STRATEGIC PLAN 2013 – 2015
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THIS DOCUMENT PROVIDES THE BLUEPRINT FOR THE ONGOING DEVELOPMENT OF JUNIOR AUSTRALIAN FOOTBALL IN MELBOURNES
OUTER SOUTH EASTERN SUBURBS
This document reflects the strategic direction of the AFL and AFL Victoria.
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INTRODUCTION
South East Juniors is comprised of member clubs governed by a Board of 5 consisting of:
Chairman (AFL Vic appointed)
General Manager (AFL Vic appointed)
Board Member (AFL Vic appointed)
Board Member (Nominated and elected by members)
Board Member (Nominated and elected by members)
The South East Junior Board understands while representing the best interests of the development of the game are mindful of representing the best interests of member clubs. In doing so the South East Junior Board shall be responsible for;
Setting strategic direction for the league and related implementation within the constitutional framework
Acting in the best interests of the league at all times
Responsible governance and compliance.
Overseeing the operations of the league
Ensuring all member clubs and stakeholders are kept informed and consulted on all relevant matters. Responsibility of the day-to-day operations is delegated to the League General Manager.
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WHERE WE HAVE COME FROM South East Juniors is exiting one of the most exciting periods in the League History; however the next 3 years will see continued challenges associated with managing growth and club expectations.
2008 2010
2012
DDJFL Clubs request AFL Victoria to review the operations of the league
David Code appointed to conduct a review into the operations of the DDJFL
League had 19 clubs fielding 176 teams
League announces Inspirations Paint and Color as league Premier Partner for the next three years.
Strategic Plan implemented and reviewed
League teams grew by 13 teams
League takes on management of Youth Girls Competition grew by 1 team to 7 Tradition teams increase from 174 team to 193 teams
Corra Lyn and Lynbrook enter competition
League Board approves name change from Dandenong and District Junior Football League to South East Juniors.
League Celebrates 50 years
Inaugural induction of 4 Hall of Fame members
League appoints part time Administrator / Bookkeeper
Defibrillator in every club through McDonalds and SEJ Partnership
Trish Marson wins State Volunteer Award
SEJ establishes AFL9’s competition
Review of Grading Policy and Rules
Beaconsfield and Officer JFC establish Youth Girls Teams
Scoresby enter team in Youth Girls competition
Speedy REO, Villawood new League Partners
Darren Goldspink appointed as Umpiring Manager after resignation of Tim O’Mera
Umpire numbers grow by 30%
League revenues grown by 126% in three years
Noble Park Gold Quality Club
Establishment of U14 Academy
2009 2011
February – report completed “Future Directions Review” details 4 key recommendations
AFL Vic Working Party Established
AFL Victoria Project Manager appointed
Strategic Plan developed through a series of community and club workshops
Football Operations Manager appointed in May
General Manager appointed in late November
At the AGM Clubs approve and adopt new Governance structure, Rules and Regulations and Strategic Plan
League had 20 Clubs and 177 teams
Election of Paul Milo to SEJ Board League
League engages in COGD Multicultural Carnival and Casey Kids Carnival
League continues to consolidate financial position
McDonalds (Casey Clan) signed as Development Partner
Youth Girls grows by another 2 teams
Established U12 Girls Program
Included 50 Girls over 6 weeks
Partnered with Melbourne Football Club to establish first U12 Girls Representative team
Chairman Roger Hampson recognised by AFL Victoria for his service to football.
League completes Review of umpiring
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WHERE WE HAVE COME FROM
The hallmark of the previous strategic plan is how the plan and governance changes where embraced by the clubs. Clubs continue to strive to provide the best environments for all players, volunteers and spectators through adopting the policies and procedures of SEJ, AFL and AFL Victoria. SEJ and our clubs continue to be leaders in club development and creating quality environments within our region with 82% of our clubs now accredited as AFL Quality Clubs with one achieving Gold Accreditation. Since 2009 the League has experienced team growth of around 13%. This growth was underpinned by the addition of the Youth Girls Program and population growth in Cardinia, Casey and Noble Berwick Springs, Beaconsfield, Noble Park and Parkmore and the establishment of three new clubs Lynbrook, Cora Lynne and Timbarra. Auskick will continue to play a major role as the feeder program for all clubs; however Clubs are working more in the Active after Schools Program to develop community links and participation pathways that engages multicultural communities. Clubs continue to be challenged in attracting their fair share of the participation pie. The Board has focussed on developing alternative income streams that can be used to continue developing the league and volunteers. Continued prudent financial management, development of innovative programs, volunteer education and quality club environments and people will ensure South East Juniors is seen as the first choice sporting organisation in Melbourne’s outer south east.
CHALLENGES Over the past three years clubs have experienced many challenges in recruiting and attracting volunteers, participants and sponsors. South East Junior clubs have continued to grow despite the challenges of the Global Financial Crisis, increasing pressures on facilities and compliance on volunteers. The introduction of the Club Development Workshops delivers key education opportunities in all areas of club operations. Both the league and member clubs continue to identify opportunities to work closely with Council and AFL Victoria to develop facilities that are going to foster the development of the game in this region. Many projects have been completed or nearing completion and will go a long way to meeting the increasing demand however the under provision of new facilities will place increasing strain on existing clubs and participation growth.
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OUR VISION To be the best Australian Football junior league in Australia
To be the first choice sporting organisation for youth in Melbourne’s South East
OUR MISSION To provide competitions and opportunities for all: • Abilities • Ages • Cultures, and • Genders to be involved in playing, umpiring, coaching and volunteering in Australian Football in the south east region of Melbourne.
OUR VALUES The South East Juniors believes in:
Collaboration, with open and transparent relationships Enjoyment, with a family-friendly environment that is free of drugs, alcohol, violence and bullying
Communication, which is honest, open and two-way Inclusiveness, where the wider-community can participate in football
Continuous Improvement, with learning and sharing opportunities
Quality, administrators and volunteers, and programs
Respect; where everybody’s involvement is respected Integrity, adhere to the highest standards of moral and ethical values and principles through our personal and professional behavior and actions
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AFL Pillars Objectives
COMMUNITY FOUNDATION
OBJECTIVE 1 - PARTICIPATION Develop and support appropriate pathways that maximize participation
OBJECTIVE 2 – COMMUNITY Support clubs to provide quality environments and management to motivate volunteers, umpires, coaches and sports trainers for all levels of Australian Football.
OBEJECTIVE 3 – ENGAGEMENT To develop community engagement initiatives that add social value and support access to the broader pathways and inclusive environments, particularly in the Indigenous and multicultural communities.
BEST TALENT OBJECTIVE 4 – TALENT AND DEVELOPMENT To establish best practice to enhance the Development program to attract and develop first choice athletes as well as provide a career path for talented umpires and coaches.
GREAT INFRASTRUCTURE
OBJECTIVE 5 – FACILITIES To collaborate on facility development for the community football network for clubs and the League.
OBJECTIVE 6 – PEOPLE AND CULTURE To attract, develop and retain quality people and develop a high performance culture in line with the SEJ objectives.
OBJECTIVE 7 – COLLECTIVE WEALTH Develop an innovative program that assist member clubs in managing their clubs more efficiently, reduces the burden on volunteers and clubs.
PARTNERSHIPS OBJECTIVE 8 – SENSE OF COMMUNITY Develop partnerships with AFL Clubs, VFL Clubs, Senior Leagues to develop mutually beneficial partnerships
MARKETING, MEDIA & EVENTS
OBJECTIVE 9 – THE BRAND AND THE GAME Build relationships with the local media and develop own media content through website and social media and other outlets that promotes the SEJ brand and the game.
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The South East Juniors Strategic Plan shares the common objectives of AFL and AFL Victoria.
OBJECTIVE 1 - PARTICIPATION Develop and support appropriate pathways that maximises participation
Key Strategies Major Actions Performance Indicators
Develop an effective competition structure having regard for quality and competitiveness
Develop a competition fixture that maximises the use of programmable space, flexible in scheduling and clearly communicated to all stakeholders.
Draft fixture circulated to clubs for feedback
Fixture runs smoothly
Ensure that the South East Juniors Grading Policy is implemented and reviewed each season. Grading Committee and clubs provides feedback
League maintains or improves the competitiveness of each grade and division.
Provide an Umpiring structure that promotes a quality environment that reflects the Leagues values and promotes the ongoing recruitment, development and retention of league and club umpires.
Develop, Review and Update Umpiring Plan. Review conducted and plan approved by the Board
Appoint suitably qualified people to manage SEJ umpiring structure. Qualified Umpiring Manager and Coaches appointed
Conduct 3 School Based Umpiring Academies in each of the 3 LGAS Academy coaches appointed
Academy sessions conducted
Ensure all Umpires within the SEJ are suitably qualified in line with AFL Vic and AFL expectations All Umpires complete online AFL Accreditation (Level 1)
All Umpires appointed to SEJ be fully accredited and assessed Accreditation Courses conducted and completed
Conduct education sessions for club umpires and provide ongoing opportunity for feedback. Session conducted
Club Mentor Coach appointed
Umpire Feedback sheets used
Build effective pathways from Auskick through junior competitions to seniors with purpose of maximising retention.
Work with AFL Victoria to establish better connections between Auskick Centres and Junior Clubs. Increase in the number of participants going to clubs from Auskick Centres
Formalising the pathway to clubs from Auskick Centres
Work with Junior Clubs to establish pathways to senior football Potential alignments identified
Formal MOU established
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Key Strategies Major Actions Performance Indicators
Identify appropriate Junior Clubs that could grow into Senior Football teams or clubs Junior Clubs interest sought
Plan established
New Senior Club or team established
Develop inclusive pathways that maximise participation from CaLD communities.
In consultation with AFL Vic Engagement Manager and Multicultural Development Manager develop a Multicultural Development Plan.
MDO located at SEJ Offices
SEJ Input into Development Plan
Development Plan adopted and implemented Development Plan reviewed with feedback from clubs
Engage and foster the development of the new and growing segments of the game.
Foster the growth of female football in line with the objectives of AFL Victoria. Strong growing Youth Girls Competition
6 teams participating in the U12 Girls Competition
Promote and conduct a AFL 9’s program in all 3 LGA’s Establish AFL 9’s Competitions of the COGD, Casey and Cardinia during the summer season
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OBJECTIVE 2 – COMMUNITY Support clubs to provide quality environments to motivate volunteers, umpires, coaches and sports trainers for all levels of Australian Football.
Key Strategies Major Actions Performance Indicators
Provide training and development opportunities that supports the growth and development of all clubs and volunteers and league programs.
Conduct Club Development workshops in the following key areas
Committee Management
Club Planning
Finance Management
FootyWeb and Football Operations, and
Coaching Coordinators Education.
Club Development Workshop Agenda established
High engagement from stakeholders
Use the AFL Quality Club program as a benchmarking program that promotes quality club environments 100% of clubs accredited by the commencement of the 2013 season
Provide opportunity to clubs to gain all appropriate accreditation for their coaches, trainers and volunteers
100% Coach and Assistant Coach accreditation
All trainers qualified in line with the AFL Trainers Policy
100% compliance with the WWC
Support and promote volunteer, coaching and umpiring recognition programs Volunteers, Coaches and Umpires nominated in local and state recognition programs.
Develop a volunteer recognition on the League website Regular stories regarding Volunteers and Coaching placed on the website.
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OBEJECTIVE 3 – ENGAGEMENT
To develop community engagement initiatives that add social value and support access to the broader pathways and inclusive environments, particularly in the Indigenous and multicultural communities.
Key Strategies Major Actions Performance Indicators
Build relationships with local Multicultural and Indigenous communities and representatives that create a club connection.
In consultation with the AFL Victoria Multicultural and Development Managers conduct local meetings with Clubs, local Council and Multicultural resource centers to develop programs that will deliver participation outcomes.
At least 2 meetings per year conducted in each LGA per year
Programs delivered
Club connect achieved
Recruit, Reward and recognize volunteers within the Multicultural community
Work with MDO to recruit AFL Ambassadors and Liaison Officers to promote and drive multicultural programs within clubs and schools.
Appointment of 5 community ambassadors
Promote and develop the Multicultural Club Program.
Promote the Multicultural Club program that provides a framework where quality and inclusive environments are promoted and recognised officially.
5 Clubs accredited as Multicultural Clubs
Budget approved to support program
Engage in local community festivals that promotes SEJ, Clubs
Participate in local multicultural or sports festivals with targeting priority communities as identified by AFL Victoria.
Presence at a minimum of 3 festivals
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OBJECTIVE 4 – TALENT
To establish best practice to enhance the Development program to attract and develop first choice athletes as well as provide a career path for talented umpires and coaches.
Key Strategies Major Actions Performance Indicators
Develop a comprehensive development plan that identifies and fosters best talent for entry into the AFL Vic Development system.
Appoint suitably qualified Director of Coaching, Squad coaches and support staff. Level 2 Coach appointed to DOC
Minimum level 1 Coaches appointed to development squads.
Suitably qualified trainers appointed to all squad training and matches.
Conduct tryouts for all age groups that are inclusive for all players. U14 Academy tryouts conducted
Try outs for U15, U16 and Youth Girls conducted
Support Multicultural talented pathways.
Work closely with the AFL Victoria MDO to develop a regional Multicultural Academy. Multicultural Academy conducted
Budget approved to support the program.
Develop and promote a comprehensive program that promotes and fosters the participation and development of umpires through Umpiring Development Pathways
Identify the best up and coming umpires to represent the League at AFL Vic Metropolitan Championships Umpires identified and appointed
Provide opportunities to participate in Umpiring Academies Umpires identified to participate in EFL Academy
Budget approved
Develop relationships with Senior Umpiring groups to foster the development pathway for junior umpires to senior umpiring.
Junior Umpires appointed to senior Saturday competition matches
Junior umpires retained to umpire SEJ Sunday
Develop a pathway for Development coaches and assistants to for ongoing learning and development opportunities.
Provide mentoring and coach education opportunities for the Development Coaches Mentoring session with MFC conducted
Provide coaches opportunity to complete Level 2 Coaches Course
Budget Confirmed
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OBJECTIVE 5 – FACILITIES To collaborate on facility development for the community football network for clubs and the league.
Key Strategies Major Actions Performance Indicators
Work collaboratively with local Council, member clubs and AFL Victoria to identify facility development opportunities and priorities.
In consultation with Council and AFL Victoria establish a facilities plan. Plan adopted by Board
Develop and review local Council Facilities Plans with Board and Council.
Establish a full list of Oval provisions in SPP’s
Work with local, state and federal government bodies to ensure South East Juniors needs for facilities development are included in council forward plans and budgets.
Budgets approved and funding allocated
Identify grounds and facilities that can accommodate the growth of the League including Youth Girls, AFL 9’s Secure League Office Space at Casey Fields
Grounds secured and user agreements signed
Establish showcase ground and Umpiring Training base at Clyde Recreation Reserve.
Secure joint use of Heather Brae Reserve at Officer
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OBJECTIVE 6 – PEOPLE AND CULTURE To attract, develop and retain quality people and develop a high performance culture in line with the SEJ objectives.
Key Strategies Major Actions Performance Indicators
Implement and maintain effective systems of governance, financial management, administration operations and performance monitoring.
Review Board and administration performance and structure
Board conducts review and performance against the strategic plan. Strategic Plan updated as required.
Feedback sought from clubs regarding season.
Management and Staff reviews conducted.
Annual Report produced and distributed
League is compliant with AFL Vic Quality Club Program
Review remuneration, human resource development and training programs for all Professional Staff and League volunteers.
Finance and Audit committee review Management and Staff wages. Recommendations approved by the Board
Management, Staff and Volunteer Training Budget approved by Board
Formalise communication procedure between League and clubs.
Establish internal communication protocols and standards
Produce regular communication to all stakeholders through EDM and E-Mails and League Website
Promulgate and implement appropriate policies, procedures and rules.
League is compliant with all AFL Victoria Policies
Clubs full adaption of AFL Vic Policies
Review risk management and audit procedures
League compliant with all current requirements
Assist member clubs to provide quality environments for participants, volunteers and the community.
Vigorously promote the AFL Quality Club Program. All Clubs achieving and maintaining minimal accreditation in the AFL Quality Club Program.
Clubs to deliver or attend education sessions on SEJ and AFL Vic Policies and Rules AFL Code of Conduct AFL Vilification Policy Youth Life Skills
Coaches and Volunteers attending SEJ Development Workshops
All Clubs delivering the Kids First Program and AFL Vilification Policy to all participants and parents
Clubs engaged in the Beehive Program
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OBJECTIVE 7 – COLLECTIVE WEALTH Develop an innovative program that assist member clubs in managing their clubs more efficiently, reduces the burden on volunteers and clubs.
Key Strategies Major Actions Performance Indicators
Develop income streams to assist the development of the league and member clubs with the aim to make football more affordable.
Build a dynamic Partners Program that provides clubs with quality Licensed products including on field apparel while delivering service that meets the values of the League.
Establish a 3 licensed partner program for on field apparel
Agreements signed
Preferred Partners agreements signed
Clubs fees remain stable
Establish partnerships that deliver benefit to both clubs and league. Partners identified
Agreements signed
Programs initiated
Develop partnerships that clubs may access to assist in reducing the burden in running key elements of clubs.
Develop a program that assists club in the management of Canteens through competitive purchasing arrangements and staffing that reduces the volunteer strain.
Purchasing arrangements signed
Investigate a preferred volunteer or staffing template for management of canteens.
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OBJECTIVE 8 – SENSE OF COMMUNITY Develop partnerships with AFL Clubs, VFL Clubs, Senior Leagues, TAC to develop mutually beneficial partnerships
Key Strategies Major Actions Performance Indicators
Work collaboratively with all key football stakeholders in the region.
Build strong partnerships with AFL Clubs in our Region to deliver beneficial outcomes for the league and clubs.
MOU signed and reviewed KPI’s met
Develop close working relationship with Local senior leagues to establish stronger junior club connections and establishment of new senior teams.
Regular meetings with the MPNFL, EFL, VAFA and Southern FL
MOU between junior clubs and senior clubs established
New senior football team / club established from junior football clubs/s
Establish a strong partnership with the Casey Scorpions to establish a community connection. MOU signed off with Casey Scorpions
Junior clinics conducted
Director of Coaching and Football Operations to establish a close relationship with the TAC Clubs, Stingrays, Dragons and Power to better understand talent programs and opportunities.
Improvement of SEJ talent programs
Engagement of TAC personnel in SEJ programs
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OBJECTIVE 9 – THE BRAND AND THE GAME
Build relationships with the local media and develop own media content through website and social media and other outlets that promotes the SEJ brand and the game.
Key Strategies Major Actions Performance Indicators
Develop local media partnerships that promote that brand and the game.
Provide content material to the local weekly papers and radio that promotes SEJ and the Clubs activity. Content supplied on a weekly basis
Club generated content alerted to media
Develop the SEJHQ brand through Social Media, Website and YouTube Chanel.
Appoint a Media Officer to manage content across all SEJ Media streams. Media Officer appointed
Weekly content uploaded
Create regular social media content linked back to SEJ website
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