STRATEGIC PLAN 2012-2015

Football NSW will grow, develop and promote the game by supporting our members, stakeholders and football family through effective governance, strong leadership, transparent communication, professional administration and clear strategic direction.

Our Vision“�Our�determination�of�where�we�want�to�be”Football NSW will be a unifying leader promoting the global appeal of football in NSW and supporting FFA in making Australia a world class football nation.

Our Mission“�A�clear�statement��of�what�we�do”

•�Provide�strong�leadership

•��Build�trust�via�integrity,��transparency�and�accountability�

•�Behave�professionally�

•�Act�as�a�team

•�Maintain�customer-focus

•��Be�passionate�about��improving�football

Our Core Values

1. REFORM LEADERSHIP, GOVERNANCE AND ORGANISATION To be recognised and acknowledged by our members and stakeholders as a responsible, credible, progressive, relevant and effective peak organisation, which acts in their best interests.

2. GAME DEVELOPMENT In conjunction with our members and stakeholders implement sustainable and inclusive programs and services that increase participation; particularly females and facilitate the retention of existing players, coaches, referees and volunteers through the provision of tangible assistance and support to all participation providers.

3. TECHNICAL Deliver and promote a professional, integrated and clear elite development pathway, which lifts the overall technical standard of identified players and coaches throughout NSW and produces world class players.

Key Performance Areas (KPAs) & Strategic Goals

Key Performance Areas (KPAs) & Strategic Goals4. COMPETITIONS

Enhance the overall football experience through the implementation of best practice administration procedures at all levels, which result in highly successful leagues, championships, tournaments and special events.

5. MARKETING AND COMMERCIAL SERVICES Implement professional and innovative marketing and communication activities that position Football NSW as FFA’s leading Member Federation; build a credible and positive image for the sport and to facilitate the achievement of our vision and strategic goals.

•��Satisfy�our�members’�and�identified�stakeholders’�overall�expectations�of�their�peak�body�and�how�they�are�serviced;

•��Be�recognised�as�FFA’s�leading�contributor�to�the�development�of�football�in�Australia;�

•��Have�completed�a�constitutional�review�and�achieved�alignment�with�FFA�and�other�Member�Federations;

•��Have�a�full�complement�of�Directors�with�the�skills�identified�to�deliver�effective�governance;

•��Have�regularly�reviewed�the�performance�of�the�CEO;

•��Lead�a�unified�football�family�which�acknowledges�the�varying�roles�and�responsibilities�and�respects�the�Sport’s�governance�structure�

•��Have�maintained�our�strong�net�asset�position;�and

•��Be�recognised�as�an�employer�of�choice�throughout�the�industry.

Key Success Measures

1. REFORM LEADERSHIP, GOVERNANCE AND ORGANISATION:

By 2015, Football NSW will...

•��Ensure�football�remains�the�team�sport�with�the�greatest�and�most�diverse�participation�in�NSW;

•�Increase�female�participation�to�25%�of�the�total�registered�players;

•�Have�increased�participation�opportunities�the�indigenous�and�disabled;

•��Drive�the�implementation�of�the�FFA�National�Football�Development�Plan�for�the�benefit�of�players,�coaches,�referees,�administrators�and�volunteers�throughout�NSW;

•�Have�implemented�FFA’s�Club�Accreditation�Scheme;

•��Have�undertaken�a�Facilities�Strategy,�which�identifies�and�prioritises�the�Sport’s�facility�requirements;

•��Have�enough�referees�to�meet�the�expectations�of�our�growing�participation;

•�Have�100%�of�participants�self-registering�through�myfootballclub;

•��Developed�year�round�participation�opportunities�throughout�NSW�including�Futsal�and�Special�Competitions�(5�&�6�a-side);�and

•��Provide�our�volunteers�with�greater�access�to�education�and�training�for�the�purpose�of�improving�the�overall�football�experience

Key Success MeasuresBy 2015, Football NSW will...

2. GAME DEVELOPMENT:

•��Have�technical�programs�and�elite�development�pathways�that�are�recognised�as�the�primary�path�for�talented�players�and�coaches�in�NSW;

•�Provide�opportunities�for�elite�teams�to�compete�in�appropriate�level�competitions;

•�Have�appropriately�qualified�coaches�working�with�elite�players�at�every�level;

•��Provide�identified�players�and�coaches�with�access�to�programs�and�services�which�give�them�every�opportunity�to�reach�their�full�potential;

•�Dominate�National�underage�representation�and�NYC�All-star�teams;

•�Assist�all�Associations�to�understand�and�fully�embrace�FFA’s�National�Curriculum;

•��Have�an�effective�working�relationship�with�Sydney�FC�and�the�Central�Coast�Mariners�that�facilitates�the�transition�from�FNSW�Programs�to�the�National�Youth�League�and�W-League;

•��Have�developed�an�effective�working�relationship�with�Premier�League�Clubs,�which�aims�to�ensure�that�the�best�interests�of�players�are�considered�at�all�times;

•�Have�Skill�Acquisition�Trainers�working�with�identified�players�throughout�NSW;�and

•��Provide�identified�coaches�with�greater�access�to�professional�development�opportunities�and�elite�coaching�courses.

Key Success MeasuresBy 2015, Football NSW will...

3. TECHNICAL:

•��An�overall�satisfaction�level�of�80%�among�clubs�and�associations�competing��in�FNSW’s�Leagues,�Championships,�Tournaments�and�Special�Events;

•��Have�implemented�the�recommendations�emanating�from�FFA’s�National�Competition�Review�and�FNSW’s�internal�review;

•��Have�fully�automated�administration�of�all�Leagues,�Championships��and�Tournaments;

•��Be�the�dominant�provider�of�Futsal�competitions�throughout�NSW;

•��Have�all�players�competing�in�FNSW’s�Leagues,�Championships�and�Tournaments��self-registering�through�myfootballclub;

•��Have�demonstrated�to�all�Associations�the�benefits�of�managing�their�competitions�with�the�Nationally�endorsed�Competition�Management�System;

•��Have�established�year�round�participation�opportunities�which�are�consistently�conducted�and�promoted;�and

•��Have�implemented�the�recommendations�emanating�from�the�Referees�Review��and�improved�the�standard�of�refereeing�in�Football�NSW’s�Premier�Competitions.��

Key Success MeasuresBy 2015, Football NSW will...

4. COMPETITIONS:

•��Be�a�highly�credible�and�well�recognised�brand�throughout�NSW;

•�Have�an�integrated�website�network�linking�all�members�and�identified�stakeholders;

•��Secure�football�editorial�which�reaches�a�total�cumulative�audience�of�50�million�annually�in�print�media�throughout�NSW;

•�Generate�total�sponsorship�revenue�of�$1m�annually;

•�Have�10,000�social�media�followers;

•�Access�a�database�which�captures�all�football�participants;

•�Have�750k�unique�users�accessing�FNSW’s�integrated�website�network�annually;

•�Increase�Soccer�Wearhous�e’s�annual�turnover�of�$1m;

•�Have�grown�Hummel’s�total�turnover�to�$1.5m�annually�with�competitive�margins;

•��Have�a�strong�and�mutually�beneficial�relationship�with�Sydney�FC�and�Central��Coast�Mariners.��

Key Success MeasuresBy 2015, Football NSW will...

5. MARKETING AND COMMERCIAL SERVICES: