The following is Forever Bury’s strategy review completed on 24 November 2003 and written by Andy Barlow and Brian Richardson.

1 Purpose Of This Document

The purpose of this document is:

1. as a formal strategy review of Forever Bury
2. as an introduction to Forever Bury and its vision for those individuals identifed with the experience and skills to successfully enact the vision
3. to outline the position of Forever Bury within the future administration of Bury Football Club

2 Forever Bury Overview

2.1 The Supporters Society

Established in April 2002, Forever Bury sought to help with the increasing issues facing Buy Football Club. Based on the models suggested by the government initiative, Supporters Direct, a trust was founded with the objectives of:-

– Influence – the formation and running of a representative body for supporters
– Ownership – the acquisition of shares in Bury FC to pool the voting power of individual supporters to further the aims and objectives of the Supporters’ Society
– Representation – securing the democratic election of supporters’ representatives to the board of directors of Bury FC

Forever Bury has secured over 220,000 shares in Bury FC. Approximately 220,000 were received from the SOS Trust in recognition for the hard work done by the supporters in 2002, and over 4,000 donated from existing shareholders.

2.2 Key Achievements

Over the last 18 months Forever Bury has:-

– Membership – currently over 500 and increasing
– Creation of Board – 14 members act as Directors on the Forever Bury board, elected buy the members, standing for a period of 2 years in rotation. The board also co-opts 4 further directors.
– Main Board Director – one elected member sits on the Bury FC Board of Directors, representing the membership of Forever Bury
– Raised £25,000 – through various fundraising activities
– Bought £16,000 of Shares in Bury FC
– Raised the Pro le of Bury FC – positively promoting the image of the club developing strong links between the football club and the local

This document will put forward a vision of the future for the football club and Forever Bury’s position within that. This is encapsulated in a Vision statement. In support of the Vision a series of Mission statements are formulated. Taking the Mission statements, a framework is then suggested culminating in a series of objectives needed to achieve these Missions. Finally a series of recommendations are made for further research and work that will support the Vision.

3 The Vision Statement

Owned by the community……. Sustained by the community…….. Benefiting all sections of the community………..
Our goal is to make Bury Football Club an integral part of the community and a focus for community involvement.

4 The Mission Statements

4.1 Forever Bury Organisation

– to transform Bury Football Club into a leading community club
– to increase the in uence within the running of Bury Football Club by:-
1. acquiring shares in Bury Football Club in line with fundraising activity
2. attain a majority representation on the Bury FC board
– to assist Bury Football Club to regain possession of the Gigg Lane ground

4.2 Finance,Admin and Membership

– to be a self funding organisation
– to buy shares in Bury FC in sums of £10,000
– to explore new revenue streams external to fundraising
– to maximize membership amongst supporters and the wider community
– to maintain an up to date database of members and their information
– to increase the number of ‘active’ members

4.3 PR

– to positively promote Forever Bury as a mutual organisation in support of membership
– to create and maintain relationships between Forever Bury and local business to other members unrivalled value through the discount scheme.

– to actively promote Bury Football Club to the local community, businesses and authorities
– to actively promote the achievements of Forever Bury through the relevant media channels

4.4 Strategy

– to support the Bury Football Club Board to position Bury Football Club as the leading community based professional football club
– to outline best in class policies from the wider football community
– to identify and approach key personnel with required skills to enable successful implementation of the vision
– to make the football club nancially stable and self financing

4.5 Fundraising

– to liaise with other Bury Football Club commercial activities to create a joint calendar of events
– to carry out major targetted fundraising events throughout the calendar year
– to explore new events for raising money

5 The Objectives

5.1 Finance, Admin and Membership

– the purchase of £20,000 worth of shares by the end of the March 2004
– to reduce bank charges by 25% by end of financial year, March 31 2004
– to raise £4,000 through alternative revenue streams by the end of the financial year
– the publication and dispatch of the monthly newsletter by the end of each calendar month
– to achieve a membership of 650 by the end of the nancial year
– to ensure delivery of membership cards, share certi cates within 4 weeks of application acceptance
– to produce a report researching and identification of current databases in Forever Bury and Bury Football Club by the beginning of December 2003
– identification of 2 new sustainable revenue streams minimum £1,000 per year

5.2 PR

– to obtain sponsorship for the 3 major fundraising events and specified others
– to create a corporate database
– to recruit a further 20 local businesses as part of the discount scheme
– to extend coverage of the Forever Bury Bulletin through local publications
– to ensure at least 30 public appearances by Robbie the Bobby by March 2004
– to formulate and arrange 2 `Fans Forums’

5.3 Strategy

– to create draft outline of business plan by October 16th, 2003
– to create a detailed business plan for the next 5 years by March 2004
– to create Key Performance Indicators (KPI’s)
– to recruit the identified skills and personnel to carry out the strategy by the end of January 2004

5.4 Fundraising

– to raise £20,000 by March 2004
– to create a mutual calendar of events alongside all commercial activities for the next 6 months
– to research and plan 3 major events before August 2004
– to create an agreed set of procedures for creating and operating the joint calendar of events with the other commercial areas

6 The Future Organisation

6.1 Identication of Skills and People

The strategy put forward in this document requires a considerable amount of work. To ensure success in implementation, complimentary skills and more resource will be critical. One of the roles of the strategy team in the coming months is therefore to identify people within the current membership of Forever Bury and from the wider community to have both the relevant skills and time to ensure success.

7 Recommendations

This document has carried out a strategic overview of the current Forever Bury organisation within the 7 `S’ Framework in the areas of Vision, Strategy and Structure. A Shared Vision has been put forward along with the relevant Strategy and Structure. Before proceeding the Strategy needs discussion and ultimately ratification by the Forever Bury Board, a meeting took place on the 15th of September 2003.

8 Further Work

Further work is needed in those areas of the 7`S’ Framework so far unexplored, namely :- Skills, Sta , Style and Systems.

9 The 7 `S’ Framework

The 7`S’ Framework has been developed as a way of thinking more broadly about e ectively organizing a company. Rather than thinking in terms of strategy implementation as a matter of strategy and structure, one must think comprehensively about the strategy and how it works within a variety of other elements.

The seven Ss are:

– Shared vision that which underlie the very reason for the existence of the company. It includes the core beliefs and expectations that people
have of the company.
– Strategy refers to the organization’s objectives and the conscious choices it makes in order to achieve them,such as prioritizing products and markets, and allocating resources.
– Structure refers to the organizational structure,hierarchy and coordination,including division and integration of tasks and activities.
– Systems are the primary and secondary processes that the organization employs to get things done.
– Skills are organizational capabilities that are independent of individuals. Skills are dependent upon the other six Ss.
– Staff is the people in the organization
– Style refers to the unwritten, yet tangible evidence of how management really sets priorities and spends its time.