SUFC Strategic Plan | ‘Towards 2020’

Executive Summary


Selwyn United football Club (SUFC) was formed in 2013 through the amalgamation of Rolleston and Ellesmere Football Clubs. In 2015 Malvern Football club was also consolidated into the Club, making it the single Football Club in the Selwyn District.

Winter membership alone has increased to over 1100 players, making SUFC the second largest football club in Christchurch and the South Island. Various initiatives have seen the club expand into Community Recreation and Participation Football, Football in Schools, Futsal, and ‘Lifestyle’ Football products.

Its Mainland Football/NZ Football recognised Selwyn Talent Centre programme provides a pathway into the NZF Talent Perform pathway at national level.

In 2016 SUFC moved to Foster Park as its primary venue in Rolleston, maintaining hubs in West Melton, Lincoln, and Leeston, with provisions for future re-establishment in Darfield and other rural centres.

There has been an enormous amount of volunteer time and effort provided over the years to develop the club’s facilities, governance and club culture. The club is currently being operated by a very committed and professional Board supported by a management committee structure that will continue to develop a high quality football environment for all involved in the sport.

After extensive consultation with a broad range of internal and external stakeholders, and membership survey in August 2016, SUFC’s Strategic Plan ‘Towards 2020’ was adopted at the 2016 AGM.


This plan outlines the Club’s:


Vision: ‘To provide a high-quality football environment regardless of a player’s motivation or ability’

Purpose:  ‘To provide opportunities for our community to enjoy, play, learn and excel through football.’


The plan is underpinned by 4 pillars which will guide the direction of our Club’s Vision and Purpose for the next 4 years:


1.  Quality Recreation, Participation and Talent Development Opportunities.

2.  Quality Experiences.

3.  Quality Partnerships.

4.  Quality Governance, Leadership and Administration.


Although the goals and their respective targets will be challenging for the club to implement, we believe they are achievable through this Strategic and supporting Operational Plans.




We would like to acknowledge the contributions of the following individuals and organisations in the development of this plan:


Gerard de Rooy | SUFC President

Andrew Harper | SUFC Secretary and Life Member

Martin Allen | SUFC Sport Development Officer and Life Member

Michelle Marshall | SUFC Board member

Stan de Rooy | SUFC Board member

Kylie Cosgrove | SUFC Board member

Lee Padmore | SUFC Director of Football

Julian Bowden | Mainland Football CEO

Alan Walker| Mainland Football Development Manager

John Reid | Selwyn Sports Trust / Selwyn District Council

Jon Derry | Sport Canterbury


We also thank all those that took the time to complete our Survey ‘Towards 2020’.

The Survey’s findings provided the club with invaluable information to set out the Club’s Vision and Purpose, and a mandate to develop the operational framework to achieve the club’s goals.



Our Strategic Goals


Four pillars set out the strategic goals that will guide the direction of the club ‘Towards 2020’.

These goals are challenging but necessary to develop our Club into a financially sustainable NZF licensed “C/CY” Club, which will provide;


  • A high-quality football environment regardless of a player’s motivation or ability.
  • Opportunities for our community to enjoy, play, learn and excel through football.


Our Club & what we do:




The Four Pillars underpinning our Strategic Goals


1.  Quality Recreation, Participation and Talent Development Opportunities.


To provide quality Recreation, Participation and Talent Development opportunities the Club recognises the various reasons why people participate in Football. It has set out goals to develop ‘LifeStyle’ Football products, Social and Competitive Football, Futsal, Football in Schools, Local access to grassroots programs.

To deliver quality, the club needs to invest in improving both the quality and quantity of NZF accredited coaches. Alongside formal coach education, the quality of coach mentoring is to improve throughout the club.

As the club incorporates multiple teams in most age groups, it is vital that all coaches understand their role and have the skills and capacity to effectively coach their team and follow to club’s playing and development phylosophy.  A development program will be implemented to support coaches through accreditation progression, skills sessions, resources, networking and assistance to provide an enjoyableand positive environment.

For those that want to extend themselves, the club needs to further develop and communicate more Skill and Talent Development pathways for players, coaches and referees.




2.  Quality Experiences.


To provide the best football experiences regardless of ability or age across the club, it is important that quality is not compromised by participant growth. To effectively cater to the club’s large membership base it is imperative to attract and manage an efficient team of volunteers.

Prioritising and investment in coach education, training and mentoring as part of a coaching pathway for is vital for the ‘on grass’ quality.

A management strategy to recruit, train and retain the required number of coaches, managers, referees and administrators (paid and volunteer) is to be developed to provide quality experiences at every touch point.




3.  Quality Partnerships.


Strong relationships with key stakeholders will ensure all involved in football an opportunity to succeed.

Creating and maintaining sound relationships with all facility providers will ensure grounds are of a high standard and fit for purpose. To continue to improve the quality of the club’s facilities throughout the Selwyn District and encourage further club, community and school participation, there are a number of grounds that may increase the capacity of the club at outlying centres as and when required.

By working closely with Mainland football at Federation level and NZ Football at a National level, programme delivery and quality will be aligned.




4.  Quality Governance, Leadership and Administration.


A regularly reviewed governance model will provide a sound foundation for future planning and risk management.

To ensure the club continues to comply with required legislation, their duty of care for all members, operates sustainably and efficiently and can effectively manage a significant group of players, volunteers, parents and stakeholders, it is important that relevant policies and protocols are formulated, communicated, updated and utilised.

For the club to continue to develop its reputation, brand and identity as a professionally operated organisation, it will be important to ensure positive partnerships with stakeholders and an effective flow of communication with club coaches, volunteers, players and parents.

Regular and clear communication will be achieved through a number of systems including newsletters, emails, website, social media and flyer distribution.

With grant funding becoming harder each year, the club needs to exercise prudent financial management and grow sustainable revenue streams.

To effectively implement the club’s future development goals, there needs to be a focus on maintaining and increasing revenue in both the short and long term. This will be achieved predominantly through user-pays programs, sustaining and increasing sponsorship opportunities and implementing fundraising events to gradually reduce reliance on grant funding.



SUFC|Board – December 2016