SPO20002: Manly Pool Strategic Plan 2018-2021 Analysis Report

This report presents a strategic plan for the Manly Pool, located in Brisbane, Queensland, outlining its mission to develop the youth through swimming and its vision to instill high-character athletes. The plan encompasses a detailed environmental snapshot, identifying factors such as the region's swimming culture and increasing competition. It includes a SWOT analysis, highlighting strengths like high-quality staff and weaknesses such as the small pool size. Four key objectives are defined: attracting and retaining human resources, developing the strategic planning process, upgrading the heating system, and reducing operational costs. Each objective includes key result areas and recommended strategies, such as employee engagement and cost-effective resource utilization. The plan also addresses the club's positioning in the community and identifies its resources, such as qualified coaches and a well-maintained website. The report concludes with a summary emphasizing the pool's growth potential and the importance of addressing weaknesses and threats to achieve its goals. References to supporting research are also included.

Running head: SPORTS MANAGEMENT
Manly Pool
Strategic Plan
2018 - 2021

SPORTS MANAGEMENT
CLUB DETAILS
Name- Manly Pool
Address- 1 Fairlead Cres Manly 4179
T: 3396 2578
Club location- Brisbane, Queensland
Website-manlypool.com.au
HISTORY AND PROFILE
The Manly Pool is located on the foreshore adjacent to Marina and is perceived as an idea
place to cool off. The manly pool houses a wading pool with play features for the kid’s; it also
houses a 25 meter outdoor pool with an access ramp and waterslide. The pool offers
learning classes for swimming and squad swimming. There are various classes of the
swimming pool which are as follows:
 Aqua
 Masters
 Swimfit
 Mini/Junior squad
ABOUT THIS PLAN
This strategic plan has been developed by a forum representing members of the Manly Pool
where common goals are documented in areas of Environment, Targets, Positioning and
Resources.
The plan then focuses on a SWOT analysis and identifies 4 major objectives of Manly Pool
and actions. This strategic document is then supported by 3 year rolling plan that serves as
a tool to achieve the clubs goals in the next 3 years.
MISSION STATEMENT
Develop the youth of our community though swimming.
VISION
Instill high character athletes and inspiring them to pursue their potential.
OBJECTIVES
1. To attract and retain high quality human resources
2. Developing the strategic planning process of the swimming pool.
3. Upgrading the heating and induction system of the swimming pool
4. Reducing the costs associated with the operations of the swimming pool.
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SPORTS MANAGEMENT
KEY RESULT AREAS
These areas have been identified by the Club as being key areas for future development: Human Resources Planning Systems Operations
ENVIRONMENTAL SNAPSHOT
This strategic plan is prepared with the consideration of the environment as it can be
perceived at the time of writing. It is vital to highlight the issues in the general environment
that Manly Pool operates in and the relevant targets, resources, competitors and finally the
positioning of the Club in the community. A summary of these factors includes;
General Environment
 A strong swimming culture is associated with the region where the swimming
pool is located.
 Located in a non-growing area of the region where the swimming pool is located.
 Presence of a large number of schools in the region where the swimming pool is
located.
 The number of competitors in the area is increasing slowly.
 The residents of the region are fitness and health concern in nature.
 As stated by Rosca (2014) the residents of the region value trust and
relationships in order to commit their loyalty to an individual or entity.
Targets Potential and Current Swimmers Former players and leaners Sponsors Queensland Government School and other fitness clubs Business community Guardian of current and potential learners.
Positioning
 The club which has strict safety restrictions in place for all their learners
 A club with optimal fees structure.
 A friendly swimming pool club with good market reputation.
 A kid’s friendly swimming pool club with several amenities.
Our Resources
 Highly qualified coaches and instructors.
 A well informed and well maintained website of the swimming pool.
 Effective management committee in place.
 High brand image in social media platforms.
 Top quality beverages and refreshments available for the learners and guardians.
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SPORTS MANAGEMENT
SWOT ANALYSIS
STRENGTHS High Quality Staffs Ability of the staffs to self-actualize The swimming pool is popular among the
public Good level of attendance Swimming levels popular and high quality The pool is of sensible size and cheap to
maintain Swimming on curriculum of primary
schools
WEAKNESSES The pool is too small for competitive
swimmers, clubs, masters and triathlon. The heating and filtration system of the
pool is old and requires attention. The pool is heated by oil which is
expensive in nature likely to continue to
rise in price. No evidence of onsite strategic
management. Higher rate of employee turnover. The changing room and associated
facilities are basic in nature and it requires
repairs
OPPORTUNITIES Larger number of older population who
seek fitness development Younger generation demands advanced
gym facilities. As stated by Kunkel, Doyle and Funk
(2014)Availability of Grants for
environment friendly heating and
insulation. Lower heating costs if right equipment is
fitted. Demand for expanded gym and fitness
studio. Potential collaboration with local schools Greater interest in health and fitness
THREATS Inability to get medical collaboration. High rate of staff turnover Possibility of a future takeover by other
groups Increasing competition from new entities.
OBJECTIVE 1 - To attract and retain high quality human resources
Key Result Areas
 Human Resources
 Employee Productivity
 Employee Retention
Strategies Recommendations
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SPORTS MANAGEMENT
1. Focusing on employee engagement  As opined by Del Prado, Tuero, and
Boto (2015) harnessing new ways to
give and receive feedbacks. Focusing on engagement at local and
organization level Using the right employee engagement
survey
2. Building a loyalty induced organization
culture Valuing the feedbacks and views of the
staffs. Involving the employees in the decision
making process. Providing adequate growth opportunities
for the growth and development of the
employees.
3. Creating potential networks  Using social media to attract top talents. Utilizing physical networking events. According to Seifried (2014) developing
partnerships with talent recruitment
organizations.
4. Knowing the offerings of the competitors  Following the website of the competitor
companies. Collecting feedback from the employees
of the competitive companies.
OBJECTIVE 2 - Developing the strategic planning process of the swimming pool
Key Result Areas Strategic Planning Forecasting Continuous Improvement
Strategies Recommendations
1. Thinking past the strategic plan.  Having a clear idea regarding the
resources of the swimming pool. Having a clear idea regarding the
capacity of the swimming pool. As stated by M2 Presswire (2015)
determining the priorities which will help
the help the swimming pool to achieve its
goals.
2. Prioritizing the communication process.  Developing a communication strategy. Using latest technology in order to
develop the communication process.
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SPORTS MANAGEMENT Making the communication process
transparent in nature.
3. Involving the employees of the swimming
pool in the strategic planning process. Seeking feedback from the employees of
the swimming pool. As opined by Huang (2018) increasing
collaboration among the staffs of the
swimming pool at all levels. Incorporating employee committee in the
strategic planning process of the
swimming pool.
4. Developing plans based on data and not
on assumptions Gathering of adequate data. Analysis of collected data. Taking decisions based on the results of
the data analysis.
OBJECTIVE 3 –Upgrading the heating and induction system of the swimming pool
Key Result Areas Resource Efficiency Continuous Improvement Resource Utilization
Strategies Recommendations
1. Utilizing solar power of the heating and
induction system. Installing solar panels for heating and
induction purpose. Using other renewable sources of
energy. Improve the resource efficiency process
of the swimming pool.
2. Implementing a risk management strategy
in place for the heating and induction system Analyzing the risks. Identifying the outcome of the risks. Developing risk management strategy.
3. Developing alternative cost-effective back
up strategy Identifying alternative strategies. According to Lysias (2014) analyzing
the cost effectiveness of the current
strategy. Analyzing the cost effectiveness of the
alternative strategies.
4. Analyzing the resource requirement for
the heating and induction system. Analyzing the resources required for the
tasks. Checking the availability of the resources
in the swimming pool.
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SPORTS MANAGEMENT According to Kauppi, Moxham and
Bamford (2013) analyzing the capacity
of the swimming pool based on the
resource requirement.
5. Using green technology for the heating ad
induction system in the swimming pool. Identifying several green technology
options. As opined by Horner (2016) analyzing
the costs associated with the
implementation of green technology. Analyzing the benefits associated with
the adoption of green technologies.
OBJECTIVE 4 –Reducing the costs associated with the operations of the swimming
pool.
Key Result Areas Operations Management Acquisition Strategy Local Sourcing
Strategies Recommendations
1. Appointing a new manager in the
swimming pool to oversee the operations of
the swimming pool Advertising through various sourcesin
order to attract top candidates. Defining the job role in a detailed
manner. Defining the requirements in a well
detailed manner
2. Complying with various quality standards
regarding selection of various equipment of
the swimming pool. Identifying which quality standard is the
most suitable for the equipment of the
company Identifying the costs associated with
implementation of the quality standards. According to Choi (2016) providing
training to the employees regarding the
new equipment of the swimming pool in
order to ensure its effectiveness.
3. Sourcing products from local suppliers.  As stated by Jinga and Iacobini (2016)
developing sound relationships with local
suppliers. Identify the appropriate supplier which
suits the requirement of the swimming
pool. Checking the products with necessary
quality standards.
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SPORTS MANAGEMENT
4. Cancelling unused services offered by the
swimming pool to their customers. As stated by Edwards (2016)
conducting internal audit in the company. Identifying the revenue generating
services offered by the swimming pool. Identifying the non-profitable services
offered by the swimming pool.
SUMMARY
While preparing the strategic plan for Manly pool it can be analyzed that the current
scenario to which the swimming pool belongs, supports the future growth and
development of the swimming pool. There is high growth potential for the swimming
pool in the region of Brisbane, owing to the growing consciousness among the
residents of the region regarding well- being and remaining fit. The Manly pool must
focus on combining its strength and opportunities in order to address its weakness
and threats which will help in accomplishing the needs of the swimming pool.
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SPORTS MANAGEMENT
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