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HRFC Strategic Review

HRFC Strategic Review . Presentation of Findings Monday 27 th 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.

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HRFC Strategic Review

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  1. HRFC Strategic Review Presentation of Findings Monday 27th May 2013 AGM

  2. Contents • Process • Financial (Quantitative) Analysis • SWOT (Qualitative) Analysis • Findings • Committee Response • Vision, Values, Strategy, Mission • Five Year Road Map • Next Steps

  3. 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

  4. 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

  5. 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

  6. Major Trend Analysis (3) 1999 2012

  7. Major Trend Analysis (4) LAST FIVE YEARS INCOME

  8. 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

  9. 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

  10. 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?

  11. 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

  12. 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

  13. 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

  14. SWOT Analysis (1) Top Three: History Place in the town Youth set-up

  15. SWOT Analysis (2) Top Three: No Clear Plan Communications Fabric of Club “over stating the negatives”!

  16. SWOT Analysis (3) Top Three: Clear Plan Greater use of Club Increased Community Links “Potential to be Great”

  17. SWOT Analysis (4) Top Three: Loss of league Status Loss of Donations/Gift Aid Lack of good people

  18. 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

  19. Committee Response • Developed Strategy • Endorsed Review Findings • Set out our Vision, Values and Mission • Developed Five Year Plan • Developed Structure to Deliver Strategy

  20. 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”

  21. 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

  22. 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

  23. 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

  24. HRFC Five Year Road Map

  25. 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

  26. 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”

  27. A bit more of this! Thank You Thoughts Please

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