DESTINY FOOTBALL CLUB BUSINESS PLAN 2016 2020
DESTINY FOOTBALL CLUBBUSINESS PLAN 2016 – 2020CONTACT:Destiny Football ClubOkori Olero Road, Obanga Pe WanyIreda ShambaC/O Box 765, Lira, UgandaTel: 0772162514 / 0752162514Email: admin@destinyfc.co.ugWebsite: www.destinyfc.co.ug
1.0 IntroductionDestiny Football Club (DFC) was formed in 2014 and the then committee fought a long and difficultbattle for the team to gain entry to the FUFA Zonal League - a pinnacle which was reached in 2016.The club’s performance has been mixed with success in the last two years but significantly good resultsand financial situation since then. Today in its 3rd, DFC remains the only Football academy in Langowith the best academy in Zonal League.The club has operated with unincorporated status since its inception but, this year 2016, that situationbecame untenable with the club’s finances in a parlous state. In May 2016 a group of local businesspeople joined the committee at its AGM and encouraged club members to become a CommunityInterest Company (CIC) and this is what we are pushing for in a couple of weeks to form the directorsof club.The Directors will see the following benefits accruing from the creation of the Community InterestCompany: Financial sustainability, providing security for the long-term future of the Club Real community benefit, meaning the Club will work more closely and in partnership with thelocal community Access to community grants, giving a potential source of funding for one-off schemes An increase in volunteers, reducing ongoing costs and increasing community involvement Increased attendance, resulting from increased community ‘buy in’ Increased transparency of the club’s operations Attractiveness to sponsors, with increased prestige from involvement in a real community club.This business plan, covering the period 2017 – 2020, states the vision for the club and details the aimsand objectives to achieve that vision. It is a transformational vision and it will take time to make it allhappen. However, the club’s ambitions are not just for major items and big projects, but also for lotsof small steps which in themselves will bring about positive change.
2.0 Club StructureDFC will be a Community Interest Company (CIC), with its Directors. Membership of the CIC will beopen to any resident of Lango sub-region and across for a fee of 30,000/ per annum and, at present,there are 4 members of the company. The Directors will be supported by a committee.The founder of the club have an early aim of increasing the number of people involved with the club.The aims and objectives in section four highlight particular skills required in the areas of marketing andcommunications, youth football and fundraising but there is a general need for more willing bodies tohelp with the club’s development. Attracting people to help with the club will be addressed through afocused community campaign and personal approaches by the Club founders. The Club is a member ofUganda Youth football Association and has a close relationship with FUFA and Northern RegionFootball Association.3.0 Current situation (December 2016)3.1 Federation of Uganda Football Association (FUFA) licenseDFC urgently needs to secure its FUFA license. Key to this is DFC match home ground, demonstratingthat the club has exclusive use of the ground. Significant progress has been made on this in recentmonths with Lira Town College and Lira Primary School and is now in the process of being finalized. Inaddition, the club founders have recently secured a training at Lira Town College.3.2 FinanceSince registration with UYFA and FUFA, the founders of DFC CIC contributed among themselves andraised over 26,600,000/ which was used for 5th division league. There has also been a modestinterest from the community for club membership. The founders are now focused on raising sufficientcapital through sponsorship and fundraising for the 2017/18 FUFA Zonal and Regional league season.3.3 MembershipThere are currently 52 members of the club and majority are parents whose children are in theacademy.3.4 PlayersThe acting volunteer coach and manager are currently reviewing the academy players they wish tohave signed up for regional league come August 2017. These agreements will be in place by the end of
March 2017. There is a desire to be able to attract more players and to pay the team at a higher rate.This is wholly dependent on the ability to fundraise and increase memberships over the comingmonths.3.5 FacilitiesWe the founders are conscious that the facilities at Lira Town College fall below what is required of amodern and appealing football club. This there for call for an MOU with Lango Sports management,UTC – Lira, and Lango Sports as home match ground and getting a new training ground.3.6 NetworkingAccepting the serious competition of football, we recognise that, in recent years, several clubs havemade progress regarding their facilities and community engagement. We have already started toidentify clubs and individuals who will be willing to share their experiences and potentially offer advicein the coming months and years.4.0 Our Vision and Values4.1 VisionA financially sustainable, community-focused club, playing at the highest possible level in Ugandanfootball.4.2 Values-Respect for the individual-A passion and commitment to football for all and at all ages-The promotion of the benefits of sport-Working with our community-Working in an honest, open and transparent environment5.0 Aims and ObjectivesDFC has seven stated aims supported by specific, timetabled objectives to achieve these aims. None ofthese aims are mutually exclusive and the interdependencies between them can be seen in the tableson pages 7-12. In addition to the club’s aims, the club promotes three overarching themes whichperpetuate throughout our plan. These are:
1. Community – becoming recognised as an important part of our community, being clear aboutwhat we contribute to the community and supporting that community wherever we can2. Quality – Building quality into everything we do and achieving recognition for that whereverpossible3. Equality – we are fair and impartial offering opportunities for all. To improve on-the-field performance To raise the profile of DFC through improved and increased communications To increase the number of people committed to helping the club To increase the number of Committee members and Directors To encompass the development of youth football To improve establish a home for DFC To improve financial sustainability
5.1 Aim5.1.1 To improve on-the-field performanceEngaging in the development of youth football provides the long-term ability to increase quality playernumbers. However, it is recognised that in the short term, improving team performance will attractcommunity support and raise the profile of the club with associated financial and social benefits.Attracting three or four new team members, preferably with the experience of properly coachedplaying, would provide a bridge and potentially harness people who could contribute to the club longterm.No12ObjectiveClarify team membership for2017/1820 players by 2017/18 seasonIncrease coaching knowledgeCoaches to undertake CPDeach yearLower % of p/t playersGreater pool of choiceTarget 3/4 new playersIncrease in numberstrainingBetter squadperformanceTrainingConfirm timescale for securinghome groundAll squad players training twice Better squadper weekperformanceReview training schedule1 additional coach for 2017/8seasonAttract additional coachingstaffNegotiate on cost of hiringtraining and match ground5OutcomeBy end July 2017Increase numbers traininglocally- attract from employercommunications- attract new talent- word of mouth34Target/TimescaleImprove match groundfacilitiesSee aim
5.1.2 To raise the profile of DFC through improved and increased communicationsThe current profile of DFC is focused on match results. While positive change has been happening inthe club over the past eight months, there is little or no knowledge of these changes out-with the closenetwork in which the club operates. The club competes for community interest with all other sportsand must raise its profile significantly if it is to change community perception and participation.No6ObjectiveIncrease communicationsreach through use ofcommunity newspapers,radios, social media, enewsletters and networksTarget/TimescaleMonthly insert to enewsletterUse of Club internalcommunicationsOutcomeIncreased information spreadPotential to attract volunteersAt least 1 insert into each Sponsors see more interactionof the communitywith communitynewspapers each yearDemonstration of communityAdverts and talk shows insupportradiosCommencing March 201778Ensure regularcommunication withsponsorsMatch with sponsorinvites once per year.Hospitality, match etc.Sustain sponsor supportEnsure sponsors get allcommunications updatesas abovePotential to increase sponsorsupportEnsure DFC website links to Immediatelyrelevant websitesCoverage for visitors9Ensure allshops/pubs/clubs/schoolshave poster with fixturesFor 2017/18 seasonIncreased gate numbers10Contact employers: ensurethat staff rooms havefixture listsFor 2017/18 seasonIncreased gate numbers
5.1.3 To increase the number of people committed to helping the clubThe business plan contains a significant number of actions and, while several of them require financialinvestment, the most urgent resource required is a number of enthusiastic and competent people tomove actions forward. It is expected that the objectives detailed in this aim will also lead to theachievement of increasing the number of committee members and Directors.No.11ObjectiveIncrease communityknowledge andinterestTarget/TimescaleOutcomePrepare press release around signing ofMOU for match home ground, 3rdanniversary and business planCommunityawareness increased- To local press- Circulate via e-newsletters and alllocal newspapers - RadioWithin one month MOU being signedand business plan finalised.12Attract communitysupport and morepeople to helpAgree open day dateCirculate via all avenues aboveProduce a list of tasks to be undertakenand roles to be filled. Issue to everyonethereArrange a social event for interestedparties13Increase numbersattending games whomight help14Increase number ofcompany membersMore people Homematch groundClarity of supportneededVolunteers signed upSuggestions receivedDuring 2017/18 regional League seasonIncrease inattendancesFrom start of 2017/18 Regionl Leagueseason, offer free entry to under 16’saccompanied by an adultIncrease in numberof young peopleattendingDirectors to make list of people theywill approach and aim for 10 newcompany members eachConsistency ofsupportIncrease in revenueGreater pool ofsupport to call from
5.1.4 To encompass the development of youth footballAt present, DFC has links, through common personnel, with under 10’s, under 12’s, under 14’s andunder 16’s football. Successful and vibrant youth football provides the feedstock for future first teamplayers. In its past, DFC enjoyed the benefits of such success with U17 boys team but the structure haswaned in recent years and needs to be rebuilt.No.1516ObjectiveIdentify a Director withresponsibility to take thisforwardIdentify a champion to takethis forwardTarget/TimescaleBy March 2016Reviewoptionspaid/unpaid supportAugust 2017OutcomeFirmly on agenda of DFCCompany.for Additional resource with skillsby and experienceDemonstration of commitmentinto practice17Produce plan for youthfootball-18During 2017/18 seasonFull array of youth footballages playingfull array of youthteamsincreased number ofcoachesbetter communicationslinks with schools/college/girls’ footballDevelop a reserve team for17 More young people involvedMore adults involved in youthfootballIncreased supportTo be determined5.1.5 To improve facilities at Lira Town CollegeThe current state of club facilities - the pitch and changing/refreshment building - significantly detractsfrom the club’s ability to improve its performance and attract community support. The poorlymaintained pitch means that training is difficult and its condition in the winter consistently leads to
matches being postponed. We aim is to raise funds for facilities of which the club, its players andcommunity supporters can be ake minorrepairs/improvements toexisting changing facilitiesPlan by end Feb 2018Replace existingchanging/toilet &refreshment facilitiesYear 1: undertake feasibility Satisfies FUFA requirementImplement by end March2018Outcome: outline plans,costs, etc.Provides quality facilitiesPotential to increase size forincreased pitch usePotential to increaserefreshments offered increased turnoverInclude medical/therapyfacilities21Pitch replacement:Agree standard and size tobe replacedProvides opportunity formultiple training at the sameYear 1: undertake feasibility timeIncreases first team training improves performanceConfirm SFA priority of FortWilliamIncrease in income – moreusersConfirm HC lease implicationUndertake feasibility orbusiness case: cost/VAT/funding/benefit/income etc.22Increase stand capacityFeasibility during 2017/1823Review operation andownership of social clubSecure sustainablemanagement model by2017/18 seasonNegotiate lease by 2018Provides incomeEnsures hospitality
5.1.6 To improve financial sustainabilityNoObjective2425Target/TimescaleBy May 2017 15Increase CICmembership to 50By May 2018 20Increase membership of50 club and grow to 100clubBy May 2017 20By May 2019 50By May 2018 50By May 2019 10026By May 2017 500By May 2018 1000By May 2019 1500Outcome (Per year)Increase in turnoverIncrease in communityengagementMore choice forcommittee/directorsIncrease in turnoverIncrease in communityinvolvementIncrease in turnoverIncrease in communityengagementMore choice forcommittee/directorsIncrease Attendance2728Sponsorship andfundraisingClub products soldthrough 3rd party2017/2018 season 20%on previous year2018/2019 season 30%on previous year2019/2020 season 40%on previous yearIncrease in turnoverRaise profileBy May 2017 5,000,000By May 2018 10,000,000Increase in turnoverRaise community profileBy May 2019 20,000,000Achieving financial stability is key to the future of the club and we recognise this priority. The club hasa number of income streams, each of which needs to be maximised in the short term.
6.0 FinanceThe table below shows the forecast income and expenditure for DFC over the next three years. Thisexcludes any project income and spend for which one-off grants may be available.YearIncome (shs)Expenditure (shs)Surplus/Loss 00,0002,000,0007.0 StaffDFC will employ a team manager, coach and between 25-30 players under contract. The club iscommitted to ensuring that its employees receive the training and development required to deliverimproved performance. This business plan demonstrates our ambitions to provide a new pitch and totake advantage of the new training pitch providing staff with environments conducive to excellentperformance.8.0 SupportersDFC enjoys the encouragement of an increasing number of supporters. The club is committed toproviding a safe and welcoming environment for all supporters, to increase the numbers attendinggames and appreciates feedback from supporters on how the club can continue to improve.9.0 SummaryThere are many community and economic benefits to be realised from maintaining the presence of animproved Destiny Football Club in the the FUFA Zonal League. In its 3rd year, the founders of the clubare committed to its transformation in a number of ways. Improved team performance is the key aimand its achievement will increase community awareness and involvement.
The business plan details a significant number of actions, many of which require to be undertaken inthe short term if the club’s longer-term ambitions are to be realised. While there is confidence in theimplementation of this business plan, its success is more likely to be achieved by increasing thenumber of people prepared to support the club in a variety of ways.Significant progress has already been achieved in with the U17 academy and the club will shortly havea lease which satisfies FUFA requirements, attendance is up, performance has improved and there ismore interest from players wishing to join the squad. There remains a task of scale in front of the cluband all associated with it, but we are confident that success can be achieved through determinedeffort and a sustained focus on:COMMUNITYQUALITYEQUALITYA financially sustainable, community-focused club, playing at the highest possible levelin Ugandan football.
5.1.4 To encompass the development of youth football At present, DFC has links, through common personnel, with under 10’s, under 12’s, under 14’s and under 16’s football. Successful and vibrant youth football provides the feedstock for future first team players.
MANLY-WARRINGAH RUGBY LEAGUE FOOTBALL CLUB LIMITED ANNUAL REPORT 2013. MW. FOOTBALL CLUB. Est. 1947. FOOTBALL CLUB CHAIRMAN’S REPORT. CO-PATRONS. Hon Kerry Sibraa AO and Ken Arthurson AM. FOOTBALL CLUB DIRECTORS 2013. I. t is with great pride that I present this Annu
Hampton Cove Golf Club The Shoals Golf Club Mobile Magnolia Grove Golf Club Montgomery Cambrian Ridge Golf Club Capital City Club Capitol Hill Golf Club Highland Oaks Golf Club Shenandoah Hunting Club Wynlakes Golf Newport& Country Club San A L A S K A Anchorage Petroleum Club Anchorage** Aliso A R I Z O N A Phoenix Anthem Golf & Country Club
Destiny, character, tragedy, tragic flaw Oedipus Rex, curse, misfortune, Laius, Jocasta, Macbeth, over ambition, Duncan, prophecy, three witches. Introduction: Since long ago man is caught by the dilemma of the destiny and the character, it means which one is ultimate. But still today it is very complicated to assert that either destiny or .
The PiXL Club The PiXL Club The PiXL Club The PiXL Club The PiXL Club The PiXL Club The PiXL Club The PiXL Club The PiXL ClubThe PiXL Club The PiXL Club The PiXL Club .
The Destiny USA Debacle 3 What is Destiny USA? It is difficult to describe the Destiny USA project because the sheer scope of it boggles the mind. In 2005, the New York Times described the project as follows: "Robert Congel, a commercial real-estate developer who lives in upstate New York, has a plan to 'change the world.'
Football Football Manual 2020 The official manual for high school football with information concerning football regulations and management of playoff games. Kansas State High School Activities Association 601 SW Commerce Place P.O. Box 495 Topeka, KS 66615 Phone: 785-273-5329 Fax: 785-271-0236 kshsaa@kshsaa.org www.kshsaa.org
Kengo Arima, Japan Football Association Łukasz Wachowski, Polish Football Association Mark Aspden, New Zealand Football Markus Stenger, Deutscher Fussball-Bund Niccolò Donna, Federazione Italiana Giuoco Calcio Nils Fisketjønn, Norwegian Football Association Primo Corvaro, Fédération Internationale de Football Association
launch AutoCAD 2016. Opening an existing Drawing. This tutorial shows you how to add arcs and circles to the subdivision drawing provided with the datafiles that came with this guide. In Tuto-rial 3 you will finish the subdivision drawing so that the final drawing will look like Figure 2.1. Figure 2.1 . POND. N. 10. ECSTASY ROAD . CIRCLE. GARRET BRONWYN ROAD. 9 8 7 6 5 4 3 2 1. Wannabe Heights .
