions are based on information provided by or on behalf of the Committee and we have relied upon such information being correct at the time this report has been prepared.
Readers should note this report might include implicit projections about the future which, by their nature, are uncertain and cannot be relied upon. They are dependent on potential events or technical assessments, which have not yet occurred.
References The following references have been used in the development of this report:
DPCD website - Planning scheme data and maps, grant information
Wellington Shire Council - website/strategies and plans
Australian Bureau of Statistics - population data
Recreation studies and strategies as identified in the document