CHAIRMAN’S REPORT
ANTER ISAAC In the past 12 months, our organisation has continued to work towards the strengthening of governance, greater delivery of services and support, and an improvement across general management and operations. Despite accepting that we don’t expect these efforts to result in immediate outcomes for our member Associations, Clubs and participants - especially in an ever-changing environment - we are encouraged to see significant milestones being routinely achieved and progress being made across numerous areas. With regards to our governance, I was pleased to see proposed amendments to our Constitution were unanimously accepted by our Members, with important updates to the by-laws made.
The constitutional changes will ensure a rotation of half of the elected directors will occur commencing at the March 2020 AGM. This will reinforce continuity and stability of the board. I want to acknowledge my fellow directors Rob Laws and Chris Gardner for supporting the changes, despite the result limiting their potential term lengths. To provide improved transparency and accountability, we have also restructured our chart of accounts to activity based accounting. This will allow greater visibility of how we invest in the development of football. At national level, we have continued to represent the best interests of our members and football with the positions we have taken regarding the composition of the Football Federation Australia Congress and constitutional reforms. We continue to advocate for greater stakeholder representation, accountability and transparency at the congress and improved governance structures within the FFA. We are well underway in developing our strategic plan and vision for 2030. Thank
you to our stakeholders that provided valuable input. The finalisation and implementation of this will be our key focus for 2018. We welcomed Stuart Hodge as our CEO during 2017. Stuart has focussed on working with stakeholders to understand their challenges as we continue our shift towards improving our member services. A key component of this is the capability building initiatives that have been rolled out and will continue to develop throughout 2018. To provide improved transparency and accountability, we have restructured our 2018-19 chart of accounts to activity based accounting. This will allow greater visibility of how we invest in the development of football. We continue to see higher numbers of participants, with the continued growth of women’s football particularly pleasing. This growth is something that you, as our game’s stakeholders more so than we at head office - should be recognised for and proud of. Our challenge collectively now becomes one