STRATEGIC PLAN 2015 2018 It s about the Kids Updated March 2015. To be reviewed February 2016.
OUR VISION To be the most respected independent junior sporting league nationally. OUR MISSION To provide kids a safe, supportive and inclusive environment which develops, promotes and encourages participation in Australian Rules football. OUR VALUES The SMJFL believes in: Independence to remain independent, strong and viable. Accountability the highest level of accountability for all stakeholders. Respect and Tolerance to promote respect, tolerance & fairness at all levels. Inclusiveness regardless of gender, cultural background, socio-economic status or ability. Communication - open and transparent. Quality a commitment to continual improvement and best practice. Health, Well-Being & Fun to foster a community based environment that is family friendly, healthy and fun. OUR PILLARS 1. Football Maintain quality football competitions, pathways and environments that are safe and fun and which promote health and inclusiveness for all. 2. Governance To ensure that our decision making is independent, professional and accountable for the betterment of our stakeholders, for short to long term interests. 3. Stakeholders Building and elevating the SMJFL brand in the community. STRATEGY EVALUATION A review of this plan will be undertaken annually. The SMJFL strategic plan is to be considered a rolling document whereby at the beginning of each year, it is subject to review. The following needs to be achieved in order to make this a living document 1. Board, General Manager and other staff to report on Key Performance Indicators in their area of concern. 2. Key Performance Indicators and direction of plan to be adjusted in December each year. 3. Allow contribution from stakeholders such as member clubs, government, AFL Victoria and partners.
PILLAR GOVERNANCE: To ensure that our decision making is independent, professional and accountable for the betterment of our stakeholders, for short to long term interests. Objectives Initiatives Measures ORGANISATION: To maintain effective systems of governance, administration operations and performance 1. Rules, By-Laws and Policies are maintained, enforced and understood 1.1 Educate stakeholders on rules, by-laws and policies by: End of season request for club review and by-laws and policies 1.1.1. Regular communications and notices posted via digital,& social media and traditional forums 2. Player, coach, club official and spectator behaviour is of the highest standard 2.1 Inform club membership on the need for a united approach on zero tolerance 2.1.1. To assess reported incidents on an annual basis 3. The SMJFL is administratively sustainable 3.1 Conduct annual staff appraisals and resourcing needs assessment 3.1.1. Forums, online surveys 3.2 Conduct an annual board self-assessment 3.2.1 Conduct annually 3.3 To develop adequate succession plans measures both at an officer and a board level 3.3.1 Create and annually review the SMJFL Succession Plan 4. Develop best practices that assist Clubs to administer sustainably and to increase volunteer recruitment & retention 4.1 Develop policies & templates that enable Clubs to implement best practice 4.2 Develop best practice to streamline administration for club committee members (volunteers) 4.1.1 Annually review SMJFL operations and the impact this has on volunteers 4.2.1 Annually provide Clubs with the opportunity for input into streamlining club administration 4.3 Upskill volunteers so they have the capacity to competently complete their match day role 4.3.1 Host information & training nights for specific Club Volunteer positions - Coaching Coordinators meeting - Coaches meeting - Team Manager meeting - Secretaries Night & Pres. Forum - Registrar - FootyWeb training night
5. Provide a work environment that is enjoyable & safe and that is player centric 5.1 Staff 5.1.1 Promote a healthy work-life balance for employees 5.1.2 Oversee absentee levels & incident reports 5.2 League Umpires 5.2.1. Increase Umpire retention rates 5.3 Implement tag line it s about the kids in all communication 5.3.1 Implement in SMJFL Strategic Plan & communicate consistently throughout relevant league communication 6. Attract, develop & retain quality people and develop a high performance culture in line with our values 6.1 Professional development of SMJFL staff 6.1.1 Personal development plan for each staff member 6.2 Professional development opportunities for staff & coaches 6.2.1 Provide opportunities for professional development through involvement with the South Metro Stars Interleague Program 6.3 SMJFL Board Members 6.3.1 Create an environment that fosters and encourages nominations to the SMJFL Board by relevantly qualified people 6.3.2 Appoint Directors who are suitably qualified in line with the SMJFL Board s skills & experience matrix RISK MANAGEMENT: To develop a framework that establishes an organisational culture that promotes effective Risk Management in all activities and business process 1. To develop a risk management model that the SMJFL remains sustainable 1.1 Define and clarify risk appetite and ensure the alignment of risk management processes and procedures 1.1.1. To be completed by 2015 AGM 1.2 Develop a risk register operational and strategic 1.2.1. To be completed by 2015 AGM
FINANCE: Provide a resilient financial position for the future sustainability of the SMJFL 1. To ensure that the SMJFL remains financially viable. 1.1 Conduct on-going appraisals of the SMJFL financial performance and identify opportunities for improvement 1.1.1. Each board meeting review cash flow, profit & loss to budget, balance sheet to ensure solvency 1.2 Develop initiatives to maximise the commercial value of the SMJFL 1.2.1. Continue to maximise opportunities & revenue through the SMJFL Partners Program 2. To ensure where appropriate a user pays system is adopted 2.1 Assess all forms of SMJFL activities to define appropriateness for a user pay system 2.1.1. Annually review SMJFL activities and then revenue & expenditure line items SMJFL Girls at the 2014 Girls Rules Footy Festival. Junior Girls Football is a key strategic objective of the SMJFL. Photo supplied by Photogenix Sports.
PILLAR FOOTBALL: Maintain quality football competitions, pathways and environments that are safe and fun and which promote health and inclusiveness for all. Objectives Initiatives Measures 1. Maintain ( and grow) an effective competition structure with focus on quality, evenness, friendliness, inclusiveness and competiveness 1.1 Consideration to be given to future changes to the AFL Junior Match Policy 1.1.1 Maintain communication (through the GM of the SMJFL) with the AFL to ensure all proposed changes to the junior match policy are understood and can be reviewed 1.1.2 Participate in any junior match policy development forums to ensure the views of the SMJFL member clubs and the Board can be heard 1.2 Continue to Investigate older age groups within the competition 1.2.1 Continue to develop the findings of the PRWP and coordinate with member clubs to increase participation rates high at older age groups 1.2.2 Monitor initiatives and findings of other junior football leagues 1.2.3 Continue to survey players and monitor findings to assist with new initiatives 1.3 Investigate a Colts competition versus the current age based structure for U16 & U17 1.3.1 Investigate the potential for colts to replace U16 & U17 age based divisions 2. To achieve best practice in league and club administration 2.1 Adhering to Quality League Management Program 2.1.1 Benchmark league progression 2.2 Encourage member clubs to increase their AFL Quality Club Program accreditation 2.2.1 By end of 2016, SMJFL to have club accreditation across the league as a minimum: Bronze - 100% (maintained), Silver - 20% 2.2.2 By end of 2017: Silver 40%, Gold 10%
2.3 Implement the Best Conducted Club award 2.3.1 Review Best Conducted Club criteria by August Board Meeting 2.3.2 Launch at 2015 Presidents and Secretaries meeting, for commencement in 2015 Season 3. Provide the best Umpiring Department in junior Australian Rules Football nationally 3.1 Recruitment & retention of umpires 3.1.1 Retain and recruit umpires to strive to achieve 100% appointment rate 3.1.2 Match day appointments over 95% 3.1.3 Increase annual retention of umpires 3.2 Accreditation and training of umpires 3.2.1 Increase accreditation numbers annually 3.2.2 Provide improved training standards to all age groups. 3.2.3 Increase the number of training academy venues to cater for umpires in all parts of the SMJFL region 3.3 Maintain an alliance and promote pathway with other umpiring associations - SFL, VAFA, TAC, AFL Victoria, AFL 3.3.1 Build and promote on-going relationships with associations 3.3.2 Identify talent & promote a career pathway for appropriate umpires 3.4 Promote acceptable behaviour towards Umpires 3.4.1 Communicate to all member clubs the required standard of conduct, encouraging education of players, parents, spectators and match day officials
3.4.2 Enforce codes of conduct to all member clubs including players, parents, spectators & match day officials 3.5. Establish a reward and recognition program for Umpires 3.5.1 Establish a reward program for umpires similar to the reward program introduced for players to recognise ongoing service as an umpire 3.5.2 Recognize and award umpires within the league for their achievements throughout the season 3.6. Establish a benchmark pay structure 3.6.1 Review against other leagues to establish best practice by calendar year end (ongoing) 3.7. Work with Umpire Advisor to identify programs, resources and best practice 3.7.1 Ongoing 3.8. Appoint umpiring ambassador 3.8.1 Ongoing 4. Build and promote effective pathways from AusKick through to Junior competitions to Seniors with the objective of retaining all participants in football 4.1 Develop strategy to promote pathway from AusKick to Junior Club football 4.2. Develop strategy to promote pathway from Junior Club football to Senior football 4.1.1 Increase player retention from AusKick through to Junior clubs 4.1.2 Specific focus on promoting Junior football to female AusKick participants 4.2.1 Increase player retention from Junior clubs to Senior football 4.2.2 Continue to build information database of PRWP with annual player surveys and forums 4.2.3 Consider Colts program to replace U16 and U17
4.2.4 Monitor practices in other junior leagues 4.2.5 Maintain open communication channels with AFL Vic and local football leagues 4.3. Inter-league & TAC Cup 4.3.1 Review interleague annually to achieve best practice 4.3.2 Work with TAC Cup partners to develop SMJFL talent 5. Coaching 5.1 SMJFL to promote AFL Victoria Coach Accreditation programs 5.1.1 All SMJFL Head Coaches to be a Minimum Level 1 AFL Coach accreditation 5.2 Promote respect amongst accredited coaches 5.2.1 Continue to promote acceptable coach behaviour amongst coaches 5.2.2 Build on coaching and strategy paper as well as post-season Presidents dinner 5.3 SMJFL to enforce strict coaching guidelines 5.3.1 All SMJFL head coaches must adhere to the current by-laws and league expectations, including the AFL Coaches Code of Conduct 6. Match day behaviour 6.1 Ongoing Review and report on current policy / code of conduct / by-laws 6.1.1 Annual Review 6.1.2 Monitor impact of the MBWP recommendations 6.1.3 Maintain a strict attitude to those that exhibit offensive behaviours and attitudes 6.1.4 Continue education process amongst clubs, team officials, players and parents
7. Female Football 7.1. Grow recruitment & retention 7.1.1. Research existing players as to why they play and present at Presidents Dinner 7.1.2. Obtain feedback from girls who have chosen not to continue playing football and the reasons why 7.1.3. Develop and maintain a recruitment and retention strategy 7.1.4. Aim to increase number of teams and players each year 7.2. Dedicated staff 7.2.1 Employ a dedicated staff member for Girls Football 7.3. Create awareness 7.3.1 Advertising and awareness through SMJFL social media, clubs and other 7.3.2 Increase exposure of female football on SMJFL and member club websites 7.4. Talent identification and pathway 7.4.1. Encourage female players within the SMJFL to continue on into senior women's football 8. SMJFL Growth Strategy 8.1 Engage with stakeholders and external consultants (where necessary) in development of Growth Strategy 8.1 30 th June 2015
PILLAR STAKEHOLDERS: Building and elevating the SMJFL brand in the community Objectives Initiatives Measures 1. To maintain a family friendly environment throughout the competition 2. To identify and create opportunities for people to participate in the SMJFL 1.1 Continue to provide a family friendly environment, reinforcing the key strategic objectives and values of the SMJFL 2.1 Work with Clubs to identify strategies to increase recruitment and retention of volunteers 1.1 Regular promotion & communication via SMJFL social media 2.1 Facilitate club feedback annually via the online End of Season Review 3. To add value for stakeholders 3.1 Value add to stakeholders 3.1 Continue to value add to member clubs by managing and improving the SMJFL Partners Program 4. Infrastructure (ovals & pavilions) is fit for purpose and accessible 4.1 Work with councils and provide an advocacy role to define needs and appropriate outcomes 4.1.1 Meet regularly with appropriate council officers to evaluate SMJFL current site and assess future upgrades & proposed developments when announced 4.2 Advocate on behalf of junior club football for Australian Rules Football to be the sport of choice on LGA venues 4.2.1 Manage relationships with SMJFL s 6 LGA s to ensure that SMJFL football is front of mind for all current and future oval allocations 5. Provide opportunities for input from key stakeholders 5.1 Clubs End of Year Survey 5.1.1 Club Survey - Annually 5.2 Players Youth Forum & Player Survey 5.2.1 Youth Forum Bi-annually 5.2.2 Player Survey Annually 5.3 Umpires Umpire Survey 5.3.1 Umpire Survey Annually 5.4 Local Government Local Government Forum 5.4.1 LG Forum Held bi-annually (held in the off year of the bi-annual AFL Victoria LG Forum) 6. Charity 6.1 Engage with and manage a charity partnership with a charity of choice 6.1 Assign the Charity Partner by March each year