Taffs Well Development Strategy 2022-2025

CLUB DEVELOPMENT STRATEGY 2022-25

SWOT ANALYSIS

Strengths

• Excellent playing and training facilities and Clubhouse, owned outright by the Club
• Strategic geographical location, with easy access from M4 and A470
• Established ‘playing pathway’ from Minis and Juniors, to Youth, Senior Men’s and Women’s teams, Touch Rugby and Walking Rugby sections.
• Recent history of on-field success for Senior Men’s and Women’s teams; and a thriving Walking Rugby section
• Good relationships with local educational institutions, especially the primary schools (Ffynnon Taf, Gwaelod y Garth and Tongwynlais)
• Satisfactory Club finances, with reasonable levels of reserves
• Established relationships with sponsorship partners and a growing Vice-Presidents’ Club
• A newly approved Club Constitution, based on its established incorporated status
• An established administrative structure that is able to deliver effectively essential requirements (such as insurance, health and safety, safeguarding, risk assessment, etc.)
• A favourable profile within the local area, especially through community-based and charitable activities, as well as providing a focus for social events
• Established as a venue for WRU activities

Weaknesses

• Insufficient playing members in Senior Men’s, Youth, and Mini and Junior (in some age groups) sections
• Playing and training areas sometimes unplayable owing to adverse weather and over-use
• The Clubhouse requires further development and enhanced maintenance
• Clubhouse operations (bar, social events, commercial uses) generate insufficient profit
• Income from sponsorship partners – locally and more widely - needs to be increased
• Too few Vice-Presidents and members
• Insufficient numbers of volunteers willing and able to take on significant administrative roles (specifically, Membership Secretary, Communications Manager, Volunteer Co-ordinator)
• Insufficient numbers of volunteers willing and able to undertake playing-related roles (coaches – especially for the Mini and Junior section; team managers; first-aiders; referees; etc.)
• Internal and external communications systems are not fit for purpose

Opportunities

• An expanding population in the Club’s potential catchment area opens up opportunities for enhanced recruitment of players (in all age-groups), as well as non-playing members
• Closer collaboration with the newly appointed WRU Hub Officer has the potential for closer relationships with secondary schools, Coleg y Cymoedd and the University of South Wales
• WRU Facilities and Pitch Improvement Grant schemes provide opportunities to further develop the Club’s playing and training facilities
• Grant funding from other sources (such as National Lottery, charities, Sport Wales, RCT, etc.) provides opportunities for development of the Clubhouse and its facilities
• Good accessibility from the South Wales region offers the potential for increased hosting external events (for the WRU and other organisations)
• Smarter use of communications provides a means of improving marketing and widening the range of sponsorship partners
• Smarter use of communications provides a means of growing the Club’s membership and enhancing members’ involvement
• Closer collaboration with other local venues (such as the Village Hall and pubs) offers opportunities for enhancing the Club’s provision of social events (co-ordination of event planning, potential for Village Carnival, etc.)

Threats

• Potential players (in all age groups) may prefer to participate in other sports and/or activities, especially given the restrictions imposed by COVID-19 and the well-publicised concerns over concussions in rugby
• There are a number of rugby clubs within the locality, each of which offers significant competition for players (in all age groups)
• Wider economic circumstances (effects of Brexit, COVID-19, government economic policy) may have long-term, adverse effects on levels of sponsorship, membership and use of Club facilities
• Adverse effects of COVID-19 on WRU finances may imperil the support available to community clubs (despite the current ring-fencing of community club funding)

PROGRAMME OF WORK

CLUB ADMINISTRATION

Objective	Action	Priority	Timescale	Responsibility	Cost
Ensure effective management of the Club	Fill vacancies on the Club Committee (in particular, Membership Secretary, Communications Manager)	High	April 2022	Chair	Nil
	Establish clear accountabilities and responsibilities for Directors and Committee members	High	April 2022	Chair	Nil
	Establish functioning sub-committees, such as: Finance Sponsorship and Fund-raising Marketing and Communication Facilities and Asset Management; and improve the operation of existing ones: Minis and Juniors Rugby Development	Medium	September 2022	Members of Club Committee	Nil
	Annual review of the Club’s management structure and administrative roles	Medium	Ongoing	Chair	Nil
	Conduct technological audit to identify opportunities for increased efficiencies, specifically: Web and e-commerce Club E-Calendar	Medium	December 2022	Club Directors	Professional Services costs
	Establish digital archive of Club documents	Medium	Ongoing	Club Directors	Software costs
Increase the number of volunteers available to fill administrative roles	Fill Volunteer Co-ordinator position	High	September 2022	Chair	Nil
	Enhance the recruitment, retention, and recognition of volunteers by means of: Annual audit of the Club’s volunteer needs Establish database of (potential) volunteer skills and contacts A formal induction process for volunteers Maintaining an up-to-date description of key roles Development of transparent succession planning Make use of WRU schemes for recognising the input of volunteers	Medium	Ongoing	Volunteer Co-ordinator	Nil
	Increase the use made of ‘task-and-finish’ groups	Medium	Ongoing	Club Directors	Nil
Develop and maintain effective internal and external communications	Create accurate databases of: Members (playing and non-playing) Vice-Presidents Sponsorship Partners	High	May/June 2022	Communications Manager; Sponsorship and Donations Manager	Nil (unless outsourced)
	Develop an effective and sustainable strategy for communications between the Club’s officers and volunteers (including Events Diary; channelling of queries from outside bodies; etc.)	High	April 2022	Communications Manager; Club Committee	Possible software costs
	Develop an effective and sustainable strategy for communicating with Club members, Vice-Presidents and Sponsors (social media, Club website, Newsletter to members, etc.)	Medium	September 2022	Communications Manager; Sponsorship and Donations Manager	Possible software costs
	Develop relationships with local and national media	Low	Ongoing	Communications Manager	Nil
	Annual review of GDPR requirements	Low	Ongoing	Communications Manager	Nil

PLAYING

Objective	Action	Priority	Timescale	Responsibility	Cost
Increase the numbers of senior players who are participating actively (training and playing) to support at least Men’s First and Second XVs and Women’s XV	Improve effectiveness of the ‘player pathway’, focusing on effective transition between stages	High	July 2022; ongoing	Director of Rugby Development; Playing section leaders	Nil
	Ensure the Men’s and Women’s Senior teams are suitably resourced in terms of quality of coaching and management	High	July 2022 (and annually thereafter)	Director of Rugby Development	As per the Rugby Budget
	Instil a ‘Club Culture’ of commitment and comradeship amongst the senior rugby groups (effective communications, engagement in social activities, etc.)	High	July 2022	Director of Rugby Development; Senior coaches and team managers	As per the Rugby Budget
	Recruitment campaign via social media	Medium	May 2022	Director of Rugby Development; Communications Manager	Nil
	Engage actively with the WRU Women’s Hub	Medium	Ongoing	Women’s Section leaders; Director of Rugby Development	Nil
	Develop more effective relationships with local educational institutions (University of South Wales, Coleg y Cymoedd)	Medium	Ongoing	Director of Rugby Development	Nil
	Develop better relationships with local clubs (extend player pathway, permit players)	Low	Ongoing	Director of Rugby Development	Nil
Establish secure basis for Youth Rugby	Re-establish male Youth XV	High	July 2022	Youth coaches; Director of Rugby Development	As per the Rugby Budget
	Ensure the Youth team is suitably resourced in terms of quality of coaching and management	High	July 2022 (and annually thereafter)	Director of Rugby Development	As per the Rugby Budget
	Engage Youth team players in the ‘Club Culture’, with a view to facilitating transition to senior rugby (effective communications, social activities, etc.)	High	Ongoing	Youth coaches and management	As per the Rugby Budget
	Engage with WRU Women’s Hub to ensure transition of players from youth into Women’s senior team	Medium	Ongoing	Women’s section leaders; Director of Rugby Development	Nil
	Establish effective relationships with local educational institutions (schools, Coleg y Cymoedd) via WRU Hub Officer	Medium	Ongoing	Director of Rugby Development; Youth coaches and management	Nil
Increase the numbers of players in the Minis and Juniors section so that there are viable numbers for each age group	Appoint co-ordinator for Minis and Juniors section	Medium	Ongoing	Volunteers Co-ordinator; Director of Rugby Development	As per Rugby Budget
	Re-establish effective relationships with local primary schools (Ffynnon Taf, Gwaelod y Garth and Tongwynlais)	Medium	Ongoing	Director of Rugby Development; Minis and Juniors management	As per Rugby Budget
	Arrange coaching sessions led by senior players and coaches	Medium	Ongoing	Director of Rugby Development	Nil
	Annual recruitment ‘blitz’ via social media	Medium	July 2022 (and annually thereafter)	Minis and Juniors co-ordinator; Communications Manager	Nil (unless there are software costs)
	Engage systematically with parents (effective communications, social activities, etc.)	Medium	Ongoing	Minis and Juniors Co-ordinator	As per Rugby Budget
Recruit volunteers to playing-related roles (coaches, team managers, referees, physios, first aiders)	Annual audit of volunteer requirements, across all playing section and of availability of trained volunteers	Medium	September 2022 (and annually thereafter)	Volunteer Co-ordinator	Nil
	Institute programme of WRU training for playing-related volunteers	Medium	Ongoing	Volunteer Co-ordinator; Director of Rugby Development	As per Rugby Budget
	Engage playing-related volunteers in development of ‘Club Culture’	Medium	Ongoing	Director of Rugby Development; Playing section leaders	As per Rugby Budget
Further develop the Club’s playing and training facilities	Upgrade the surface of the Second pitch (so that matches can be played, as well as training)	High	August/September 2022	Club Directors	c.K£13 Club Development Budget; WRU grant
	Establish system for the management of access to pitches for playing and training (including identification of off-site all-weather facilities)	High	March 2022	Director of Rugby Development	As per Rugby Budget
	Instal LED floodlights (for First and one side of the Second pitches)	Medium	August/September 2023	Club Directors	c.K£40 Club Development Budget; WRU grant
	Create all-weather training area	Medium	August/September 2025	Club Directors	c.K£300 Club Development Budget; WRU grant
	Build stand on the east side of the First pitch	Low	Long term	Club Directors	c.K£25 Club Development Budget; sponsorship; WRU grant

CLUBHOUSE FACILITIES

Objective	Action	Priority	Timescale	Responsibility	Cost
Establish stable basis for ongoing Clubhouse maintenance	Audit of current maintenance needs (heating and lighting systems, internal and external paintwork, etc.), with a view to cutting costs and ensuring sustainability	High	July 2022	Facilities Manager; Director of Finance	TBA
	Negotiate appropriate maintenance contracts with external suppliers	High	July 2022	Facilities Manager; Director of Finance	TBA
Enhance the sustainability of the Clubhouse (and reduce costs)	Investigate the viability of alternative forms of heating and lighting supply (solar panels, heat pumps, wind turbines, etc.)	Medium	2023	Club Directors	TBA
Improve the accessibility of the Clubhouse	Install lift to improve access to the first-floor rooms	Medium	2023	Club Directors; Facilities Manager	c.K£15 Club Development Fund; grant
Enhance the flexibility of the first-floor function room	Install room divider (retractable) to permit creation of two rooms (Players’ Room after matches, smaller social functions, etc.)	Medium	2023	Club Directors; Facilities Manager	c.K£10 Club Development Fund
Improve the interior décor of the Clubhouse	Reorganise the trophy cabinets, photographs, etc.	Medium	September 2022	Facilities Manager	TBA
Improve the interior décor of the Clubhouse	Introduce new furniture in the bars and function room	Medium	September 2022	Facilities Manager; Club Manager	TBA
Develop the Clubhouse into a focal point for events and social activity for the local community	Arrange discussions with local organisations (local authorities, Village Hall, public houses, etc.)	Medium	Ongoing	Facilities Manager; Club Manager	Nil
Extend the use of the Clubhouse (and playing areas) by other sporting organisations	Arrange discussions with local sports clubs	Low	Ongoing	Club Manager	Nil
Introduce bilingual signage throughout the Clubhouse	Audit of current signage	Low	July 2022	Club Chair; Director of Finance; Facilities Manager	Nil
Introduce bilingual signage throughout the Clubhouse	Produce new signs	Low	August 2022	Facilities Manager	Nil (if supplied by Mike Beese)

FINANCE

Objective	Action	Priority	Timescale	Responsibility	Cost
Enhance the Club’s budgeting system	Create a closer alignment between income streams and types of expenditure	High	April 2022; and annually thereafter	Director of Finance; Finance Sub-Committee; Board of Directors	Nil
	Establish devolved budgets for playing sections, Clubhouse operations and other Club activities (exceeding budget only by agreement)	High	April 2022; and annually thereafter	Director of Finance; Finance Sub-Committee	Nil
	Quarterly monitoring of devolved budgets	High	Ongoing	Director of Finance; Finance Sub-Committee	Nil
Grow the income of the Club from internal sources	Increase the membership of the Club (playing and non-playing) through enhanced and more targeted marketing	High	September 2022	Membership Secretary	Marketing costs
	Maximise the payment of membership subscriptions, with monthly review of payments	High	Ongoing	Membership Secretary	Nil
	Review – and increase where necessary – membership subscriptions on an annual basis	High	Ongoing	Membership Secretary; Director of Finance	Nil
	Increase the numbers of Vice-Presidents (up to 100) through enhanced and more targeted marketing	High	September 2022	Sponsorship and Donations Manager	Marketing costs
	Implement effective means of marketing and selling Club merchandise	High	April 2022	Director of Finance; Merchandise Working Group	Marketing costs
	Introduce new lottery scheme, designed to make profit for the Club	Medium	Ongoing	TBA	TBA
Enhance the profitability of the Clubhouse	Establish break-even level and profitability targets for Clubhouse activities	High	June 2022	Director of Finance; Finance Sub-Committee	Nil
	Implement effective cost control measures (especially with respect to staffing costs)	High	Ongoing	Club Manager; Director of Finance	Nil
	Review – and revise where necessary – price structures on a quarterly basis	High	Ongoing	Club Manager; Director of Finance	Nil
	Increase the hire of Club facilities for social events	High	Ongoing	Club Manager	Marketing costs
	Institute a calendar of Club social events – 3-4 all-Club events, as well as ones aimed at particular playing sections, etc.	Medium	Ongoing	Club Manager; Club Committee	Marketing costs
Grow the income of the Club from external sources	Maximise the WRU annual development grant (in line with the revised allocation model)	High	April 2022; and annually thereafter	Club Secretary; Director of Finance	Nil
	Annual applications to the WRU Facilities and/or Pitch Improvement funds	High	Ongoing	Director of Finance; Director of Rugby Development; Facilities Manager	Nil
	Establish target for growth of income from sponsorship partners (including for particular playing sections)	Medium	Ongoing	Director of Finance; Sponsorship and Donations Manager	Nil
	Devise strategy for increasing numbers of sponsorship partners and the amounts donated (enhanced partnership packages, more extensive marketing, etc.)	Medium	July 2022	Sponsorship and Donations Manager	Costs of accessing databases of local firms and social marketing

GOVERNANCE

Objective	Action	Priority	Timescale	Responsibility	Cost
Ensure that the Club’s policies and procedures are fit for purpose and properly accessible	Review the Club’s policies and procedures annually	Medium	Ongoing	Club Secretary	Nil
	Store files outlining the Club’s policies and procedures in the electronic filing system	Medium	Ongoing	Club Directors	Nil
Ensure that the Club’s constitution is fit for purpose	Review the Club’s constitution annually, with approval of any changes at the AGM (or SGM where necessary)	Low	Ongoing	Club Secretary	Nil