2011.12 NNSWF Operational Plan

Operational Plan 2011.12 To be considered in conjunction with 2010-2014 Strategic Plan

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NORTHERN NSW FOOTBALL

Vision Football will be the recognised number one sport throughout Northern NSW.

Mission To grow football by supporting our members and the football community through, strong leadership, sound communication and the provision of a clear strategic direction that secures the sport’s long term prosperity.

Core Values > Trust and Integrity We are committed to operate with trust and integrity with each other, our members and the community > Customer focused We will appreciate the interests and passion of our members and the broader football community > Camaraderie We recognise the superior strength and efficiencies of good team work > Innovative We are a can do organisation which strives for best practice through innovation and a willingness to embrace change for the benefit of football > Transparent We will listen to our members, customers and the broader community and communicate in an effective, transparent and respectful manner

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Operational Plan 2011.12

Critical Success Factors What are the factors that significantly impact upon the organisation’s ability to be successful?

1. Governance and Leadership

3. High Performance

• The willingness of Member Zones, Premier Clubs and other stakeholders to acknowledge and align their operations in accordance with NNSWF’s strategic direction and their capacity to effectively implement key strategies.

• The Sport’s capacity to engage and retain talented athletes;

2. Community Football – Participation

• The willingness of coaches to implement and abide by the FFA National Curriculum;

• The capacity of our Member Zones, clubs and other stakeholders to meet their participants’ and members’ expectations; • The cost of football registration fees as compared to other sports and entertainment options; • NNSWF’s ability to establish and control additional participation opportunities throughout the year; • NNSWF’s ability to engage more female participants; • The Sport’s ability to arrest the current participant churn rate; • Continuation of NSW Government’s Facility Funding Program • The availability, accessibility and suitability of football facilities; • The status and profile of the Sport in the media, particularly the A-League and W-League; and • Newcastle Jets’ commitment to agreed community engagement activities.

• The costs associated with participating in High Performance Programs; • The provision of quality training and playing facilities which are conducive to skill development;

• Our ability to recognise and promote the achievements of talented players and the opportunities which are available through football.

• NNSWF’s capacity to provide identified players, particularly those based regionally with access to quality coaching and competition; and • The willingness of Member Zones, Premier Clubs and other stakeholders to support and complement NNSWF’s Player Development Pathway.

4. Football Operations • The willingness and capacity of Member Zones, clubs and other stakeholders to implement best practice administration procedures such as online registration and competition management; • The ability of third party service providers to meet NNSWF’s needs and expectations; • NNSWF’s capacity to provide tangible assistance to Member Zones and clubs.

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NORTHERN NSW FOOTBALL

Critical Success Factors continued 5. Marketing and Communications • The establishment of a participant database; • NNSWF’s ability to disseminate key messages and information to the media; • The status and profile of the sport within communities throughout Northern NSW; • The willingness of sponsors to invest in grassroots sport; • The establishment of an integrated communication platform that has the potential to engage with all participants; • The status and profile of the Sport, particularly the A-League and W-League.

6. Finance • Total number of registered players; • Level of support received from Member Zones and clubs for the merchandise program; • Increases in sports injury protection scheme and public liability insurance premiums; • Rate of return received on our investments; • Continuation of FFA funding contribution towards Community Football and High Performance initiatives; • Further increases to FFA Capitation Fees; and • Increase prevalence of independent competitions and other football activity.

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Operational Plan 2011.12

Key Performance Areas (KPA’s) and Strategic Goals 1. Governance and Leadership

4. Football Operations

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 and provides a clear strategic direction for the sport of Football throughout Northern NSW.

2. Community Football

Implementation of sustainable and inclusive programs and services that engage new participants; particularly females and volunteers and facilitate the retention of existing players, coaches, referees and volunteers through the provision of tangible assistance and support to all participation providers.

3. High Performance

Deliver a professional, integrated and clear elite development pathway and associated programs and services, which lifts the overall technical standard of identified players and coaches throughout Northern NSW and produces Australian underage, W-League and National Youth League representatives.

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

5. Marketing and Communication

Implementation of professional and innovative marketing activities across the key disciplines of sponsorship, media, advertising, promotions and public relations that build a credible and positive image of the sport and facilitate the achievement of the organisation’s vision and strategic goals.

6. Finance

To deliver performance driven business practices complying with relevant legislation and standards aligned with NNSWF’s strategic goals.

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NORTHERN NSW FOOTBALL

Key Performance Indicators 2011.12 1.

Governance and Leadership

1.1. Member Zones will be totally satisfied (extremely satisfied or very satisfied) in relation to NNSWF’s overall performance as the peak body and how the organisation services them; 1.2. Maintain our Member’s perception of NNSWF’s ability to plan, direct and monitor the growth, development and promotion of the Sport as compared to the results of the 2011 Customer Survey; 1.3. Maintain our Members’ and stakeholders’ perception of NNSWF’s ability to communicate effectively as compared to the results of the 2011 Customer Survey; 1.4. Establish and or amend as required NNSWF’s Governance Policies in 2011.12 in accordance with the Australian Sports Commission’s Best Practice Governance Principles and the Corporations Act 2001.

2.

Community Football

2.1. Increase the total number of registered players throughout Northern NSW by 2% in 2012 as compared to 2011; 2.2. Increase the total number of registered girl players throughout Northern NSW by 2% in 2012 as compared to 2011; 2.3. Increase the total number of registered players participating in non-traditional competitions and programs by 5% in 2012 as compared to 2011; 2.4. Increase the number of accredited coaches in Northern NSW by 10% in 2012 as compared to 2011; 2.5. Increase the number of coaches who complete a Grassroots Coaching Course by 10% in 2012 as compared to 2011; 2.6. Secure a 5% increase in the number of total registered referees in 2012 as compared to 2011; 2.7. Increase the number of youth who complete an Instructing Referees Course by 10% in 2011 as compared to 2012; 2.8. Increase the total funding football in Northern NSW receives from the NSW Government’s Facility Funding Scheme by 5% in 2012 as compared to 2011; 2.9. Assist 14 clubs to attain Level I FFA Club Accreditation.

3. High Performance 3.1. By 2014 a minimum of 75% of Jets NYL team will emanate from Northern NSW; 3.2. By 2014 a minimum of 80% of Jets WWL team will emanate from Northern NSW; 3.3. By 2014 NNSWF will provide a minimum total of 6 National underage representatives (male) Under 17 – 20 age groups; 3.4. By 2014 NNSWF will provide a minimum total of 8 National underage representatives (female) Under 17 – 20 age groups; 3.5. By 2014 NNSWF will provide a minimum total of 3 players who will be offered AIS scholarships; 3.6. By 2014 NNSWF will provide a minimum total of 11 male “Allstar” representatives at 13 & 14 Boy’s NYC’s; 3.7. By 2014 NNSWF will provide a minimum total of 16 female “Allstar” representatives at 13, 14 & 15 Girl’s NYC’s; 3.8. By 2014 a total of 3 coaches from NNSW will be selected as coaches of “Allstar” teams; 3.9. By 2014 conduct a minimum of 15 elite coaching courses/ conferences /seminars; 3.10. Appoint a part-time skill acquisition trainer in each Zone by 2014; 3.11. Increase by 25% the number of AFC accredited coaches actively working in NNSW by 2014; 3.12. To have a minimum of 35% of the 2013 NNSWIS intake selected from the Northern NSW Emerging Athletes program.

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Operational Plan 2011.12

4.

Football Operations

4.1. Satisfy the expectations of 65% of clubs participating in NNSWF’s Premier Competitions in 2012; 4.2. Meet the overall expectations of 80% of Member Zones and each of the 3 Standing Committees; 4.3. Generate total Merchandise revenue of $650k in 2011.12; 4.4. Satisfy the expectations of all Member Zones competing in 2012 State Championships and SYL; 4.5. Secure a total of 65 entries in the 2012 Solo Cup; 4.6. Secure a total of 3 referees on the A-League, Youth League and W-League panels in 2011.12; 4.7. Improve the average perception of the standard of officiating in the State and First Division in 2012 as compared to 2011; 4.8. Establish a Summer 6’s pilot in conjunction with a club in 2011.12; 4.9. Establish Futsal within 5 PCYC’s throughout Northern NSW in 2011.12.

5. Marketing and Communications 5.1. Generate football editorial which reaches a total cumulative audience of 18 million people in print media throughout Northern NSW in 2011.12; 5.2. Generate specific editorial relating to NNSWF’s Senior Premier Competitions which reaches a total cumulative audience of 12 million people in print media throughout the Hunter Region in 2011.12; 5.3. Increase the total number of registered players throughout Northern NSW by 2% in 2012 as compared to 2011; 5.4. Achieve total attendance of 2,500 at the 2012 NBN State League Grand Final; 5.5. Achieve total attendance of 750 at the 2012 Herald WPL Grand Final; 5.6. Achieve total attendance of 1,000 at the 2012 New FM 1st Division League Grand Final; 5.7. Secure an average of 10,000 unique visitors per month on www.northernnswfootball.com.au during competition period (March-Sept) 2012; 5.8. Secure an average of 8,000 unique visitors per month on www.northernnswfootball.com.au outside of the competition period (Oct – February) 2011.12; 5.9. Secure total sponsorship revenue of $800k ($300 cash, $500 VIK) in 2011.12; 5.10. Generate total merchandise sales of $650k in 2011.12; 5.11. Secure 2500 “Likes” on NNSWF’s Facebook Page.

6. Finance 6.1. Achieve budget surplus as adopted

by NNSWF’s Board of Directors in September 2011; 6.2. Nil material adjustments from Annual External Audit; 6.3. Nil fines related to Taxation Compliance; 6.4. Nil fines in relation to Corporations Compliance; 6.5. Nil non conformances resulting from internal compliance control audits; 6.6. Establish and document internal control measures compliant with the annual audit process which fully satisfy the Company’s auditor; 6.7. Nil loss of significant electronic data.

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