HRFC Strategic Review

HRFC Strategic Review Presentation of FindingsMonday 27th May 2013AGM

1ContentsProcessFinancial (Quantitative) AnalysisSWOT (Qualitative) AnalysisFindingsCommittee ResponseVision, Values, Strategy, MissionFive Year Road Map Next Steps

ProcessAnalysed the last 5 years accounts & 99-02, and compared averages of these periods for major trendsHeld 121s with 11 senior club people on Strengths, Weaknesses, Opportunities, ThreatsAnalysed 28 Responses to on-line surveySpoken to representatives from:Lismore (Visited)Preston LodgeSelkirk (Visited)Reviewed and agreed findings with committeeAgreed Strategic Plan Started 2013/14 Plan, Structure & ResponsibilitiesMajor Trend Analysis (1)Income is down 33% in 5 yearsBar is down by more than 50% in 10years. (61%-27%*), as a slight counter margins have improved (30%-40%)The number of senior & associate members is down by 17% and 43% in 10yearsGeneral Entertainments down by 90% in 10years (10%-1%)Donations, Insurance Claims & Gift Aid are up more than 60%. (13%- 21%) None of this can be relied uponCoaching & Rugby Development is now our biggest single cost, up 87% (8%-15%)

*Figures in brackets are as a % of income or costsMajor Trend Analysis (2)Spend on Rugby up almost 50% (24%- 33%*) & we play less games. Cost per game up >100% (388 - 818) Without a Ball, Sevens, Christmas Raffle, Summer School & a 3rds, we lose moneyCosts are at same level as 1999! Energy costs are up 100% in 10y & are likely to do more than that againCash reserves down 36% (59k- 38k (Est)) in 3years Jack Peats legacy down c33% (50k - 33k (est) with only some gym equipment to show for it .

*Figures marked are as a % of income or costsMajor Trend Analysis (3)1999 20126Major Trend Analysis (4)LAST FIVE YEARS INCOMEInitial Findings of Trend AnalysisWe have squeezed costs, except rugbyWe have not driven revenueThis is not sustainable Best case if nothing changes, no cash in five yearsMost likely case, no cash in less than three yearsA Sobering Thought"To that end, at the instigation of one of our committee members, Iain Maddox, a Business Development Board is being created whose aim is to enhance the size of the legacy, with the aim of generating enough finance to enable Haddington Rugby Football Club to establish itself as a Premier 1 Club. With this and hopefully a good year financially during our Centenary Year, the long term future of the club looks secure" AGM 2010

We have a great historyMade by a host of great people on and off the pitchMany of whom are in the Great Clubhouse in the SkyWe owe it to them to continue making this great history

There is no Do Nothing OptionDo we all agree?Meetings with Other Clubs (1)LismoreGone down the Charitable & Multi-Sports routeTheir Clubhouse has broken even without rugbyLots of use being made of it, by many groupsMuch to gain in terms of gift aid, sponsoring and fundingWorthy of a separate studyMeetings with Other Clubs (2)Preston LodgeSold Club and kept proceeds in a Bond to produce incomeCommunity Centre did not work, Goth did until recessionSlashed rugby budget and were relegated twiceNow looking at getting own club againDone all they can to cut costs, lots of similar stories Strongly advise retaining clubMeetings with Other Clubs (3)SelkirkTown of same size, but in National LeagueBenefitted from Insurance to rebuild clubhouseRaised 75k of their own for rebuildOpen licence with heavy use of ClubhouseSevens earns them around 15kApproach to playing budget similar to usLots of good communications examples Can hold a wedding and a rugby match at the same timeGood model for us to aspire toStrongly advise having separate barsSWOT Analysis (1)Top Three:HistoryPlace in the townYouth set-upSTRENGTHSA small group of individuals prepared to work hardClubhouse, Pitch, Training Facilites and KitKitchenHistoryTown (our standing, warmth to us , small businesses, growing wealth)Minis as a nurseryYouth Set up including DOWe have a lot of goodwillPlaying NumbersGood Functional Web-siteSummer ScheolWhen we get events right we get good supportGood age spread in senior teamsAmbition to keep playing at the highest levelSWOT Analysis (2)Top Three:No Clear PlanCommunicationsFabric of ClubWEAKNESSESApathyNot doing what we said we would doNot enough business experience on CommitteeToo much being borne by too fewClubhouse is underinvestedNo budgeting/business planning processNot enough focus on coach education/Quality of coaches in minis.Mini/Midis not fully integrated with ClubDo not look after our donors (money and time) well enoughEntrance to the ClubNot in control of our legal/compliance issuesHave devalued/misunderstood Secretary role. Should be company secretaryNot using the SRU well enoughNot enough clarity of responsibility and accountabilityCommunication (internal & external)Nothing Written DownDabblingUnder-selling ourselvesPromoting the Club as a VenueNot tapping into fundsContacts DatabaseTreatment of RefereesNot segmenting our marketsNot female and family friendly enoughOver state negativesNo Clear DirectionNot enough focus on youth and juniorsInability to maintain players in transition to senior rugbyHow the Club is viewed by the people of HaddingtonPoor pitchPoor first impressions on entrance to ClubToo many changes in coachingLack of LeadershipIncreasing player mobility: how do we build loyalty?over stating the negatives!SWOT Analysis (3)Top Three:Clear PlanGreater use of ClubIncreased Community Links

OPPORTUNITIESWorking more Closely with East Lothian Clubs (Fixtures, 7s, Playershare)Engaging more with the town, and other clubsFar greater use of the Clubhouse/lack of competitionHarnessing the minis >100 Parents we are not tappingDirect Debit for MembershipCommonwealth GamesMulti-use of Marquee say in the FestivalRe-Engaging with the farming communityMaximising the "School of Rugby"Hugely improving our PREmphasising the Importance of the minisPhased development of ClubhouseCapitalise on School of RugbyCreate "Caf" downstairsSmall scale spruce up would bring quick winsSegmenting our marketsincreasung thanksReinstating Discos with strong controlsCaf Club for U18sSegmenting Minis: Creche and Rugby!Becoming more family friendlyBecoming more female friendlyGrowth of TownNewslettersLooking the PartImproving Layout of Club, especially entranceReturning PlayersSingle point for coach educationFocus on big eventsBuilding on the recovery in our rugby deliveryBecoming a community sports hubPotential to be GreatSWOT Analysis (4)Top Three:Loss of league StatusLoss of Donations/Gift AidLack of good peopleTHREATSLoss of Gift AidLoss of National Rugby PositionBreach of Championship RulesReduction in DonationsFood HygieneLicence BreachUndeclared IncomeLoss of key individuals (off and on field)Apathy continuesAre there any othe unknown risks (underinsured, licences etc)Externals: Economy; Game as a wholeLoss of Top East Lothian Club StatusAgeing supportersLosing home grown strengthNot finding enough good peopleNot enough refs and coaches for minisDriving Away our less able players then losing strength in depthKey IssuesHaving a clear plan and lines of responsibilityDeveloping a sustainable incomeEngaging with the CommunityImproving Communications Internally & ExternallyImproving linkages with all parts of the ClubImproving the layout and condition of the ClubDeveloping good coaches throughout the ClubGetting enough good people to deliver

Committee ResponseDeveloped StrategyEndorsed Review FindingsSet out our Vision, Values and MissionDeveloped Five Year PlanDeveloped Structure to Deliver Strategy

Vision, Values, Strategy, Mission (1)VISIONTo build a business which sustains our Club in the National League or higher, fostering the fellowship of rugby union and engaging with all parts of the community, building on the legacy of our great history Vision, Values, Strategy, Mission (2)Vision supported by Values

OUR VALUESAt Haddington Rugby Football Club we value:Our long history and our duty to maintain and develop itOur goodstanding in the communityOur responsibility to foster the game of rugby footballOur position as a leading club in Scottish RugbyOur reputation for hard, fair, and entertaining playOur pride in the jersey

22Vision, Values, Strategy, Mission (3)STRATEGYFully implementing the Rugby Review of 2012 to reach & maintain National League StatusRefurbishing & developing our clubhouse to allow full use of it for a varied range of player, club & fundraising activitiesIncreasing the number of people using the Club by engaging with all parts of the Club & the CommunityIncreasing the number of games played, our prime function, to foster the game of rugby & maximise rugby incomeDeveloping programmes of events to suit the needs & wishes of the wide and varied customers we will have Vision, Values, Strategy, Mission (4)MISSIONAt the end of 2017-2018, HRFC:Will be self-sustainingWill be secure in the National LeagueWill have a fully refurbished and extended clubhouseWill be fully integrated into the CommunityWill have the optimum ownership model for our businessWill have the resilience to maintain thisHRFC Five Year Road Map

Next StepsThoughts from the FloorMotions to adapt constitution to deliverElection of CommitteeAdoption of Plan by new CommitteeMore help for the CommitteeDelivering the Plan

Key ChallengesNeed to strive for successDo what we say we are going to doNot what can HRFC do for me, but what can I do for HRFC

A bit more of this!Thank You

Thoughts Please