Experience the Tradition
Tweed Heads Seagulls Draft Operational Plan – 2018
Message from the CEO
The Tweed Heads Seagulls is at a critical juncture. 2017 was a challenging year and despite top four finishes from our lower grades, our on field performances, have been below expectations. Our off field performance – commercial and financial operations and fan and community engagement – has also been below the standard that a club, playing at our level expects.
We recently released The Tweed Heads Seagulls 2017-2022 Strategic Plan – a blueprint for the Club’s operations for the next five years. The strategy is underpinned by six Key Performance Areas (KPAs) which provide the fundamental framework for delivery of the Club’s objectives.
The KPAs – Football Operations, Commercial Operations, Finance and Governance, People and Culture, Fan and Community Engagement, Facilities and Infrastructure – define where we aim to be in five years’ time and in this document, we plot our first steps toward reaching that destination.
At the forefront, our overarching purpose is “to create sustainable pathways and opportunities for Rugby League Players to play at the highest level of Rugby League possible”. Our strategy is focused on delivering consistent and sustainable performances which will provide perennial opportunities for State Cup Success.
Great players need great facilities and one of our priority objectives for 2018 is to secure our long term tenure at Piggabeen Sports Complex and develop a masterplan for the facility, in conjunction with Tweed Shire Council. We want to work with Council and other partners including The State Government to turn Piggabeen into a leading regional sporting facility. Paramount to this in 2018 is to source funds to build a multi-purpose facility consisting of a new gymnasium, office space and public toilets.
Many people in Tweed would not be aware that such high quality Rugby League competition – the second highest in Australia – is being played in their backyards and this plan aims to change that by looking at ways that we can better engage with our fans, members and the local community.
As a club we are positive about our future and our new management team, coach and development staff are passionate and determined to deliver this plan and make Tweed Heads Seagulls great again.
About this Plan
This plan identifies how the Seagulls will deliver the Tweed Heads Seagulls Strategic Plan 2017 – 2022 during 2018. It details:
- What we want to achieve – Our Objectives
- How we will achieve it – How we will achieve our Objectives in 2018
- How we will measure our success – Our 2018 Targets
The Operational Plan identifies the need to develop specific Action Plans to support key objectives.
About us
Tweed Heads Seagulls Rugby League Football Club (RLFC) was established in 1908. The club has four grades: First Grade, A-Grade, under 20s ‘Colts’ and under 18s.
The Seagulls is based at Piggabeen Sports Complex in Tweed Heads West, Northern NSW and uniquely,
Our First Grade team play in the Queensland State Cup (Intrust Super Cup) competition. Seagulls is an NRL affiliate feeder club to the Gold Coast Titans NRL Club. We have a close a partnership with the Tweed Heads Seagulls Juniors Club and provide pathways for adults and juniors from the local region into the NRL system.
Our Purpose, Vision, Mission and Values
Our Purpose
To create sustainable pathways and opportunities for Rugby League Players to play at the highest level of Rugby League Possible.
Our Vison
To be a competitive and sustainable club that is successful and respected amongst the community.
Our Mission
- Provide pathways to nurture grassroots and elite football talent for on-field success
- Be seen as the club for children and seniors from the region to aspire to play for
- Attract and retain the best athletes by providing first rate player conditions and career pathways
- Employ the best people and harness technology to become a professional and efficient organisation
- Provide friendly, exciting and inspiring experiences for members, fans and local communities
- Develop programs to promote healthy lifestyles with a particular focus on obesity and mental health
Our Values
Key Performance Areas
Our Key Performance Areas translate our goals and our approach into action.
We have identified six key performance areas that underpin the success of the club for future development:
They are:
- Football Operations
- Commercial Operations
- Finance and Governance
- People and Culture
- Fan and Community Engagement
- Facilities and Infrastructure
In this Operational Plan we have addressed each Key Performance Area and articulated each one’s specific:
- Goal
- Objectives
- Actions
- Due Date
- Staff Responsible
- Our 2018 Targets
Football Operations
Goal: For the Tweed Heads Seagulls to consistently play finals football in all competitions
Objectives
- On-Field Performance – Deliver consistent top four finishes from 2018
- Pathways – develop a Pathways Action Plan before the 2018 season and seek funds to employ a Pathways Officer
- Recruitment and retention – Produce a player Retention and Recruitment Action Plan to include clubs, schools and the local community
- Juniors – develop a joint Seagulls Juniors and Seniors Action Plan in conjunction with Seagulls JRL
- High Performance Culture – Develop a High Performance Culture Action Plan.
- Female Rugby League – develop Female Rugby League Strategy and commence implementation to ensure we commence our female rugby league program in the 209 season.
- Player Wellbeing – develop Player Wellbeing Action Plan to assist players to become rounded individuals
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Develop a playing squad that will provide us improved on-field performance | On-Field Performance | Sept 2018 | Coach, CEO | • First Grade to play Intrust Suer Cup finals football in 2018 • Colts and A-Grade to achieve top four finishes |
| • High Performance Culture Action Plan To include: o Strength and conditioning team o Physios and interns in sports medicine o Use of Technology o Ensuring coaches and trainers have access to latest training, tools and technologies | On-Field Performance High Performance Culture | Plan developed by end 2018. Implementation ongoing and reviewed annually. Baseline Application Implemented by end 2018. | Coach, CEO | • First Grade to play Intrust Suer Cup finals football in 2018 • Colts and A-Grade to achieve top four finishes • Baseline application implemented before 2018 season |
| • Pathways Action Plan To include: o Strategic relationships with clubs in Tweed and Southern Gold Coast o Schools partnerships | Pathways | Plan developed by end 2018. Implementation ongoing and reviewed annually. | Junior Pathways Manager | • Host a forum for all junior and senior clubs in the region an develop mutually beneficial partnerships/MOUs with them |
| • Seagulls Juniors and Seniors Amalgamation Action Plan (subject to Juniors agreement to proceed) | Juniors | Plan developed by mid-2018. | CEO | • Commence discussions during 2018 season |
| • Female Rugby League Action Plan | Female Rugby League | Plan developed by mid 2018. Implementation ongoing | CEO | • Hold Tweed Heads Seagulls female Rugby league program launch in 2018 • Female Rugby League Program ready for launch by end 2018 |
| • Player Wellbeing Action Plan | Player Wellbeing | Plan developed by mid-2018 Implementation ongoing. | Wellbeing Manager | • A trained and qualified staff member to have responsibility to implement Wellbeing activities in accordance with QRL Standards |
| • Player Manual To include: o General Information o Code of conduct o Drug and alcohol o Social media o Sponsors | Player Wellbeing High Performance Culture | January 2018 | CEO Wellbeing Manager | • Player Manual read by all players prior to start of 2018 season. • No breaches of player manual for 2018 season. |
| • NRL Affiliate Agreement with Gold Coast Titans reviewed and formalised | Pathways | End 2017 | CEO |
Commercial Operations
Goal: Sustainable commercial growth and profitability for football and non-football operations
Objectives
- Partnerships – Strengthen existing and formulate new partnerships
- Grants & Funding – develop Grants and Funding Action Plan and calendar to include major one off grants (e.g. multi-purpose facility), one off grants and annual recurring grants.
- Sponsorship – Develop sponsorship Action Plan and targets for 2018 season
- Revenue Streams – Review all current revenue streams and develop Revenue Stream Action Plan (e.g. membership, events) to maximise profitability
- Staff – Identify staffing requirements to deliver strategy and Action Plans and source funding and revenue to fund staff
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Grants and Funding Action Plan To include: o Major Grant Funding for multi-purpose Facility o Minor recurring grant funding e.g. equipment, marketing and promotion, events, training and development, technology | Grants & Funding | Plan developed by December 2017. Implementation ongoing and reviewed annually. | Marketing and Partnerships Manager | • Apply for Infrastructure Grant funding for multi-purpose facility in May 2018 round. • If unsuccessful reapply in later 2018 rounds or in other grant rounds. • Secure additional grant funding e.g. equipment, marketing and promotion, events, training and development, technology |
| • Sponsorship Action Plan | Sponsorship | Plan developed by June 2018 | Sponsorship and Wellbeing Manger | • Increase sponsorship revenue for 2018 |
| • Partnerships Action Plan To include review and strengthening existing partnerships: o Tweed Shire Council o Norths o Seagulls o Gold Coast Titans o QRL New Partnerships o NSW Government | Partnerships | Plan developed by July 2018 Implementation ongoing | Marketing and Partnerships Manager | • Present Seagulls Strategic Plan and Operational Plan to all key partners and formalise agreements with them. • Present Strategic Plan to Local Member and meet with ministers and advisors and key departmental staff |
| • Revenue Streams Action Plan To include o Gate receipts o Hospitality and Events o Merchandise | Revenue Streams | September 2018 | Sponsorship and Wellbeing Manger Marketing and Partnerships Manager | • New revenue streams identified for implementation in 2019 season • Non grant club revenue to grow by 10% annually |
| • Staff | Staff | June 2018 | CEO | • Ensure adequate funding and revenue to retain all staff required to deliver Strategic and Operational Plans |
Finance and Governance
Goal: Financial strength through sound finance and governance practices
Objectives
- Profitability – maximising profitability of all commercial offerings
- Revenue – Investigating additional non-football revenue streams
- Financial Management – review Financial Management practices and identify areas for improvement
- Governance – review Seagulls constitution and governance practices, structures and frameworks to ensure they meet QRL minimum standards guidelines
- Business processes – leverage best practice (e.g. QRL, Titans) finance, governance and business processes to create efficiencies.
- Risks – identify risks and implement risk mitigation strategies
- Technology – investigate use of technologies to gain efficiencies
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Undertake review and develop recommendations for the following: o Financial Management practices o Governance Practices (incl. constitution) o Business Processes o Risk Management o Use of Technology | Financial Management Governance Business Process Risk technology | June 2018 | CEO Marketing and Partnerships Manager | • Compliance with QRL governance, policy and operational standards |
| • Develop the following Action Plans outlined in ‘Commercial Operations’: o Grants and Funding o Sponsorship o Partnerships o Revenue Streams | Profitability Revenue Financial Management | As per ‘Commercial Operations’. | As per ‘Commercial Operations’. | • To deliver revenue, sponsorship and sales growth as per targets in ‘Commercial Operations’ targets |
Fan and Community Engagement
Goal: For our fans and all members of the Seagulls community to love their Seagulls experience
Objectives
Fans
- To increase the attendances at Intrust Super Cup, A-Grade and Reserves games.
- Attract and develop community based participation
- Increasing customer interaction via a healthy and engaging online culture, and revitalised relationships with our fans
- Develop and implement a media strategy that profiles Seagulls in non-sporting media, events and activities
- Expand the Seagulls presence in Tweed and Southern GC – sport and no sporting – through strategic Communications, Media, Marketing and Events
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Game Day Attendance Action Plan To include: o How to increase attendance o Review of gate Process for 2018 season and develop recommendations | CEO Sponsorship and Welfare Manager Marketing and Partnerships Manager Interns | • Survey fans twice during season (June and Sept) - • Increase attendance for 2018 (measures will be put in place during 2018 season to accurately measure attendance and set benchmarks for 2019 onwards) |
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| • Community Engagement Action Plan To include: o Residents in the immediate vicinity of the ground o People with a disability o schools, clubs, community groups and other sporting groups (leverage Titans Community Engagement) | Fans | Plan developed by April 2018. Implementation ongoing. | Strategy and Partnerships Manager Interns | • More people from the local community attending games • Hold three community awareness themed rounds of the Intrust Super Cup in 2018: o Women in league o Indigenous o Mental Health |
Members
- Develop a membership strategy and program that focuses on recruitment, retention and member servicing and review annually
- Allocate sufficient resources to ensure program’s success and high member retention rates
- Establish a database/CRM for supporters, volunteers, members, sponsors and players and investigate opportunities to leverage partner
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Membership Action Plan: To include: o Old Boys membership o Players, sponsors, partners memberships o Recruitment and retention strategy | Members Fans | May – Sept 2018 | CEO | • Develop membership program during for launch in 2019 • Hold 2 members events during the season |
| • Review current ‘member’ lists and produce report with recommendations for how to consolidate • Investigate CRM options | Fans | June – Dec 2018 | Marketing and Partnerships Manager | • Implement members database/CRM by end 2018 |
Volunteers
- To develop a strategy to recruit, retain and educate sufficient volunteers to support club operations and activities
- Ensure there is dedicated paid employee support for volunteers
- Volunteers will have the competencies necessary to fulfil their specific roles within the club and provide them with a safe and supportive environment
- Leverage community networks, government, NGO’s and partners (e.g. Titans) to increase volunteers numbers and retention
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Communications and Marketing Action Plan To include: o Marketing o Advertising | Communications, Marketing Media and Social Media | December 2018 | Marketing and Partnerships Manager Interns | • More people at our games • More people engaged online • More members • More players • Increased media/social exposure |
| • Media and social media Action Plan To include: o Social Media o PR o Traditional and Online media | Communications, Marketing Media and Social Media | December 2018 | Marketing and Partnerships Manager Interns | • More people at our games • More people engaged online • More members • More players • Increased media and social exposure |
| • Events Action Plan: To include: o Gameday events o Community Events o Special Events | Communications, Marketing Media and Social Media | May 2018 | Marketing and Partnerships Manager Interns | • Six events held by end 2018 |
| • Review club branding and provide recommendations | Communications, Marketing Media and Social Media | December 2018 | CEO Marketing and Partnerships Manager | • Branding review complete and presented to board by December 2018 |
Social Inclusion
- Develop Community Strategic Plan Plans that considers, amongst other things, better ways to engage women, the local community, children and members of ethnically and culturally diverse communities
- Ensure that adequate resources exist in the club to implement the strategy
- Develop a Seagulls Ambassadors program to utilise former Seagulls players and Tweed/SE Gold Coast based stars of the game as ambassadors
- Partner with Government and NGO’s to resource Country week
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| Community Strategic Plan To include: o Women in League o Country Week o Local Community o Local Clubs o Ambassadorial Program | Community Engagement and Social Inclusion | July 2018 | CEO Marketing and Partnerships Manager | • Launch Seagulls Ambassadorial Program in 2018 • Most successful Country Week in club history |
People and Culture
Goal: To attract the best people to Seagulls and have a culture that all of staff, players, members and fans align themselves with
Objectives
- People – attracting, recruiting, developing and retaining talented and high performing people across all football and non-football operations to build capabilities and talent and retain a loyal and enthusiastic workforce
- HR Practices – ensure we are dedicated to creating, updating and delivering comprehensive policies and programs
- Code of Conduct – annual review of the Seagulls operations and practices to ensure that they continue to align with the QRL & National code of conduct
- OH&S – ensure OH&S best practice is in place at the club
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Undertake review and develop recommendations for the following: o HR Practices o Code of Conduct o OH&S o Board Structure o Insurances | HR Practices Code of Conduct OH&S | December 2018 | CEO | • Compliance with QRL and industry best practice by end 2018 • Adopt and promote the new QRL values-based national code of conduct |
Facilities and Infrastructure
Goal: To provide a best practice training and playing facilities for our players, coaches and staff and a venue that the community, our supporters, members, partners, sponsors and can be proud of
Objectives
- Multi-Purpose Facility – develop a Grants and Funding Action Plan for upgrade of Piggabeen Sports Complex – to include major one off grants (e.g. multi-purpose facility), one off grants and annual recurring grants.
- Piggabeen Sports Complex – Develop a Masterplan for Piggabeen Sports Complex.
- Tweed Shire Council – develop and formalise a long term partnership with Tweed Shire Council and secure their support for the masterplan
- Partnerships – As per ‘Commercial Operations Above – strengthen existing partnerships and formulate new strategic partnerships to work identify and secure funding and support opportunities
- Shared Utilisation – develop a Shared Utilisation of Piggabeen Sports Complex Action Plan that investigates partnerships and agreements with other clubs and community-based organisations for the utilisation of the facility
How we will achieve our Objectives in 2018
| Action | Objective | Due Date | Staff Responsible | Our 2018 Targets |
|---|---|---|---|---|
| • Stage One Piggabeen Sports Complex Upgrades To include: o Fencing removal and replacement o Pitch relocation o Temporary fencing (eastern touchline) o New Goal Posts | Piggabeen Sports Complex | February 2018 | CEO Marketing and Partnerships Manager | • Stage One Piggabeen Sports Complex Upgrades complete prior to commencement of 2018 season |
| • Implement Grants and Funding Action Plan (see Commercial Operations) | Multi-Purpose Facility | November 2017 - ongoing | Marketing and Partnerships Manager | • DA for Multi-purpose Facility approved by Council • Apply for Infrastructure Grant funding for multi-purpose facility in May 2018 round ($300-$500k) • If unsuccessful reapply in later 2018 rounds or in other grant rounds. • Secure additional grant funding e.g. equipment, marketing and promotion, events, training and development, technology |
| • Develop Piggabeen Sports Complex Masterplan in conjunction with Tweed Shire Council | Piggabeen Sports Complex Tweed Shire Council | June 2018 | Marketing and Partnerships Manager Town Planner Council | • Masterplan Published by June 2018 • Sign 3-5 year lease agreement with Tweed Shire Council for Piggabeen Sports Complex |
| • Seek additional funding for other stages of Piggabeen Sports Complex Masterplan e.g. dressing sheds, parking. | Piggabeen Sports Complex Grants and Funding | June 2018 - ongoing | Marketing and Partnerships Manager | • Sources of funding identified by end 2018 |
| • Shared Utilisation of Piggabeen Sports Complex Action Plan | Piggabeen Sports Complex Grants and Funding | May 2018 | Marketing and Partnerships Manager | • In principle agreement with other sports codes and community groups prior to submitting Infrastructure Grant |
