CAMBERWELL HOCKEY · 2020. 2. 25. · 2 • CAMBERWELL HOCKEY Strategic Plan 2017 - 2021...

CAMBERWELL HOCKEY Strategic Plan 2017 - 2021

2 • CAMBERWELL HOCKEY Strategic Plan 2017 - 2021

Introduction

The Board is pleased and privileged

to present Camberwell Hockey Club’s

four-year plan that will steer the Club’s

overall operations from 2017-2021.

Over the next four years, our strategy will lay the foundation for our Club to work as a collective. It will inspire us to recognise we are in control of our destiny, that we are a team in pursuit of one common cause: the ongoing sustainability, growth and success of the Camberwell Hockey Club.

Our vision is to strive to be a club for all, where people aspire to join our pursuit of excellence, unity and success.

At the forefront, the overarching purpose is to play to win, whilst always adhering to our values and culture. Our strategy is focused on delivering consistent and sustainable performances which will provide opportunities for premiership success.

Our strategy is underpinned by six key strategic pillars which provide the fundamental framework and delivery of the Club’s objectives.

We continue to be defined by the people within our Club, our strong values and our financial independence. We will be resolute in exploring opportunities to further strengthen these elements.

This document is a high level summary of a more detailed strategic plan that will drive the Club over the next four years. As a Club we are extremely excited about our future. Rest assured we will be relentless in delivering all elements of our strategy, and we trust you will enjoy being part of this journey.

Camberwell Hockey Club Board

• Established in 1932

• Original ground Wattle Park - moved to Matlock in 1939

• Cinders, scoria and synthetic surfaces. First lights in 1955

• Original Clubhouse opened in 1977

• Separate Women’s club formed in 1950’s

• Men’s and Women’s clubs formally merged 2004

• Clubhouse redeveloped in 2017 / 2018

• 30 Top Grade Premierships

• 25 International representatives – Players and Umpires

• 54 Winter Teams

• Over 1100 members – 40% Men, 10% Women, 35% Junior (50% Boys / Girls) and 15% Hookin2 Hockey

• Strong sponsorship support

CAMBERWELL HOCKEY Strategic Plan 2017 - 2021 • 3


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Camberwell Hockey Strategic Plan 2017 - 2020

A community club for all ages, gendersand abilities.

1. Player Support &

Engagement

2. Financial Management

3. Community Engagement

4. Hockey Engagement 5. Our People 6. Facilities &

Infrastructure

Provide the best

environment for our players

Continued financial

strength and independence

Promote the value of the Club to the Boroondara Community

Lead, promote and grow hockey

in Victoria

Strengthen our culture

across players,

supporters & volunteers

Provide the best possible

training, playing &

social facilities

Supportive, Selfless, Respectful, Inclusive, Relentless

Vision

Strategic Pillars

Strategic Pillar Goals

Values

CAMBERWELL HOCKEY CLUB

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Our Values Our Behaviours

SupportiveEmpowering each other to achieve our vision and purpose

• Two way open communication• Showing empathy and care• Offering faith and trust in each other to achieve the best outcome

SelflessThe Club comes first

• Demonstrating commitment to others• Demonstrating a team-first approach• Sharing credit and responsibility

RespectfulOf each other

• Valuing our volunteers• Recognising our Club history• Accepting and celebrating difference and valuing diversity• Good sporting behaviour both on and off the field

InclusiveWe are all part of the Club

• Treating all club members and supporter fairly• Growing our players as people• Contributing back to the Club • Giving back and contributing to our community

RelentlessIn the pursuit of excellence

• Committed to the pursuit of excellence• Refusing to settle for second best• Continually searching for an improved way of doing things


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Item Strategic Pillar Focus Area Desired Outcome

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(1) Player Support &

Engagement and

(5) Our People

Development Pathways

• We are recognised as a club that provides an avenue for members (players, officials and administrators) to reach their potential

• Ensure all members are aware of the opportunities available to them• Expand the notion that development pathways are not exclusively for ‘talented’

players and develop appropriate playing and non-playing programs (i.e.. for umpires, coaches, tech officials)

• Ensure the value of the development of non-playing related activities is recognised

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Engagement,(5) Our People

and (6) Facilities &

Infrastructure

Ground Access

• Increase number of games played at Matlock and Koonung• Increase Matlock ground utilisation to maximise ground rental revenue stream

going directly to the Club• Improve the quality of the surface at Koonung. Better shock-pad, better surface,

better facilities

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Engagement and

(5) Our People

Player Turnover

• Improve the retention rate across all levels and sections• Make the CHC a desired destination club; make it more attractive to stay at and

return to the Club• Support the transition of players to other clubs where all alternatives have been

explored



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4


Engagementand (6)

Facilities & Infrastructure

Clubhouse• A facility that builds and supports all Club members’ requirements• A facility that physically meets the requirements of all Club players, supporters,

administrators and volunteers

5 (2) Financial Management

Financial Stability

• Ensure finances can support club initiatives, growth, and the development of members to achieve their potential

• Ensure finances can support ongoing building and ground maintenance for both Matlock and Koonung / 2nd ground

• Ensure sound club governance• Ensure continued growth in non-fee income such as sponsorship and ground hire

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(2) FinancialManagement

and (5) Our People

Inclusiveness

• Increase the number of volunteers that are actively involved at the Club from all sections

• High levels of engagement of members, and in particular junior families in club activities

• Better leverage our collective members’ skills and experience

7 (3) Community Engagement

Local Community

• Strong relationship with Boroondara Council and local community groups• Share the new clubhouse with other Boroondara Community groups• Promote the Club as a community asset within Boroondara to the broader

community• The Club is recognised as an integral and valued contributor to the well-being of

Boroondara and its community by council and the community


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8 (4) Hockey Engagement

Hockey Community

• Be in a position to proactively respond to changing landscape (WAFL, AIS relocation etc.)

• Work with Hockey Victoria (HV) to improve the overall standard of Premier League hockey and increased the number of people playing hockey across Victoria

• Work with HV to ensure all levels of hockey are set up for success• Show leadership amongst other clubs

9 (4) Hockey Engagement

Growing our sport

• Collaborate with HV to promote, advance and better administer hockey in Victoria

• Ensure CHC’s strategic directions are in harmony with HV strategic directions• Ensure a strong system of club governance• Ensure a club culture of integrity

10 All LEC requirements • Meet all Premier League Entry Criteria requirements

11 (5) Our People One Club• Consistent and unified approach across all sections• Cross pollination from playing, volunteer and social perspective across all

sections


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12 (5) Our People Social Interaction

• Increased awareness and social interaction amongst teams, sections and parents

• Build on the Club Community and provide an environment that creates a better sense of ownership in the club by all members

• All club members embracing diversity

13 (6) Facilities & Infrastructure Facilities

• Refocus growth away from increasing player numbers to ensuring the Club continues to improve the product offered

• Continually maintain the Club facilities to a high standard and change to meet emerging requirements

• Take an innovative approach to maximising ground usage and to acquiring additional grounds in Boroondara

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CAMBERWELL HOCKEY · 2020. 2. 25. · 2 • CAMBERWELL HOCKEY Strategic Plan 2017 - 2021...

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