Strategic Planning for Time-Poor Club Leaders: A Different Approach
How to plan your Club's future when you can barely keep up with today
It was 11pm on a Tuesday. I'd just finished responding to 47 WhatsApp messages about weekend games, our online banking token wasn't working so I couldn’t pay the field hire invoice and I was staring at last year's strategic plan wondering how 'boost volunteer numbers' was still sitting there, unticked. Tomorrow's committee meeting was looming and someone was bound to ask about the Club's 'strategic direction'. Again!
Last week, we talked about the blindspots facing Club leaders - those moments when the complexity of what we've taken on becomes suddenly and startlingly clear. Your feedback confirmed something I've long suspected: while most Club leaders understand the importance of planning for the future, finding time to think strategically while managing day-to-day operations often feels unachievable.
One comment pretty much summed it up: "It's a challenge to just get through the season. I’m doing the role of at least three people at any given time. It’s impossible to stop and think ahead."
This reality of Club leadership - where every spare moment is consumed by urgent tasks and quickly unfolding catastrophes – is exactly why we need to rethink how we approach strategic planning in community sport. Not with two-day retreats or expensive consultant-led workshops, but with practical approaches that work in the real world of volunteer-run Clubs.
The Reality Check
Recent research from the Australian Sports Foundation tells us that 63% of Clubs don't have enough volunteers and 61% are drowning in administrative tasks. Looking deeper, 27% of Clubs have experienced a decline in financial reserves over the past year, with small Clubs particularly vulnerable.
But here's what's interesting: the Clubs that are thriving aren't necessarily the ones with the biggest budgets or the most volunteers. They're the ones that have found ways to step back from the daily chaos long enough to set clear direction and make decisions that move them forward.
Why Club Planning is Different
Through my journey from local sports Association President to a national league board director, I've learned that strategic planning in community sports clubs is fundamentally different from planning in most other organisations or for-profit businesses. The stakes are different, the pressures are different and most importantly, the implementation challenges are different.
You're working with volunteers, not paid staff. Your 'customers' are members who often feel like co-owners. Success isn't measured in dollars but in community impact. And phrases like "that's how we've always done it" carry more weight than any consultant's PowerPoint presentation.
In my five years as a volunteer President, I saw firsthand how easy it is to get trapped in what I now affectionately refer to as "chaos-as-usual" – that constant cycle of responding to multiple, urgent issues, putting out fires and somehow keeping programs running. You might recognise this pattern: you start each season with good intentions about planning ahead, but ‘something else’ always seem to take priority.
This isn't a failing of leadership – it’s a common reality in community sports. But it's also a pattern we can break.
First Things First: Your Club Foundations
I learned the “basics first” lesson the hard way. As a new President, I bounded into my first committee meeting with grand plans for exciting new initiatives. I had spreadsheets (love spreadsheets), timelines and enough enthusiasm to power a small city. Then a wise old friend asked me a simple question: "Do you have the basics sorted?"
That question stopped me in my tracks. In my excitement to drive change, I’d overlooked some fundamental gaps in our Association’s operations.
As one veteran sports leader recently commented to me, “For many smaller sporting organisations, the risk is they do strategic planning without having a solid base to move forward with. It’s like building a house on a sandy beach with no foundations”.
This brings me to two crucial lessons I’ve learned:
1. Sometimes the most strategic thing you can do is stop trying to be strategic and focus on getting your basics right.
2. The best leaders aren’t the ones who know everything (because let’s face it, no one does) – they’re the ones who understand their gaps and are willing to address them.
This is where my Club Foundations Health Check becomes crucial – not as another task on your already over overwhelming to-do list, but as a clear way to understand where your Club is really at and what needs to happen next.
The Club Foundations Health Check
I truly wish I’d developed this tool when I first started out in community sports administration – a straightforward way to assess where your Club stands with its essential operations.
The Club Foundations Health Check looks at three key areas:
1. Must-Haves: Your Club’s Non-Negotiables
For example, having clear committee roles and responsibilities documented. Without this basic structure, even the best strategic initiatives can fall apart.
2. Should-Haves: Your Club’s Growth Areas
Like a volunteer management system. It might be simple to start with, but having A system is better than NO system.
3. Nice-to-Haves: Your Club’s Aspiration List
Such as a long-term development pathway for players and officials. These elements help take your Club from good to great.
A little snippet of wisdom I often share with Club leaders eager to jump into strategic planning: If you're missing more than two MUST-HAVES, that's your strategic plan right there. Focus on building these foundations first. They're critical to your Club's survival and success.
✅ The Club Foundations Health Check toolkit is available for you to download - just read on and you’ll find the link at the end of the article.
Three Practical Approaches to Strategic Planning
So, your basics are in order and you’re ready to jump in to some strategic planning. For you, and our other time-poor Sports Club leader colleagues, I’ve developed three distinct strategic planning methods for community sports clubs. Let’s run through each of them.
1. The 90-Minute Method: As quick as watching three episodes of Ted Lasso!
The 90-Minute Method of strategic planning is designed to help busy Club Committees create clear direction without getting bogged down in lengthy processes. It focuses on making key decisions quickly while ensuring each Committee member’s voice is heard.
Best suited for:
• Small Clubs (under 200 members)
• New committees finding their feet
• Limited volunteer capacity (under 10 active volunteers)
• No paid staff
• Basic operational systems
• Immediate need for direction
How it works:
Quick session prep + 90 minutes focused planning
• Preparation: Quick data gathering and 3-question survey to committee
• Session 1 (30 mins): Where are we now?
• Session 2 (30 mins): Where do we want to be?
• Session 3 (30 mins): How will we get there?
Real World Example:
A local netball Club with 120 members and an all-volunteer committee uses this approach when they realise they’re making decisions week-to-week without any clear direction. In just 90 minutes, they identify their top three priorities for the year ahead and assign clear owners to each action. The result? Within three months, they have implemented a new registration system, recruited two new coaches and started a junior development program – all aligned with their newly defined direction.
2. The Questions Approach: Dig deeper without losing your mind!
The Questions Approach breaks down strategic planning into four-focused sessions, each tackling a fundamental question about your Club’s future. This approach helps reduce overwhelm by dealing with one key questions at a time, whilst allowing for reflection, research and stakeholder input.
Best suited for:
• Medium-sized Clubs (200-500 members)
• Established committees
• Moderate volunteer base (10-20 active volunteers)
• Mix of experienced and new committee members
• Some operational systems in place
• Ready to think longer-term
How it works:
Four 90-minute sessions, spaced over 4-6 weeks.
• Session 1: Where are we now?
• Session 2: Where do we want to be?
• Session 3: What's standing in our way?
• Session 4: How will we get there?
Real World Example:
A suburban football Club with 350 members and a mixed committee of long serving and new volunteers uses this approach to break through years of "we've always done it this way" thinking. By focusing on one question at a time, they engage both experienced and new voices. The structured approach helps them identify that while their junior program is thriving, they are losing players in the teenage years. This leads to the development of a clear pathway program and social competition option that stems the loss of teenage players.
3. The Building Blocks Approach: Many hands make light work!
The Building Blocks Approach is a comprehensive strategic planning process for Clubs with strong foundations, a large member base and a real appetite for growth. It requires a level of sophistication amongst the Club leadership group and a genuine commitment to invest in the process. It also helps to have a facilitator.
Best suited for:
• Larger Clubs (500+ members)
• Multiple sub-committees
• Larger volunteer base (20+ active volunteers)
• Some paid staff support
• Established operational systems
• Complex stakeholder environment
• Need for comprehensive planning
How it works:
Five building blocks that can be completed sequentially or simultaneously
• Block 1: Current State Snapshot (One 2-hour session)
• Block 2: Member Voice (2-3 weeks data gathering)
• Block 3: Future Focus (One 2-hour session)
• Block 4: Action Planning (Multiple 1-hour sessions)
• Block 5: Review & Adjust (Monthly 30-minute check-ins)
The key difference? Each block can be delegated to different groups or individuals, allowing for thorough planning without overwhelming any single person.
Real World Example:
A metropolitan swimming Club with 800 members, multiple programs and three paid staff uses this approach to develop their three-year strategy. Instead of trying to get everyone together for multiple sessions (virtually impossible with their busy schedule), they divide the work:
• The executive committee handles Block 1
• A parent volunteer with research experience leads Block 2
• The head coach and program managers tackle Block 3
• Each sub-committee develops their action plans for Block 4
• The Club manager coordinates Block 5
The result? A comprehensive plan developed over three months without excessive demands on any individual. More importantly, because different groups are involved in its development, they have strong buy-in for implementation.
Overcoming Common Roadblocks
OK, deep breath, there’s a lot to consider, I know. And I also know you’re probably thinking about all the reasons strategic planning just won’t work within your Club. I’ve covered off some of the common objections below and provided a couple of thoughts on how to navigate them.
"We don't have time for this ..."
Reality Check: You're already spending time putting out fires and dealing with crisis after crisis. Strategic planning isn't about finding extra time - it's about using your time better.
Quick Fix: Start with the 90-Minute Method. It's like putting your Club's GPS on while you're driving - better to take a quick look at the map than keep driving in circles!
"But our committee changes every year ..."
Reality Check: This is exactly why you need a plan! Think about it - what's harder for a new committee member: walking in with no direction, or having a clear roadmap of where the Club is heading?
Quick Fix: Keep your plan on one page. Seriously. One page that clearly shows where you're going and why. And perhaps you could also include ‘Succession Planning’ as one of your strategic priorities. NB. I’ll be sharing a great tool for this in the future.
"We tried planning before, but nothing changed ..."
Reality Check: Been there! Plans gathering dust in someone's inbox don't help anyone. The problem usually isn't the plan - it's how we try to implement it.
Quick Fix: Focus on quick wins first. Nothing builds momentum like crossing things off the list. Start small, celebrate wins, build confidence.
"Our volunteers will never engage with this ..."
Reality Check: Your volunteers are probably already thinking about the Club's future - they just might not call it 'strategic planning'.
Quick Fix: Start with what bugs them about current Club operations. Sometimes the best strategies come from solving everyday irritations. And call it something else if you must – how’s “Club Game Plan”?
"We’re not big enough to worry about strategic planning ..."
Reality Check: Actually, smaller Clubs often need direction more so than larger ones. Recent research shows that 24% of small Clubs considered closing in 2023. If your Club is one of these, you need a plan.
Quick Fix: Use the 90-Minute Method to focus on just three priorities for the next six months. You’ll be amazed at home much clearer your decisions become.
“AE” Tips for Success
1. Perfect is the enemy of done: Stop striving for perfection. A simple plan that people understand and use is worth far more than a 50-page, beautiful document gathering dust somewhere.
2. Start where you are: Begin with your current reality, not where you think you should be. Understanding your Club’s true starting point – strengths, gaps, warts and all – sets you up for realistic planning and achievable progress.
3. Keep it real: Most Clubs can only effectively focus on 2-3 major priorities at once. Try to tackle everything and you'll likely achieve nothing. Pick only a few battles.
4. Build as you go: Take it step-by-step. Your plan should be a living document that grows and evolves with your Club. Don’t wait for everything to be figured out before you start moving forward.
5. Show it off: Create a one-page summary and share it widely. Better yet, turn it into a simple scorecard that you review every committee meeting. What gets seen gets done.
6. Celebrate progress: Document and share your wins, no matter how small. Nothing builds momentum like success.
What’s Next for You?
🔽 Download the Club Foundations Health Check and be honest about where you're at. This practical tool will help you assess your Club’s current position, identify the areas that need attention and prioritise.
Complete the Club Foundations Health Check first and then consider whether you’re ready for a strategic planning project.
What’s Next for Me?
Over the next few days, I’ll be releasing help guides for the first two planning approaches I’ve introduced you to in this article – the 90-Minute Method and the Questions Approach. Keep an eye out for these via email - make sure you’re subscribed so you don’t miss out.
And then we’re moving on to Article #2 - ‘The Modern Sports Club Business Model: Moving beyond the traditional ‘registration fees and sausage sizzle’ approach to create sustainable, diversified revenue streams’.
Let's Keep the Conversation Going
What other tools or information would help with your sports leadership challenges? Share your thoughts in the comments below, DM me on social media or reach out to me at alexandra@alexandrael.com.
Follow me on Facebook, Instagram and LinkedIn for tips and tools and don't forget to subscribe to my Substack for more in-depth guidance.
AND … look out for The Sports Club Collective Group – your community of grassroots sports leaders. Launching soon on Facebook! Can’t wait …
👉 If you missed it earlier, click here to download your Club Foundations Health Check toolkit.