WEXFORD FC Strategic Plan - 2017 2021 "
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WEXFORD FC Strategic Plan 2017 """""" 2021
CONTENTS
Introduction 4
Mission Statement 5
"CAN DO" Values 6
Objectives 7
STRUCTURE 8
ACTION PLAN 10
PArtner clubs 12
Football for all 13
Financing Wexford FC into the future 14
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3Mission
statement
, r u n b y v o lu nteers,
a r e a c o m m u n it y c lu b f a c il it ie s ,
We h e b e s t o f
o s e a im is t o p r o v id e t t u n it ie s
wh a n d o p p o r
v e lo p m e n t
Introduction
in g , d e
co a c h
p le in t h e S o uth East,
fo r y o u n g p e o t h e ir p o t e n t ia l a n d
o t h a t t h e y c a n re a c h h e c o u n t r y.
s t le v e l in t
Wexford launched its first ever SSE Airtricity League of Ireland club in It is to the credit of all our volunteer staff, that we have achieved
f o o t b a ll a t t h e h ig h e s
2007, and now Wexford Football Club seeks to strengthen itself using the our successes so far. This is particularly the case in the context of the p la y
pillars set out in this five-year plan. We aim to consolidate our position external environment presenting the most challenging economic and
as a progressive, family-friendly and fully sustainable entity at the high- financial circumstances faced in the history of Irish football. Our am-
est level in Irish football. bition is to grow and improve holistically as a club for many seasons to
In our Strategic Plan 2017-2021, we will clearly set out the club’s come.
goals and action-plan within a framework of five clear values – “CanDo” This plan is intended as an organic, evolving document and will be
– Community, Ambition, Nurturing, Development, Openness. updated regularly to reflect new aims and objectives.
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5"CAN DO"
WEXFORD FC VALUES
Objectives OF WEXFORD FC
1. To become known as a truly community club with our facilities 5. To provide the facilities and playing surface to rival any football
open and available to a wide range of players and participants. club in the country.
• Community – to be fully integrated with, to be seen as an asset in, to be embraced and 2. To find, encourage, nurture and develop the best of football talent 6. To cherish and treat all talent equally, regardless of gender, colour,
in Wexford and the South East, so that they may reach their full creed or sexuality and become known as an open, inclusive and
supported by the community we live in. potential. diverse club.
3. To achieve financial stability and have a sustainable financial model 7. To ensure Wexford FC takes a position at the heart of the social
• Ambition – To play and be competitive at the highest level possible for each League of into the future. community of County Wexford. We will make our club a fami-
4. To build strong relationships with all the local stakeholders, ly-friendly and enjoyable place for all people of our locality.
Ireland team in the club. players, their families, our supporters, local junior clubs and the 8. To promote womans soccer in the region and continue to build on
Wexford Football League, the business community, local influ- the success of our womens team – 2 times winners of the Conti-
• Nurturing – To give complete support and nurturing to the large number of volunteers at encers. nental Tyres Womens National League
the club, to ensure it is run in a professional manner.
• Development – Every young boy or girl who joins our academy or one of our squads will
be given every opportunity and encouragement to become a better player and a better
person.
• Openness & Inclusivity – We cherish all participants equally, regardless of gender, colour,
creed or sexuality.
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7STRUCTURE FUTURE OF WEXFORD FC
• To be owned within the community, run by a committee of committed,
hardworking volunteers, who are to be elected/re-elected annually by
AGM.
• The annually elected club committee will always keep the best interests
of the club as a whole at heart, and will not be motivated by self-inter-
est.
• Committee tasks to be evenly allocated & distributed, with responsibili-
ties allocated, head & sub-head, in the following key areas:
• Secretary and admin
• Finance
• Operations
• Sales & Marketing
• Events
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WEXFORD FC Strategic plan 2017 """""" 2021
9ACTION
PLAN
• To convert the club into the co-operative/community owned model, with members to • To implement a Sponsorship liaison role to ensure all of our sponsors see and realise a
contribute a monthly membership fee, which entitles each to one equal vote on elec- return from their investment in the club, no matter what level. (Objective 3 & 4); Time-
tions of officers or key strategic decisions via EGM. (Objectives 1 & 3); Timeline – By line – For the 2018 season.
Nov 17.
• To ensure all of our actions and initiatives honour our complete commitment to
• To leverage off committed FAI funds, Capital Sports Grants and whatever other treat all players equally regardless of gender, colour, creed or sexuality. (Objec-
grant funding might be available to continuously improve our facilities year on tive 6); Timeline – Ongoing.
year. (Objective 5); Timeline - Ongoing.
• To increase the number of social, inclusive and family-friendly events at our club. To
• To seek entry into the FAI Football for All programme and design and implement a introduce the role of “Events Officer”, who’s sole focus is to host non-matchday events
coaching/playing programme for children with special needs. (Objective 1); Timeline – revolving around Wexford FC (Objective 7); Timeline – Ongoing
By Sept 17.
• To ensure we continue to expand our fan base and reach to neighbouring coun-
• To find, nurture and develop the best of coaching talent and potential in the area, ties such as Carlow and Wicklow. We have developed partnership agreements
so that we can maximise the potential of our players at all age groups. (Objective with various clubs this year and we are seeking to expand on this iniative which
2); Timeline - Ongoing. not only have improved relations with clubs but also helped us to nuture young
talent (Objective 2) Timeline – Ongoing
• To find, nurture & develop the best of players of all age groups in the area. (Objective
2); Timeline - Ongoing. • We aim to secure long term commercial partners which will help us maintain a steady
footing and be able to compete with other clubs at national level (Objective 4); Time-
• To work with, understand and respect the needs of Wexford Football League & line – Ongoing
Wexford Schoolboys League and use our involvement in the stadium manage-
ment committee to further our relationships. (Objective 4); Timeline - Ongoing.
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11Partner Football
Clubs FOR ALLTo increase the level of participation the availability of foot-
ball to all, we will apply to become an FAI Football for All club and
will commence by, in conjunction with Collective Sensory Group,
During the 2017 season Wexford FC delivered on introducing tailored coaching and development for a group of
one of its key long-term goal – introducing a successful children with special needs.
“Partner Clubs” programme. This year, we welcomed We consider this an important element of ensuring Wexford
Vale Wanderers, Wexford Celtic and Gorey Rangers as FC acts as a positive force in the community of County Wexford &
members of the Wexford FC football family. We are de- the South East, and work is already underway to ensuring this is
lighted to integrate them as partners in our club, and we executed the highest standard possible with the resources avail-
hope to improve our programme and include more clubs able to us.
in the near future.
We believe that this programme improves the pro-
file of Wexford FC in County Wexford and the South-East
area, as well as introducing more clubs to the highest
level of football in Ireland – the SSE Airtricity League. We INCREASING
PARTICIPATION
believe this is an important and valuable element of our
club’s operations for 2017-2021.
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13FinanciNG INCOME
INTO THE
FUTUREIt is vital to the future success of Wexford FC that
the club is financed sustainably and securely for the
years to come. We are focused on income generation
and cost management in an effective and stable man-
ner. We believe that moving the ownership of the club
to within the community is crucial to this objective.
We need to create the environment whereby we
can focus on long term objectives vs the short term
cashflow issues. The twin benefits from the co-op-
erative model, i.e. the monthly contributions from
Expenditure
members plus the increased appeal to the business
community from being a publicly owned, not for profit
organisation, will go a long way to facilitate this.
For illustrative purposes the following is a repre-
sentation of the Sources & Uses of club cash based on
the budget for the current season
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15www.wexfor dfc.ie
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