Strategic Plan

In 2002 the Senior Executive undertook a review of activities within the Association and formulated a Strategic Plan covering the period from 2002 to 2006. This Plan was designed to map out future directions for the Association during the period nominated and was undertaken by a group of dedicated people from within the Association who were joined by some ‘external’ parties.

Since the implementation of this Plan quite a number of its recommendations have been introduced - review umpire training and remuneration, representative team uniforms and the introduction of a Wilkins/Newey team, improvement and expansion of the RDCA website, introduction of the RDCA radio show and improved local press exposure, and a comprehensive review of the RDCA administration structure to name just a few. The efforts of those involved in the compilation of this Plan must be positively acknowledged and they must be congratulated for their efforts.

I mentioned at our Presentation Night in April, that it was fair to say that further progress under this original Plan has stalled somewhat over the last two years even though some other significant issues have been dealt with during that time. I stated that it was my desire (with the support of the Board of Management) to embark upon a fresh Strategic Plan (using some of the original information) that would form a platform of issues to be dealt with over the next 3 to 4 years. My intention was to produce a document detailing these issues and the steps to be undertaken to achieve what must be measurable outcomes. Both the Strategic Plan and the outcomes achieved would be published for all members of the Association to see.

Over the last few months I have had the pleasure to Chair a number of meetings of a group of people dedicated to the well being of our Association. Some were involved in the original Plan process and others were ‘new faces’, including myself. The group had interesting and forthright discussions with no shortage of input and the contribution of many opinions has formulated the end result. I must take this opportunity to publicly thank the following people :
Ian Spencer, Stuart Newey, Pat Meehan, Timothy Court, Jim Dean, Chris Willman, Ken Trollope and Josh Browne - for their time and contributions – it is much appreciated.

The final Strategic Plan has now been approved by the Board of Management and is attached to this advice. You will note that there are 8 issues that have initially been selected as requiring early attention and it is important to note that these issues are deemed as being achievable in the short to medium term. It is the intention to consider the inclusion of more issues as some of these current topics are completed so that this Strategic Plan is a dynamic, measurable and continuing document.

It is my intention to provide regular updates of progress and implementation - you would note that some technology and website changes have already occurred.

I welcome your comment, feedback and input to the topics detailed (and any other for that matter) and please feel free to contact me at dench@rdca.com if you so desire.

Ian Dench
RDCA Chairman


(1) ENHANCE AND EXPAND THE USE OF TECHNOLOGY

AIM To further utilize technology, where possible, to minimize the work of volunteers, to centrally store information that is currently
‘lost’ over time, to better communicate with clubs, and to assist clubs be better able to comply with day to day operations.

CONSIDERATIONS

  • Develop an online ‘Contact Management System’ (CMS) that will allow the recording of essential administrative and statistical
    information. e.g. communications with clubs and officials, current club contact details, tribunal and clearance records, averages, award winners, representative players, fines, Executive Meeting minutes, circulars, etc.
  • Develop an Online Club Administration tool to assist clubs in complying with Association information requirements and to provide clubs with an avenue to source important information from the Association and external parties.
  • Further develop the Association Website by adding additional features and amending some of the current information and layout e.g. separate Veterans information, consider an “Ask the President” section, increase volume and content of ‘news’ items etc.
  • Further enhance the email network to clubs and sections within clubs.
    e.g. each section within the Association to have its own email ‘network’ e.g. direct email correspondence from the relative Association section (senior, junior, veterans) to the appropriate section of each club (senior Secretary, junior Secretary etc.) Enhance Spam Filters for RDCA email sites Review Executive authorized persons in so far as correspondence is concerned.
  • RDCA documentation – develop a ‘style guide’ for consistency etc. Use of logo’s letterhead, forms, etc



IMPLEMENTATION (and ability to measure outcomes)

  • set up email addresses for all sections and upgrade of Spam Filters
  • develop RDCA ‘style guide’ and document templates
  • develop RDCA Contact Management System (CMS)
  • develop Veterans page with summary information
  • consider and develop a “Ask the President” section and format




(2) CLUB DEVELOPMENT / VOLUNTEERS / TRAINING

AIM Enhance and increase the role of the Association in assisting and advising clubs of available resources to improve club administration activities

CONSIDERATIONS

  • source and on forward information to clubs e.g. Incorporation Grants Risk Management Fund raising opportunities Compliance issues
  • external training information
    Food handling Responsible Serving of Alcohol (RSA)
  • specific CV information Club Development Program
  • Financial reporting tools / programs
  • consider specific RDCA training and support information e.g. training program for scorers etc
  • encourage the sharing of ‘best practice’ information across the Association
  • introduce RDCA recognition awards/certificates for club and Association volunteers encourage club participation by way of nomination etc.
    promote volunteering
  • encourage formal training qualifications for coaches



IMPLEMENTATION (and ability to measure outcomes)

  • investigate and source appropriate training information for clubs
    RSA (Responsible Serving of Alcohol)
    Food Handling Coaching (encourage all clubs to support formal programs)
    Advocate training (investigations / tribunals)
    training and information for volunteers – scorers, team managers etc
  • community regulation is increasing – we must ensure that clubs and people are well informed of their responsibilities
    e.g. Working with Children etc
    RDCA to act as an information conduit wherever possible




(3) LIASON WITH KEY STAKEHOLDERS

AIM Foster relationships with key community bodies

  • Local Government staff
  • Schools
  • Media
  • Parliamentarians and Councilors



CONSIDERATIONS

  • Use of Cricket Victoria resources
  • CV Regional Manager
    - understand his/her job description
    - resources available to him/her
    - ability and availability to assist our Association
  • Enhance the Executive’s communication profile with the clubs of the Association
    - act as a better information source for clubs ,
    - act as a ‘directory’ for clubs and their members
    - assist clubs with CV liaison
    This can embrace information / items regarding appropriate contacts for Grants, registration assistance, procedural matters, marketing and resource assistance, etc
  • Pro active consultation, promotion and involvement with State and Local government, both on behalf of the Association and on behalf of clubs (if requested).
  • Promotion via media



IMPLEMENTATION (and ability to measure outcomes)

  • Schools 
    • seek to establish which Clubs have associations with which schools (Milo, Kanga cricket etc) with a view to encourage those clubs without associations to establish one. Clubs that do have an association
    • how was it established, what do they do to foster it, what are their Best Practice ideas? Seek details of club “success stories” to share.
  • consider an RDCA ‘Schools Facilitator’ as a liaison point. RDCA to correspond with all local schools to promote cricket, local clubs,
    website etc.
  • establish and advise to clubs a Local Government ( Council ) contact directory , including day to day contacts (departments, titles,
    names contact details, responsibilities etc)
  • seek inclusion of the Association in Council strategic discussions in areas that effect our game.
  • compile a directory of Grant opportunities




(4) REVIEW THE ADMINISTRATION AND OPERATIONAL STRUCTURE OF THE ASSOCIATION.

AIM Define the role of, and review the efficiency of, the current Association administration model

CONSIDERATIONS

  • practicality
  • committee and sub-committee structures and powers
  • ‘chart’ any agreed structure and include responsibilities, contacts etc.
  • job descriptions
  • consider empowerment and delegation
  • improve lines of communication between clubs and the Association Executive
  • coverage of out of pocket expenses to be considered



IMPLEMENTATION (and ability to measure outcomes)

  • job descriptions 
    • list of who does what now
    • list all known activities and when they are done.
  • whatever the outcome, it must be consistent across all competitions – senior, junior and veterans
  • seek refinement of current structure to more clearly identify and articulate the ongoing administration, finance and operational structure and activities of the Association.
  • efficiency, empowerment and productivity to be key considerations
  • prepare a “Chart” or “Family Tree” to clearly show any structure arrived at. Must clearly show ‘who does what’ together with contact and procedural information.




(5) INCOME GENERATION / MARKETING ETC.

AIM Increase external income generation avenues for the Association.

CONSIDERATIONS

  • examine opportunities to expand external (to the Association) income generation
  • minimize negative impact on clubs in regard to Affiliation Fees etc.
  • consider the marketing and licensing of the RDCA ‘brand’ Design what we want to sell.
  • naming rights for various grades, especially the Chandler Shield competition
  • compile a marketing and presentation ‘pack’ – Association based but with input and reference from each member club.
  • Association marketing activities not to impact on individual marketing and sponsorship activities.
  • examine Privacy issues and their impact on any marketing activity
  • examine retail ‘trade nights’ for RDCA club members, friends and families.



IMPLEMENTATION (and ability to measure outcomes)

  • examine opportunities through Sporting Pulse
  • actively seek appropriate external income via sponsorships, donations etc.
  • compilation of a ‘marketing pack’ ready for presentation to potential sponsors.
  • actively examine the promotion and ‘sale’ of the RDCA ‘brand’ on a selective, appropriate, guaranteed and ongoing basis.
  • examine local 20/20 or limited over competitions with monetary inducements etc.




(6) REVIEW THE FORMAT AND CONDUCT OF TRIBUNAL AND INVESTIGATION PROCESSES

AIM Complete a review of all aspects regarding player, official and supporter behavior across the Association and to consider appropriate tribunal, investigation and penalty processes.

CONSIDERATIONS

  • clearly detail and publicize the Code of Conduct and behavior expectations
  • consistency and enforcement across all competitions – seniors, juniors, veterans
  • differentiate between ‘tribunal’ and ‘investigation’ processes
  • increase efficiency and speed of Tribunal and Investigation processes
  • consider greater empowerment in regard to processing of reports and setting of penalties to Administration Manager and another delegated person.
  • revision of ‘set penalty’ concept
  • production of a ‘flow chart’ clearly detailing Rules and processes that apply to reports and investigations.
  • consistency in penalty decisions



IMPLEMENTATION (and ability to measure outcomes)

  • review the current investigation/tribunal process and structure
  • consistency across all competitions
  • emphasis on natural justice
  • possible “ Investigation Officer “ position to be considered.
  • empowerment for Manager Administration / nominee to set an ‘offered’ penalty
  • streamline the process but ensure clear articulation of same
  • flow chart of various procedures to be followed and adopted
  • seek opinion of Association’s legal advisor for any revised rules/processes.




(7) REVIEW THE TEAM GRADING PROCESS

AIM Ongoing review of the Team grading process

CONSIDERATIONS

  • enhance and document the process adopted at BOM level, both now and in the future.
  • transparency
  • club consultation
  • review in line with fixturing considerations
  • club numbers - effect of any change in club numbers - process and procedure for admitting new clubs
  • recognition of Rules 17(b)(5) and 43 (c)
  • process and procedure for moving teams between grades. Consider alternatives other than ‘one up and one down’.



IMPLEMENTATION (and ability to measure outcomes)

  • establish and formalize the process by which grading issues will be dealt with
  • document the considerations to be undertaken
  • decisions to be documented and explained
  • transparency




(8) ESTABLISHMENT OF A ‘HOME BASE’ FOR THE ASSOCIATION

AIM Determine the need and feasibility for a permanent ‘external’ home base for the Association. Source such home base if thought viable.

CONSIDERATIONS

  • Currently the Association is operated from the residences of volunteer office bearers with Association meetings (AGM, Tribunals etc) conducted at various other venues as can be arranged.
  • Consider the establishment of an ‘external’ and permanent physical base at which all (or the majority) of Association business can be conducted. Allow the display of Association memorabilia, centralization of records, trophies etc.
  • If the establishment of a ‘base’ is agreed upon, determine the format of that base and the equipment/technology requirements (including remote access). Size of premises to be a consideration – ideally large enough to conduct most RDCA meetings, Tribunals etc.
  • Financial impost (both establishment and ongoing) to be considered with absolute minimal negative impact on member clubs.
  • Consider whether the volunteer ‘base’ would follow to a ‘remote’ external workplace.
  • examine O H & S issues (sole tenancy, attendance etc)



IMPLEMENTATION (and ability to measure outcomes)

  • must be locally based,
  • financial aspects to be closely assessed with appropriate budgetary actions
  • security of tenure, term etc

David Hodgett

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