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HRFC Strategic Review
Presentation of Findings
Monday 27th May 2013
AGM
Contents
Process
Financial (Quantitative) Analysis
SWOT (Qualitative) Analysis
Findings
Committee Response
Vision, Values, Strategy, Mission
Five Year Road Map
Next Steps
Process
Analysed the last 5 years accounts & 99-02, and compared averages of these periods for major trends
Held 121s with 11 senior club people on Strengths, Weaknesses, Opportunities, Threats
Analysed 28 Responses to on-line survey
Spoken to representatives from:
Lismore (Visited)
Preston Lodge
Selkirk (Visited)
Reviewed and agreed findings with committee
Agreed Strategic Plan
Started 2013/14 Plan, Structure & Responsibilities
Major Trend Analysis (1)
Income is down 33% in 5 years
Bar 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 10years
General 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 upon
Coaching & Rugby Development is now our biggest single cost, up 87% (8%-15%)
*Figures in brackets are as a % of income or costs
Major 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 money
Costs are at same level as 1999!
Energy costs are up 100% in 10y & are likely to do more than that again
Cash reserves down 36% (£59k- £38k (Est)) in 3years
Jack Peat’s legacy down c33% (£50k - £33k (est) with only some gym equipment to show for it .
*Figures marked are as a % of income or costs
Major Trend Analysis (3)
Bar Sales SRU MembershipSponsorship Entertainments Donations Payments by Players
Gate Belhaven Discount
Lets Programme Advertising
Pool Table
Other International Tickets
Merchandise
Sevens (Net) Bank Interest Total IncomeInsurance Claim Player Spon-
sorshipFundraising Dinner
Fundraising Ball Capital Grant RafflesYouth Coach Funding
100 Club Christmas Raffle
Tour Income Gift Aid Tax Scheme
3000 Challenge
Border League
Bar Sales Membership Gift Aid Tax SchemeSRU International Tickets Insurance ClaimSummer School/Minis Sponsorship GateLets 100 Club Capital GrantEntertainments Donations Sevens (Net)Player Sponsorship Programme Advertis-
ingOther
Tour Income Christmas Raffle Bank InterestMerchandise Pool Table Payments by PlayersFundraising Dinner Fundraising Ball Belhaven DiscountRaffles Youth Coach Funding 3000 ChallengeBorder League
1999 2012
Major Trend Analysis (4)
1 2 3 4 5£0
£20,000
£40,000
£60,000
£80,000
£100,000
£120,000
£140,000
£160,000
£180,000
Series1
LAST FIVE YEARS INCOME
Initial Findings of Trend Analysis
We have squeezed costs, except rugby
We have not driven revenue
This is not sustainable
Best case if nothing changes, no cash in five years
Most likely case, no cash in less than three years
A 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 history
Made by a host of great people on and off the pitch
Many of whom are in the Great Clubhouse in the Sky
We owe it to them to continue making this great history
There is no “Do Nothing Option”Do we all agree?
Meetings with Other Clubs (1)
Lismore Gone down the Charitable & Multi-Sports route
Their Clubhouse has broken even without rugby
Lots of use being made of it, by many groups
Much to gain in terms of gift aid, sponsoring and funding
Worthy of a separate study
Meetings with Other Clubs (2)
Preston Lodge Sold Club and kept proceeds in a Bond to produce income
Community Centre did not work, Goth did until recession
Slashed rugby budget and were relegated twice
Now looking at getting own club again
Done all they can to cut costs, lots of similar stories
Strongly advise retaining club
Meetings with Other Clubs (3)
Selkirk Town of same size, but in National League
Benefitted from Insurance to rebuild clubhouse
Raised £75k of their own for rebuild
Open licence with heavy use of Clubhouse
Sevens earns them around £15k
Approach to playing budget similar to us
Lots of good communications examples
Can hold a wedding and a rugby match at the same time
Good model for us to aspire to
Strongly advise having separate bars
SWOT Analysis (1)Top Three:1. History2. Place in the
town3. Youth set-up
STRENGTHSA 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 level
SWOT Analysis (2)Top Three:1. No Clear Plan2. Communications3. Fabric of Club
WEAKNESSESApathyNot 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:1. Clear Plan2. Greater use of Club3. Increased Community Links
OPPORTUNITIESWorking more Closely with East Lothian Clubs (Fixtures, 7s, Playershare)
Engaging more with the town, and other clubs
Far greater use of the Clubhouse/lack of competition
Harnessing the minis >100 Parents we are not tapping
Direct Debit for Membership
Commonwealth Games
Multi-use of Marquee say in the Festival
Re-Engaging with the farming community
Maximising the "School of Rugby"
Hugely improving our PR
Emphasising the Importance of the minis
Phased development of Clubhouse
Capitalise on School of Rugby
Create "Café" downstairs
Small scale spruce up would bring quick wins
Segmenting our markets
increasung thanks
Reinstating Discos with strong controls
Café Club for U18s
Segmenting Minis: Creche and Rugby!
Becoming more family friendly
Becoming more female friendly
Growth of Town
Newsletters
Looking the Part
Improving Layout of Club, especially entrance
Returning Players
Single point for coach education
Focus on big events
Building on the recovery in our rugby delivery
Becoming a community sports hub
“Potential to be Great”
SWOT Analysis (4)Top Three:1. Loss of league Status2. Loss of Donations/Gift Aid3. Lack of good people
THREATS
Loss of Gift Aid
Loss of National Rugby Position
Breach of Championship Rules
Reduction in Donations
Food Hygiene
Licence Breach
Undeclared Income
Loss of key individuals (off and on field)
Apathy continues
Are there any othe unknown risks (underinsured, licences etc)
Externals: Economy; Game as a whole
Loss of Top East Lothian Club Status
Ageing supporters
Losing home grown strength
Not finding enough good people
Not enough refs and coaches for minis
Driving Away our less able players then losing strength in depth
Key Issues
Having a clear plan and lines of responsibility
Developing a sustainable income
Engaging with the Community
Improving Communications Internally & Externally
Improving linkages with all parts of the Club
Improving the layout and condition of the Club
Developing good coaches throughout the Club
Getting enough good people to deliver
Committee Response
Developed Strategy Endorsed Review Findings
Set out our Vision, Values and Mission
Developed Five Year Plan
Developed Structure to Deliver Strategy
Vision, Values, Strategy, Mission (1)
VISION
“To 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 VALUES
At Haddington Rugby Football Club we value:
Our long history and our duty to maintain and develop it
Our goodstanding in the community
Our responsibility to foster the game of rugby football
Our position as a leading club in Scottish Rugby
Our reputation for hard, fair, and entertaining play
Our pride in the jersey
Vision, Values, Strategy, Mission (3)
STRATEGY
Fully implementing the Rugby Review of 2012 to reach & maintain National League Status
Refurbishing & developing our clubhouse to allow full use of it for a varied range of player, club & fundraising activities
Increasing the number of people using the Club by engaging with all parts of the Club & the Community
Increasing the number of games played, our prime function, to foster the game of rugby & maximise rugby income
Developing programmes of events to suit the needs & wishes of the wide and varied customers we will have
Vision, Values, Strategy, Mission (4)
MISSION
At the end of 2017-2018, HRFC:
Will be self-sustaining
Will be secure in the National League
Will have a fully refurbished and extended clubhouse
Will be fully integrated into the Community
Will have the optimum ownership model for our business
Will have the resilience to maintain this
HRFC Five Year Road Map
Next Steps
Thoughts from the Floor
Motions to adapt constitution to deliver
Election of Committee
Adoption of Plan by new Committee
More help for the Committee
Delivering the Plan
Key Challenges
Need to strive for success
Do what we say we are going to do
“Not what can HRFC do for me, but what can I do for HRFC”
A bit more of this!
Thank You
Thoughts Please