inclusive.

AFL Goldfields STRATEGIC PLAN 2014 2018 inclusive. Author: AFL Goldfields Commission Date: June 2014 Version: FINAL

2 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 TABLE OF CONTENTS 1.0 Introduction... 3 2.0 Background Information... 5 2.1 AFL Structure... 5 2.2 Review into Country Football... 5 2.3 Creation of AFL Goldfields... 7 2.4 Key Findings of Situation Analysis... 10 3.0 Overview of AFL Goldfields... 12 3.1 Map of AFL Goldfields... 13 3.2 AFL Goldfields League Overview... 14 3.2.1 Ballarat FNL... 14 3.2.2 Central Highlands FL... 16 3.2.3 Maryborough Castlemaine District FNL... 17 3.2.4 Riddell District FNL... 19 3.2.5 Summary of Participation in AFL Goldfields Region... 20 3.3 AFL Goldfields Regional Administration Centre... 21 4.0 Economic Value of AFL Goldfields... 22 4.1 Contribution by expenditure classification... 23 5.0 AFL Goldfields Mission & Vision... 25 5.1 AFL Goldfields Mission... 25 5.2 AFL Goldfields Vision... 25 6.0 Our Principles... 25 7.0 AFL Game Development Objectives & Development Pillars... 26 8.0 AFL Goldfields Strategic Objectives... 28 8.1 Key Objective Explanations... 28 8.2 Strategic Objective s... 30 9.0 Action Plan... 43 9.1 2014 Action Plan to support Strategic Plan... 43 9.2 2015 & 2016 Action Items to support Strategic Plan... 44 9.2.1 2015 Action Plan... 45 9.2.2 2016 Action Plan... 46 AFL Goldfields Strategic Plan: 2014 2018 inclusive 2

3 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 1.0 Introduction AFL Goldfields is delighted to present this Strategic Plan to the members of AFL Goldfields, and to provide this information to all partners, stakeholders and lovers of our nation game in the region. AFL Goldfields is responsible for overseeing the governance of football in the Goldfields Region, which includes the following football & netball leagues: o Ballarat Football and Netball League o Ballarat FL Junior Football and Netball League o Central Highlands Football League 1 o Maryborough Castlemaine District Football and Netball League o Ballarat Youth Girls FL o Ballarat Football Umpires Association The AFL Goldfields Region is also responsible for the administration and management of the Riddell District Football and Netball League, however the RDFNL is not an affiliated member of the AFL Goldfields Commission and is responsible for its own governance. In total, this encompasses some 64 Clubs, 704 football & netball sides and approximately 15,000 registered players. Annual attendances across the entirely of the fixtures across the region is estimated at in excess of approximately 800,000. An independent assessment by Street Ryan in 2012 estimated that the economic value of football/netball in the Goldfields Region was $35.5 million. But the value of football and netball to the region should be considered in far more than economic terms. In our opinion the Footy & Netball Club is in most cases the biggest service club in town, and it provides a source of local pride, meaning and relevance to hundreds of thousands of Victorians. The Club is a meeting place, and provides a venue for fun and entertainment. It teaches family and community values. It provides a continuity of tradition and history. Being part of a footy club teaches specific football skills but also life skills and in turn self-esteem and worth amongst individuals. It promotes participation, which in turn promotes health and fitness, and as outlined it provides an economic boost through direct and indirect spending. Going to the footy is about recognizing the sense of community and seeing the value of sport, namely football and netball, to the social well-being of regional Victoria. It s about seeing the value of a sporting club to the 1 Note that the Central Highlands FL is affiliated with AFL Goldfields. The Central Highlands Netball League is a separately incorporated body and operates independently of the CHFL, and is not affiliated with AFL Goldfields. AFL Goldfields Strategic Plan: 2014 2018 inclusive 3

4 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 community as generally 25-40 volunteers are involved in Club activities each week. The AFL Goldfields Commission accepts as its responsibility the objective of growing this wonderful game in our region. Former AFL Chairman Ron Evans (dec) has famously said that the aim of the game should be: Ultimate competition on the field, Ultimate collaboration off it Although some collaboration in the region has existed in the past, it is quite evident that greater collaboration is required to ensure the sustainability and growth of Football, Netball and umpiring in the region. Most of the leagues and associations have a long history and although support a regional approach to grow the game, there is some resistance through ownership of their product and is mainly based around operational delivery. Netball is critically important to the structure of the leagues and greater collaboration is needed within leagues and across the region as a whole as well with the state body. Development has been limited due to resources in the past, both at club level and other game development areas such as umpires, schools, recreational football and Auskick. Some key recommendations that have been presented in this report include: More strategic focus needed Relationship building between all stakeholders Ensure greater access to resources for stakeholders Set up RAC to service all affiliates in a professional manner Deliver development programs to support growth Adopt Regional Strategic Plan It is the aim of the AFL Goldfields Commission to work towards these goals, and we look forward to working with all stakeholders in the region to deliver this vision, and to continuing to grow and support the game in the AFL Goldfields Region. Thanks to all who have contributed to this plan. Tim Bunning Chairman AFL Goldfields Commission Chairman AFL Goldfields Strategic Plan: 2014 2018 inclusive 4

5 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 2.0 Background Information 2.1 AFL Structure The AFL Commission is the official governing body of the Australian Football League (AFL), the elite national Australian rules football competition. Further, and importantly in the context of this report, the AFL is responsible for the national governance of AFL football at all levels as the sports national government body, the controlling body of the Laws of the Game and generally as the keeper of the code. As the sport's governing body, the AFL also delegates governance to various state bodies, and importantly provides significant development funding to these bodies. In Victoria, the AFL has delegated responsibly for governing and overseeing the game (outside of the AFL competition clubs) to AFL Victoria. Under AFL Victoria s jurisdiction fall there is 115 leagues, including the Victorian Football League, the Victorian Amateur Football Association, all local metropolitan and country leagues, and 1,942 clubs, (not including the AFL clubs) and various development, coaching, and umpiring bodies 2.2 Review into Country Football In 2012 the AFL, AFL Victoria and the VCFL conducted a review into the structure of country football. This review identified that irrespective of how the VCFL or AFL Victoria were seen to be operating now, country football needed a change of governance structures to provide greater strategic focus, more effective decisionmaking at a regional level and an investment in resources directly in regions. Subsequently, one of the recommendations was to establish local regional commissions who had authority to make independent and local decisions. The intention in establishing this Commission is to ensure local authority is provided that will allow local people to make local decisions in the best strategic interests of the game: common objectives, local solutions. It is worth noting that strategic decision making will be a key component of a Region Commission s charter, and they will be making decisions in the best interests of the game with their initial strategic responsibilities to be: Establish a Regional Admin Centre to support Leagues & Umpiring groups AFL Goldfields Strategic Plan: 2014 2018 inclusive 5

6 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Manage full time resources employed by AFL Victoria and the Region Accept responsibility for participation growth Develop/implement Coach education strategies Develop/implement Umpiring development strategies - recruit, retain & train Improve player transition & reduce barriers for an effective player pathway Oversee effective League & Club development programs Ensure competition structures are meeting current demand Maintain compliance with AFL Vic / VCFL Rules & Regulations Monitor match day behaviour & environment Oversee AFL Victoria community development programs Drive facility development & infrastructure planning with local Government Support AFL Victoria Country partners The longer term strategic approach of the Regional Commission will be to: Build the capacity of the region to contribute more significantly to the growth and sustainability of the game. Enhance competitions structures to meet the growth demands of the local areas, promote competition equalisation, increase pathway effectiveness and better consider geographic and economic factors currently restricting and burdening some country football Clubs. Consolidate the administration & management activities of many Leagues that are currently undertaken on a volunteer, part time basis. Promote the image of the game whilst respecting the history and traditions of the local Leagues & Clubs to produce a stronger community connection. AFL Goldfields Strategic Plan: 2014 2018 inclusive 6

7 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 2.3 Creation of AFL Goldfields The AFL Goldfields Commission has since been established, and consists of the following people: Chairman: Members: Tim Bunning Roger Le Grand Troy Driscoll Sue Brown Lloyd Sims Adam McSwain Craig Fletcher Justin Mullane A profile on each of the AFL Goldfields Commission members is provided below: COMMISSION MEMBER Chairman: Tim Bunnning BACKGROUND: Football Experience: Played in Melbourne Boys League then West Gippsland Football League. Eleven years on Board of the BFNL and three years on Board of the VCFL. Former Chairman of the Ballarat FNL and Vice President of the VCFL. Life Member of the Ballarat FNL and the Ballarat FL Social Club. Professional experience: Career spent as an accountant in public practice. Tim is a Certified Practicing Accountant, Registered Company Auditor, Registered Superannuation Fund Auditor and a Registered Tax Agent. Football Experience: Ballarat FNL Life Member and served the Ballarat Junior Football Association and the Ballarat FNL for in excess of 22 years. Served the Victorian Country Football League (now AFL Victoria Country) for over 20 years, where he was on the Regional Board and served as VCFL Regional Manager, and was recognized by the VCFL when he received the prestigious VCFL Service Award for his contribution to country football. Lloyd Sims Professional experience: Now retired, Lloyd worked for the State Government for 40 years in the Finance & HR areas, and was a high serving Senior Manager / Executive with Centrelink. AFL Goldfields Strategic Plan: 2014 2018 inclusive 7

8 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Football Experience: Past Auskick instructor with level 1 AFL coaching accreditation. Sue has watched and supported three sons who have played football at all levels from juniors to seniors with one son being a two time premiership player for Skipton FNC, and twin sons playing with West Coast Eagles FC and Collingwood FC for the past 7 years. Sue Brown Adam McSwain Professional experience: Head of the Human Movement & Sport Sciences Discipline with the School of Health Sciences at the University of Ballarat. Sue s other roles include Sport Management Program Coordinator and lecturer of Sport Management. Sporting Experience: Adam's sporting background is heavily influenced by basketball, having played 150 games for the Ballarat Miners in the South East Australian Basketball League, one tier below national level. Adam also captained the Miners for two years, and has been a member on the Ballarat Miners Teams Sub-Committee. Professional experience: Adam holds a Bachelor of Sports Science - Human Movement, a Bachelor of Management with a major in Human Resource Management and is currently completing a double Masters degree as a Master of Business Administration and a Master of Public Policy. Adam is currently employed as the Manager - Community Development at the Hepburn Shire Council, and aside from his role with AFL Goldfields Adam sits on the board of the Central Highlands Sports Assembly (Sports Central) and is also a member of the AFL Victoria Local Government Reference Group. Football Experience: Craig s playing career was short but he played in the junior league for the Sebastopol Football Club and it was his great honor to be their number ticket holder in 2011. Professional experience: Craig is very actively involved in the greater Ballarat region having been Craig Fletcher Mayor City of Ballarat December 2010 to December 2011 Board member Regional Cities Victoria (2011) Chair of Central Highlands Mayors and CEO s Group, 2011. AFL Goldfields Strategic Plan: 2014 2018 inclusive 8

9 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Board member Committee for Ballarat 2011. Current Board member of the Regional Development Australia Grampians region Current committee member of the Ballarat Turf Club. Life member of the Wendouree Apex Club. Football Experience: Played at Navarre, Carisbrook and Maryborough FC, Carisbrook FNC President 2006-08, MCDFNL President 2008-2011. Professional experience: Agronomist at Crameri s 1994-97, Area Sales Manager for Pioneer Hi-Bred Australia 1997-2000, Owner Driscoll Seeds P/L 2000 Current day Troy Driscoll. Football Experience: Umpired over 500 games in the VFL, TAC Cup, Yarra Valley Mountain District Football League, Waverley Juniors, Ballarat Football League, Central Highlands Football League, Lexton Plains Football League, Maryborough Castlemaine District FL and Wimmera Football League. Roger Le Grand Other sporting experience: Former Chairman, Coach and Fitness Advisor of Ballarat Umpires, former Board Member Ballarat Football League & former Committee Member Ballarat Miners Basketball Club. Professional experience: General Manager Victoria, Go Transit Media Group. INSERT PIC Justin Mullane Football Experience: Juniors at Waubra, St Patricks College, Ballarat Rebels, then senior football at Strathmore in EDFL for couple years and then back to Waubra Professional experience: IT Manager with HP Australia AFL Goldfields Strategic Plan: 2014 2018 inclusive 9

10 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 2.4 Key Findings of Situation Analysis A Situation Analysis was conducted in 2013, and as part of the methodology adopted each Club and League in the Region was invited to respond to a survey. There were 105 recommendations arising from this Situation Analysis which have been considered as part of this Strategic Plan. It is noted that this Situation Analysis does include 105 recommendations for consideration and/or action by AFL Goldfields in partnership with all stakeholders. E.g Clubs, schools, LGA s, leagues, etc, which have been considered as part of this Strategic Plan. Some key findings worth noting are: With the strong population growth across many areas, there is some confidence that Clubs have a viable on field future. Off field most Clubs describe their financial position as Satisfactory. 4 Clubs indicated that their financial position needed remedial work. There was nearly universal agreement that Clubs want their Juniors to be played at one venue on one day and in the case of the MCDFNL and the CHFNL Clubs as part of their senior fixture. There was concern across all leagues with the disparity in the strength of the stronger Clubs and lack of competitiveness of the weaker clubs. Whilst there was only a small response from CHFL Clubs, it was noted that 2 Clubs expressed concern over the inability of the bottom clubs to compete with the top clubs across a 18 team competition. There was nearly unanimous concern across the region by Clubs in all leagues over the rising cost of Player Payments. Nearly all Clubs in the region asked AFL Goldfields to work with AFL Victoria to support the introduction of a Player Points System to address this. All Clubs in the region expressed concern over the increasing difficulty in attracting and retaining volunteers. Clubs have asked AFL Goldfields to work with AFL Victoria to identify programs that may assist with volunteer recruitment and retention, and in particular to try and identify means of removing red tape at Club level that makes it unnecessarily difficult for volunteers. Nearly all Clubs are seeking AFL Goldfields assistance to work closely with them and their LGAs on facility and oval improvements at their Clubs AFL Goldfields Strategic Plan: 2014 2018 inclusive 10

11 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 There was a request for AFL Goldfields to work with the BFUA on Umpire recruitment and retention programs There was a request for AFL Goldfields to continue with important training and education programs. AFL Goldfields Strategic Plan: 2014 2018 inclusive 11

12 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.0 Overview of AFL Goldfields The AFL Goldfields Region includes the following football leagues: o Ballarat Football and Netball League o Ballarat FNL Junior competition o Ballarat Youth Girls FL o Central Highlands Football League o Maryborough Castlemaine District Football and Netball League o Ballarat Football Umpires Association The AFL Goldfields Region is also responsible for the administration and management of the: o Riddell District Football and Netball League. It is also noted that the Riddell Umpires Association also does provide some service to games across the AFL Goldfields region. The AFL Goldfields region, within the AFL Victoria structure, has a high level of participation. For example, male participation in football in the 5 to 18 years age range is 30% in Ballarat region, implying that more than 3 in 10 boys in these age groups play football in regular competitions or programs. In 2012, the AFL Goldfields region had 64 Football Clubs (10 Youth Girls Clubs, 52 combined Senior/Junior clubs and 2 dedicated Junior clubs participating in 4 leagues. AFL Goldfields region encompasses all of the Ballarat AFL region (and parts of Calder, Bendigo and Wimmera regions) which is one of 94 Australian Football regions throughout the nation. AFL Goldfields region has Clubs based in the following local government areas: City of Ballarat Moorabool Shire City of Melton City of Hume Macedon Ranges Shire Central Goldfields Shire Hepburn Shire Pyrenees Shire Golden Plains Shire Mitchell Shire. Northern Grampians Shire Mount Alexander Shire Corangamite Shire Ararat Shire AFL Goldfields Strategic Plan: 2014 2018 inclusive 12

13 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.1 Map of AFL Goldfields AFL Goldfields Strategic Plan: 2014 2018 inclusive 13

14 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.2 AFL Goldfields League Overview 3.2.1 Ballarat FNL The Ballarat FNL was formed in 1893 and is based at Saxon House at the City Oval in Ballarat. The Ballarat FNL is made up of several competitions. The Ballarat FNL Senior Competition has 11 Clubs in it s Senior competition, comprising the following grades: Senior, Reserve and Under 18 ½ Football (33 Football sides) A, B, C, D and Under 19 Netball (44 Netball sides) The following Clubs are affiliated in the competition: Bacchus Marsh FNC Ballarat FNC Darley FNC East Point FNC Lake Wendouree FNC Melton FNC Melton South FNC North Ballarat City FNC Redan FNC Sebastopol FNC Sunbury FNC The Ballarat FNL Junior Competition has 9 Clubs competing, comprising the following grades: Football: Under 16 ½ (Senior & Reserve grade), Under 14 (Senior & Reserve grade), Under 12 (Senior & Reserve grade) & Under 10 (Senior & Reserve grade). This is a total of 72 Football sides. Netball: 17 & Under (Senior & Reserve grade), 15 & Under (Senior & Reserve grade), 13 & Under (Senior & Reserve grade), 11 & Under. This is a total of 63 Netball sides. The following Clubs are affiliated in the competition: Bacchus Marsh Junior FNC Ballarat Junior FNC Darley Junior FNC East Ballarat Junior FNC Lake Wendouree Junior FNC North Ballarat Junior FNC Redan Junior FNC AFL Goldfields Strategic Plan: 2014 2018 inclusive 14

15 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Sebastopol Junior FNC Mt Clear Junior FC Note: The Golden Point Junior FC went into recess in 2013 and withdrew its remaining sides from the Ballarat FL Junior competition. The Club continues to field a side in the BFL Youth Girls competition (only). The Ballarat FNL Youth Girls Football Competition is an Under 18 competition and in 2014 does have 11 Clubs in its competition. The following Clubs are affiliated in the BFNL Youth Girls competition: Bacchus Marsh FNC Ballarat Junior FNC Darley Junior FNC Golden Point Junior FNC Lake Wendouree Junior FNC Redan Junior FNC Sebastopol Junior FNC Gisborne Rookies JFC Riddell s Creek JFC Ararat Storm JFL (combined Ararat & District Junior FA side) MCDFNL Combined side based at Carisbrook AFL Goldfields Strategic Plan: 2014 2018 inclusive 15

16 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.2.2 Central Highlands FL The CHFL was formed in 1979 as a merger of the Clunes FL and the Ballarat Bacchus Marsh FL. In 2011 the league admitted four new clubs from the defunct Lexton Plains Football League, bringing the total number of clubs to 18. The league conducts the following competitions: Football: Senior, Reserves, Under 17 ½, Under 14 ½, & Under 12. (Total of 90 Football sides) Netball: A Grade, B Grade, C Grade, 17 & Under, 15 & Under and 13 & Under (Total of 108 Netball sides) The Clubs currently affiliated with the Central Highlands FL are as follows: Ballan FNC Beaufort FNC Buninyong FNC Bungaree FNC Carngham Linton FNC Clunes FNC Creswick FNC Daylesford FNC Dunnstown FNC Gordon FNC Hepburn FNC Illabarook FNC Learmonth FNC Newlyn FNC Rokewood Corindhap FNC Skipton FNC Springbank FNC Waubra FNC The Central Highlands FL operates under an independent Board of Directors and maintains its own independent administration. It is recognised that the Central Highlands NL is independently incorporated and operates the Central Highlands netball competitions under its own governance structure. However, most clubs in the CHFL and CHNL do operate as joint football & netball clubs. AFL Goldfields Strategic Plan: 2014 2018 inclusive 16

17 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.2.3 Maryborough Castlemaine District FNL The Maryborough Castlemaine District FNL was officially created in 1982, but the history of the league in its various shapes and forms can be traced back to at least 1913, making the league one of the oldest leagues in the AFL Vic Country. The Maryborough Castlemaine District FNL is located in central Victoria. Maryborough is the principal town within the league, which encompasses Avoca, Talbot, Carisbrook, Newstead, Maldon, Castlemaine and Trentham. In 2011 the MCDFNL also added the Natte Bealiba FNC, Lexton FNC and the Navarre FNC to its competition, bringing the total number of clubs to 14. The league conducts the following competitions: Football: Senior, Reserves, Under 17 ½, Under 15, Under 12 & Under 10 (Total of 56 Football sides) Netball: A Grade, B Grade, C Grade, 17 & Under, 15 & Under and 13 & Under (Total of 81 Netball sides) The Clubs currently affiliated with the Maryborough & Castlemaine District FNL are as follows: Avoca FNC Maldon FNC Carisbrook FNC Campbell s Creek FNC Dunolly FNC Harcourt FNC Newstead FNC (include. Newstead & District Youth Club) Talbot FNC Trentham FNC Royal Park FNC Navarre FNC Natte Bealiba FNC Lexton FNC Maryborough Rovers FNC The league is extremely well supported throughout these towns and communities, however due to the population in some of these smaller towns & communities not every Club is able to field a side in all Football and Netball competitions. The following table provides a summary of MCDFNL 2014 team affiliations in each competition: AFL Goldfields Strategic Plan: 2014 2018 inclusive 17

18 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 The competing clubs draw players and support largely from the Maryborough, Castlemaine & Ballarat communities. Most participants in the league have strong ties to these major regional centre s through their schooling, shopping, sport, medical, etc. AFL Goldfields Strategic Plan: 2014 2018 inclusive 18

19 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.2.4 Riddell District FNL The Riddell District Football League is a community based AFL league that is affiliated with AFL Victoria, but which is administered and managed by the AFL Goldfields Regional Administration Centre. The RDFL s history can be traced back as far as 1872, making it possibly the oldest AFL competition in Australia. The league covers towns in the Macedon Ranges Victoria and an area from Rockbank in the south to Broadford in the north. The RDFL Senior competition comprising 13 Clubs (Broadford, Diggers Rest, Kilmore, Lancefield, Macedon, Melton Centrals, Riddell, Rockbank, Rupertswood, Romsey, Sunbury Kangaroos, Wallan, Woodend Hesket). The RDFNL Senior Competition operates the following competitions: Football: 13 Senior, Reserves, Under 18 ½. (Total of 39 Football sides) Netball: A Grade, B Grade, C Grade, 18 & Under, (Total of 52 Netball sides) The RDFL Junior competition comprising 17 Junior Clubs (Diggers Rest JFC, Gisborne Rookies JFC, Kilmore JFC, Lancefield JFC, Macedon JFC, Melton Centrals JFC, Melton JFC, Melton South JFC, Riddell's Creek JFC, Rockbank JFC, Romsey JFC, Rupertswood JFC, Tylden JFC, Sunbury JFC, Sunbury Kangaroos JFC, Wandong JFC, Woodend JFC) and which includes 16 grades of competitions ranging from Under 9 to Under 16, and totals 108 affiliated junior teams. The RDFNL Junior Competition operates the following: Football: 16 Under age football competitions from Under 16 ½ to Under 10 (Total of 109 Football sides) Netball: 3 Under age netball competitions from 15 & Under to 13 & Under (Total of 24 Netball sides) AFL Goldfields Strategic Plan: 2014 2018 inclusive 19

20 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.2.5 Summary of Participation in AFL Goldfields Region Senior Football Clubs: 56 Senior Football sides: 154 Senior Football players: 4,620 Senior Netball Clubs: 56 Senior Netball sides: 178 Senior Netball players: 2,492 Junior Football Clubs: 56 Junior Football sides: 178 Junior Football players: 5,340 Junior Netball Clubs: 53 Junior Netball sides: 194 Junior Netball players: 2,716 Youth Girls footballers: 218 Registered girls playing in Junior competitions: o RDFNL: 49 o BFNL: 43 o MCDFNL: 15 Auskick participants: 2,354 School Football: 700 AFL 9 s: 90 Umpires: 375 o BFUA: 235 o RDU: 140 o TOTAL: o Clubs: 221 o Sides: 704 o Participants: 18,905 (approx.) AFL Goldfields Strategic Plan: 2014 2018 inclusive 20

21 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 3.3 AFL Goldfields Regional Administration Centre AFL Goldfields Regional General Manager Rod Ward commenced in that role in 1 st April 2013. The AFL Goldfields RGM is responsible to the AFL Goldfields Commission for overseeing and leading the professional conduct of Regional Administration Centre Staff and all programs to ensure the long term sustainability and growth of football in the Region. Note: Currently the Central Highlands FL is not administered by the AFL Goldfields RAC, but are still serviced by the AFL Goldfields RGM and FDM staff. Note2: The Ballarat Youth Girls FL Operations Manager is an Intern employed at no cost to AFL Goldfields from Federation University of Australia. AFL Goldfields Strategic Plan: 2014 2018 inclusive 21

22 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 4.0 Economic Value of AFL Goldfields In a recent review conducted by Street Ryan & Associates, it was recognised that AFL contributed an estimated $34.682 million to the Goldfields regional economy in 2012, and that the associated leagues contributed: o Ballarat FNL $10.408 million. o Central Highlands FL $ 7.426 million. o Maryborough Castlemaine District FNL $ 7.157 million. o Riddell District FNL $ 9.691 million. AFL Goldfields Strategic Plan: 2014 2018 inclusive 22

23 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 4.1 CONTRIBUTION BY EXPENDITURE CLASSIFICATION The contribution of Australian Football to the local economy is grouped into four categories: - Leagues and Clubs - Players, Members and Supporters - Business and Multiplier Effects - Volunteer Labour. The following tables summarise some of the characteristics for these categories for the Goldfields Football Region in total. Estimated Total Local Economic Contribution of the AFL Goldfields Region during 2012 Central Highlands FL Maryborough Castlemaine District FNL Riddell District FNL Ballarat FNL Total Clubs and Leagues $4,796,330 $3,015,973 $3,618,540 $3,936,966 $15,367,808 Players, Members, Supporters $2,660,124 $2,206,175 $1,627,673 $3,164,143 $9,658,115 Business and Multiplier Effects $2,063,636 $1,353,535 $1,133,990 $1,627,474 $6,178,635 Volunteers $888,367 $850,220 $776,661 $962,074 $3,477,322 Total $10,408,457 $7,425,903 $7,156,863 $9,690,657 $34,681,881 Notes: - Multipliers are calculated from the regional analysis in the regular AFL Economic Impact Assessment (last updated in January 2012) and applied to the local economy by the relative local representation of each industry sector. - Ballarat Football League is not entirely contained within the Ballarat Australian Football Region. It includes some clubs from Melbourne suburban regions (Calder and Western regions) The assessment is based on operational activities associated with the Goldfields Football Region. It does not include any economic contribution from construction or establishment of new or refurbished facilities, or the investment in other capital items (such as technology, equipment and motor vehicles). AFL Goldfields Strategic Plan: 2014 2018 inclusive 23

24 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 The following table provides an Estimated Economic Contribution to Local Government Areas by the Ballarat FNL, MCDFNL, Central Highlands FL and the Riddell District FNL during 2012 Local Government Areas Clubs, Leagues, Players, Members, Supporters Business and Multiplier Effects Volunteers Total Ballarat $6,435,983 $1,386,190 $732,532 $8,554,705 Hepburn $2,084,378 $432,188 $264,771 $2,781,337 Pyrenees $1,937,300 $333,512 $211,817 $2,482,628 Moorabool $2,013,497 $581,733 $344,202 $2,939,432 Mount Alexander $1,621,289 $337,209 $202,991 $2,161,489 Hume $1,555,988 $678,242 $335,376 $2,569,606 Melton $1,988,984 $678,242 $335,376 $3,002,602 Golden Plains $648,126 $133,864 $88,257 $870,247 Central Goldfields $1,911,813 $363,344 $220,642 $2,495,800 Corangamite $329,063 $66,932 $44,128 $440,123 Macedon Ranges $2,863,214 $842,448 $494,239 $4,199,901 Mitchell $1,356,252 $303,424 $176,514 $1,836,190 Northern Grampians $280,037 $41,306 $26,477 $347,821 Total $25,025,923 $6,178,635 $3,477,322 $34,681,880 AFL Goldfields Strategic Plan: 2014 2018 inclusive 24

25 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 5.0 AFL Goldfields Mission & Vision 5.1 AFL Goldfields Mission AFL Victoria Goldfields seeks to inclusively develop a strong, sustainable and vibrant framework encouraging football and netball as the sports of choice to increase participation within our communities 5.2 AFL Goldfields Vision To grow participation and development opportunities in the AFL Goldfields region. 6.0 Our Principles The following guiding value statements will influence the decision making and culture of the AFL Goldfields Commission. 1. We will work with our key stakeholders to provide outcomes and solutions in a timely fashion. 2. We will provide leadership and strategic direction. 3. We will make fair, balanced and considered decisions. 4. We value inclusive and accepting environments. 5. We will be honest and transparent in all our dealings. 6. Through our behaviours, uphold the integrity of the AFL Victoria Goldfields. 7. We will value mutual respect with key stakeholders. 8. We will be accountable for our actions and decisions. 9. We will display energy and passion in delivering the AFL Victoria Goldfields vision. We need to ask ourselves regularly Do our actions and behaviour consistently meet these values? AFL Goldfields Strategic Plan: 2014 2018 inclusive 25

26 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 7.0 AFL Game Development Objectives & Development Pillars In preparing this AFL Goldfields Strategic Plan, a concerted effort was made to align the AFL Goldfields Strategic objectives against the AFL Victoria Game Development Objectives and Development Pillars. For ease of following, these objectives and pillars are provided below: AFL Goldfields Strategic Plan: 2014 2018 inclusive 26

27 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 AFL Goldfields Strategic Plan: 2014 2018 inclusive 27

28 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 8.0 AFL Goldfields Strategic Objectives 8.1 Key Objective Explanations As outlined in section 7.0, a concerted effort was made to align the AFL Goldfields Strategic objectives against the AFL Game Development Objectives and Development Pillars. The AFL Goldfields Strategic Objectives are outlined below, and short summary explaining each objective is provided. KEY OBJECTIVE: SUMMARY: COMMUNITY FOUNDATION What this Pillar means to AFL Goldfields To recruit, retain and develop participants, volunteers & fans to deliver a quality experience within AFL Goldfields communities. Participation Community Engagement Fans Develop & support pathways to increase player participation at all levels of football & netball in order to facilitate growth of the games. Support leagues, their clubs & schools to provide quality management & environments to motive volunteers, umpires, coaches, teachers, sports trainers and fans for all levels of football & netball. Develop stakeholder & community engagement initiatives that support the vision, mission and values of AFL Goldfields. Add social value and equal opportunity particularly for multi-cultural, disadvantaged and indigenous communities and individuals. Build relationships with the community to develop fans for all level of the game including AFL Clubs. BEST TALENT What this Pillar means to AFL Goldfields To enhance opportunities for players, coaches, umpires and administrators to participate at the highest possible level. Talent & 2 nd Tier Establish and maintain a best practice talent pathway and enhance the State Leagues (VFL & TAC Cup) to identify, attract and develop the best athletes as well as prove a career path for talented umpires and coachs. AFL Goldfields Strategic Plan: 2014 2018 inclusive 28

29 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 GREAT INFRASTRUCTURE What this Pillar means to AFL Goldfields For all clubs and other participants in the AFL Goldfields to have access to quality and well maintained facilities, and to work closely with Clubs to attract, develop and retain quality people. Facilities Advocate for and collaborate on facility development for the network of community football leagues, their clubs and schools. People & Culture Attract, develop & retain quality people and develop a high performance culture in line with AFL Goldfield s key objectives and values. AFL Goldfields Strategic Plan: 2014 2018 inclusive 29

30 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 8.2 Strategic Objective s PILLAR: Key objective 1. Community Foundation 1. Participation: To make it easy & attractive to be involved in all aspects of football & netball, by developing and supporting appropriate pathways for all segments from NAB AFL Auskick to open age football to maximise participation KPIs Increase the number of football participants in line with the percentage increases in the situation analysis. Increase the number of participants in netball by 4% by creating Net Set Go programs at all Clubs by 2016. Increase the number of participants in umpiring by 2% annually. Retain the current number of teams participating in non-growth areas. Project Area: Growth Manage growth in positive, neutral and declining population areas, including in club & side numbers & overall participants. o Assist clubs in establishing an administration presence where population growth is occurring o Review competition structure to maximise opportunities to accommodate growth o Establish simple & supportive administrative procedures and guidelines to assist in establishing sides & new clubs o Plan for facilities with all stakeholders to cater for growth o Identify ways of increasing support for existing Clubs in neutral / declining population area s o Review competition structure to maximise opportunities to retain participation & ensure Club viability in neutral / declining population area s Manage shared areas of population for club numbers equally o Identify club high density areas o Establish a Memorandum of Understanding & where applicable Interchange Agreements between clubs to manager player numbers o Manage club expectations regarding success versus survival Manage growth in number of competitions o Work closely with BFNL and RDFNL Clubs to manage growth in Ballarat, Moorabool, Melton and Hume to structure competitions at U10 & U12 level to offer participation opportunities for players at this entry level o Auskick in all Clubs to have link with Junior footy pathway o Explore greater flexibility in scheduling for competitions New Innovations to increase participation New initiatives to promote an increase in participants o Grow Female Football, in particular: Further expansion of Ballarat Youth Girls FL, targeting Maryborough, Sunbury, Melton, Daylesford Establish Junior Girls (U12) competition Establish Ballarat based sides in newly revamped VWFL Open Age competition Creation of girl friendly Auskick Centres o Explore opportunity to create new Auskick Centres & expand Auskick o Explore opportunity to implement AFL Holiday Camps AFL Goldfields Strategic Plan: 2014 2018 inclusive 30

31 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 o Further expansion & growth of AFL9's o Explore opportunities for greater flexibility in scheduling of matches o Increased partnership with schools in AFL Goldfields to increase School Programs to promote local football participation (players, volunteers, umpires) Little League/Juniors to have standard regional template for grading Competition Structures Competition Equalisation/Competition Competiveness o Region to identify Major League and District Leagues o Monitor Football/Netball player movement between competitions o Standardise clubs mandatory teams for Football & Netball o Investigate league structures to explore Promotion/Relegation opportunities o Cap player numbers per club Juniors & Under 18 s o Establish a formal agreement with VFL/TAC clubs for player availability and movement post TAC o School programs o Utilise Club Health Check Data to assess club competitiveness Umpires Regional umpiring Strategic Plan and associated policies o Work with BFUA to develop new Strategic Plan, aligned to new AFL Vic Umpiring Strategic Plan in 2014 o Standardise MOU s between all AFL Goldfields Leagues and BFUA and Riddell District Umpiring Association o Review of umpiring financial structures with aim of increasing umpires take home payment by 2016 o Review umpire appointments policy o Formalise BFUA & RDU Recruitment and Retention policy & programs o Expansion of school programs for promotion & recruitment including establishment of school programs in Melton & Bacchus Marsh o Club program to reduce/eliminate umpire abuse and bad behaviour towards umpires o Reduce reliance on Club Volunteer Umpires o Increase Umpire registration numbers by 2% annually Netball Netball Regional Governance & Administration structure o Establish a regional name for netball o Formalise relationships with Netball Victoria o Explore opportunities for increased VNA revenue returns from NV o Review AFL Goldfields administration & governance model to ensure we have the required structured to maximise support for current and future needs & can increase participation & growth o Manage and accommodate competition growth o Grading of Juniors explore opportunities for increased competitions outside of traditional Sunday morning games o Player payments review o Creation of Netball Umpiring Panel similar to BFUA o Creation of Netball Executive for BFNL o Establish Netball Disputes Officer/s AFL Goldfields Strategic Plan: 2014 2018 inclusive 31

32 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 LGAs Whilst this Strategic Plan is for the 2014 2018 period, the following participation targets in the 5 39 years old age bracket are agreed targets for 2020 as identified in the 2013 Situation Analysis: o City of Ballarat: increase participation rates to 15% by 2020. o Moorabool Shire Council: increase participation rates to 27% by 2020. o Melton City Council: increase participation rates to 10% by 2020. o Hume City Council: increase participation rates to 10% by 2020. o Macedon Ranges Council: increase participation rates to 27% by 2020 o Central Goldfields Shire Council: increase participation rates to 25% by 2020 o Pyrenees Shire Council: increase participation rates to 30% by 2020 o Golden Plains Shire Council: increase participation rates to 25% by 2020 o Mitchell Shire Council: increase participation rates to 25% by 2020 o Nth Grampians Shire Council: retention of participation rates at 25% by 2020 o Hepburn Shire Council: increase participation rates to 27% by 2020 o Corangamite Shire Council: retention of participation rates at 38% by 2020 o Mt Alexander Shire Council: increase participation rates to 35% by 2020 o Ararat Rural City Council: increase participation rates to 33% by 2020 AFL Goldfields Strategic Plan: 2014 2018 inclusive 32

33 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Pillar Key objective 1. Community Foundation 2. Community: Support leagues, their clubs and schools to provide sustainable futures with quality management and environments that motivate, educate and support volunteers, umpires, coaches, teachers and sports trainers for all levels of Australian football KPIs All clubs to submit an annual on line survey response within the annual time frames. All clubs to achieve accreditation through the AFL Quality Clubs program by 2017. All clubs to have access to the AFL s Club Management Kit. An annual increase in the number of clubs who have a strategic plan in place. To ensure all clubs are kept informed of the latest innovations in player welfare. To complete an Annual Audit of Club Financial Reports To conduct a Volunteer Forum (aka a Volunteer think tank ) in 2014 with the aim of identifying area s where volunteer work load can be reduced, requirements simplified, and identify areas where AFL Goldfields may be able to assist Project Area: Awareness AFL Goldfields is known and respected in the community o Promote involvement in the community o Initiate community awareness o AFL Goldfields to be an outstanding Community member Corporate Citizen Support Volunteer recognition and Support o Provide clubs and volunteers with appropriate job descriptions o Assist Clubs who may be interested to establish club traineeships for volunteers o Provide job descriptions for paid club administrators o Encourage all members of the community to be involved at clubs o To conduct a Volunteer Forum (aka a Volunteer think tank ) in 2014 with the aim of identifying area s where volunteer work load can be reduced, requirements simplified, and identify areas where AFL Goldfields may be able to assist Involvement Clubs Community Awareness o Treat all community members equally o Keep members informed of club events o Be active in the community o Be leaders in the community o AFL Goldfields to use club health checks to audit benefits of T&E programs Club Standards Clubs behavioural standards o Respect all involved in the community o Engender respect between football and netball sections o Promote your clubs quality in local community and schools AFL Goldfields Strategic Plan: 2014 2018 inclusive 33

34 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Welfare Ensure Clubs are aware of and familiar with AFL Goldfields and AFL Vic Policies. E.g Risk Mgnt, Resect & Responsibility, Privacy, etc o Ensure Policies are presented to Club on an annual basis o Clubs adhere to all policies as delivered o Update club training on new policies as introduced o Continue development of current policies Understand Welfare opportunities o Maximise understanding and appropriateness of all AFL Vic welfare policies o Review insurance policies available and standardise throughout clubs Club Development Player Development Facilitate Club Development o Assist clubs to develop a Strategic Plan, with priority in 2014 being those clubs who requested assistance via the 2013 Survey. o Standardise club administration model o Provide Clubs with volunteer job descriptions Region accommodates all pathway competitions for all age groups o Ensure all players (Football & Netball) receive access to elite player pathway programs o Establish an elite player retention policy o Identify and implement increased development opportunities. e.g RDFNL Academy Governance Identify opportunities for implementing efficiencies o Annual review of AFL Goldfields RAC operation to identify improvement opportunities. E.g Tribunal, MRP, o Create formal Memorandum of Understanding with key partners. E.g Nth Ballarat Roosters, TAC Clubs (Nth Ballarat Rebels, Western Jets, Calder Cannons), Netball Victoria, etc Commission Governance o Develop opportunities for developing proactive and cohesive partnership between the AFL Goldfields Commission and League Boards/Executives, and Club Executives. E.g Game visits, regular meetings, etc Business Build AFL Goldfields business model o Business model must be sustainable o Create robust business networks o Involvement with Committee for Ballarat, Business Ballarat? Monitor business performance o Develop performance KPAs and KPIs o Manage growth against income o Continuous improvement & growth AFL Goldfields Strategic Business Plan o Develop AFL Goldfields Strategic Plan o AFL Goldfields Strategic Plan to be accredited by AFL Vic o Action Plan performance indicators o SP & AP to be live documents updated as required AFL Goldfields Strategic Plan: 2014 2018 inclusive 34

35 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 o Business assessed against SP AFL Goldfields Brand o AFL Goldfields Brand to be primary identification o Engender Club & Community respect for Brand o Obtain Financial return from Brand o How to build on Brand o Obtain Benefits from Brand o Protect Brand Build Commercial components to generate revenue o Investigate Commercial and new income opportunities for AFL Goldfields and member Leagues o Introduce an Intellectual Property policy o Manage license agreements o Investigate new sponsorship opportunities Build Commercial components to generate revenue o Develop a Merchandise component o Establish Marketing and Sponsorship opportunities Finance AFL Goldfields Budget o Establish annual budget o AFL Vic to approve budget Business Risk Model o Annual audit of business finances o Investigate funding from AFL Vic o More income from Netball Financial reporting system for clubs o Introduce a standard reporting system for clubs o Clubs to spend within their revenue amount o Club Treasurer to have financial management capabilities o Provide support systems for Clubs in financial difficulty o Clubs to respect the financial component of their business o Clubs to submit copy of audited Financial Reports to AFL Goldfields RGM for review AFL Goldfields Strategic Plan: 2014 2018 inclusive 35

36 P a g e T u e s d a y, 4 F e b r u a r y 2 0 1 4 Pillar Key objective 1. Community Foundation 3. Engagement: Develop community engagement initiatives that add social value and support program accessibility, equality and inclusive environments, particularly in the Indigenous and multicultural communities. KPIs AFL Goldfields to develop Stakeholder Engagement Plan AFL Goldfields to develop Communication Plan AFL Goldfields to develop Media Policy Clubs and leagues report that they have adequate number of volunteers and their workloads are manageable. Clubs have sufficient numbers to fill all sides entered at all levels within their own competitions (excluding MCDFNL Junior competition) Measure where possible the introduction to the codes from CALD players (culturally and linguistically diverse) Project Area: Communication Relationships with key Organisations & Stakeholders o Development & implementation of Stakeholder Engagement Plan o Manage and prioritise key organisations as identified and outlined in AFL Goldfields Stakeholder Engagement Plan o Develop sound, robust & transparent communication systems as outlined in AFL Goldfields Communication Plan Usage of media outlets o Develop a network for all media outlets o Maximise use of AFL Goldfields website o Maximise usage and exposure from radio and print media o Manage social media outlets responsibly Indigenous & Multi-Cultural Indigenous, Multicultural & Diversity o AFL Goldfields Indigenous & Multicultural Diversity Steering Committee to be established in 2014 o Indigenous & Multicultural Engagement Plan to be drafted in 2014. This Plan to include: Establish an Indigenous & Multi-cultural Community Ambassador program Contact Ballarat English Language Schools to discuss partnership opportunities. E.g Ballarat Uni EL program, Macarthur St Primary, Ball Secondary College Include Indigenous & Multiculturalism at LGA Forum Explore partnership opportunities with LGA s. e.g City of Melton o Relationships with key multi-cultural organisations o Victorian Aboriginal Community Services Association, Ballarat Regional Multicultural Council (BRMC), Centre for Multicultural Youth (CMY), City of Ballarat, Melton City Council, Sports Central, etc Identify means to offer increased support Clubs in indigenous & multicultural areas Document cultures by Club zone Work with AFL Vic to develop programs for each culture Implement Culture Awareness training for Clubs Encourage and promote multicultural involvement AFL Goldfields Strategic Plan: 2014 2018 inclusive 36