The importance of a strategic plan for clubs

For any club aiming to survive, thrive and endure, a strategic plan is a vital tool that needs to be implemented. 

Strategic plans provide a direction, goals, and timeline to clubs to ensure they continue on the right track into the future, by detailing the actions and steps the club will take.

These plans also help to determine the principles and values of the club, highlighting the way a club presents itself to the world.

Additionally, having a strategic plan lowers the amount of risk a club undertakes, and can act as a guide in times of emergency or uncertainty.

Strategic Planning Resources 

Creating a strategic plan can be a long process, which may require outside help to gain fresh perspectives and guidance.

Fortunately, many states and territories host an array of freely available resources such as fact sheets, videos and guides that directly address strategic planning. Additionally, a range of organisations provide consultancy assistance.

Strategic Planning Processes

Strategic planning will differ from club to club depending on how each approach the situation, especially if working groups are consulted.

However, the phases of a strategic planning project will share similarities.

Stage 1 

Clubs will often begin strategic planning by scrutinising club documents and key matters in order to review the health of the club and to understand the club’s identity.

This process will evaluate a wide breadth of material such as the club’s guiding constitution, policies, rules, financial documents, fundraisers, membership, club infrastructure, social media profiles, programs, teams, levels of success and more.

After completing the first stage, clubs may undertake a member survey. They can be a very useful tool, as they gather a valuable understanding of the attitudes a club’s community may have about its stature, culture, future, and what they want to see from it.

Stage 2

Next, a club would begin to discuss its future by highlighting goals it wishes to achieve.

Goals can be diverse and range from off-field to on-field matters, however they should always be relevant to the club and achievable. By setting objectives, you ensure that the club is working together towards something every day.

Across this process, timeframes and actions should be explored to create a plan of how to achieve the outlined goals. It can be advantageous to delegate goals to specific people or boards to ensure that multiple projects can be worked on and tracked at once, instead of having them all be lumped on one individual or being nebulously attached to no one.

This phase also presents the opportunity to reflect on the principles and values of the club. While it can appear superfluous, a small selection of small meaningful words can be incredibly impactful. A club’s chosen values describe the club to those outside of it, reminds club members of its purpose, and can also help formulate the goals, objectives and vision of the club.

Stage 3 

Once a club has moved past goal setting and is beginning its action plans, reaching out to legal and accounting firms to review materials and provide advice can be highly valuable.

These organisations can provide comprehensive details on where to make adjustments for governance and how to budget effectively.

Stage 4

Finally, the club will begin to formulate the final document of the strategic plan before presenting it to members.

When creating the document, ensure it can be easily understood by a wide array of audiences.

Additionally, include a concise yet detailed summary of the plan so it doesn’t require members to read the document fully.

Conclusion 

As time passes it is important to check in on the strategic plan to ensure that the club is on track for its goals and that the document is still relevant. Circumstances can change, so it can be beneficial to amend the plan to ensure it is still applicable to the club.

However, it is important to note that strategic plans are a long-term investment, and can take years to fulfill, so do not be over eager in manipulating them.

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FQ Annual Report 2024: A Blueprint for Sustainable Growth

Football Queensland’s (FQ) 2024 Annual Report, Refine Today, Progress Tomorrow, outlines ambitious goals for the state’s leading team sport. With over 280,000 overall participants and 308 affiliated clubs, the report highlights a year marked by substantial participation growth, expansion of the elite path, and meaningful engagement with Queensland’s diverse footballing communities.

Participation Soars – Especially Among Women and Girls

One of the report’s most noteworthy results is the unprecedented increase in participation, notably in the women’s game. FQ had over 90,000 female participants, a rise generated by the momentum of the FIFA Women’s World Cup and facilitated by FQ’s ‘One Football’ policy, which aims for gender balance by 2027.

FQ’s developmental initiatives, including MiniRoos, Girls United, and Female Football Week, have undoubtedly yielded results, with a 34.4% increase in girl-specific programs and a 26.9% increase in participation for all abilities.

“Football isn’t just a game to me—it’s my passion and my purpose,” said Leif Charlton, a 2024 TAFE Diploma student, illustrating the state’s growing appreciation for opportunity.

From Grassroots to Global – A Connected Pyramid

A properly defined competition environment serves as the foundation for this expansion. The interconnected structure extends from FQPL 3 to the premier NPL Queensland tier, with promotion and relegation promoting competitive integrity. At the same time, new initiatives such as the Kappa Pro Series and the Mitre FQPL Champions League provide more high-performance opportunities, particularly for regional and female athletes.

Football Queensland’s collaboration with Brisbane Roar, particularly through the FQ Academy and QAS alliance, continues to provide career prospects for young talent.

“It’s fantastic to see Brisbane Roar and Football Queensland working together,” said Brisbane Roar A-League Women’s Head Coach Alex Smith.

Queensland’s growing national influence is demonstrated by performances such as the ParaMatildas’ 2024 IFCPF World Championship victory and futsal’s return to the national scene with the NFC held in Queensland after 18 years.

Financially Sound, Strategically Focused

FQ’s finances were solid in 2024, with the 11th straight surplus of $291,505, thanks to prudent leadership and increasing commercial earnings. Revenue increased from $8.8 million in 2020 to over $20 million, allowing FQ to maintain or lower club fees while boosting infrastructure and development assistance.

This disciplined expansion has enabled FQ to address one of its most significant continuing challenges: infrastructure. While state funding per football player still lags behind other codes, notable gains include $6 million for women’s facilities, a $35 million lease on the Nudgee sporting hub, and various council-backed synthetic pitch initiatives.

FQ’s general manager for government relations, Chris Rawlinson, emphasised that the organisation’s lobbying activities in state and federal legislatures are helping transform chronic underinvestment into actual progress.

“We’ve seen real progress in providing better facilities, and the government funding secured has been staggering,” the report noted. 

Coaching, Refereeing, and Safeguarding the Game

FQ also provided more than 2,800 coach education sessions and increased referee development under its 2024-2026 Referee Strategy. This includes the FQ Referee Academy, regional exchanges, and female-specific training.

“Knowing I successfully handled a high-level match like the Kappa Queensland Cup Final has greatly boosted my confidence,” shared referee Nefertiti Kurzelewska.

In addition, FQ has prioritised a safer playing environment by establishing a three-strike penalty to safeguard officials and improve sideline conduct.

Media, Engagement and the Football Identity

In 2024, FQ increased its emphasis on digital interaction and storytelling. Campaigns such as Queensland’s Most Picturesque Ground and the Football in Queensland Awards Night boosted brand visibility across conventional platform as well as social media. Events such as the Queensland Football Convention showcased the state’s emerging football identity, bringing stakeholders together to discuss the game’s future.

Looking Ahead: Operational Plans Driving Strategy

FQ’s successes are based on the developing ‘One Football’ strategy, which has now been translated into tangible action through the recently announced Operational Plans. These plans serve as a road map, matching macro and micro goals for player development, infrastructure, and competition structure.

“When we talk about the One Football Strategy, we’re not just talking about something static,” FQ CEO Robert Cavallucci noted in the report.

“It’s about evolving with the times and the needs of the football community… actively tracking progress and ensuring we’re making meaningful moves at every level of the game.”

Conclusion: Refining for Tomorrow, Building for All

Football Queensland’s 2024 report makes a convincing argument for the organisation’s future, one founded on equitable growth, elite development, and substantial infrastructure investment. Its outlook is positive.

However, obstacles exist, particularly in bridging regional differences and ensuring long-term infrastructural funding.

Football Queensland is well-positioned, with the 2026 FIFA World Cup approaching and grassroots enthusiasm growing. What is evident is that Football Queensland is not just expanding the game; it is also creating a more connected, resilient, and egalitarian football future for all Queenslanders.

Building an inclusive sports future: Interview with No Limits Sports CEO Josh Clark

No Limits Sports is an organisation dedicated to fostering a lifelong love of sport in children by providing safe, inclusive, and engaging programs that build fundamental skills, promote fairness and sportsmanship and uphold strong safeguarding standards.

The company was founded 13 years ago, starting as a “one-man operation”, and has since expanded into a nationwide provider with over 750 coaches and a wide range of programs delivered across both metro and regional areas. 

Speaking to Soccerscene, CEO of No Limits Sports Josh Clark shares how he grew the company from a business ran by just one person into a national organisation focused on inclusive, accessible sports programs for children of all abilities and backgrounds—overcoming recruitment challenges, expanding into regional areas, and embracing Indigenous culture—while continuing to grow and eyeing international opportunities.

Can you tell us about your responsibilities as CEO and how No Limits Sports has grown and changed since it began?

Josh Clark: As CEO, I’m involved in nearly every part of the business. My responsibilities span from recruitment and managing staff to overseeing marketing, sales, bookings, and logistics, right down to handling payroll and invoicing. With a large team of coaches operating nationwide and a sizable office team, there’s always something that needs attention.

When I first launched No Limits Sports, it was just me — a one-person operation. Since then, we’ve grown into a national organisation. That growth has brought more complexity and diversity to what we do, which has naturally changed the nature of my role. I began in a hands-on coaching capacity, but this quickly changed. I’ve transitioned into more of a strategic leadership position, focused on long-term development and guiding the broader direction and growth of the company.

Were there any initial challenges you faced when expanding No Limits Sports and if so how did you overcome them?

Josh Clark: One of the biggest challenges we faced—both in the early days and still to some extent today—has been recruiting the right staff. We’re always looking for experienced and qualified coaches, but we also believe in investing in emerging talent. We often bring on younger, less experienced individuals who show potential and offer them training and upskilling opportunities to help them grow into the role.

In recent years, we’ve implemented a robust recruitment and HR software system, which has significantly streamlined our hiring and onboarding processes. It’s made it much easier to manage applications, track coach development, and stay organised, especially as we’ve expanded into regional areas beyond the metro centres. That investment in technology has been a key part of overcoming the recruitment challenge and supporting our continued growth.

How does No Limits Sports ensure that its programs remain inclusive and accessible to children of all abilities and backgrounds?

Josh Clark: I’ve been deeply passionate about ensuring our programs are inclusive and accessible to children of all abilities and backgrounds. We’ve proudly partnered with the Special Olympics for over 10 years, and we work closely with numerous special schools and support units across the country to deliver tailored sports programs for students with additional needs.

We’ve developed our own inclusive programs, as well as using The Special Olympics’ programs to ensure that all children can participate regardless of their ability. A key part of this commitment has been investing in our coaching team, providing them with specialist training and qualifications so they feel confident and capable of delivering inclusive sessions.

Another priority for us is reaching students in regional and remote communities. Many other sports providers don’t have the capacity to operate in these areas, but we’ve made it a core part of our mission. We deliver programs in places like Alice Springs, Port Lincoln, Devonport, Lismore, Gladstone, and so many other regional towns.

Inclusivity, both in terms of ability and geography, is central to what we do. Whether it’s special schools, regional communities, or mainstream metro programs, we’re committed to making quality sports experiences available to every child, no matter where they live or what their needs may be.

Image credit: No Limits Sports

Can you tell us a bit about the Traditional Indigenous Games (TIG) the significance of incorporating it into your curriculum and the impact it has on participants?

Josh Clark: Our Traditional Indigenous Games (TIG) program is based on the Yulunga: Traditional Indigenous Games resource developed by the Australian Sports Commission. This collection features over 140 games from Aboriginal and Torres Strait Islander cultures across Australia. We’ve carefully selected the most engaging and popular games that really resonate with students and work well in a school or community setting.

The program is rooted in extensive research and documentation of traditional games from diverse Indigenous communities. We make a point to honour the cultural origins of each game by sharing its traditional name, the region it comes from, and the original materials used. For example, some games were originally played with kangaroo skin balls—while we now use modern equipment, we ensure students still understand the historical context and cultural significance.

The TIG program is especially popular around NAIDOC Week, with many schools and OOSH & vacation care services incorporating it into their celebrations. Beyond the cultural learning, the games themselves are incredibly fun and active—many involve teamwork, ball handling, and evasion skills, which translate well to a variety of other sports. Most importantly, the program gives students a meaningful way to engage with and appreciate Indigenous culture through physical activity, often playing games they’ve never experienced before.

What feedback have you received regarding the impact of No Limits Sports programs on children’s development?

Josh Clark: Our goal as a business is to help children develop a lifelong love of sport by giving them access to try lots of different sports and activities, making sure it’s done in a really inclusive and fun environment. We regularly receive positive feedback from schools, parents, OOSH services, and the clubs we collaborate with, which reassures us that we’re making an impact.

The most meaningful feedback, however, often comes from two key areas. First, from regional schools where students may not have previously had access to quality coaching or diverse sports programs. Second, from our inclusive sports programs, particularly those designed for children with additional needs. Hearing directly from students, parents, and schools in these spaces about the positive difference we’ve made is incredibly rewarding and reinforces why we do what we do.

Image credit: No Limits Sports

How is No Limits Sports currently tracking and what does the future hold for the company?

Josh Clark: We are growing rapidly, both in terms of the number of customers we work with and the size of our coaching team. We’ve seen consistent year-on-year growth and currently operate across all States and Territories in Australia. We’re also exploring opportunities to expand internationally, with New Zealand being a potential next step.

Looking ahead, the upcoming Brisbane Olympics in seven years adds an exciting layer of opportunity for the Australian sports industry. There’s been a renewed national focus on grassroots participation and talent development, which aligns perfectly with our mission. It’s an exciting time to be in this space, and our goal is to continue expanding our reach and increasing the number of quality coaches we provide across all communities.

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