NNSWF Strategic Plan - 2024-2026

NORTHERN NSW FOOTBALL

2024-26

STRATEGIC PLAN EXECUTIVE REPORT – 13 DECEMBER 2023

WHOEVER YOU ARE, WHATEVER YOUR AGE, WHEREVER YOU’RE FROM

WHATEVER YOUR STORY, FOOTBALL HAS THE POWER TO

INSPIRE & UNITE

CONTENTS 3. Welcome 01 4. Introduction

STRATEGIC PLAN 5. Strategic Plan 6. Our Mission 7. Our Vision

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8. Our Core Values

10. Outline of Strategic Pillars DETAILED INITIATIVES & 12. Pillar One – Enjoyable Football Experience IMPLEMENTATION PLAN 13. Pillar Two – Talent Development for All 14. Pillar Three – Champions in Excellence 15. Pillar Four – Showcase Our Game 16. Detailed Initiatives and Implementation Roadmap

GEMBA© - NORTHERN NSW FOOTBALL

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WELCOME As chairman of Northern NSW Football it is my pleasure to welcome you to Northern NSW Football's Strategic Plan for 2024 to 2026.

This forward-looking plan is the culmination of an extensive process deeply rooted in collaboration and a shared vision for the future of football in our region. It reflects our commitment to embracing core values such as integrity, inclusivity, transparency, respect, innovation and ambition. These values are the bedrock of our approach, guiding our actions and decisions.

The role of our board of directors has been pivotal in this journey.

We have worked closely with our member zones, clubs and other stakeholders to understand their needs, aspirations and the challenges they face. This collaborative approach has been instrumental in shaping a strategy that is not only ambitious but also grounded in the realities of our football community.

The strategy addresses critical areas such as enhancing facilities, promoting respect and positivity within the game and breaking down barriers to participation, especially for women and underrepresented groups. It is a comprehensive roadmap that aims to elevate the experience of football at every level, from grassroots to elite, across our regions. Our commitment is to drive this strategy forward, ensuring it delivers tangible, positive outcomes for our game and our community.

We have worked closely with our member zones, clubs and other stakeholders to understand their needs, aspirations and the challenges they face.

MIKE PARSONS

CHAIRMAN NORTHERN NSW FOOTBALL

GEMBA© - NORTHERN NSW FOOTBALL

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INTRODUCTION I am thrilled to present Northern NSW Football’s Strategic Plan for 2024 to 2026. This document is a testament to our collective vision for football in our region, aiming to unite and inspire everyone in northern NSW to reach their full potential in the beautiful game. Our newly adopted core values have driven our journey to develop this plan. These values are not simply words but the foundation of our approach and actions. They reflect our commitment to making football a sport that everyone in our community can enjoy, participate in and be proud of.

The plan revolves around four core pillars with each aligning to our mission to create an inclusive and thriving football community. We aim to offer enriching football experiences, develop accessible pathways for talent, uphold excellence in all our endeavours and elevate the status of our sport at all levels. One of our most significant priorities is to foster an environment that encourages female participation and breaks down barriers to ensure an inclusive and welcoming football ecosystem.

We aim to offer enriching football experiences, develop accessible pathways for talent, uphold excellence in all our endeavours and elevate the status of our sport at all levels.

We are dedicated to supporting our member zones and clubs to enhance facilities and ensure football remains a positive, respectful experience for everyone. This strategic plan is a pledge from us at Northern NSW Football to our players, coaches, volunteers, match officials, spectators and all who love the game. Together, we will work tirelessly to ensure football in northern NSW is not just a sport but a source of community pride, unity and inspiration. I look forward to embarking on this exciting journey with you all.

PETER HAYNES

CHIEF EXECUTIVE OFFICER NORTHERN NSW FOOTBALL GEMBA© - NORTHERN NSW FOOTBALL

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STRATEGIC PLAN

GEMBA© - NORTHERN NSW FOOTBALL

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NORTHERN NSW FOOTBALL EXISTS TO… … I N S P I R E A N D U N I T E E V E RYO N E I N N O R T H E R N N SW TO R E AC H T H E I R P OT E N T I A L I N FO OT B A L L

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OUR VISION IS TO… … E M P OW E R E V E RYO N E I N N O R T H E R N N SW TO B E PART OF A THRIVING COMMUNITY

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OUR CORE VALUES ARE: INTEGRITY INNOVATION RESPECT

INCLUSIVITY AMBITION TRANSPARENCY

GEMBA© - NORTHERN NSW FOOTBALL

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Northern NSW Football’s values have been translated into real behaviours to ensure they are consistently demonstrated VALUES TO BEHAVIOUR

INTEGRITY

• Always act truthfully, fairly and ethically • Consistently follow through on commitment to build trust and credibility • Admit mistakes and take responsibility for own actions

INCLUSIVITY

• Create an environment where difference is celebrated and respected • Ensure everyone's voice is heard and valued • Show empathy and understanding • Advocate for equal opportunities across all roles

INNOVATION

• Create an environment that fosters creativity and allows for experimentation • Stay informed about latest trends and insights and embrace new technologies and ideas • Offer development programs to ensure continuous improvement

Source: Gemba Strategy Analysis (2023).

RESPECT

• Treat everyone with kindness and consideration • Actively listen to other people’s thoughts and perspectives and keep an open mind • Acknowledge and appreciate each person's contributions

AMBITION

• Set challenging goals and expectations • Commit to excellence and go above and beyond to produce high quality results • Commit to personal and professional growth by constantly seeking learning and development opportunities

TRANSPARENCY

• Proactively share important updates and reports • Communicate openly and honestly about decisions • Actively seek and provide feedback across the organisation

GEMBA© - NORTHERN NSW FOOTBALL

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The 2024 to 2026 strategic plan is focused on four key pillars: the football experience, talent development, excellence and showcasing football.

STRATEGIC PILLARS AND PRIORITIES ENJOYABLE FOOTBALL EXPERIENCE

Objective: Offer the best experience across all levels of football for everyone involved to grow the game

PRIORITIES: •

Establish a football environment that encourages and drives female participation

•

Develop and deliver relevant football products that meet the market’s demand

•

Minimise barriers to participation to ensure an accessible and inclusive football ecosystem

•

Cultivate a respectful and positive football experience

•

Support clubs and enhance facilities to increase capacity of the game

TALENT DEVELOPMENT FOR ALL

CHAMPIONS IN EXCELLENCE

Objective: Facilitate every participant to reach their full potential through accessible participation and robust identification and development programs

SHOWCASE OUR GAME

Objective: Setting the benchmark for excellence in sports through effective governance, beneficial partnerships and sustainable practices

Objective: Be the sport of choice through the display and promotion of high-quality football from grassroots to elite

PRIORITIES:

PRIORITIES:

PRIORITIES:

•

Provide clear and comprehensive talent pathways for all participants

•

•

•

Promote development and provide support for non-playing roles (coaches, match officials, volunteers and administrators)

Collectively align on and understand the roles and responsibilities across the NNSWF ecosystem

Elevate the status and visibility of NNSWF competitions and tournaments across all levels

•

Lead football advocacy on behalf of the NNSWF community

•

Leverage the stories of the game to promote and grow football

•

Improve financial and environmental sustainability across the football ecosystem

•

•

Position football as an industry of choice to attract and retain the best talent

Create an environment that enables the transition of participants to fans and fans to participants

•

Enhance the identification and development of elite talent

•

Ensure a tailored approach to talent identification and development in regional areas

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

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MISSION TO INSPIRE AND UNITE EVERYONE IN NORTHERN NSW TO REACH THEIR POTENTIAL IN FOOTBALL

STRATEGIC PLAN 2024-2026

STRATEGIC PILLARS ENJOYABLE FOOTBALL EXPERIENCE

VISION TO EMPOWER EVERYONE IN NORTHERN NSW TO BE PART OF A THRIVING FOOTBALL COMMUNITY

TALENT DEVELOPMENT FOR ALL Facilitate every participant to reach their full potential through accessible participation and robust identification and development programs

Offer the best experience across all levels of football for everyone involved to grow the game PRIORITIES: STRATEGIC PRIORITIES:

ecosystem Establishaafootball Footballenvironment environmentthat thatencourages 1.1. Establish and drives female participation encourages and drives female participation 4. Cultivate a respectful and positive Football 2. Develop and deliver relevant football products that meet the market’s demand 2. Develop and deliver relevant Football experience 3. Minimise to participation to ensure an and and inclusive football ecosystem productsbarriers that meet the market’s demand 5. accessible Support clubs enhance facilities to Minimisea barriers to participation increase capacity of the game 4.3. Cultivate respectful and positiveto football experience ensure an accessible and inclusive Football 5. Support clubs and enhance facilities to increase capacity of the game

ACTIONS/INITIATIVES: STRATEGIC PRIORITIES: Build Insightly BD Contact /‘Target’ listpathways 6. Develop full participants Account Plan for key clients & sectors 1.1. Provide clearStrategy and comprehensive talent for all 2. Establish a regular internal BD planning meeting 7. Grow Gemba’s presence at key conferences and Release a monthly Inside Strategy on LinkedIn 2.3. Promote development and provide support forpresentations non-playing roles (coaches, match officials, 4. volunteers Quarterly promotion of recent project wins and 8.

Aim for a min. 3 x BD discussions per week across and administrators) client success the team Host one Going to Gemba Event / thought greater cross sell opps. across Tenka 3.5. Enhance the identification and development9.ofExplore elite talent leadership panel 10. Refresh Strategy section on Gemba Website 4. Ensure a tailored approach to talent identification andGemba development in regional areas 11. Refresh Strategy capability statement

CHAMPIONS IN EXCELLENCE

SHOWCASE OUR GAME

Setting the benchmark for excellence in sports through effective governance, beneficial partnerships and sustainable practices

Be the sport of choice through the display and promotion of high-quality football from grassroots to elite

1. Explore the development of a ‘fan profiling/value’

5. Develop a position on the V&F offer within

STRATEGIC PRIORITIES: tool Strategy (incl. external or internal capability) 2.

Identify one new service offering / IC module 6.

Establish an economic modelling capability 1. Collectively align on and understand the roles and responsibilities across the 3. Develop a detailed expansion/ BD plan for (internal or external SME) NNSWF ecosystem QLD/Brisbane 7. Acquire OzTam data subscription 4. Refresh panel of external subject matter experts 8. Develop business case on a page 2. that Leadwefootball advocacy on behalf of the NNSWF community can tap into for project delivery 3. Improve financial and environmental sustainability across the football ecosystem 4. Position football as an industry of choice to attract and retain the best talent

1. Refresh accountabilities of specific IC and 4. Explore a project delivery reporting mechanism STRATEGIC PRIORITIES: dedicate an ongoing IC & internal time allocation to track budgets vs. actual effort 1. Elevate the status and visibility of NNSWF competitions tournaments across all levels for all resources 5. Investigate and improved project management 2. Facilitate monthly knowledge sharing sessions platform to drive greater efficiencies & 2. Leverage the stories of the game to promote and grow football within the team accountability Developan AusPlay participation dashboard 3.3. Create environment that enables(with the transition of participants to fans and fans to D&A) participants

OUR CORE VALUES INTEGRITY

INCLUSIVITY

INNOVATION

AMBITION

RESPECT

TRANSPARENCY

PILLAR ONE

ENJOYABLE FOOTBALL EXPERIENCE PRIORITIES & INITIATIVES ENJOYABLE FOOTBALL EXPERIENCE

OBJECTIVE: OFFER THE BEST EXPERIENCE ACROSS ALL LEVELS OF FOOTBALL FOR EVERYONE INVOLVED TO GROW THE GAME Establish a football environment that encourages and drives female participation

Develop and deliver relevant football products that meet the market’s demand

Minimise barriers to participation to ensure an accessible and inclusive football ecosystem

Cultivate a respectful and positive football experience

Support clubs and enhance facilities to increase capacity of the game

KPI: 30,000 registered female participants

KPI: 30,000 registered participants in non-traditional formats

KPI: 90,000 total registered players

KPI: Match official retention rate of 70%

KPI: 70% of facilities are rated as acceptable or above

Initiatives:

Initiatives:

Initiatives:

Initiatives:

Initiatives:

•

Invest in fit for purpose female-focused football programs and events

•

•

Develop a statewide Zero Tolerance policy to address abusive and antisocial behaviour

•

Establish recommended standards for female facilities (playing fields and changing rooms)

Review the cost of participation (non-elite) and identify opportunities to reduce costs

•

•

Undertake a product portfolio review to understand strengths and gaps

Refresh current infrastructure strategy to guide future facilities investment

•

•

Enforce consistent disciplinary processes and sanctions across NNSWF and member zones

•

Establish a female football community social network in northern NSW

Develop shorter programs with lower upfront costs (e.g. eight-week programs)

•

•

Develop and modify football programs in accordance with market demand

Review and optimise the arrangement and allocation of the centralised facilities fund

•

•

Continuously educate participants and spectators about Respect the Game through various media channels

•

Expand the delivery of Football Australia's Club Development Program

Continue to review flexible program formats to cater for all abilities

•

•

Provide modified programs (e.g. Kick-On, Five5, NAIDOC Cup, Walking Football) all year long

Educate and upskill member zones and clubs on understanding facilities needs/gaps and grant writing

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

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PILLAR TWO

TALENT DEVELOPMENT FOR ALL PRIORITIES & INITIATIVES TALENT DEVELOPMENT FOR ALL

OBJECTIVE: FACILITATE EVERY PARTICIPANT TO REACH THEIR FULL POTENTIAL THROUGH ACCESSIBLE PARTICIPATION AND ROBUST IDENTIFICATION AND DEVELOPMENT PROGRAMS Provide clear and comprehensive talent pathways for all participants

Promote development and provide support for non-playing roles (coaches, match officials, volunteers and administrators)

Enhance the identification and development of elite talent

Ensure a tailored approach to talent identification and development in regional areas

KPI: 1,500 participants engaged throughout NNSWF’s Talented Player Pathway

KPI: 15,000 registered coaches, match officials, volunteers and administrators

KPI: A minimum 70 players who originate from NNSWF’s programs that progress to higher levels in the TPP

KPI: A minimum 20 players who originate from regional programs to higher levels in the TPP

INITIATIVES:

INITIATIVES:

INITIATIVES:

INITIATIVES:

•

Engage with FA and member federations to establish unified pathways across Australia

•

Offer educational resources and scholarships to accelerate development of non-playing talent

•

Formalise a measurable talent identification approach across NNSW

•

Benchmark metro and regional development programs to ensure equal opportunities and quality

•

Clearly outline and communicate NNSWF pathways from grassroots to elite for all participants

•

Showcase the opportunities and significance of non-playing roles to attract and recruit talent

•

•

Develop and launch regional premier competitions (PYL + NL1) to facilitate talent development

•

Develop an interactive pathway tool that presents participants’ current status and provides guidance for their next steps

•

Explore potential incentives to attract and retain volunteers

Collaborate with member zones and Newcastle Jets to identify and develop talent network across the region

•

Form strategic partnerships with external organisations (e.g. FA and A-Leagues clubs, sports high schools, etc.) to develop elite talent

•

Develop regional development academy/hubs to reduce barriers to regional talent development

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

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PILLAR THREE

CHAMPIONS IN EXCELLENCE PRIORITIES & INITIATIVES CHAMPIONS IN EXCELLENCE

OBJECTIVE: SETTING THE BENCHMARK FOR EXCELLENCE IN SPORTS THROUGH EFFECTIVE GOVERNANCE, BENEFICIAL PARTNERSHIPS AND SUSTAINABLE PRACTICES Collectively align on and understand the roles and responsibilities across the NNSWF ecosystem

Lead football advocacy on behalf of the NNSWF community

Improve financial and environmental sustainability across the football ecosystem

Position football as an industry of choice to attract and retain the best talent

KPI: Overall satisfaction rating relating to NNSWF’s governance of satisfied or better

KPI: A minimum 75 external grants secured for football-specific projects

KPI: Maximum of 32% revenue generated from player registration fees

KPI: 90% of staff retention across NNSWF’s business

Initiatives:

Initiatives:

Initiatives:

Initiatives:

•

Re-align NNSWF's organisational structure to strategic pillars and priorities

•

•

Develop a commercial strategy to support future sponsorship and revenue opportunities

•

Review staff remuneration and benefits package to align with the market

•

Create organisational chart of NNSWF, member zones and standing committees with roles and responsibilities agreed through consultations

•

Benchmark member zones’ financial performance to identify areas of improvement

•

Provide professional development opportunities and clear career advancement roadmap

•

Educate and support member zones to refine operating model and achieve financial sustainability

•

Tell success stories of nonplayers/individuals within the football ecosystem

•

Assess environmental footprint across the ecosystem and set sustainability targets

•

Develop a workforce diversity plan for NNSWF, the member zones and clubs

•

Facilitate regular working groups to foster ongoing collaboration

•

Increase operational and financial efficiencies through shared services and technology with member zones

•

•

Develop government relations strategy that includes formal list of priorities to collectively pitch to government and other external parties Identify organisations and government departments who can benefit or align to NNSWF’s strategy Establish dedicated External Relations function to lead all external advocacy, communications and strategic partnerships

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

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PILLAR FOUR

SHOWCASE OUR GAME PRIORITIES & INITIATIVES SHOWCASE OUR GAME

OBJECTIVE: BE THE SPORT OF CHOICE THROUGH THE DISPLAY AND PROMOTION OF HIGH-QUALITY FOOTBALL FROM GRASSROOTS TO ELITE Elevate the status and visibility of NNSWF competitions and tournaments across all levels

Leverage the stories of the game to promote and grow football

Create an environment that enables the transition of participants to fans and fans to participants

KPI: A cumulative attendance and viewership at NPL NNSW matches of more than two million

KPI: 4,000 positive media articles/segments on football across northern NSW

KPI: 40% of registered football participants in northern NSW identify as ‘ fanatics’

Initiatives:

Initiatives:

Initiatives:

•

Position and ‘hero’ the NPL Men’s and Women’s as the leading competitions in northern NSW

•

Highlight the success of high achieving individuals and teams at the state and national level

•

Establish a participant and fan strategy that leverages customer data to attract, retain and better engage participants and fans

•

Work with member zones to elevate and promote zone-based premier competitions

•

Partner and leverage sponsors and media outlets to expand the game’s coverage and reach

•

•

Work with clubs to provide a mechanism to track and report on match day attendance

•

Create hype and targeted communications campaigns around promotions/relegations

Reduce the barriers for fans of football to participate in the NNSWF ecosystem as a player, match official, coach, volunteer or administrator

•

•

Define and maintain the core customer experience standards across all NPL matches in northern NSW

•

Partner with APL and APL clubs on data sharing to support targeted communications and marketing

Establish a portfolio of digital products for current and former participants to engage with (e.g. short form content, gamification)

•

Enhance the ‘non-football’ proposition at NPL/community matches to encourage greater attendance (in-line with 4.1.4)

•

Partner with local community and businesses to transform NPL matches into ‘events’ that are more than just football

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

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STRATEGIC PLAN KPIs

BY THE END OF 2 0 2 6 WE WILL ACHIEVE… ENJOYABLE FOOTBALL EXPERIENCE

Objective: Offer the best experience across all levels of football for everyone involved to grow the game



30,000 female participants



30,000 participants in non-traditional formats



90,000 overall participants



70% retention rate of match officials



70% of facilities are rated as acceptable or above

TALENT DEVELOPMENT FOR ALL

Objective: Facilitate every participant to reach their full potential through accessible participation and robust identification and development programs



1,500 participants engaged throughout the Talented Player Pathway



15,000 registered coaches, match officials, volunteers & administrators



70 players originated from NNSWF’s programs that progress to higher levels



20 regional players progressing through Talented Player Pathways

Source: Workshops with NNSWF (2023); Gemba Strategy analysis (2023).

CHAMPIONS IN EXCELLENCE

Objective: Setting the benchmark for excellence in sports through effective governance, beneficial partnerships and sustainable practices





Overall satisfaction rating relating to NNSWF’s governance of satisfied or better.

75 external grants secured for footballspecific projects across northern NSW



A maximum of 32% of revenue generated from player registration



90% retention rate across NNSWF’s business

SHOWCASE OUR GAME

Objective: Be the sport of choice through the display and promotion of high-quality football from grassroots to elite



Two million attendance & viewership at NPL NNSW matches



4,000 positive media articles/segments on football across northern NSW



40% of registered football participants identify as ‘fanatics’ in northern NSW

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