Football Federation South Australia - Strategic Plan (2006-2009)
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Transcript of Football Federation South Australia - Strategic Plan (2006-2009)
1
FFoooottbbaallll FFeeddeerraattiioonn SSAA IInncc
AA SSttrraatteeggiicc DDiirreeccttiioonn
22000066 -- 22000099
March 2006
A united voice for the sustained development, growth and excellence of Football in South Australia.
Our Purpose
i
MISSION
The FFSA is the governing body of Football in South Australia with an aim of nurturing and developing the
sport while acting as the united voice for players, coaches, administrators and spectators.
The Objectives of the Football Federation SA Incorporated include:
- to be the member of the Football Federation of Australia (FFA) in respect of the
state and to comply with the constitutions and by-laws of the FFA;
- to control football throughout the State, prevent infringement of the constitution
and by-laws of FFA and protect Football from abuse;
- to foster friendly relations among officials and players of Football by encouraging
Football in the State;
- to prevent racial, religious, gender or political discrimination or distinction among
Football players in the State;
- to promote, provide for, regulate and manage Football tournaments and games
in the State;
- to promote, provide for, regulate and manage Football players representing the
State;
- to co-operate with FFA, other members of FFA and other bodies in the
promotion and development of, or otherwise in relation to, Football, the Statutes
and Regulations and the Laws of the Game;
- to facilitate the provision and maintenance of grounds, playing fields, materials,
equipment and other facilities for Football in the state; and
- any other object which, in the opinion of the Directors, is in the best interest of
Football.
Football Federation SA Incorporated Constitution
A Message from the President
ii
Football has come a long way in South Australia since the early days of inception over 100
years ago in 1903. It has a rich history and one that all associated with the game should be
proud of.
In remembering how far it has come we must never forget the efforts of those who have
paved the way in the early days of the sport. Their vision of a strong and buoyant game is the
foundation for our efforts to continuously improve the sport in our State.
It is that vision which results in football having a very strong participation base, particularly at
junior and youth level. We are experiencing strong growth in female participation and South
Australia has some excellent programs for developing talented athletes. However as with all
things it is important to acknowledge that there are new challenges facing football in SA.
This strategic plan represents a significant foundation document for FFSA. It will serve as our
key management tool and a basis for continuing to develop football throughout South
Australia for all levels of participants.
The football community has the chance to be truly unified in a dynamic sport embracing all
disciplines of the game, with broader opportunities for participants, consistency of policies
and clear pathways for talented players, coaches and referees to reach the top in the sport.
This plan is in response to those challenges and opportunities. With the privilege of being the
President of the governing body in South Australia I fully endorse its contents and will, with
the input of our Board and Staff, strive towards implementing and reviewing it at key stages to
ensure its relevance to our sport and its growth.
I trust that all stakeholders associated with our sport also embrace the strategy and we look
forward to implementing it for the benefit of players, coaches, officials, spectators, and of
course all South Australians.
Trevor Basso President
FFSA
Acknowledgements
iii
The following people are acknowledged and thanked for their contribution to development of
this strategy:
Board of Directors
Tevor Basso President
Gary Collis Vice President
Dave Hewitson Director
Bev O’Brien Director
Morry Bailes Director
Ted Iuliano Director
Mark Jones Director
Rauf Soulio Director
Claudio Galloni Director
Ex Officio Board Members
Ray Matthews South Australian Junior Soccer Association
Bill Bailey South Australian Amateur Soccer League
Rep Giordano United Clubs of South Australia
Maria Darby South Australian Women’s Soccer Association
Staff
Allison Miller Chief Executive Officer
Rodger King Men’s Competition Manager
Steve Gregan Referee Development Officer
Richie Alagich School Clinic Co-ordinator
Natascia Crisci Administration Assistant
Monika Zochowski Finance Officer
Nick Gargula Junior Competition Coordinator
This strategy was prepared with assistance of:
Smart Connection Company Suite 14 207 The Parade Norwood
South Australia 5067 Contact:
Mark Band [email protected]
www.smartconnection.com.au (08) 8431 6144
Contents
iv
Section 1 Introduction 1.1 A History of Football in Australia 1
1.2 Football Federation of Australia 2
Section 2 Football in South Australia
2.1 The Football Federation South Australia 4
2.2 Current Opportunities and Challenges 6
2.3 Summary of Challenges and Opportunities 9
Section 3 Our Desired Future 3.1 Our vision 10
3.2 Our Key Areas 10
3.3 Structure 11
Section 4 Priorities 4.1 Overview 12
4.2 Priority Timeframes 12
4.3 Strategic Response 12
4.4 Checklist 17
Section One ~ Introduction
1
1.1 A History of Football in Australia
The contemporary history of football spans more than 100 years
and began in 1863 in England when rugby football and association
football branched off on their different courses and the world's first
football association was founded - The Football Association in
England.
The first formal games of soccer in South Australia were played under the SA British Soccer
Association formed in 1902, although there are reports of ‘friendly’ games being played back
as far as the early 1890’s.
The sport grew very strongly in the 1950’s to 1970’s, supported by an influx of migrants,
mainly from Europe. Teams were sponsored by community clubs such as Italian, Greek,
Yugoslavian, Lithuanian and Polish, with large followings from each community. With the
advent of television the publicity for games and players increased, and there were a number
of newspapers and publications devoted to the sport.
South Australia entered the National Soccer League in 1997, fielding two teams – Adelaide
City (Juventus) and Adelaide Sharks (West Adelaide). This was then eventually replaced by
Adelaide United in the current Hyundai A-League in 2005.
During the course of its history, there have been a number of associations representing the
game in South Australia. Most recently, the South Australian Soccer Federation (SASF) was
the peak body representing men’s semi professional soccer, while women were represented
by the South Australian Women’s Soccer Association (SAWSA), and the SA Junior Soccer
Association (SAJSA) and the SA Amateur Soccer Association (SAASA) representing different
levels of the game. In addition to these are a number of other football groups including indoor
football (fiva a side), Futsal, Collegiate league, Schools leagues, country leagues, and of
course referee’s and coaches which all comprise the football fraternity in South Australia.
The Crawford Report (2003) was a milestone in the review of the game in Australia, and
made a number of recommendations with respect to improving the sport, particularly
administration and player development. As a result, Football Federation Australia was
formed, and this was instrumental in establishing Football Federation SA in South Australia.
One of the key objectives of this new body is to bring together the existing representative
bodies in an effort to produce one cohesive organisation to coordinate the sport of, now
referred to as the “new football” in South Australia.
Introduction
2
1.2 Football Federation of Australia
The Board of Soccer Australia Limited and its members adopted the Crawford Report in July
2003 which ultimately resulted in the establishment of a new entity, Football Federation
Australia Limited (‘FFA’), as the governing body of soccer in Australia and the member of
FIFA representing Australia. During this time, a strategic decision was also made to align the
sport with the ‘world game’ and revert back to its original name of ‘Football’. The structure of
the new body is now comprised:
Chairman
Frank Lowey AC
Deputy Chair
Brian Schwarz AO
Director
Ron Walker
Director
Phillip Wolanski
Director
Ron Harvey
CEO John O’Neill AO
Chief of Staff Peter Friend
Operations Commercial
Operations
Finance and
Risk
High
Performance
Marketing and
Strategy
Media and
Communications
Football Federation of Australia
A League and
Women’s Comp
Sponsorship
and Licensing
Figure 1: Football Federation of Australia Structure
Director Suzanne Williams
Introduction
3
The Crawford report led to constitutional changes at the national level that stipulate that the
FFA will only recognise and work with one member association in each State and Territory
rather than working with independent associations representing men’s, women’s, Futsal,
junior, amateurs and referee’s interests. The structure of football in Australia is now as
follows:
Football Federation of Australia
Football Federation of Victoria
President
Mr George Wallace
Football West (WA)
President
Mr Kevin Campbell AM
Capital Football (ACT)
President
Mr Walter Valeri
Soccer NSW
President
Mr Tom A. Doumanis
Northern NSW Soccer Federation
President
Hon. J Richard Face
Soccer Tasmania
President
Mr Peter Best
Football Federation Northern Territory
President
Mr Ziko Ilic
Football Queensland
President
Mr Geoff Foster
Football Federation SA
President Mr Trevor Basso
Figure 2: Structure of Football in Australia
Section Two ~ Football in South Australia
4
2.1 The Football Federation SA
In line with the commissioning and findings of the Crawford Report in 2003, Football in South
Australia saw a number of changes which has led us to respond in a strategic manner to
ensure our sustained growth for the benefit of the sport.
Prior to, and pending the satisfactory outcome of amalgamating Football in South Australia
under the one FFSA banner; a number of stand alone groups and Associations operate
including:
South Australian Women’s Soccer Association
(SAWSA)
South Australian Amateur Soccer League
(SAASL)
South Australian Junior Soccer Association
(SAJSA)
United Clubs of South Australia
(UCSA)
Approx 5100 players from 24 Clubs
Approx 1000 players from 34 clubs in the
metro area.
Approximately 11000 players from 13
Districts
Approx 3600 players from 88 clubs
In addition to these four key associations are the the following ‘groups’ within the State:
Futsal Collegiate Indoor
Country Catholic & Ind. Schools
Schools
Figure 3: Current Structure of Football in South Australia
Football in South Australia
5
The challenge and principle aim of the FFSA is to form the one body acting as a united voice
for Football in South Australia by combining all groups (incorporated or other) under the one
banner. As of October 2005, South Australia had not finalised its constitution and therefore
an interim structure for the FFSA has been adopted as follows:
President
Trevor Basso
Director
Dave Hewitson
Director
Beverley O’Brien
Vice President
Gary Collis Director
Rauf Soulio
Ex Officio Ray Matthews
SAJSA
Ex Officio Rep Giordano
UCSA
Ex Officio Bill Bailey SAASL
Figure 4: Interim Governance Structure of the FFSA
Football Federation SA
Director
Morry Bailes
Director
Mark Jones
Director
Ted Iuliano
Ex Officio Maria Darby
SAWSA
Football
Chair Claudio Galloni
Committee
Rep Giordano Dave Hewitson
Bill Bailey Wendy Carter Ray Matthews
Marketing and Sponsorship
Chair
Gary Collis
Committee
Mark Jones Tyson Vickery
(Coopted Member) Aggie Simeone
(Coopted Member)
Governance and Strategy
Chair
Morry Bailes
Committee
Bev O’Brien Rauf Soulio Maria Darby
Finance
Chair Ted Iuliano
Committee
Trevor Basso
Claude Galloni (Coopted Member)
Sub Committees
Director
Claudio Galloni
Football in South Australia
6
2.2 Current Opportunities and Challenges
Given the history and evolution of the game in the State, a number of challenges and
opportunit ies are evident that must be addressed and where possible capitalised upon if we
are to move forward.
Challenges
The game and the FFSA both face challenges from a number of internal and
external influences. Some we may be able to change and address, whereas
others fall outside of our jurisdiction or control. Regardless of how, where, or
when such challenges arise, the FFSA must recognise the impact it has or will
have on our core business of developing the game of Football. It is such that
the following have been identified as key challenges facing the FFSA and the
sport in South Australia:
� Governance and Structure
- While there is good intention to move the sport forward in the State, the structure is
still relatively fragmented.
- While stakeholders agree that the structure should be changed, there are conflicting
views regarding how this should occur; inevitably there is some resistance to
change within the football fraternity.
- Given the existing and past structures of football in the State, it is a challenge to
bring all stakeholders on board to ‘join agendas’.
- There is a history of poor communication which can lead to misunderstanding
between stakeholders.
- There is a need to ensure our financial viability to support our sustained
development and growth.
- We need to build and develop an efficient and effective structure for the governance
and management of the sport
� The Sport
- Australian Rules football is still the number one spectator football code in the State.
- There is a view of the sport as ethnic based.
- There is a perception perpetuated in the media that the sport attracts anti social
behaviour amongst spectators and is therefore not family orientated.
- There are a number of private academies in the State that need to be aligned with
the direction of the game to ensure quality standards are met and maintained.
- There is a lack of appropriate infrastructure for the sport (grounds and clubrooms)
- There are different ‘levels’ of officiating and coaching of the sport.
- There are multiple junior pathways in the State that needs to be resolved.
Football in South Australia
7
� The Community
- The community is more litigious which places increased pressure on clubs and the
sport to develop risk management strategies.
- There is an increased awareness and expectation of quality services by the
community meaning that all clubs should be professionally run.
- Structured sport is competing with passive and unstructured leisure time
opportunit ies and activities.
- Young people in particular have a preference toward the more unstructured
‘extreme’ activity.
- The structure of the working week has changed, placing further barriers in the way
of families to get involved in structured sport.
- As a consequence of the above, there is a need to ‘package’ sport according to the
communities needs.
- Competition for the leisure dollar is being compromised by poker machines.
- While we have a good base of volunteers, there is a trend toward a declining
number of people willing to give time and ongoing commitment to one
organisation/activity.
Opportunities
Opportunities may be planned in accordance with our
identified challenges or may be ‘opportune’ in that they will
arise sporadically. Regardless, the FFSA will ensure
opportunit ies are in line with its Mission as the governing
body for Football in the State.
� Popularity:
- Football is the world game.
- Australia qualified for the 2006 World Cup.
- In 2003, participation rates in structured sport showed that Football had one of the
highest participant rates in Australia (6.0%) compared with Australian Rules (2.8%),
Cricket (4.5%) and Netball (3.9%)1.
- Football is becoming increasingly popular as a girl’s/women’s sport.
- Football is a growing school and junior sport.
- Media support in South Australia is very positive, sustained by the success of the
Hyundai A-League team – Adelaide United.
1 Australian Sports Commission: Participation in Exercise, Recreation and Sport Survey 2003 Annual Report: SCORS Canberra (percentages include indoor and outdoor disciplines of Cricket and Football)
Football in South Australia
8
� Support
- Given this growth, football is becoming recognised by all levels of government as a
mainstream activity and is therefore gaining increasing support.
- The FFA is now stronger than ever and has a structure which will enable the
development, growth and sustainability of the sport across all of Australia.
- The sports popularity means that the corporate sector is becoming increasingly
aware of, and willing to support our activities.
� Development
- We have a committed core of volunteers at the local level to nurture the
development of the sport.
- Local Government is a major provider of the sports infrastructure and working
partnerships should therefore be sought to encourage and nurture this relationship.
- The South Australian Sports Institute (SASI) has an excellent programme to nurture
and develop our high level players.
- There is a clear pathway from participation to performance for girls.
� Growth
- There are a number of opportunities to tap into and utilise exist ing governance
structures and training programmes offered by the State (ORS) and Federal (ASC)
Governments.
- The sport in Australia has the potential to grow and develop into Asia Pacific.
- Australia’s performance on the world football stage will assist in the development
and popularity of the game.
Football in South Australia
9
2.3 Summary of Challenges and Opportunities
A number of challenges and opportunities are evident which the FFSA has a responsibility to
respond to in a strategic manner. The sport itself is now in a better position than it has ever
been with the dawning of a new National Sporting Organisation that is committed to moving
the sport forward as the number one football code in Australia. This aim is supported by the
number of participants continuing to play our game and the increasing number of spectators
that turn out to watch the A League games.
In addition to the change in governance structure in Australia, is the history of the sport as the
world game and its potential to attract support from the corporate and commercial sectors.
Such interest has also been enhanced with Australia competing on the world stage by
qualifying for the 2006 World Cup in Germany.
However, with the new era of Football in Australia comes the inevitable changes bestowed on
the game and of course its governance and management structures at all levels. Such
changes call for stakeholders to collaborate for the benefit of the sport and ultimately all
involved. The challenge now lies in ensuring the whole football community in South Australia
shares a collective vision, and more over works together to realise it under the guidance and
leadership of the FFSA.
Section Three ~ Our Desired Future
10
3.1 Our Vision
In order for Football in South Australia to progress and develop, we
must all share a common understanding, belief, and vision for our
future. To this end we have split our desired Vision into three areas
which when combined form our desired future of Football and the
FFSA. The three vision areas and their respective statements are as
follows:
Governance
The FFSA is seen as a professional, accountable and efficient governing body of football in
the State respected by all stakeholders.
Management
The FFSA has an efficient and effective structure that is managed and administered in a
stable manner to ensure its accountability, transparency, profitability and sustainability.
Football
Football is the sport of choice for South Australians with recognised standards for officiat ing
and coaching and strong pathways from participation to performance.
3.2 Our Key Areas
In line with our purpose as the governing body for Football in South Australia combined with
our desired future, are four areas in which we must focus our efforts to realise both our
Mission and Vision. These are:
Governance:
The manner in which we structure, resource, and cement the foundation with and between
the national body (FFA) and all stakeholders of Football in South Australia.
Management and Administration:
The daily management of activities and staff to ensure our core objectives are being met and
exceeded in a transparent, accountable manner.
Marketing and Sponsorship:
The promotion, positioning and perception of Football in South Australia.
Sport:
The development of Football from foundation and participation, through to high performance
and excellence and the recognised pathways with and between each.
Our Desired Future
11
3.3 Structure
Each of the key areas has a number of sub elements which require specific skills and
understanding in order to be fully effective. In essence these should reflect the desire by the
FFSA to run a lean and efficient administrative structure.
Admin Assistant
Football Federation South Australia
CEO
Board
Proposed Business Area
Person/Position
Marketing and Sponsorship
Amateur League
Manager
Women’s Operations
Manager
Finance Officer
Assistant
Coaching and Development
Referees Development
School Clinic Coordinator
Operations
Finance
Marketing Officer
Figure 4: FFSA Interim Administration Structure
Junior Coord.
Men’s Competition
Manager
Section Four ~ Priorities
12
4.1 Overview
Given that this plan is the FFSA’s first strategic document as a new entity, it is crucial that a
number of objectives and tasks are highlighted and agreed by the Board and stakeholders for
us to progress through the next critical months and years. However, we also realise that
other priorit ies will arise and therefore this plan must be flexible enough to be modified and
adapted in line with emerging issues. This will be factored into the following priorities with
regular reviews highlighted at strategic intervals.
4.2 Priority Timeframes
Our identified key areas have resulted in the establishment of a number of objectives which
have been prioritised as follows:
Priority 1: within the next 6 months.
Priority 2: within the next 18 months.
Priority 3: within the next 36 months.
While Objectives will be targeted in line with their priority, it must also be acknowledged that
some may be achieved earlier due to an opportune event that the FFSA will capitalise upon in
order to achieve its purpose and vision sooner rather than later.
4.3 Strategic Response
Our response to the identified challenges and opportunities facing the FFSA are aligned with
our four key areas and addressed through crit ical objectives and strategies to ensure we plan
for our future in a strategic manner. The following pages highlight this response followed by a
checklist for management and monitoring required to implement the strategy.
Priorities
13
Priority 1 Objectives
� Gain in principle agreement of all stakeholders to move across to the FFSA
� Cement our relationship and support of the FFA.
� Establish a strong cohesive Board of Directors with strength and support for its decisions.
� Establish Standing Committees required by the FFSA Constitution
� Determine a model for establishing Zones within the state and holding elections
� Amend and finalise the Constitution with the FFA
Priority 2 Objectives
� Develop governance policies, procedures and protocols
� Hold first independent Board elections
� Define the relationship between Adelaide United and the FFSA
Priority 3 Objectives
� Establish the FFSA as the one professional representative body of the sport
� Clarify the FFSA’s position regarding privately owned clubs
� De-incorporate all State Football Associations
KEY AREA 1: - GOVERNANCE
To develop a foundation that meets the core objectives of the FFSA and acts in the best interest and a united voice, for players, coaches,
officials and spectators of the sport.
Key Strategies
� Work with key stakeholders to ensure a smooth transition to FFSA
� Maintain and support the current strong relationship between the CEO, the FFA and the FFSA
� Ensure regular communication with and between all stakeholders and the Board and Senior
Management of the FFSA.
� Establish a negotiating party to manage the de incorporation of Associations.
� Work with FFA Legal advisers and staff to clarify zones and formal constitution.
Required Resources:
Operational budget to include resources for consultancies to assist in the establishment of governance processes and policies.
Chief Executive Officer to be key staff person involved.
FFA to provide resources to assist in Constitutional and legal issues.
Priorities
14
Priority 1 Objectives
� Identify and secure office accommodation for FFSA staff.
� Agree on and consolidate an administrative structure in line with that proposed in this strategy.
� Secure funding support from the State Government to implement the strategy.
� Recruit and confirm appropriate staffing requirements.
� Identify and purchase all office requirements including IT and hardware.
� Establish FFSA database in line with FFA requirements for National On-line Services.
Priority 2 Objectives
� Review job descriptions of current staff and recommend appropriate changes.
� Develop operational policies and procedures.
� Implement professional development training to ensure retention of appropriately qualified staff.
Priority 3 Objectives
� Review the administrative structure to ensure relevance to future goals of the FFSA
KEY AREA 2: - MANAGEMENT AND ADMINISTRATION
To ensure we have a structure in place to enable our key areas of operation to be addressed and delivered in a professional,
accountable, and transparent manner.
Key Strategies � Present strategy and budget to the State Government to secure funding.
� Write position descriptions for each role.
� Advertise/seek appropriately trained personnel to fill the positions
� Write and implement an induction and training programme for all staff
� Implement staff appraisal and professional development program
� Roll out National Database Project.
Required Resources
Operational budget to include:
� Registration database
� Utilit ies
� Salaries
� Computer hardware/software including accounting software
Business analyst consultancy budget required.
Priorities
15
Priority 1 Objectives
� Secure major sponsors for 2006
� Employ marketing and sponsorship officer
� Ensure that FFSA has a strong web based communication strategy
� Develop a Marketing Plan to increase participation and improve the sport’s image
Priority 2 Objectives
� Develop a Sponsorship Strategy
� Establish brand awareness package for the FFSA by mid 2006
� Assist clubs to access sponsorship
� Consolidate sponsor relat ions
Priority 3 Objectives
� Raise the profile of the sport amongst the South Australian Community
KEY AREA 3: MARKETING AND SPONSORSHIP
To position Football as the sport of choice for all South Australians.
Key Strategies � Undertake market research of players , coaches, and officials to give support for marketing strategies
� Develop a register of sponsors and ensure regular contacts with them
� Develop a program of assistance for sponsorship proposals for clubs
� Coordinate sponsorships for apparel and equipment for players, officials and clubs
� Look for opportunities to market the sport in conjunction with Adelaide United FC
Required Resources
Appoint a Marketing and Sponsorship officer.
Establish a marketing budget to cover public relations, advertising and promotion.
Priorities
16
Priority 1 Objectives
� Strengthen and support our local elite senior men’s and women’s competition
� Obtain in principle agreement on the restructure of junior competition in South Australia.
� Ensure appropriate elite talent identification and development programs are implemented
Priority 2 Objectives
� Establish quality coaching opportunities that are geographically accessible to all junior players in the
state
� Identify the needs for regional coaching and development programs
� Develop accreditation standards for private football academies.
� Development and implement a Growth and Development Strategy.
Priority 3 Objectives
� Identify strategic needs for underpinning programs in support of FFA directions
KEY AREA 4: - SPORT
To develop football pathways from foundation to elite level by increasing participation and high class coaching and officiating
at all levels.
Key Strategies � Implement the new senior men’s competition structure for 2006
� Work with current junior clubs and SAJSA to identify a suitable united junior league structure
� Work with SASI and the ORS to identify and implement appropriate underpinning programs for junior
development
� Identify and implement a suitable program for development squads in 2006
� Support FFA Community Football programs
� Develop and implement coach and officials education programs for the next twelve months.
� Establish regional programs for junior development, coach education and referee development.
Required Resources
Football Coaching and Development Director.
Community Football Officer (FFA funded).
Regional Development Officer.
Priorities
17
4.4 Checklist and Key Performance Indicators
Given our identified focus, the following are key strategies to achieve our objectives and
measures which will be put in place to determine their success:
Key Area 1: Governance
Key Strategies Key Performance Indicator
1.1 Work with key stakeholders to ensure a smooth transition to FFSA
All stakeholders embrace membership of FFSA by 2007
1.2 Maintain and support the current strong relat ionship between the CEO, the FFA and the FFSA
FFA and FFSA minutes circulated to both parties and tabled at each meeting for discussion.
1.3 Ensure regular communication with and between all stakeholders and the Board and Senior Management of the FFSA.
Governance policies procedures and protocols developed and implemented by June 2007
1.4 Establish a negotiating party to manage the de incorporation of Associations.
Party established and timeframe for de incorporation agreed in 2006
1.5 Work with FFA Legal advisers and staff to clarify zones and formal constitution.
Constitution agreed and finalised in 2006. Standing Committees established.
Key Area 2: Management and Administration
Key Strategies Key Performance Indicator
2.1 Present strategy and budget to the State Government to secure funding.
Funding secured
2.2 Write position descriptions for each role. Position descriptions written by July 06
2.3 Advertise/seek appropriately trained personnel to fill the posit ions
Staff positions filled by July 2006
2.4 Write and implement an induction and training programme for all staff
Induction and training programme in place by July 2006
2.5 Implement staff appraisal and professional development program
Programme in place by July 2006
2.6 Roll out National Database Project On line competition management and player registration system operational in 2007
Priorities
18
Key Area 3:- Marketing and Sponsorship
Key Strategies Key Performance Indicator
3.1 Undertake market research of players , coaches, and officials to give support for marketing strategies
Marketing survey and research undertaken by the end of 2006
3.2 Develop a register of sponsors and ensure regular contacts with them
Register developed by end of 2006
3.3 Develop a programme of assistance for sponsorship proposals for clubs
Developed by end of June 2007
3.4 Coordinate sponsorships for apparel and equipment for players, officials and clubs
Sponsors identified and secured by start of season 2007
3.5 Look for opportunities to market the sport in conjunction with Adelaide United FC
AUFC and FFSA promotion strategy developed by start of 2007 season
Key Area 4:- Sport
Key Strategies Key Performance Indicator
4.1 Implement the new senior men’s competition structure for 2006
Structure finalised by July 2006
4.2 Work with current junior clubs and SAJSA to identify a suitable united junior league structure
Structure finalised by July 2006
4.3 Work with SASI and the ORS to identify and implement appropriate underpinning programmes for junior development
Junior pathway and structure finalised in 2007
4.4 Identify and implement a suitable programme for development squads in 2006
Pathway and development programme in place in 2007
4.5 Support FFA Community Football programmes
All disciplines of football represented in FFSA structure under Coaching and Development by start of 2007 season
4.6 Develop and implement coach and officials education programmes for the next twelve months.
Programme written and agreed by July 2006
4.7 Establish regional programs for junior development, coach education and referee development.
Regional strategy developed and implemented in 2007