Football Federation South Australia - Strategic Plan (2006-2009)

Our Purpose

MISSION The FFSA is the governing body of Football in South Australia with an aim of nurturing and developing the sport while acting as the united voice for players, coaches, administrators and spectators.

The Objectives of the Football Federation SA Incorporated include:

Football Federation SA Inc

A Strategic Direction 2006 - 2009

March 2006

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to be the member of the Football Federation of Australia (FFA) in respect of the state and to comply with the constitutions and by-laws of the FFA;

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to control football throughout the State, prevent infringement of the constitution and by-laws of FFA and protect Football from abuse;

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to foster friendly relations among officials and players of Football by encouraging Football in the State;

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to prevent racial, religious, gender or political discrimination or distinction among Football players in the State;

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to promote, provide for, regulate and manage Football tournaments and games in the State;

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to promote, provide for, regulate and manage Football players representing the State;

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to co-operate with FFA, other members of FFA and other bodies in the promotion and development of, or otherwise in relation to, Football, the Statutes and Regulations and the Laws of the Game;

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to facilitate the provision and maintenance of grounds, playing fields, materials, equipment and other facilities for Football in the state; and

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any other object which, in the opinion of the Directors, is in the best interest of Football.

Football Federation SA Incorporated Constitution

A united voice for the sustained development, growth and excellence of Football in South Australia.

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i

A Message from the President

Acknowledgements

Football has come a long way in South Australia since the early days of inception over 100

The following people are acknowledged and thanked for their contribution to development of

years ago in 1903. It has a rich history and one that all associated with the game should be

this strategy:

proud of.

Board of Directors In remembering how far it has come we must never forget the efforts of those who have

Tevor Basso

President

paved the way in the early days of the sport. Their vision of a strong and buoyant game is the

Gary Collis

Vice President

foundation for our efforts to continuously improve the sport in our State.

Dave Hewitson

Director

Bev O’Brien

Director

It is that vision which results in football having a very strong participation base, particularly at

Morry Bailes

Director

junior and youth level. We are experiencing strong growth in female participation and South

Ted Iuliano

Director

Australia has some excellent programs for developing talented athletes. However as with all

Mark Jones

Director

things it is important to acknowledge that there are new challenges facing football in SA.

Rauf Soulio

Director

Claudio Galloni

Director

This strategic plan represents a significant foundation document for FFSA. It will serve as our key management tool and a basis for continuing to develop football throughout South

Ex Officio Board Members

Australia for all levels of participants.

Ray Matthews

South Australian Junior Soccer Association

Bill Bailey

South Australian Amateur Soccer League

The football community has the chance to be truly unified in a dynamic sport embracing all

Rep Giordano

United Clubs of South Australia

disciplines of the game, with broader opportunities for participants, consistency of policies

Maria Darby

South Australian Women’s Soccer Association

and clear pathways for talented players, coaches and referees to reach the top in the sport.

Staff This plan is in response to those challenges and opportunities. With the privilege of being the

Allison Miller

President of the governing body in South Australia I fully endorse its contents and will, with

Rodger King

Chief Executive Officer Men’s Competition Manager

the input of our Board and Staff, strive towards implementing and reviewing it at key stages to

Steve Gregan

Referee Development Officer

ensure its relevance to our sport and its growth.

Richie Alagich

School Clinic Co-ordinator

Natascia Crisci

Administration Assistant

I trust that all stakeholders associated with our sport also embrace the strategy and we look

Monika Zochowski

Finance Officer

forward to implementing it for the benefit of players, coaches, officials, spectators, and of

Nick Gargula

Junior Competition Coordinator

course all South Australians.

This strategy was prepared with assistance of:

Smart Connection Company Suite 14 207 The Parade Norwood South Australia 5067 Contact: Mark Band markb@smartconnection.com.au www.smartconnection.com.au (08) 8431 6144

Trevor Basso President FFSA

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Contents

Section One ~ Introduction 1.1

Section 1

Introduction

A History of Football in Australia

The contemporary history of football spans more than 100 years and began in 1863 in England when rugby football and association

1.1

A History of Football in Australia

1

football branched off on their different courses and the world's first

1.2

Football Federation of Australia

2

football association was founded - The Football Association in England.

Section 2

Football in South Australia The first formal games of soccer in South Australia were played under the SA British Soccer

2.1

The Football Federation South Australia

4

Association formed in 1902, although there are reports of ‘friendly’ games being played back

2.2

Current Opportunities and Challenges

6

as far as the early 1890’s.

2.3

Summary of Challenges and Opportunities

9 The sport grew very strongly in the 1950’s to 1970’s, supported by an influx of migrants,

Section 3

Our Desired Future

mainly from Europe. Teams were sponsored by community clubs such as Italian, Greek, Yugoslavian, Lithuanian and Polish, with large followings from each community. With the

3.1

Our vision

10

advent of television the publicity for games and players increased, and there were a number

3.2

Our Key Areas

10

of newspapers and publications devoted to the sport.

3.3

Structure

11 South Australia entered the National Soccer League in 1997, fielding two teams – Adelaide

Section 4

City (Juventus) and Adelaide Sharks (West Adelaide). This was then eventually replaced by

Priorities

Adelaide United in the current Hyundai A-League in 2005.

4.1

Overview

12

4.2

Priority Timeframes

12

During the course of its history, there have been a number of associations representing the

4.3

Strategic Response

12

game in South Australia. Most recently, the South Australian Soccer Federation (SASF) was

4.4

Checklist

17

the peak body representing men’s semi professional soccer, while women were represented by the South Australian Women’s Soccer Association (SAWSA), and the SA Junior Soccer Association (SAJSA) and the SA Amateur Soccer Association (SAASA) representing different levels of the game. In addition to these are a number of other football groups including indoor football (fiva a side), Futsal, Collegiate league, Schools leagues, country leagues, and of course referee’s and coaches which all comprise the football fraternity in South Australia.

The Crawford Report (2003) was a milestone in the review of the game in Australia, and made a number of recommendations with respect to improving the sport, particularly administration and player development. As a result, Football Federation Australia was formed, and this was instrumental in establishing Football Federation SA in South Australia.

One of the key objectives of this new body is to bring together the existing representative bodies in an effort to produce one cohesive organisation to coordinate the sport of, now referred to as the “new football” in South Australia.

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1

Introduction

Introduction

1.2

The Crawford report led to constitutional changes at the national level that stipulate that the

Football Federation of Australia

The Board of Soccer Australia Limited and its members adopted the Crawford Report in July

FFA will only recognise and work with one member association in each State and Territory

2003 which ultimately resulted in the establishment of a new entity, Football Federation

rather than working with independent associations representing men’s, women’s, Futsal,

Australia Limited (‘FFA’), as the governing body of soccer in Australia and the member of

junior, amateurs and referee’s interests. The structure of football in Australia is now as

FIFA representing Australia. During this time, a strategic decision was also made to align the

follows:

sport with the ‘world game’ and revert back to its original name of ‘Football’. The structure of the new body is now comprised:

Football Federation of Australia

Football Federation of Australia Chairman Frank Lowey AC Deputy Chair Brian Schwarz AO Director Ron Walker

Director Suzanne Williams

Director Phillip Wolanski

Director Ron Harvey

CEO

Football Federation of Victoria

Capital Football (ACT)

Football West (WA)

President Mr George Wallace

President

President Mr Kevin Campbell AM

Mr Walter Valeri

Soccer NSW

Northern NSW Soccer Federation

Soccer Tasmania

President Mr Tom A. Doumanis

President Hon. J Richard Face

President Mr Peter Best

Football Federation Northern Territory

Football Queensland

Football Federation SA

President Mr Ziko Ilic

President Mr Geoff Foster

President Mr Trevor Basso

John O’Neill AO

Figure 2: Structure of Football in Australia Chief of Staff Peter Friend

Operations

Commercial Operations

High Performance

Media and Communications

Marketing and Strategy

Finance and Risk

Sponsorship and Licensing

A League and Women’s Comp

Figure 1: Football Federation of Australia Structure

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Section Two ~ Football in South Australia

Football in South Australia

2.1

The challenge and principle aim of the FFSA is to form the one body acting as a united voice

The Football Federation SA

In line with the commissioning and findings of the Crawford Report in 2003, Football in South

for Football in South Australia by combining all groups (incorporated or other) under the one

Australia saw a number of changes which has led us to respond in a strategic manner to

banner. As of October 2005, South Australia had not finalised its constitution and therefore

ensure our sustained growth for the benefit of the sport.

an interim structure for the FFSA has been adopted as follows:

Prior to, and pending the satisfactory outcome of amalgamating Football in South Australia under the one FFSA banner; a number of stand alone groups and Associations operate

Football Federation SA

including: President Trevor Basso Approx 1000 players from 34 clubs in the metro area.

Approx 3600 players from 88 clubs

Director Dave Hewitson

South Australian Women’s Soccer Association (SAWSA)

South Australian Amateur Soccer League (SAASL)

United Clubs of South Australia (UCSA)

South Australian Junior Soccer Association (SAJSA)

Director Beverley O’Brien

Director Rauf Soulio

Director Claudio Galloni

Director Mark Jones

Ex Officio Ray Matthews SAJSA

Vice President Gary Collis

Director Morry Bailes

Director Ted Iuliano

Ex Officio Rep Giordano UCSA

Ex Officio Bill Bailey SAASL

Ex Officio Maria Darby SAWSA

Sub Committees Approx 5100 players from 24 Clubs

Approximately 11000 players from 13 Districts

In addition to these four key associations are the the following ‘groups’ within the State:

Futsal

Collegiate

Indoor

Schools

Catholic & Ind. Schools

Country

Football

Marketing and Sponsorship

Governance and Strategy

Finance

Chair Claudio Galloni

Chair Gary Collis

Chair Morry Bailes

Chair Ted Iuliano

Committee Rep Giordano Dave Hewitson Bill Bailey Wendy Carter Ray Matthews

Committee

Committee

Committee

Mark Jones Tyson Vickery (Coopted Member) Aggie Simeone (Coopted Member)

Bev O’Brien Rauf Soulio Maria Darby

Trevor Basso Claude Galloni (Coopted Member)

Figure 3: Current Structure of Football in South Australia Figure 4: Interim Governance Structure of the FFSA

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Football in South Australia

Football in South Australia

2.2

Current Opportunities and Challenges

The Community -

Given the history and evolution of the game in the State, a number of challenges and

The community is more litigious which places increased pressure on clubs and the sport to develop risk management strategies.

opportunities are evident that must be addressed and where possible capitalised upon if we are to move forward.

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Challenges

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There is an increased awareness and expectation of quality services by the community meaning that all clubs should be professionally run.

opportunities and activities.

The game and the FFSA both face challenges from a number of internal and

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external influences. Some we may be able to change and address, whereas

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when such challenges arise, the FFSA must recognise the impact it has or will

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the following have been identified as key challenges facing the FFSA and the

Governance and Structure

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Competition for the leisure dollar is being compromised by poker machines.

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While we have a good base of volunteers, there is a trend toward a declining

While there is good intention to move the sport forward in the State, the structure is

number of people willing to give tim e and ongoing commitment to one

still relatively fragmented.

organisation/activity.

While stakeholders agree that the structure should be changed, there are conflicting views regarding how this should occur; inevitably there is some resistance to

Opportunities

change within the football fraternity.

Opportunities may be planned in accordance with our

Given the existing and past structures of football in the State, it is a challenge to

identified challenges or may be ‘opportune’ in that they will

bring all stakeholders on board to ‘join agendas’.

arise sporadically. Regardless, the FFSA will ensure

There is a history of poor communication which can lead to misunderstanding

opportunities are in line with its Mission as the governing

between stakeholders.

body for Football in the State.

There is a need to ensure our financial viability to support our sustained

development and growth.

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As a consequence of the above, there is a need to ‘package’ sport according to the communities needs.

sport in South Australia:

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The structure of the working week has changed, placing further barriers in the way of families to get involved in structured sport.

have on our core business of developing the game of Football. It is such that

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Young people in particular have a preference toward the more unstructured ‘extreme’ activity.

others fall outside of our jurisdiction or control. Regardless of how, where, or

Structured sport is competing with passive and unstructured leisure time

Popularity:

We need to build and develop an efficient and effective structure for the governance

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and management of the sport

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Australia qualified for the 2006 World Cup.

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In 2003, participation rates in structured sport showed that Football had one of the

Football is the world game.

The Sport

highest participant rates in Australia (6.0%) compared with Australian Rules (2.8%),

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Australian Rules football is still the number one spectator football code in the State.

Cricket (4.5%) and Netball (3.9%)1.

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There is a view of the sport as ethnic based.

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Football is becoming increasingly popular as a girl’s/women’s sport.

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There is a perception perpetuated in the media that the sport attracts anti social

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Football is a growing school and junior sport.

behaviour amongst spectators and is therefore not family orientated.

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Media support in South Australia is very positive, sustained by the success of the

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There are a number of private academies in the State that need to be aligned with

Hyundai A-League team – Adelaide United.

the direction of the game to ensure quality standards are met and maintained.

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There is a lack of appropriate infrastructure for the sport (grounds and clubrooms)

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There are different ‘levels’ of officiating and coaching of the sport.

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There are multiple junior pathways in the State that needs to be resolved.

1 Australian Sports Commission: Participation in Exercise, Recreation and Sport Survey 2003 Annual Report: SCORS Canberra (percentages include indoor and outdoor disciplines of Cricket and Football)

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Football in South Australia

Football in South Australia

Support

2.3

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Given this growth, football is becoming recognised by all levels of government as a

A number of challenges and opportunities are evident which the FFSA has a responsibility to

mainstream activity and is therefore gaining increasing support.

respond to in a strategic manner. The sport itself is now in a better position than it has ever

The FFA is now stronger than ever and has a structure which will enable the

been with the dawning of a new National Sporting Organisation that is committed to moving

development, growth and sustainability of the sport across all of Australia.

the sport forward as the number one football code in Australia. This aim is supported by the

The sports popularity means that the corporate sector is becoming increasingly

number of participants continuing to play our game and the increasing number of spectators

aware of, and willing to support our activities.

that turn out to watch the A League games.

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Summary of Challenges and Opportunities

Development

In addition to the change in governance structure in Australia, is the history of the sport as the

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We have a committed core of volunteers at the local level to nurture the

world game and its potential to attract support from the corporate and commercial sectors.

development of the sport.

Such interest has also been enhanced with Australia competing on the world stage by

Local Government is a major provider of the sports infrastructure and working

qualifying for the 2006 World Cup in Germany.

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partnerships should therefore be sought to encourage and nurture this relationship.

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The South Australian Sports Institute (SASI) has an excellent programme to nurture

However, with the new era of Football in Australia comes the inevitable changes bestowed on

and develop our high level players.

the game and of course its governance and management structures at all levels. Such

There is a clear pathway from participation to performance for girls.

changes call for stakeholders to collaborate for the benefit of the sport and ultimately all involved. The challenge now lies in ensuring the whole football community in South Australia

Growth

shares a collective vision, and more over works together to realise it under the guidance and

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leadership of the FFSA.

There are a number of opportunities to tap into and utilise existing governance structures and training programmes offered by the State (ORS) and Federal (ASC) Governments.

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The sport in Australia has the potential to grow and develop into Asia Pacific.

Australia’s performance on the world football stage will assist in the development and popularity of the game.

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Section Three ~ Our Desired Future

Our Desired Future

3.1

3.3

Our Vision

Structure

In order for Football in South Australia to progress and develop, we

Each of the key areas has a number of sub elements which require specific skills and

must all share a common understanding, belief, and vision for our

understanding in order to be fully effectiv e. In essence these should reflect the desire by the

future. To this end we have split our desired Vision into three areas

FFSA to run a lean and efficient administrative structure.

which when combined form our desired future of Football and the FFSA. The three vision areas and their respective statements are as Football Federation South Australia

follows: Governance

Board

The FFSA is seen as a professional, accountable and efficient governing body of football in the State respected by all stakeholders.

CEO Management

Admin Assistant

The FFSA has an efficient and effective structure that is managed and administered in a stable manner to ensure its accountability, transparency, profitability and sustainability.

Marketing and Sponsorship

Football

Operations

Coaching and Development

Finance

Football is the sport of choice for South Australians with recognised standards for officiating and coaching and strong pathways from participation to performance.

3.2

Marketing Officer

Women’s Operations Manager

Assistant

Referees Development

Men’s Competition Manager

Junior Coord.

School Clinic Coordinator

Finance Officer

Our Key Areas

In line with our purpose as the governing body for Football in South Australia combined with our desired future, are four areas in which we must focus our efforts to realise both our Mission and Vision. These are:

Amateur League Manager

Governance: The manner in which we structure, resource, and cement the foundation with and between the national body (FFA) and all stakeholders of Football in South Australia.

Management and Administration: The daily management of activ ities and staff to ensure our core objectives are being met and exceeded in a transparent, accountable manner.

Proposed Business Area

Person/Position

Marketing and Sponsorship: Figure 4: FFSA Interim Administration Structure

The promotion, positioning and perception of Football in South Australia.

Sport: The development of Football from foundation and participation, through to high performance and excellence and the recognised pathways with and between each.

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Priorities

Section Four ~ Priorities 4.1

KEY AREA 1: - GOVERNANCE

Overview

Given that this plan is the FFSA’s first strategic document as a new entity, it is crucial that a number of objectives and tasks are highlighted and agreed by the Board and stakeholders for us to progress through the next critical months and years. However, we also realise that

To develop a foundation that meets the core objectives of the FFSA and acts in the best interest and a united voice, for players, coaches, officials and spectators of the sport.

other priorities will arise and therefore this plan must be flexible enough to be modified and adapted in line with emerging issues. This will be factored into the following priorities with regular reviews highlighted at strategic intervals.

Priority 1 Objectives

Gain in principle agreement of all stakeholders to move across to the FFSA

4.2

Cement our relationship and support of the FFA.

Our identified key areas have resulted in the establishment of a number of objectives which

Establish a strong cohesive Board of Directors with strength and support for its decisions.

have been prioritised as follows:

Establish Standing Committees required by the FFSA Constitution

Determine a model for establishing Zones within the state and holding elections

Amend and finalise the Constitution with the FFA

Priority Timeframes

Priority 1: within the next 6 months.

Priority 2: within the next 18 months.

Priority 2 Objectives

Priority 3: within the next 36 months.

While Objectives will be targeted in line with their priority, it must also be acknowledged that some may be achieved earlier due to an opportune event that the FFSA will capitalise upon in

Develop governance policies, procedures and protocols

Hold first independent Board elections

Define the relationship between Adelaide United and the FFSA

Priority 3 Objectives

order to achieve its purpose and vision sooner rather than later.

4.3

Strategic Response

Establish the FFSA as the one professional representative body of the sport

Clarify the FFSA’s position regarding privately owned clubs

De-incorporate all State Football Associations

Our response to the identified challenges and opportunities facing the FFSA are aligned with our four key areas and addressed through critical objectives and strategies to ensure we plan for our future in a strategic manner. The following pages highlight this response followed by a

Key Strategies

checklist for management and monitoring required to implement the strategy.

Work with key stakeholders to ensure a smooth transition to FFSA

Maintain and support the current strong relationship between the CEO, the FFA and the FFSA

Ensure regular communication with and between all stakeholders and the Board and Senior Management of the FFSA.

Establish a negotiating party to manage the de incorporation of Associations.

Work with FFA Legal advisers and staff to clarify zones and formal constitution.

Required Resources: Operational budget to include resources for consultancies to assist in the establishment of governance processes and policies.

Chief Executive Officer to be key staff person involved.

FFA to provide resources to assist in Constitutional and legal issues.

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Priorities

Priorities

KEY AREA 2: - MANAGEMENT AND ADMINISTRATION

KEY AREA 3: MARKETING AND SPONSORSHIP

To ensure we have a structure in place to enable our key areas of operation to be addressed and delivered in a professional, accountable, and transparent manner.

To position Football as the sport of choice for all South Australians.

Priority 1 Objectives

Priority 1 Objectives

Identify and secure office accommodation for FFSA staff.

Secure major sponsors for 2006

Agree on and consolidate an administrative structure in line with that proposed in this strategy.

Employ marketing and sponsorship officer

Secure funding support from the State Government to im plement the strategy.

Ensure that FFSA has a strong web based communication strategy

Recruit and confirm appropriate staffing requirements.

Develop a Marketing Plan to increase participation and improve the sport’s image

Identify and purchase all office requirements including IT and hardware.

Establish FFSA database in line with FFA requirements for National On-line Services.

Priority 2 Objectives

Develop a Sponsorship Strategy

Priority 2 Objectives

Establish brand awareness package for the FFSA by mid 2006

Review job descriptions of current staff and recommend appropriate changes.

Assist clubs to access sponsorship

Develop operational policies and procedures.

Consolidate sponsor relations

Implement professional development training to ensure retention of appropriately qualified staff.

Priority 3 Objectives

Priority 3 Objectives

Raise the profile of the sport amongst the South Australian Community

Review the administrative structure to ensure relevance to future goals of the FFSA

Key Strategies Key Strategies

Undertake market research of players , coaches, and officials to give support for marketing strategies

Present strategy and budget to the State Government to secure funding.

Develop a register of sponsors and ensure regular contacts with them

Write position descriptions for each role.

Develop a program of assistance for sponsorship proposals for clubs

Advertise/seek appropriately trained personnel to fill the positions

Coordinate sponsorships for apparel and equipment for players, officials and clubs

Write and implement an induction and training programme for all staff

Look for opportunities to market the sport in conjunction with Adelaide United FC

Implement staff appraisal and professional development program

Roll out National Database Project.

Required Resources

Required Resources

Appoint a Marketing and Sponsorship officer.

Operational budget to include:

Registration database

Utilities

Salaries

Computer hardware/software including accounting software

Establish a marketing budget to cover public relations, advertising and promotion.

Business analyst consultancy budget required.

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Priorities

Priorities

KEY AREA 4: - SPORT 4.4

To develop football pathways from foundation to elite level by increasing participation and high class coaching and officiating at all levels.

Checklist and Key Performance Indicators

Given our identified focus, the following are key strategies to achieve our objectives and measures which will be put in place to determine their success:

Key Area 1: Priority 1 Objectives

Strengthen and support our local elite senior men’s and women’s competition

Obtain in principle agreement on the restructure of junior competition in South Australia.

Ensure appropriate elite talent identification and development programs are implemented

Governance

Key Strategies

Priority 2 Objectives

Establish quality coaching opportunities that are geographically accessible to all junior players in the

Identify the needs for regional coaching and development programs

Develop accreditation standards for private football academies.

Development and im plement a Growth and Development Strategy.

state

Key Performance Indicator

1.1 Work with key stakeholders to ensure a smooth transition to FFSA

All stakeholders embrace membership of FFSA by 2007

1.2 Maintain and support the current strong relationship between the CEO, the FFA and the FFSA

FFA and FFSA minutes circulated to both parties and tabled at each meeting for discussion.

1.3 Ensure regular communication with and between all stakeholders and the Board and Senior Management of the FFSA.

Governance policies procedures and protocols developed and implemented by June 2007

1.4 Establish a negotiating party to manage the de incorporation of Associations.

Party established and timeframe for de incorporation agreed in 2006

1.5 Work with FFA Legal advisers and staff to clarify zones and formal constitution.

Constitution agreed and finalised in 2006.

Standing Committees established.

Priority 3 Objectives

Identify strategic needs for underpinning programs in support of FFA directions

Key Area 2:

Management and Administration

Key Strategies Key Strategies

2.1 Present strategy and budget to the State Government to secure funding.

Implement the new senior men’s competition structure for 2006

Work with current junior clubs and SAJSA to identify a suitable united junior league structure

Work with SASI and the ORS to identify and im plement appropriate underpinning programs for junior development

Key Performance Indicator Funding secured

2.2 Write position descriptions for each role.

Position descriptions written by July 06

2.3 Advertise/seek appropriately trained personnel to fill the positions

Staff positions filled by July 2006

2.4 Write and implement an induction and training programme for all staff

Induction and training programme in place by July 2006

Identify and implement a suitable program for development squads in 2006

Support FFA Community Football programs

2.5 Implement staff appraisal and professional development program

Programme in place by July 2006

Develop and implement coach and officials education programs for the next twelve months.

2.6 Roll out National Database Project

Establish regional programs for junior development, coach education and referee development.

On line competition management and player registration system operational in 2007

Required Resources Football Coaching and Development Director.

Community Football Officer (FFA funded).

Regional Development Officer.

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Priorities

Key Area 3:- Marketing and Sponsorship Key Strategies

Key Performance Indicator

3.1 Undertake market research of players , coaches, and officials to give support for marketing strategies

Marketing survey and research undertaken by the end of 2006

3.2 Develop a register of sponsors and ensure regular contacts with them

Register developed by end of 2006

3.3 Develop a programme of assistance for sponsorship proposals for clubs

Developed by end of June 2007

3.4 Coordinate sponsorships for apparel and equipment for players, officials and clubs

Sponsors identified and secured by start of season 2007

3.5 Look for opportunities to market the sport in conjunction with Adelaide United FC

AUFC and FFSA promotion strategy developed by start of 2007 season

Key Area 4:- Sport Key Strategies

Key Performance Indicator

4.1 Implement the new senior men’s competition structure for 2006 4.2 Work with current junior clubs and SAJSA to identify a suitable united junior league structure

Structure finalised by July 2006

4.3 Work with SASI and the ORS to identify and implement appropriate underpinning programmes for junior development

Junior pathway and structure finalised in 2007

4.4 Identify and implement a suitable programme for development squads in 2006

Pathway and development programme in place in 2007

4.5 Support FFA Community Football programmes

All disciplines of football represented in FFSA structure under Coaching and Development by start of 2007 season

4.6 Develop and implement coach and officials education programmes for the next twelve months.

Programme written and agreed by July 2006

4.7 Establish regional programs for junior development, coach education and referee development.

Regional strategy developed and implemented in 2007

Structure finalised by July 2006

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