Club Development Plan
27th November 2005
This is the Club's Development plan. It seeks
to lay out the direction in which we are going, and the aims and priorities we
shall adopt in moving forward in all our areas of operation. It will be used to
measure our progress and to guide our actions and decision making. Comments and
views of all members are most welcome, and should be addressed to any Member of
the Committee.
JJD.
DoRiT 2
DEVELOPMENT
of RUGBY in
TEESDALE
Outline of a 5 year Strategy Plan effective from 2006
to 2010
Barnard
Castle Rugby Union Football
Club (BCRUFC or the Club) today launches a five year strategic plan
called Development of Rugby in Teesdale
2006 (DoRiT 2).
Outline of DoRiT
2
The plan "DoRiT 2" follows DORIT 2001, and builds
on the Club's status as Teesdale's only established rugby club. It details a
series of objectives and initiatives within the Club's core operations that are
designed to: -
-
broaden
the base of the club;
-
develop
community partnership links;
-
develop
the social and playing involvement of family units;
-
develop
the junior playing facilities at local schools;
-
improve
the clubhouse facility for the benefit of the whole
community;
-
develop
an improved administration/finance information database;
and
-
establish
a planned sponsor/club partnership to secure the future financial stability of
the Club.
Objectives
where possible are given target dates for total or phased completion. The
overall aims are to stabilise the game of rugby in Teesdale, to strengthen the
Club's links in the community, to facilitate management of the Club on a
professional and businesslike basis, and to attract the investment resource
necessary to achieve its overall aspirations.
Executive Summary of DoRiT
2
The
Club's mission is to provide within the structures of the RFU (Rugby Football
Union) facilities for rugby within Teesdale, and a stable base for development
of the Club and the game for the benefit of all participants, spectators and
supporters.
The Club,
and the clubhouse, is seen as the focal point for the strategic plan, but
several objectives will involve development of links and partnerships within the
Community, particularly with schools within the District, regional RFU officers
and the local authorities.
The DoRiT 2 plan sets out a number of
objectives to enable the Club to grow and develop the game in Teesdale. The Club
expects to be challenging in the top ranks of the
Durham and
Northumberland divisions, with a broad supporting structure of senior and junior
teams, and with coaching facilities sufficient to maintain that
challenge.
The plan
concentrates on the five core areas of the Club as previously defined by the
Committee: -
-
A. the
senior playing section;
-
B. the
junior development section;
-
C. the
assets/buildings management section;
-
D. the
social section; and
-
E. the
administrative/finance section.
The Club's Mission Statement
The
overall Club objective is the continuing improved provision of rugby as a
participatory, spectator, and major grass roots sport for all in
Teesdale.
DoRiT 2 Objectives for Core Sections.
A.
The senior playing section.
To
maximise the competitive position of the first XV while enabling and providing a
broad based supporting structure for all senior
participants.
The Club
currently competes within the Durham and
Northumberland League at Division 3 level, with the 2nd XV competing
in the Merit League. A cup run remains elusive, and it is some years since a
regular third team or veterans team was enjoyed. There is no current provision
for (or perceived demand for) ladies rugby but the Club has been supportive of
previous initiatives in this field.
Building
on this position, the following prime objectives are adopted:
-
01- to gain promotion to D&N division
2;
02- to provide regular (25 - 30) second team
games per season; and
03- to consolidate the 1st XV
position in the top two D&N divisions.
To ensure
the continued development of emerging and current players, resources will also
be focussed on: -
04-
the 2nd XV achieving a top 4
place in the merit league;
05-
a 3rd XV fulfilling 20
fixtures per season.
In
support of the achievement of these goals it is considered crucial that:
-
06-
the Club
continues to fund a senior coaching structure at a level to be agreed and
monitored by the Executive Committee;
07-
the Club
develops a coach development plan and creates terms of reference for all
coaches;
08-
the Club
to develop an adult male player development plan; and
09-
the Club
to assemble appropriate medical information on all
players.
2.
The junior development section.
To
expand the Club's development of junior rugby in partnership with the RFU, the
DRU, Teesdale District Council and local schools.
The Club
is committed to running an active Junior Section in house. Club members have
acquired various coaching qualifications, and the Club also maintains a presence
in a number of schools within the district. Together with Durham RU and the
District Council the Club supports local tournaments for school based teams with
players in the 9 - 11 age groups.
Building
on this position, the following prime objectives are adopted:
-
10-
to
publish a 13-18 player development plan;
11-
to
publish a 7 - 12 player development plan;
12-
to
publish a junior coach development plan;
13-
to
resource, encourage and support volunteer members and parents in achievement of
coaching and allied skills qualifications; and
14-
to
actively seek external funding support for youth
development.
3.
The assets/buildings management
section.
To
maximise usage of, and income from, the clubhouse, and to improve the playing
fields facility commensurate with the playing aspirations of the
Club.
The Club
has continued to improve the facilities and environment of the clubhouse over
recent years in a planned approach. This has resulted in extra changing room
provision, and an improved shower facility, plus a more ambient bar area, which
encourages clubhouse use for Club and private functions. Lettings of the flat
and of use of the drill hall are regular income sources. The purchase of mowing
and marking machinery and storage facilities has improved the playing field
management.
However
it is increasingly recognized that having the clubhouse and playing fields
facilities separate is untenable in the medium and long terms, particularly when
viewed against the expansion of the junior section. Based on this position, the
following prime objectives are adopted: -
15-
to seek
to identify and occupy a site suitable for development of linked clubhouse and
playing field facilities within the confines of the town, such occupation to be
funded if necessary by development of part or all of the existing Birch Road
site;
16-
to
attempt negotiations with TDC to secure an acceptable occupancy and management
agreement for the playing area;
17-
to
continue a planned maintenance and repair programme of the Birch Road site over
a 5 year period; and
18-
to
actively seek external funding support for the capital programme outlined
above.
4.
The social section.
To
provide a social focus for all members, and to enable and support the membership
and the external community to interact at a social level.
The
clubhouse remains the preferred focal point for the social side of the Club.
Family nights on a monthly timetable continue to flourish, and the Steward has
introduced provision of Sunday lunchtime and match-day snacks, and also operates
a Savings Club. A number of social functions are arranged, some as break-even
events and some as major fund-raisers, emphasising the close links between the
social and the fund raising aspects of such occasions.
Building
on this position, the following prime objectives are adopted:
-
19-
continued
encouragement of broader member and external usage of clubhouse
facilities;
20-
development
of a Sunday programme to achieve increased attendance to an average of 50 people
by 2007;
21-
development
of formal links with caterers to broaden the range of facilities on offer at the
clubhouse by the 2006/7 season; and
22-
development
of the family membership concept, specifically to link current family night
provision with the junior development program.
5.
The administration/finance
section.
To
provide a modern, efficient support service to enable the Club to operate
effectively in all its endeavours.
The behind the
scenes admin work required within the Club continues inexorably to increase.
Some is statutory, some is added value, and much is to do with the increased
need for dissemination of good information to the right people at the right
time. The demands for accurate and up-to-date information will only increase as
the Club fulfils its remit to achieve the objectives outlined above.
Building
on this position, the following prime objectives are
adopted:-
23-
installation
of a computer based Club database by 2008;
24-
development
of the database to cover all aspects of member records, registration,
statistical maintenance, and financial administration by
2009;
25-
establishment
of a planned sponsor/club partnership to secure the future financial stability
of the Club; and
26-
development
of a Club website on the RFU site on the Internet.
Summary
Appendix.
The mission is
to provide within the structures of the RFU (Rugby Football Union) facilities
for rugby within Teesdale, and a stable base for development of the Club and the
game for the benefit of all participants, spectators and supporters.
The overall
Club objective is the continuing improved provision of rugby as a participatory,
spectator, and major grass roots sport in Teesdale.
Objectives for Core Sections.
1.
The playing section.
To maximise
the competitive position of the first XV while enabling and providing a broad
based supporting structure for all senior participants.
2.
The junior development section.
To expand the
Club's involvement in development of junior rugby in partnership with the RFU,
the DRU, Teesdale District Council and local schools.
3.
The assets/buildings management section.
To maximise
usage of, and income from, the clubhouse, to improve the playing fields facility
commensurate with the playing aspirations of the Club, and to seek a local site
where both facilities can be linked.
4.
The social section.
To provide a
better social focus for all members, and to enable and support the membership
and the external community to interact at a social level.
5.
The administration/finance
section.
To provide a
modern, efficient support service to enable the Club to operate effectively in
all its endeavours.
6.
Overall
In
support of the achievement of all the above goals it is considered crucial that:
-
27-
the Club
attracts more volunteers in all aspects of its operations;
28- the
Club publishes a recruitment policy and develops terms of reference for all
voluntary roles, and funds appropriate training; and
29- the
Club develops a code of conduct for players, coaches, officials, parents and
spectators.
Full
List of Prime Objectives.
01- to
gain promotion to D&N division 2 by the end of the season
2006/7;
02- to
provide regular (25 - 30) second team games per season;
03- to
consolidate the 1st XV position in the top two D&N
divisions;
04- for
the 2nd XV to achieve a top 4 place in the merit league by
2007/8;
05- for a
3rd XV to fulfill 20 fixtures per season by
2007/8;
06- to
continue to fund a senior coaching structure at a level to be
agreed
and
monitored by the Executive Committee;
07- to
develop a coach development plan and create terms of reference
for
all
coaches by April 2007;
08- to
develop an adult male player development plan by April
2007;
09- to
assemble appropriate medical records on all players by April 2007
10- to
publish a 13-18 player development plan by April 2006;
11- to
publish a 7 - 12 player development plan by May 2006;
12- to
publish a junior coach development plan by June 2006;
13- to
resource, encourage and support volunteer members and parents in achievement of
coaching and allied skills qualifications;
14- to
actively seek external funding support for youth
development;
15- to
seek to identify and occupy a site suitable for development of linked clubhouse
and playing field facilities within the confines of the
town;
16- to
attempt negotiations with TDC to secure an acceptable occupancy and management
agreement for the playing area by September 2007;
17- to
continue a planned maintenance and repair programme of the Birch Road site over
a 5 year period;
18- to
actively seek external funding support for the capital programme outlined
above;
19-
continued encouragement of broader member and external usage of clubhouse
facilities;
20-
development of a Sunday programme to achieve increased attendance to an average
of 50 people by 2007;
21-
development of formal links with caterers to broaden the range of facilities on
offer at the clubhouse by the 2006/7 season;
22-
development of the family membership concept, specifically to link current
family night provision with the junior development
program;
23-
installation of a computer based Club database by 2008;
24-
development of the database to cover all aspects of member records,
registration, statistical maintenance, and financial administration by
2009;
25-
establishment of a planned Sponsor/Club partnership to secure the future
financial stability of the Club;
26-
development of a Club website on the RFU site on the Internet by
2008;
27-
increased
attraction of more volunteers in all Club operations;
28-
publication of a recruitment policy and development of terms of reference for
all voluntary roles, and funding of appropriate training; and
29-
development of a code of conduct for players, coaches, officials, parents and
spectators.
| 
RFU.com 
Club Search
