CASTERTON
K E L P I E A S S O C I AT I O N I N C .
STRATEGIC DIRECTION 2025 - 2030
Mission
To promote Casterton as the Birthplace of the Kelpie for the benefit of the community.
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Contents
Introduction Karen Stephens
I
t is with great pleasure that I present to you the Casterton Kelpie Association Strategic Plan 2025-2030.
Introduction.......................................2 Vision.................................................4 Values................................................ 5 Strategic Pillars..................................6
Our strategic plan is more than a roadmap; it is a reflection of our shared vision, values and aspirations. It represents our commitment to innovation, excellence and the enduring impact we aim to create for the benefit of the Casterton community.
Pillar One...........................................8
This plan is the result of the committee’s collaborative efforts, thoughtful deliberation and a deep understanding of the challenges and opportunities that lie before us. It is designed to guide our actions, inspire us and ensure that we remain steadfast in our mission to achieve sustainable growth and meaningful progress.
Pillar Four......................................... 11
Together, we will turn this vision into reality, by embracing the plan with enthusiasm and purpose and move forward with confidence and a shared sense of responsibility.
Pillar Seven...................................... 14
Pillar two............................................9 Pillar three....................................... 10
Pillar five.......................................... 12 Pillar Six........................................... 13
Critical Success Factors.................... 16 Timeline........................................... 17
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Vision It is 2036…
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We are formally recognised as the custodians of the Australian Kelpie Muster, incorporating Australia’s Premier Working Dog Auction and the Casterton Kelpie Festival.
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We have developed a business case analysis for the Casterton Kelpie Festival, to accommodate increased crowds and traffic flow and will implement as needed.
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We have constructed a permanent facility at Island Park, including an undercover Auction & Demonstration arena – as referenced in the Island Park Master Plan 2025.
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We have secured annual ongoing funding from Local, State and Federal governments to $100k+
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Our governance and organisation structure includes a paid administration manager.
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We have established a Capital Reserve Fund for investment into infrastructure and maintaining our existing facilities, equipment and developing technology.
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We have a constituted base of a minimum of 250 members. The Australian Kelpie Muster is broadcast to a live global audience each year.
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Values
The glue that binds us together
Unity
Progressive
We work together, sharing ideas and information and jointly celebrate each other’s and our associations successes.
We always look to embrace growth, change and meet our challenges as soon as they arise and find adventurous ways to do to strengthen our association.
Transparent
Integrity
We are accountable at all times to each other and our key stakeholders. We tell it as it is, without fear or favor.
We model and expect high standards of behaviour. We support others in their understanding of our required standards. Honesty is a given.
Respect All people, regardless of their background or experience, are treated the same. We are an inclusive organisation where each person is treated equally and with respect.
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Our Strategic Pillars
Pillar
Pillar
Pillar
Sustainable Business Model
Governance and Succession
Facilities and Assets Development
One
Two
Three
5
Pillar
Pillar
Pillar
Pillar
Brand, Media, Marketing, and Communication
Event Development
Membership and Volunteers
Communities, Relationships and People
Four
Five
Six
Seven
6
Pillar
One Sustainable Business Model PLANNED OUTCOMES
KEY INITIATIVES
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Utilised a rolling three-year profit and loss budget and financial accounts
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Establish a Business & Finance Committee (min. 3 people)
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Achieved budget forecasts, including a 15% cash surplus to CKA each year
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Construct a rolling forecast budget for the years 2026, 2027 and 2028.
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Established a rolling (5 to 10 year) Assets Maintenance & Replacement Plan
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Secure annual cash funding of $100,000 + per year through Federal, State and Local Government partnerships
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Established a capital reserve from 2026 through to 2030 to redevelop and reinvest in CKA major development plans and infrastructure
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Provide regular financial budget forecasts, performance & position reports to the Committee
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Achieve financial targets through funding, fund- raising, marketing, promotion and memberships
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Adopt the Annual Budget by October each year
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Engage a part-time Administration Manager on an average of 3 days per week per annum
By 2030, we will have…
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Increased total revenue to a minimum of $400,000 each year
In the next two years, we will…
Established funding, sponsorship and capital raising strategies
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Pillar
Two Governance and Succession PLANNED OUTCOMES
KEY INITIATIVES
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Adopt a Committee Governance Model
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Establish an annual Action Plan to guide the implementation of the Strategic Plan
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Develop an organisation chart, with a draft that also includes a future Committee structure
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Centralise existing CKA documents, and develop new documents for existing plans and activities if required, into an electronic file management system
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Adopt and implement a child safe policy
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Actively recruit committee members, committee assistants and volunteers
By 2030, we will have…
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Reviewed and revised annually the Strategic Plan Implement a revised Governance Structure, including position and task descriptions that ‘spreads the load’ Establish a Succession Plan that nurtures the associations future leaders and existing committee members.
In the next two years, we will…
Update the associations Constitution, including a revised Governance Model Establish a centralised Electronic File Management System for all association documentation
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Pillar
Three Facilities and Assets Development PLANNED OUTCOMES
KEY INITIATIVES
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Appoint a Facilities and Assets sub-committee (min three people)
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Map the future location, facilities & infrastructure requirements for the Australian Kelpie Muster
Develop a Business Case to construct permanent facilities at Island Park which includes an undercover
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Auction and Demonstration arena – as referenced in the Island Park Master Plan
Establish a prioritised and timed schedule of planned infrastructure & capital works
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Prepare for and address the potential for future traffic flow limitations by developing a business case analysis for the Casterton Kelpie Festival
By 2030, we will have…
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Developed and adopted an Infrastructure Masterplan, that addresses current and future needs of the association – Event(s) & Business Operations
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Established cost estimates of the capital works priorities
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Sourced funding and constructed two of the capital works priorities
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Adopted and commenced implementation of a “Going Green” program
In the next two years, we will…
9
Pillar
Four Brand, Media, Marketing, and Communication PLANNED OUTCOMES
KEY INITIATIVES
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Significantly increased media coverage of the Australian Kelpie Muster event, including live broadcasts
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Develop a three year Marketing and Communications Plan, including a social media strategy –recruit or utilise external expertise
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Formally been recognised as the custodians of the Australian Kelpie Muster, incorporating Australia’s Premier Working Dog Auction and the Casterton Kelpie Festival
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Introduce a minimum of three ‘Member News’ podcasts per year
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Commence the process to establish the association as custodians of the Australian Kelpie Muster, incorporating Australia’s Premier Working Dog Auction and the Casterton Kelpie Festival
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Initiate an investigation into potential opportunities for the Casterton Kelpie Association to have a presence within the 2032 Brisbane Olympics
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Review and update our member database software, including functionality and integration
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Review and initiate a promotional signage program
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Develop a three-year rolling Information Technology plan
By 2030, we will have…
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Integrated systems that allow segmented communication with all our members and visitors
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Updated 3 year rolling Marketing and Communications Plan that is revised annually
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Develop a 3-year rolling Information Technology Plan that is revised annually
In the next two years, we will…
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Pillar
Five Event Development PLANNED OUTCOMES
KEY INITIATIVES
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Update and implement event metrics data gathering & reporting systems
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Design an Event Development Strategy
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Collaborate with Government(s) elected members and departmental leaders to assist in the growth & development of the Australian Kelpie Muster and the associations activities
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Research the ‘non muster’ opportunities of ancillary activities such as Tourism, Schools, Dog Training and Education Programs
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Research strategies to increase temporary and/ or permanent accommodation opportunities to support the region
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Include yard dimensions and spectator viewing in the Master Plan design
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Develop Working Dog Auction benchmark metrics, including compliance requirements, standard of dog, numbers, sale prices, auction clearances and vendor feedback
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Consult with potential media partners
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Develop an Induction Program for new vendors
By 2030, we will have…
An Annual Event plan, event survey and data gathering systems and Economic Benefit Analysis to support the growth and development of the Australian Kelpie Muster
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Secured National & Regional Event status
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Obtained ongoing funding agreements with local, State and Federal Governments
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Broadened the activities of the association to include tourism and school based “Kelpie Programs” utilising the new & improved Facilities and Infrastructure Assets situtated at Island Park
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Established Dog Training Schools for Kelpie Working Dogs and general dog behaviour education training at the Island Park facilities
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Constructed undercover demonstration arena
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Maintained the quality standard of ‘auction working dogs’ each year through regular review and utilisation of the Australian Premier Working Dog Auction’s “Working Standards & Checklist”
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Live Streaming of Events, Demonstrations and Auction
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New Vendors each year
In the next two years, we will…
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Pillar
Six Membership and Volunteers PLANNED OUTCOMES
KEY INITIATIVES
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Design, launch and market a Casterton Kelpie Association Membership Package
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Establish a Business (Sponsor) Partnership and Package Strategy, including recruitment, reward, retain and recognition plans
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Develop a Volunteer Management Plan including a Working with Children check
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Establish a Volunteer Recruitment, Retention and Recognition Plan that: identifies & clarifies volunteer roles, jobs and skill sets required; appoints a Volunteer Support role (good communicator/persuasive) to recruit & lead volunteers; limits each volunteer to no more than 2 main jobs; reinforces to volunteers that they don’t have to be on the committee to help the Association and recognises the outstanding contribution of volunteers annually and longstanding
By 2030, we will have…
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Introduce and consolidate a membership of, at least, 250 members of the Casterton Kelpie Association Continue to value, support and retain existing business partnerships (sponsors) and introduce new business partners (sponsors) annually to increase revenue to 40% of total revenue An army of volunteers, (minimum 180), that manage, support and contribute at various levels across an extensive range of documented tasks and roles
In the next two years, we will…
12
Pillar
Six Communities, Relationships and People PLANNED OUTCOMES
KEY INITIATIVES
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Achieved an average 90% satisfaction rating from external stakeholders in relation to the associations work in the community
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Review our Community Relations Strategy that includes the identification of local community or charitable organisations and learning institutions to support and partner
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Continued to engage with and support our Community Groups each year, aiming to a cumulative financial distribution total, since inception (2004) of over $200,000
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Distribute as warranted to our Community Beneficiaries and Partners
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Appoint external and/or internal ambassadors of the Australian Kelpie Muster
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Develop and implement a plan for visiting and hosting schools
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Pro-actively engage with local, State and Federal government representatives and authorities on a regular basis
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Develop a Regional Businesses (Sponsorship) Partnership Plan
By 2030, we will have…
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Partner with regional businesses, institutions, schools, Island Park User Groups and community organisations to develop a range of programs, events, career paths and potential employment opportunities
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Maintain our strong relationships with local, State and Federal authorities to increase the funding received
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Reinforce the association as a valued partner and the event of choice for volunteer support within the community, including those with diverse backgrounds and abilities
In the next two years, we will…
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Critical Success Factors
The factors we must deliver well on to be successful… •
Critical Success Factors What might the objective be?
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Financial viability & sustainability Increased revenue and cash surplus
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Kelpie Community support Keeping kelpie working dogs and vendors as our core focus
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Volunteer & Membership support Increased volunteer and membership growth each year
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Modern and functional facilities Create attractive and multi-functional facilities for the event and use by community groups
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Community support Building on the reputation of the Casterton Kelpie Association in the community; to attract foundation members and new revenue streams
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Technology advances Contemporary use of technology for communication and media coverage
TIMELINE •
Community Consultation August 2025
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Release November 2025
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Review Annual September