Reigate Priory Athletic Club Development Plan 2014-2019

Final Version 14.04.2014

Introduction

The Development Plan This development plan sets out the future aims and objectives of Reigate Priory Athletic Club (‘RPAC’). The plan seeks to re-define the way that we operate, building upon what is already good about and within the club. The content of the plan has been governed by two main criteria: firstly, where the club is now, and secondly, what do we want the club to look like in five years’ time. In setting out what the club should aim for in the next five years, the plan has considered what we do not want to do, or be, which is just as important; as well as limiting the objectives to what we can realistically achieve within our resources. Starting line The club has a successful history, with a thriving Juniors athletics section and a solid core of Senior athletes of all abilities. The club is well funded and has made an operating surplus over many years. This financial strength provides the opportunity for the club to create a professional quality organisation. The club has two distinct sections, which do not overlap or interact to any appreciable extent. The Junior section provides an almost complete coverage of track athletics (and, to some extend field) with extensive training and coaching, whereas the Senior section activity consists of road and cross-country running with minimal track racing and no field events. We are known as a ‘friendly club’ which is attractive to many who have come into contact with us. However we have not been successful recently at integrating novice or beginner athletes; also it has been apparent that a number of good, even very good, athletes would be prepared to join the club if it could provide a better overall experience. Long Term Vision for the Club

RPAC to be the club of choice in the Reigate area in Track & Field and Cross-Country Athletics for Junior Athletes, and in Road, Cross-Country and Track running for Senior Athletes. It is an exciting time for Athletics as a sport following the 2012 London Olympics, and there have been a number of new initiatives encouraging keeping fit and maintaining a healthy lifestyle that are being promoted throughout our community. On the other hand, memberships of sporting clubs generally have been falling in recent years, particularly in the 15 to 30 years age group. While RPAC has recruited some new athletes recently, there is a lot more that can be done to attract more members. The development plan will prepare the club to be more attractive to those interested in athletes, by both widening and deepening the activities which the club can offer. Reigate, and its surrounding areas, has a population full of potential athletes. Since the demise of Redhill Beagles, it is the only athletics club within a five-mile radius. We should be attracting many more athletes. With the right offering, we should also be able to attract current athletes who work in Reigate but are not resident in the borough. In order to address the issue of individuals and different groups of members training in isolation, the plan proposes to introduce a revised approach to training and competition where participation, regardless of ability is the motivation and is rewarded. This will consist of improved coaching at all levels, together with events organised both within the club and externally. This approach will address performance and improvement. The successful Academy and Junior section and the academy are the key starting points in bringing in and developing new talent, and the plan will focus on maintaining and developing our capabilities in this area. The plan will continue with the successful track programme and seek to expand the field athletics (within the constraints of the facilities available in Reigate and its surrounding area). At the Senior level, the club will aim to provide better support for athletes of all abilities who wish to enjoy the sport, develop their abilities and compete alongside like-minded club members in the races and

competitions of their choice. The club should also consider, in the longer term, whether it can offer more support to disabled athletes, for whom funding is more readily available. Field events for Seniors is not included in the Plan. The club will, however, have to consider how it may provide support to Junior field event athletes as they transition to the Senior ranks. The club will seek to build closer ties to other local sports clubs and other organisations where such co-operation will be of mutual benefit, as well as with the local and county councils which can provide financial and other logistical support. The current relationship with Redhill Town Football Club, through the Battlebridge Trust, could bring the club many benefits if the aspirations of the Trust could be achieved. However, there are significant challenges to be overcome to obtain the required permissions, even before the issue of raising sufficient funds has to be considered. The new Priory Park parkrun and the first Reigate Half Marathon in September 2014 are events which should raise the club’s profile, if our involvement is managed properly. It has to be decided to what extent these events can be absorbed into our already busy race timetable. The plan proposes that the club expands its social side to encourage greater cohesion and to provide members with more opportunities to enjoy the sport and other events with colleagues. It will aim to improve communication within the club and in reaching out to the community and potential new members. To achieve the plan, the recommendation is for the creation of a number of new roles, some realignment of the club’s committee together with creation of some sub-committees and the design of a financial plan to use a part of the club’s cash reserves to initiate some of the individual plans Challenges Three critical issues have been identified which will dictate the level of ambition to which the club can aspire: the coaching structure for the Senior section; our training facilities and the lack of organisation in volunteer management. There has been a lack of a overall coaching and training structure within the club for some time, but this has become more apparent since the retirement of John Hopkins as Senior section coach. There is now no head coach for the Senior section. The Juniors’ coaching sessions are fragmented across different locations (though for good reasons). There are too few coaches in the Senior section to support the expectations of the membership and the need for training for specific activities (e.g. marathons, beginners etc.) The Junior section also has a shortage of more qualified coaches which curtails membership and activity. The training base has become a more important issue recently, with the move to the Battlebridge track in Merstham. While some members prefer the track, others do not wish to run on this surface which is, at times, poorly maintained or waterlogged. At least one group of Juniors train at another location because the track is not suitable (at any time). In the short and medium term, however, there appears to be no realistic alternative. Recent damage to the Battlebridge track has put this location under the spotlight. Regarding volunteering, the club has many members in both Junior and Senior sections, and the Junior athletes have parents and/or carers. The club has a number of posts which are critical to the smooth organisation of the club. Such roles are both rewarding and time consuming. While the club has continued to operate, effectively and financially soundly under the current recruitment structure, it does not have a systematic process for identifying skills within the club. If the club is to achieve the ambitious targets which are envisioned within this plan, an expanded group of willing and able volunteers will be critical. Structure of the plan This Plan consists of a set of 10 topics for each of which a vision and set of objectives have been defined. If achieved, these objectives will provide more value to the club and the community, and make the club more attractive for current and future members. For each topic, an action plan has been identified, further divided into short (up to 2 years), medium (3-5 years) and long (+5 years) terms, for those where the action plans may take that long to complete.

Coaching and Training

Vision To provide all members, regardless of their ability, with access to coaching and training that can help them develop their athletics skills, so that the positive experiences enjoyed by members can be demonstrated/communicated to athletes who might be interested in joining the club.

Objective To create a structure of coaching and training within the club which will contain sufficient quality and quantity of coaching that all athletes, regardless of ability, have access to good coaching skills which can improve their ability at, and enjoyment of, the sport. More coaches will enable the club to be better prepared to cater for beginners and those novice athletes and those new to the sport of athletics. Note: Good coaching is the key to the improvement of performance and enjoyment. It is the cornerstone of any successful club and is the most important issue which must be addressed within the development plan.

ACTION OWNER COMMENT/MEAASURES OF SUCCESS

Short term Appoint a Head Coach and/or a Coach Co-ordinator

Committee The Club to appoint a Head Coach and/or Coach Co-ordinator, who will work to introduce a coaching structure which will cover athletes of all abilities. 30.09. 2014 Note: Neville Taylor, EA Mentor for Endurance Coaches in South of England gave a talk to the club on 13th February on coaching structures. This has provided a clear view of how we should develop the club’s coaching structure and this will be set out separately.

Build and implement a strategy for coach development

Head Coach and/or a Coach Co-ordinator

The Head Coach/ Coach Co-ordinator will identify the coaching needs of the club and define a plan to deliver the resources to meet these needs. 31.12. 2014

Expand pool of qualified coaches

Head Coach Volunteer Co-ordinator (new post)

Using the EA and UKA coaching structure, encourage and support more volunteers to take coaching courses at all levels. Increase number of fully qualified coaches (Coach in Running Fitness*, Athletic Coach* or Children’s Coach) to 4 by 31.12.2014 and 6 by 30.06.2015 (3 for the Seniors, 3 for the Juniors)

Medium term Continue expansion of coach numbers

Head Coach Volunteer Co-ordinator

Increase number of coaches with Athletics Leader, Coaching Assistant* or Leader in Running Fitness to over 30 by 31.12 2016

Appoint lead coaches to mentor assistant coaches

Head Coach Use experienced coaches to assist newer coaches to improve their all round coaching skills. At least 5 lead coaches each mentoring up to 5 Coaching Assistants by 31.12.2016

Rotate coaches across training groups

Head Coach This will provide our coaches with the opportunity to work with a wider selection of athletes, and will provide the athletes with a different approach Rotation system introduced by 30.09.2016 for the 2016/2017season.

Long term Maintain a comprehensive pool of coaches

Head Coach Volunteer Officer

The club will have a wide group of coaches who can provide good leadership to the club’s athletes. If there is sufficient depth the club will be able to encourage some coaches to become specialists at a high level, as Masters Coaches under the UKA National Coach Development Programme. Target date 30.06.2019

* Including coaches with equivalent ‘old style’ qualifications

Training Facilities

Vision RPAC to have access to an all weather surface for training, preferably within Reigate

Objective For both sections of the club to have access to an all weather surface, in addition to the other locations of Battlebridge, Priory Park and Reigate roads and off-road courses.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Improve the track at Battlebridge to make it a more attractive training venue

Committee to designate responsibility

The Battlebridge track is often uneven and waterlogged. At times it can be dangerous. Together with its location outside Reigate, this makes it an unattractive training location for a number of club members. The club should arrange for the surface to be maintained more regularly. Track rebuilt, improved drainage and better maintenance programme: 30.09.2014

Improve the facilities of the container at Battlebridge to provide some refreshments

As above [Link to the Social Activities topic]

Lack of a social hub is a negative aspect (though the club has never had a ‘clubhouse’). Providing some refreshments on training evenings will improve the ambience of Battlebridge. It can also bring together club members and parents/carers which can be of benefit to identifying volunteers. Refreshments available at BB on track sessions: 31.12.2014 Note: many members are concerned about the lack of a social base and do not necessarily feel that Battlebridge is our long-term solution.

Reintroduce regular sessions at an all weather track

As above Head Coach and/or Coach co-ordinator

A number of our better athletes now use the new SLH track at Coulsdon on a regular basis. There is danger that there may be a drift of these athletes away from the club. We need to offer our best athletes something similar - perhaps through the hire of SLH track as we used to do with the Crawley K2 track Consider holding sessions at an all-weather track at least monthly: 30.09.2014 Note: The Junior section will meet every 4th Tuesday at K2 Also review whether to hold sessions on different days/times, Monday or Wednesday evenings - depending on availability of all weather track(s).

Medium term Create a clubhouse for RPAC use

Committee Development Officer (new position)

A clubhouse at Battlebridge will be a real benefit to the club in creating an area for changing, a social forum and a base for all club activities. Working with the Battlebridge Trust and Redhill Town FC may secure the funding to build a clubhouse. Some fundraising or financial commitment by RPAC may be required. Alternatively, we could work with another of the Reigate sports clubs with a view to sharing their clubhouse (in the short-term at least). At the same time, we should set up a group to investigate potential sites for an all-weather track. Clubhouse built at the Battlebridge track for use by RPAC (as well as Redhill Town FC): 30.12.2016

Long term Have access to all weather track for club use

Development Officer Track Development Group (to be created)

Access to an all weather facility for training will be key to attracting high quality athletes to the club. As the club will never have the resources to buy land to build such a track, it must identify a combination of a suitable location and willing partner. This might be at Battlebridge. The club also has good contacts with a number of local schools through the Junior section, and a project similar to the SLH one, could be established to create an all weather track with one of these schools This project will also require funds to be raised to build the track. RPAC to have full access to an all weather track and field facility for regular training: 30.12.2019

Volunteers

Vision The club has a deep volunteer base able to fill all posts with competent and enthusiastic people.

Objective To build a volunteer structure which will create sufficient resources to cover all of the roles within the club. It is recognised that the club is a hobby and relies on the input of its members. It has been noted that some members put in a great deal of time to keep the club operating effectively, but can soon ‘burn out’. The club needs to co-ordinate volunteers to spread the load and gain the best value from each individual’s time. Also, these roles can provide the opportunity to develop new skills and abilities.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Introduce a proactive process to capture volunteers

Volunteer Co-ordinator (new position) Membership Secretary

Amend the club membership form to state that all Senior members, parents and carers must be prepared to give some voluntary assistance to the club. New process for identifying volunteers introduced. Rewards and recognition process introduced: 30.09.2014

Create a database of skills and experience of volunteers within the club

Volunteer Co-ordinator Membership Secretary

All members to identify which skills they have e.g. administration, marketing, communications, IT. Database of volunteers’ skills and qualifications created: 31.03.2015 NB: The Club may look outside its current membership for key skills at an initial stage, until the club has a deep enough pool of talent and experience.

Create role descriptions for all key tasks within the club

Volunteer Co-ordinator Identify each role which needs a role description e.g. Chair, Secretary, Volunteer Officer, Head Coach etc. 30.06.2014 Identify coaching courses which can be offered to volunteers to increase their personal skills. 31.03.2015 Similarly, identify courses for volunteers to train as officials 30.09.2014

Hold workshops Volunteer Co-ordinator Hold workshops to allow potential volunteers to understand the opportunities available, and the work involved (Christine Benning has offered to attend these). 31.12.2014

Link to external volunteer groups (1)

Volunteer Co-ordinator Development Officer

Create links with the Reigate and Banstead Volunteer Centre in Redhill Programmes established for volunteers to assist RPAC: 31.12.2014

Consider and propose awards for volunteers

Volunteer Co-ordinator The efforts of volunteers should be recognised as much as the success of the athletes New awards to be introduced to recognise the efforts of volunteers: 31.12.2014

Medium term Link to external volunteering groups (2)

Volunteer Co-ordinator Develop links to other local and county volunteering groups. Identify opportunities for students to work with the club on education projects linked to the needs of the club: sports coaching, IT, marketing and communications. Programmes established for volunteers to assist RPAC: 31.12.2014

Link to other clubs and organisations to co-ordinate volunteering opportunities

Volunteer Co-ordinator Development Officer

Volunteers could use their skills to support other clubs etc. e.g. IT skills Similarly RPAC could use skills of volunteers from other clubs. Creation of relationships with other local groups and clubs to allow sharing of volunteering skills (esp. key skills): 31.12 2016

Junior Section Vision To be the most successful Junior athletics club in Surrey

Objective To build upon the current structure and successes to create a club which can compete, through individuals and teams, at the top level, in all leagues and in all chosen Track & Field and Cross-Country activities. In the longer term, the structure will mean that the club will be able to retain its top Junior athletes and develop them further in the Senior section to higher level successes at national and international competitions

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Strengthen the current structure through increased coaching resources

Junior Section Representative / Junior Coach Co-ordinator Volunteer Co-ordinator

The Junior section and the Academy have waiting lists. We can expand the number of athletes in each if we have more coaches and coaching assistants. Junior section needs at least 3 Athletics Coaches/Coaches in Running Fitness, 6 Coaching Assistants and 15 Athletics Leaders: 31.12.2014. The Junior coaching team to consider working with other Coaches from other clubs (and vice versa) to cover gaps in specific event coverage: Ongoing

Achieve increased levels of success at Junior levels

Junior Coach Co-ordinator Junior coaches

The Junior Coach Co-ordinator and the Junior coaches to establish performance/success targets for the athletes and teams. Create a programme of competition for the Junior section: 30.09.2014 Targets to be set by the coaching team by 31.03.2015 for the 2015 outdoor season

Medium term Clubmark Junior Representative Ensure that the RPAC Clubmark accreditation is renewed: 30.06.2016

Long term Junior athletes feed into the Senior section

Junior Coach Co-ordinator Junior coaches

Most of our best Junior athletes leave the club to join ‘bigger’ clubs. We should aim to build large enough squads of good athletes so that we can retain them, and then feed them into the Senior section in due course. At least 10 athletes to transfer from the Junior Section to the Senior section each year: 31.12.2018**

* Including coaches with equivalent ‘old style’ qualifications ** Transition Junior field event athletes to the Senior Section to be considered

Competition Vision The club competes at top level in all leagues and has teams and representatives at county and national level

Objective To create a structure of internal and external competition which encourages members to improve performance through competition. To be able to attract more athletes with potential to join and represent the club in competitive leagues, county, regional and national championships The structure is attractive enough to allow the club to retain and develop its best Juniors into the Senior ranks and onto county, regional and national levels.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Create the position of Competition Secretary

Committee This position will be responsible for the management of the club’s, and members’, involvement in external and internal competitions. Competition Secretary position filled: 30.06.2014 Note: Some delegation of block entries to open races (currently performed by Moray Carey) could be continued.

Oversee the team managers and team captains

Competition Secretary / Committee

Work with the team manager and captains to ensure the smooth operation of the club’s teams in local and national competitions. Link to team managers/captains to establish process: 30.06.2014

Chair Race Director’s Group

Competition Secretary Volunteer Co-ordinator

Chair the Group, and represent the Group on the Committee Ensure that all RPAC own races (and others that we may jointly host, in due course) are directed efficiently; that experience is shared between the races; to build up a solid base of experienced race directors and reserves. Hold two meetings of Race Directors’ Group: 30.09.2014

Awards Competition Secretary Committee

The Competition Secretary to review current awards and identify areas/events where changes or additions to the club’s awards should be made. Review current awards and propose new awards where needed: 31.12.2014

Medium term Teams are entered in all key competitions

Competition Secretary Head Coach

The club should aspire to enter teams in all key local, regional and national competitions. RPAC participation in leagues, competitions etc. is appropriate. Set challenging performance targets and achieve these 31.12.2015

Alignment of Training and Competition

Competition Secretary Head Coach

In consultation with the Competition Secretary, the Head Coach (and over time, other coaches) should create training rogrammes, mini programmes and sessions linked to club and individuals’ competition calendars. Training programmes to be linked to key races and competitions: 31.12.2015

Communications (and Marketing)

Vision All members should be able to receive communications about the activities of club which are comprehensive in content, consistent in format, reliable in regularity, and timely in delivery.

Objective To provide a first rate communication process. The content of communication is designed to meet the members’ requirements, and the delivery is available consistently across all media types.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term The creation of a role of Communication Officer.

Committee Identification of a volunteer who has the experience and the time available to act in this role. Role description to be created. Communication Officer post created and filled: 30.06.2014

Defining the respective responsibilities of content and delivery in the club’s communication

Communications Officer Webmaster

Dividing the responsibility for content and delivery This will reduce the burden on the webmaster, Paul Walters. Use feedback from the member survey to create a new communication process: 30.09.2014

Establish a single, integrated approach to communication .

Communications Officer Webmaster

At present the club uses four media outlets: the website, email, Facebook and Twitter. The delivery across these media is not integrated. The membership survey showed that most people would prefer e-mail and the website. Twitter and Facebook accounts will be used to direct people to the website and e-mail system. It will be key to recognise the difference between the ‘immediate communication needs’ mainly served by email/website and the information warehouse role of our website, which will be the key medium for data/information about the club Use feedback from the member survey to create a new communication process: 30.09.2014

Website Webmaster Maintain the high standard of content on the website Work with the Communications Officer on a re-design of the website to make certain aspects more accessible to the readers Introduce links to relevant external websites such as Surrey AA, South of England AA and UKA, SSAN, the Power of 10 and other relevant websites for competition, coaching and officiating. Review the current process for managing the website to identify any improvements which can be introduced: 31.12.2014

Improve external communication

Communications Officer

Explore how stories about RPAC performances and other key information can be published regularly in the local press. Create a strong relationship with local media to ensure that stories about RPAC performances and other key information is published regularly in the local press: 30.06.2015

Medium term Marketing Communications and Marketing Officer Membership Secretary

When the club has a ‘product’ to market, the Communications Officer should be renamed and should create and execute a marketing plan: 31.12 2016 Note: This plan should cover membership, fund raising, and sponsorship

Community Development

Vision RPAC to be seen as an important part of the community in Reigate & Redhill. RPAC to have strong links to other clubs, organisations and councils. RPAC to run joint events with other clubs and share resources and experiences. RPAC to have strong relationships with Athletics organisations at national, regional and local levels.

Objective To raise the profile of the club in the local community so that it is consulted in all matters which may affect it and/or its members. To increase club membership by making the club known and available to a wider group of athletes. To offer our members the opportunity to experience other sports

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Identify organisations with which the club would like closer ties

Development Officer (new post)

This plan will include strengthening current relationships with local schools and other athletics clubs at Junior level, as well as athletics and other clubs at Senior level. RPAC should create links to other sports clubs e.g. Redhill Cycling Club and Redhill Swimming Club, also the YMCA and Donyngs for gym work. Development Officer post created and filled: 30.6.2014

Contact these organisations to agree areas of co-operation

Development Officer Volunteer Co-ordinator

RPAC to identify individuals to manage the relationship with each key partner. Bi/Triathlon with Redhill Swimming and Cycling Clubs Create a schedule of organisations to link to: 30.09.2014

Get involved with local and county council sports councils to be the representative of Athletics in these forums

Development Officer Volunteer Co-ordinator

The lack of involvement with Surrey CC and RBBC has meant that we were not in the loop with the proposals for a Reigate half marathon nor a 10K race around the same time as our summer 10K. We need to be involved both to protect our own position but also to identify opportunities which could be beneficial to both the sport and the club. Link to Active Surrey and England Athletics in a more systematic way. The club is a member of the South Surrey Athletic Network, which can provide considerable benefit to the club. Hold at least one meeting with a representative of each organisation identified: 30.09.2014

Create a list of, and working relationship with, chosen providers of services and equipment to the club

Development Officer Physiotherapy & Sports injuries, Nutrition, Orthopaedics, Sports Psychology, Biomechanics, Massage and Sports Therapy plus others (to be identified) Sports equipment Create a list of chosen providers for the club. Agree terms and conditions of the relationship. Publicise these links to the club: 30.06.2015

Medium term Build strong relationships with each organisation

Development Officer Volunteer Co-ordinator

RPAC to identify individuals to manage the relationship with each key partner. Hold regular meetings with each chosen partner. Set targets and monitor achievement: 31.12.2016

Long term Be consulted in all matters related to athletics in the local area

Development Officer Volunteer Co-ordinator

RPAC to be the ‘voice of athletics’ in Reigate and surrounding area: 31.12.2017

Social Activities

Vision A comprehensive programme of social events to provide enjoyable activities which reflect the interests of the club membership.

Objective To provide a range of different events where members can enjoy social activities together. This will enhance the benefit of club membership, will encourage more people to join and to become more involved with other activities within the club.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Appoint a social secretary or social committee

Committee Could be an individual or a group working together: Secretary/Committee appointed/formed: 30.06.2014

Draw up a social calendar based on the feedback of the membership

Social Secretary / Committee

We should have a social event every month A full calendar of social events for 2015 has been established and arrangements are all in place: 31.12.2014

Medium term Establish a comprehensive programme of social events across the annual calendar

Social Secretary / Committee

Consider talks from sporting celebrities Some funding may be required for certain events. Social events are integrated into the fabric of the club: 31.12.2015

Club Management Vision The quality of the management of the club is at professional level

Objective To create a structure in the club which allows RPAC to be managed efficiently and effectively without overburdening any of the club’s officers

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Adjust the structure of the committee to accommodate the new roles required to deliver the key aspects of the Development Plan

Committee Each committee member to have a specific responsibility. (See separate schedule) Each committee member has either been voted into, or has assumed one of the roles set out in the Development Plan. 30.06.2014

Training programmes for key roles

Development Officer Volunteer Co-ordinator

Work with committee members to identify areas where training could improve volunteers’ skills and experience. Programmes have been identified for each role, and each board member assessed for need to attend: 31.03.2015

Create groups to cover key activities

Committee See separate schedule of proposed groups Each group must be represented on the committee Each sub-group identified in the plan has been established and has met: 31.12.2014

Adjust length of tenure Committee Consider changing standard (or some specified) committee tenure to 2 or 3 years. This will allow committee members to build up experience within the post. To be considered and voted on: 30.06.2015

Medium term Create a waiting list of volunteers to take over the posts

Committee Volunteer Co-ordinator

If resources allow, deputies could be appointed to create continuity. Each committee member has a potential replacement identified within the volunteer database: 30.03.2016

Finance Vision The club is financially secure.

Objective To manage the club’s finances conservatively and soundly, while recognising that at times the club has to invest in its members and its facilities to improve.

ACTION OWNER COMMENT/MEASURES OF SUCCESS

Short term Maintain an annual budget

Treasurer The Treasurer needs to be vigilant in monitoring the club’s finances and funding streams and to review all banking arrangements on a regular basis to ensure that the club is achieving the best deals Process for annual budget established and fully documented: 30.06.2014

Finance the development plan

Treasurer Development Officer

Create a financial plan to meet the demands of the Development Plan It is assumed that initially this funding may be drawn from the club’s current reserves, but over time the club will need a comprehensive financial plan to meet the costs of the various aspects of the Development Plan. All aspects of extra expenditure and funds to be raised to meet the requirements of the Development Plan has been fully costed for presentation and approval: 31.03.2015

Medium term Funding for track development

Treasurer Committee

It is anticipated that in the medium term the club could be involved in the building of a clubhouse and other facilities at Battlebridge or another location. The Battlebridge Trust will have to raise considerable funds for this development. Funding required for Battlebridge improvements has been fully costed and presented for approval: 31.03.2016 (may be earlier)

Long term Funding for track development

Treasurer Committee

It is anticipated that in the medium term the club could be involved in the building of an all weather track at Battlebridge or another location. The club will have to raise significant funds for this. As and when the project for an all-weather is initiated, create a capital plan for the project: 31.12.2017