The Dunbar Soccer Association developed a strategic plan in May 2005. The plan is presented below. In addition, a flow chart showing implementation for 2006-2008 is also attached as an Adobe Acrobat file.

Flow Chart - Strategic Plan 2006-2008

Strategic Plan

(MAY, 2005)Executive Summary

Dunbar Soccer Association ("Dunbar") intends to adopt and implement a strategic plan (the "Plan") which will codify a mission statement and set specific operating goals for the next five years. We currently operate without such a plan and, as result, have experienced and continue to experience operational difficulties in the delivery of our services.

I Background

Over the past 5 years, Dunbar has experienced unprecedented growth in its player base. A number of factors have contributed to our growing numbers including a dramatic increase in the number of girls playing the sport and the introduction of a U6 program.

Several attempts have been made to improve the quality of our programs, the most significant being the hiring of a professional head coach and the establishment of a formal structure for house league training.

While these measures have certainly added to the overall soccer experience of our membership, serious deficiencies exist in our infrastructure which, if not addressed in the immediate future, will result in a stagnation of our growth and a decline in the quality of our programs.

II Summary

The key areas which are being prioritized for reform are:

1. Corporate Governance Structure: The existing board/executive should be restructured to delineate board level functions versus operational roles. Our membership needs to be more clearly defined. Standing committees and sub-committees need to be created in key areas to deliver services to the membership. With a revised structure in place, Dunbar will be able to attract more high profile persons to our board and enhance the prestige of the organization as well as streamline the delivery of services. Dunbar is expected to be restructured initially as set out in Schedule "A".

2. Formal Merger Arrangements: We should seriously examine a formal merger with other west side clubs at various levels including a full integration of house league training and the creation of a west side metro team for our more skilled players. By integrating, we create options for our more skilled players to train and play close to home and to avoid commuting to outlying areas to seek higher level training. It will also create more playing options for those who whish to remain recreational players. In respect of facilities, a formal merger will enable much more aggressive planning for all other aspects of the Plan including additional artificial turf playing fields and a clubhouse.

3. Capital Plan: Dunbar should look to build a clubhouse which will not only provide a storage facility for much of our equipment but also provide a central meeting place for our membership. It should provide classroom facilities for both team and coach training as well as for recreational use. Dunbar should also address a long term strategy for securing and expanding its own training facilities including a litartificial turf field (with or without partners) and a more efficient use of our existing facilities. By creating and owning our own facilities, we significantly enhance the delivery of our services.

4. Delivery of Services: We must adopt new methods in how we deliver equipment and information to our players and team officials. Coincident with this, we should look to increase the number of paid staff we have to help deliver these new services. We should examine a tiered fee structure for high performance players and to expand the role of the head coach to deal with paid coaching arrangements. We should also look at issues such a registration cap. We will also be looking to adopt a Player Development Model along the principles as set out in Schedule "B".

5. Financing: Finally, it is imperative that we review of our current funding sources, prepare a budget to accommodate the various proposals and develop a long term financial plan to pay for all of our changes. We should be prepared to look at issues such as additional gaming monies, tiered fee structures and whether we should seek some form of charitable status so as to attract receiptable donations. We should also consider debt instruments such as mortgages and bonds.

III Implementation

The Plan will be implemented in stages through various structural and policy changes. Our membership will be consulted on significant matters and, if necessary, formal approval in the form of a vote will be sought. We expect to implement the first stages of the Plan relating to restructuring the executive by the end of June, 2005 with additional changes on a quarterly basis thereafter. We believe the Plan, once fully implemented, will elevate Dunbar into one of the premier soccer clubs in the Province of British Columbia.

Schedule "A"

Proposed Corporate Governance Structure

The board of Directors/Executive Committee should meet monthly during the winter soccer season and as required during the off-season. The Subcommittees can meet as required but not less than 4 times a year. Each Sub Committee will have between 5 to 10 persons depending on needs.

Schedule "B"

Dunbar Soccer Association

Player Development Model

The Dunbar Soccer Association Play Development Model is based on the following guiding principles:

1. Player who experience improvement in their skills and abilities have more fun and enjoy the sport based on the ability to apply their improved skills with confidence.

2. Players improve most and gain confidence when they are in a comfortable environment that challenges them at a level appropriate to their ability; not overly challenging and not too easy.

3. The most effective method of developing and improving the skills of all levels of players is to place players of similar ability and mentality together.

House League programs, divisional team selection and extra-curricular training will all be designed to incorporate and apply these principles. The Club Head Coach will be responsible for implementing the Player Development Model.