Despite the unfortunate relegation of our senior teams from B Section to C Section in 2009, Old Camberwell Grammarians Football Club is poised to enter an extremely exciting chapter in the Club’s history. We now have a junior section of the Club in Under 18s and Under 19s that for the first time rivals the size of the senior playing group.

Our Club is becoming a true community organisation with players coming from schools and areas throughout the Boroondara municipality and beyond. The further development of our playing base with the construction of a new $3m sports pavilion (due for completion in August 2010) between two excellent football ovals will provide our Club and its players with one of the best sporting precincts in Melbourne.

The expansion in size of our playing group and the opportunities and threats that lie ahead of us in an increasingly competitive environment has prompted the Club’s Committee to develop a Strategic Plan for the Club for the next three years and beyond. The strategic planning process is a way for our Club to be accountable and our processes transparent. It is intended to show everyone involved or interested in our Club how we have thought through issues and documented what we are proposing to do for our amateur players, our Club community and why we are doing it.

Put simply, this OCGFC Strategic Plan is designed to provide a roadmap for our Club to follow which enables review, input and allows everyone involved to know we collectively support where we are going and what we have to do to achieve our objectives.

It is important to understand that the OCGFC Strategic Plan is a “Living” Plan. This first edition is only the beginning. This Plan will evolve as the Club evolves. It will highlight new priorities and record past achievements. There are numerous areas shown in this Strategic Plan that are exciting and challenging for our Club as we move forward. They will require further research and planning.

The key to the success of our Strategic Plan and our Club will be entirely dependent on INVOLVEMENT. The more interested people we can have involved in our Club, the more knowledge and information we can consider when planning. If we leave it to just a few, the outcome for our Club will reflect the input.
 
THE FUTURE FOR OUR CLUB WILL ALWAYS RELY UPON THE ENTHUSIASM AND INVOLVEMENT OF OUR PEOPLE
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Index

Our Vision
Our Mission
Our Key Aims 2010 - 2013
'OTSW' Analysis 'Aims and Objectives of 2010-2013 Our Club's Greatest Strength - Our People Operational Structure
OUR VISION
THE OLD CAMBERWELL FOOTBALL CLUB WILL BE ACKNOWLEDGED THROUGHOUT THE VAFA AND ITS LOCAL REGION AS A CELEBRATED LEADER IN COMMUNITY-BASED SPORTING ORGANIZATIONS.

OUR MISSION
TO PROVIDE A WELCOMING COMMUNITY THAT CELEBRATES THE SOCIAL AND SPORTING DEVELOPMENT OF YOUNG PEOPLE THROUGH AMATEUR FOOTBALL. OUR MISSION IS FIRMLY FOCUSSED ON IMPROVING FACILITIES, CREATING OPPORTUNITIES, BUILDING CHARACTER AND RESPECT FOR ONE ANOTHER

OUR KEY AIMS 2010 - 2013
  • CLUB SUCCESS THROUGH THE PARTICIPATION OF OUR COMMUNITY

  • PLAYER DEVELOPMENT THROUGH THE ESTABLISHMENT OF MEANINGFUL PATHWAYS – SOCIAL, SPORTING AND VOCATIONAL – FROM JUNIOR TO SENIOR FOOTBALL AND BEYOND.

  • STRATEGIC PARTNERSHIPS

  • CLUB FACILITIES
'OTSW' ANALYSIS

Opportunities
  • TO BECOME A MAJOR COMMUNITY CLUB WITH POPULAR PATHWAYS FOR ALL INTERESTED
    • PLAYERS
  • TO OFFER THE HIGHEST STANDARD OF COMPETITION WITHIN THE LOCAL AREA TO OFFER THE HIGHEST STANDARD OF COMPETITION WITHIN THE LOCAL AREA
  • TO REPOSITION OUR CLUB WITH A BROADER IDENTITY THAT EMBRACES OUR COMMUNITY
  • CONTROL OF A SUPERB PLAYING AND SOCIAL FACILITY IN CONJUNCTION WITH CAMBERWELL GRAMMAR SCHOOL AND GREYTHORN JUNIOR FOOTBALL CLUB
  • DEVELOP A STRATEGIC ALLIANCE WITH AN AFL CLUB
  • INCREASE PARTICIPATION AND REVENUE IN CLUB ACTIVITIES AND FUNDRAISING
  • BUILD LINKS WITH COMMUNITY GROUPS IN OUR AREA TO SUPPORT SPORTS OF ALL TYPES AND ENCOURAGE SELF-CONFIDENCE, PARTICIPATION AND INTERACTION BY THE PEOPLE OF OUR AREA
  • INCREASED MARKETABILITY OF OUR 'BRAND' TO MAXIMISE PLAYER RECRUITMENT, REVENUE AND MEMBERSHIP BENEFITS
  • ENSURE WE CONTINUE TO ATTRACT NEW AND VIBRANT PEOPLE INTERESTED IN HELPING MANAGE THE CLUB AND KEEP IT GROWING
  • MAKE OUR OBJECTIVES CLEAR, READILY UNDERSTANDABLE AND REMAIN FOCUSSED ON ACHIEVING THEM
Threats
  • INCREASED LOCAL COMPETITION
  • REDUCED AVAILABILITY OF YOUNG PLAYERS
  • LOSS OF KEY PLAYERS TO OPPOSITION CLUBS
  • LOSS OF POTENTIAL PLAYERS THROUGH BEING PERCEIVED TO BE A RESTRICTIVE OLD BOYS CLUB
  • FINANCIAL RISK IF SPONSORSHIPS ARE NOT NURTURED AND DEVELOPED
  • MANAGEMENT DOES NOT OPERATE BY DUE PROCESS AND TRANSPARENCY AND BECOMES ELITE
  • CLUB CULTURE BECOMES FACTIONAL AND FRACTURED
  • WE LOSE OUR CLUB ETHOS AND INDEPENDENCE
Strengths
  • STRONG CLUB HISTORY OVER 50 YEARS
  • ONLY CLUB IN BOROONDARA MUNICIPALITY WITH TWO FULL SIZE OVALS TO BE ON EITHER SIDE OF NEW CLUBROOMS
  • COMMUNITY MINDED PLAYERS AND ADMINISTRATORS
  • A COSMOPOLITAN PLAYING LIST WITH PLAYERS COMING FROM DIFFERENT BACKGROUNDS AND SCHOOLS
  • A DEVELOPING JUNIOR BASE WITH AN INAUGURAL UNDER 18 TEAM IN 2009 TO ADD TO AN UNDER 19 TEAM PROMOTED TO PREMIER DIVISION
  • SOUND FINANCIAL POSITION
  • FULLY ACCREDITED AND COMMITTED COACHING STAFF
  • GOOD WEBSITE AND REASONABLE COMMUNICATION WITH MEMBERS
  • OUR CLUB'S GREATEST STRENGTH WILL ALWAYS BE ITS PEOPLE.
Weaknesses
  • HIGH WORKLOAD OF SMALL COMMITTEE
  • TOO MUCH LEFT TO TOO FEW; LACK OF INCLUSIVENESS
  • HAVEN'T WORKED WELL WITH BOROONDARA COUNCIL
  • CURRENT CLUB NAME NOT TRULY REPRESENTING PLAYER BASE
  • THE CLUB COULD PROMOTE ITSELF OUTSIDE BETTER
  • HAVEN'T BEEN GOOD AT SUCCESSION PLANNING EITHER ONFIELD OR OFF-FIELD
  • SERVICES AND FACILITIES NOT UP TO SCRATCH BUT FINALLY BEING ADDRESSED
  • OUR CLUB'S POTENTIALLY BIGGEST WEAKNESS WOULD BE TO LOSE IT'S REASON FOR EXISTENCE THE INVOLVEMENT OF IT'S PEOPLE.
Aims and Objectives of 2010 - 2013


1. CLUB SUCCESS THROUGH THE PARTICIPATION OF OUR COMMUNITY

Objective: To optimize the participation of the Club's community in the overall operation of the Club. Issues for 2009-2010

Issues for 2009-2010

Attract broad participation in the Club by:
  • Clearly communicating the Club's aims
  • Clearly defining the roles and opportunities for involvement within the Club
  • Recognizing paid workers for the Club wherever appropriate and celebrating the
    • contribution of Club Volunteers at all times
  • Review current Club branding and positioning
  • Developing an ongoing Media/Public Relations Plan
  • Promoting and Maintaining an Informative Club Website
  • Participating wherever possible in Community Events
  • Enhancing Club Profile through exemplary Public Behaviour
Establish and maintain high quality Club management by:
  • Clearly defining all Club roles and areas of responsibility
  • Developing Role Descriptions for each Committee member
  • Developing Job Descriptions for each Club responsibility
  • Creating manageable workloads for Volunteers by expansion of current committee using subcommittees
  • Widely communicating all club policies and processes
  • Establishing succession planning in all key areas
  • Developing administrative systems that are easily understood
Ongoing development of coaching staff

Ongoing development of team management

Our priorities for 2009-2010 are:
Attract broad participation in the Club
Establish highest quality Club management

2. PLAYER DEVELOPMENT

Objective: To maximize player numbers and potential through the establishment of meaningful pathways Sporting, Social and Vocational from Junior to Senior Football and beyond.

Issues for 2009-2010
Establish defined and long-term relationships with junior feeder club(s) within the immediate area by:
  • Mentoring programs between Under 15/Under 17 teams and Under 18/Under 19 teams
  • Provide player assistance for junior training sessions
  • Provide special trophies for junior club presentation nights
  • Joint social activities between junior clubs and our Club
  • Developing a Junior Development Plan with key stakeholders within the Region
Ensure player lists remain healthy through
  • Monthly publishing of player lists and player movements (injuries, departures, estimated return, etc)
  • Looking after injured players through a Player Welfare Team Support Sub-committee
  • Ensuring value for money from registration fees
  • Continue to provide post-training meals/refreshments
  • Get sponsorship for player apparel/uniforms
Fully support Player skill and fitness development
  • Fitness, strength and conditioning personnel
  • Injury rehabilitation equipment and personnel
Manage Player Welfare at all levels
  • Establish a dedicated Player Welfare Sub-committee

Our priorities for 2009-2010 are:
Continue to attract healthy U18/U19 numbers
Enhance player welfare and enjoyment

3. STRATEGIC PARTNERSHIPS

Objective: To promote the contribution of our Club to the wider Community.

Issues for 2009-2010

Establish and/or maintain strong Football alliances by:
  • Maintaining strong relationships with VAFA
  • Maintaining strong relationship with Camberwell Grammar School
  • Developing closer relationships with selected local Junior Clubs
  • Developing closer relationships with local high schools
  • Developing closer relationships with local TAC clubs
  • Developing direct links with an AFL/VFL Club
Establish and/or maintain strong Funding alliances by:
  • Maintaining strong relationships with existing sponsors
  • Developing sponsorship arrangements with other local businesses
  • Community fundraising using specific campaigns
Establish and/or maintain strong Community alliances by:
  • Developing partnerships with other sporting groups in the region especially female sporting groups
  • Developing partnerships with non-sporting community groups
Establish and/or maintain strong Government alliances by:
  • Developing closer relationships with Boroondara Council
  • Developing closer relationships with relevant State Government Departments such as Sport & Recreation Victoria

Our priorities for 2009-2010 are:
Positive Football Alliances
'Win:Win'Funding Alliances

4. CLUB FACILITIES

Objective: To provide the best possible facilities to enhance player participation, development and enjoyment.

Issues for 2009-2012
  • Have interchange boxes installed for season 2010 on western oval
  • Establish a long-term tenancy at Gordon Barnard Reserve
  • Play a major role in the project management of the new clubrooms
  • Liaise with Boroondara Council and other GBR tenants for the planned re-development of the eastern oval and the installation of training lights
  • Develop a Funding & Implementation Plan for the installation of all other facilities required to operate on both ovals including electronic scoreboards, coach's viewing platforms, etc.

Our priorities for 2009-2010 are:
Interchange boxes
Obtain long-term tenancy

OUR CLUB'S GREATEST STRENGTH - OUR PEOPLE

Our Club will only reach its full potential if it can attract a group of people from within the community who can MAKE IT HAPPEN. We cannot expect to reach the Pinnacle of Amateur Football, an A-Grade Premiership, without attracting the On-Field and Off-Field Personnel that can make it happen.

Our Club can only attract and keep the People it needs by providing an operating structure and policies that will attract the right people and allow them to operate with process, democracy, satisfaction, pathways and results.

Our Club’s operational philosophy needs to be focussed on the following key objectives to inspire the involvement needed to successfully compete in an increasingly competitive football environment:-

1. CREATE CONSTANCY OF PURPOSE
Progressive football Clubs today must create a constancy of purpose toward improvement of both on-field and off-field performance with the aim to remain competitive, provide opportunities and remain meaningful to the community. Constancy of purpose affects the opportunities of tomorrow.

2. EMBRACE THE NEW PHILOSOPHY
We can no longer live with commonly accepted levels of delays, mistakes, bad service, disrespect, lack of commitment and accepting mediocrity. A transformation in operating styles is necessary to keep up with the leaders.

3. IMPROVE EVERY PROCESS
Improve constantly and forever every process for planning, preparation and performance. Search continually for problems in order to improve every activity in the Club.

4. INSTITUTE QUALITY LEADERSHIP
Implement leadership aimed at helping people do a better job. The responsibility of Club leaders and committee members must be changed from being mere figureheads to quality improvers. Improvement of quality will automatically improve productivity.

5. DRIVE OUT FEAR
Encourage effective two-way communication and other means to drive out fear throughout the organization so that everybody can perform with confidence, satisfaction, effectiveness and a strong sense of belonging to a wonderful team. Don’t be afraid to raise issues of concern and to be on the lookout for problems.

6. BREAK DOWN BARRIERS
Break down barriers between any areas of the Club. People in different areas must work together to tackle problems that may be encountered. Always remember that, while the Club will always be greater than any individual, one size DOES NOT fit all and everyone is entitled to their opinion.

OPERATIONAL STRUCTURE

The operational structure for Old Camberwell Football Club relies heavily on the commitment of volunteers with passion, experience and the willingness to be part of an ever-improving Club with everyone all pulling in the same direction. The different levels within our Operational Structure are designed to attract supporters with different capacities of commitment, experience and desire.

Our Club needs all types of support to function at our best. Position Descriptions for all major organisational positions can be found on the job descriptions page. The Operational Structure of our Club is as follows:

EXECUTIVE

The Executive shall have the power to act on behalf of the Committee of Management in the case of emergency or for urgent matters arising between designated Committee of Management meetings, to deal with any matters referred to it by the Committee of Management, and to review the finances of the Club and pass for payment such accounts as it deems fit. A quorum of three (3) members of the Executive must be present at a meeting.

President
Vice-President
Immediate Past President
Honorary Secretary
Director Of Finance

COMMITTEE OF MANAGEMENT

The Committee of Management shall consist of the Executive and the eight members as defined below who are each elected for one year at the Annual General Meeting. The Committee of Management shall have the same powers as the Executive plus the power to fill any vacancy that may arise during the year.

The Committee of Management shall also have the power to grant leave of absence for any part of the year to any elected member. A quorum of at least six (6) elected Members must be present at all Committee of Management Meetings.

Director of Football Operations
Director of Social Fundraising
Director of New Clubrooms & Council Liaison
Director Of Player Welfare & Team Support
Director of Facilities & Property
Director of Communications
Director of Registrations & Membership
Delegate to VAFA & Player Advocate

SUB-COMMITTEES

The Sub-Committees are responsible for the day-to-day running of their area of responsibilities within the Club. The Director of each Sub-committee is a member of the Committee of Management and reports to the Committee about the performance of their Sub-Committee at each Committee meeting. The Sub-Committees seek approval from the Committee of Management for their planned activities and submit proposals for consideration. The Sub-committees and their proposed structures are as follows:-

FOOTBALL OPERATIONS
Responsible for all activities involved with the on-field performance of the Club including recruitment, pre-season training, general training, selection, team/player sanctions and general player development.

Director of Football Operations
Senior Coach
Club Captain
Senior Assistant Coach(s)
Senior Team Runner
Fitness Co-ordinator
Player Welfare Rep.
Reserves Coach
Reserves Assistant Coach
Under 19s Coach
Under 18s Coach

SOCIAL & FUNDRAISING

The Old Camberwell Football Club will hold regular social events throughout the season and needs a vibrant, enthusiastic Social & Fundraising Sub-committee to organise these events. The functions of this sub-committee are varied but centre around information gathering, building relationships and raising money to meet the Club’s special or ongoing needs.

As with all non-profit organisations, fundraising is paramount to the sustainability of our Club. All monies paid for registration fees and the like are used to meet direct operational costs such as affiliation fees, umpiring fees, insurances, trainers, training equipment and medical equipment.

The Social & Fundraising Sub-committee is the opportunity for interested and creative members of our football community to put something very worthwhile into improving the social well being of our Club. This sub-committee will focus exclusively on the development and implementation of social and fundraising events for the Club. We need all sections of our Club (senior players, junior players, senior parents, junior parents, older supporters, younger supporters, etc) from all walks of life and with different areas of expertise represented on this sub-committee in order to effectively embrace all areas.

PLAYER WELFARE & TEAM SUPPORT

Player welfare is a shared responsibility between players, coaching staff, administrators, support staff and mentors. The Old Camberwell Football Club firmly believes that our Club is not only about the quality of football we play but also, as importantly, the quality of the people that belong to our Club and how we can help them grow and develop.

Our Club’s facilities are quickly becoming the envy of other sporting clubs. As well as the rare combination of dual football ovals, one on either side of a magnificent new Sports Pavilion, the Club has access to Boroondara Sports Complex with its 50m heated pool, diving pool and basketball stadium.

Welfare is all about health, happiness and well-being. The Club’s Player Welfare & Team Support Sub-committee will be responsible for all the support personnel of players, including team managers, trainers, medical support, reserve umpires, boundary umpires, goal umpires, duty officers, umpire escorts, time-keepers, interchange stewards, umpire escorts and drink attendants.

The individual attention placed on focussed representation for both Football Operations and Player Welfare is expected to place equal importance on success/performance and satisfaction/enjoyment. The Player Welfare & Team Support Sub-committee will be charged with the important responsibilities of ensuring our Club has the most informed and proficient support staff team as well as the best possible preventative and rehabilitation programs.

As essential as the football-focussed welfare programs will be the off-field welfare of all players and supporters of our Club. Mentoring, buddy systems for juniors, counselling, support with education and vocation, ongoing involvement of past players and the encouragement for all to use our Club as a community where we all help one another will be the underlying platform of our Club as we move forward.

FACILITIES & PROPERTY

The Facilities & Property Sub-committee will be responsible for the effective provision, maintenance and operation of all of the Club's facilities and property, including playing field preparation and safety, sporting equipment and uniforms, Club asset management, post-training/post-match social provisions and canteen operations. Facilities & Property management will cut across all of the Club's organisational areas and will involve planning for constant improvement and best practise for the use and operation of the Club's material assets. Effective facilities & property management reduces costs and improves the sustainability of the Club's assets. This sub-committee will require enthusiastic volunteers for ground management, off-field/on-field uniform management, playing equipment management, training equipment management, canteen management and operation, management and operation of post-training/post-match social provisions, and general asset management / planning.


Position Descriptions - Will be posted online this week.

Club Policies