AFL NORTH COAST STRATEGIC PLANNING RECOMMENDATIONS SUMMARY REPORT NOVEMBER 2020 PILLAR PARTICIPATION 1 3 Implement Under 18’s as the entry point for male senior football, underpinned by 2 year age groups in junior football WHY Allows players to stay within social groups, particularly around school years and groups Provides players with an extra 12 months of physical development before stepping up to open age footy Avoids clashes with some rival codes and reduces the need for players to choose between sports Some clubs struggled for numbers in Under 17’s in 2020 and, whilst organic growth is expected in 2021, a more positive impact can be created by moving age groups in 2022, to capture a larger cohort of players in this age group PILLAR 1 PARTICIPATION STRATEGY 1 5 4 HOW 2020 – Under 11’s, 13’s, 15’s, 17’s 2021 – Under 11’s, 13’s, 15’s, 17’s 2022 – Under 10’s, 12’s, 14’s, 16’s, 18’s Communication to players during 2021 around age group structure moving forward TIMEFRAME: 2022 LEAD: AFLNC SUPPORT: CLUBS Establish Under 10’s non-competitive age group to transition Auskickers into junior football WHY Moves players out of Auskick one year earlier and avoids potential repetition of Auskick Increase transition into Junior footy without the pressures of competition Completes the pathway with two year age spans PILLAR 1 PARTICIPATION STRATEGY 2 HOW Under 10 age group installed in 2022, in line with introduction of even age groups Clubs to promote Auskick as a 5-8 year old introductory program Under 10’s can start at the same time as Auskick, to avoid lengthening the day TIMEFRAME: 2022 LEAD: AFLNC SUPPORT: CLUBS Complete the female participation pathway, by introducing 2 year age groups in junior football up to Under 17’s WHY Allows girls to play female only footy sooner within the pathway, leading to increased retention Reduces the large age spans that currently exist, improving retention and recruitment Girls reach physical maturity sooner and can transition to Women’s footy sooner PILLAR 1 PARTICIPATION STRATEGY 3 7 6 HOW Commence second Youth Girls age group as a stepping stone to final pathway 2020 – YG17’s 2021 – YG17’s 2022 – YG14’s, YG17’s 2023 – YG 13’s, YG15’s, YG17’s Longer term option for girls age groups to mirror the mixed/boys Run a calendar of game development activities, promoting additional age groups LEAD: AFLNC SUPPORT: CLUBS Continue to play Senior football on a Saturday and Junior football on a Sunday, whilst allowing clubs flexible fixturing to consider night fixtures WHY Under 16 on Sunday and Under 18 on Saturday reduces clashes with other codes and will lead to improved retention With more grounds now having lighting, flexible fixturing allows clubs to stage matches at times that suit their players PILLAR 1 PARTICIPATION STRATEGY 4 HOW Clubs to collaborate before giving the League a minimum of 7 days notice to fixture changes Clubs without appropriate ground lighting can work with AFL NSWACT on potential upgrades TIMEFRAME: 2021 (night games/lighting) 2022 (age groups) LEAD: AFLNC SUPPORT: CLUBS TIMEFRAME : 2023 Create competition models around the ability for clubs to grow participation in Senior and Junior football WHY Ongoing growth in Seniors is dependent on clubs being able to enter teams at the appropriate level to their ability, with the anticipated organic growth leading to more senior teams overall Annually consider conference model in Junior competitions to reduce travel barrier wherever there is a minimum of four teams in an age group in each conference PILLAR 1 PARTICIPATION STRATEGY 5 9 8 HOW League to work with Senior Clubs on the integration of new teams into the divisionalised structure Where appropriate, League to fixture appropriate Junior competitions into conferences TIMEFRAME: 202 1 LEAD: AFLNC SUPPORT: CLUBS Create exposure to play AFL by having a presence in all media channels locally WHY The more visible our code and clubs, the more likely people are to choose the sport Provides direction for the League to invest in these mediums PILLAR 1 PARTICIPATION STRATEGY 6 HOW Create a media and communication plan, that ensures maximum exposure through advertising, media content and social media channels Maintain partnership with Southern Cross Austereo, and invest annually to radio advertising and on air content TIMEFRAME: 202 1 LEAD: AF L NSW/ACT SUPPORT: AFLNC Develop a ‘School Partnership Guide’ to build relationships between clubs and their catchment schools WHY Recruitment of players from schools, especially from programs like Paul Kelly Cup, is critical to the future viability of clubs Maximising the impact of club efforts is key, AFL NSW/ACT can support clubs with resources to fine tune volunteer efforts The most successful partnerships are where the Club, School and AFL NSW / ACT work collaboratively together to promote AFL Desire to create advocacy in schools, through specific teacher training in AFL PILLAR 1 PARTICIPATION STRATEGY 7 9 10 HOW Include items such as AFL program prospectus, club feeder schools, school contacts, education.afl information, club promotion opportunities and club marketing templates in the School Partnership Guide Refresh School Partnership Guide annually AFL NSW / ACT to host a Recruitment and Retention Meeting each pre-season for clubs TIMEFRAME: 2022 LEAD: AFL NSW/ACT SUPPORT: AFLNC PILLAR VOLUNTEERS 2 21 WHY Dedicated role (i.e. Volunteer Co- ordinator) to focus on recruiting, training, recognising, and retaining volunteers is key to growing a club’s workforce TIMEFRAME: 2022 PILLAR 2 VOLUNTEERS STRATEGY Develop a ‘Volunteer Coordinator Training Pack’, including volunteer job descriptions, volunteer recruitment agencies and volunteer recognition strategies 9 14 HOW Hold a Volunteer Coordinator Education Session each year, training Volunteer Coordinators on the key components of their role Ensure Volunteer Coordinators are up to date with the Club Help website, and contained resources Create match day job spec lanyards for clubs to provide weekly to volunteers LEAD: AFL SUPPORT: CLUBS PILLAR UMPIRING 3 21 WHY Increased umpires are required to ensure that all matches are officiated by accredited personnel Develops a pathway for umpires Strengthening the skillset for our umpires will allow for more enhanced match day environments, leading to increased umpire retention TIMEFRAME: 2021 PILLAR 3 UMPIRING STRATEGY Develop an umpiring model which focuses on recruitment, mentoring and accessible training 9 18 HOW Develop recruitment strategies, such as Club Nights, to increase the number of umpires Utilisation of technology in delivering training Holistic training of umpires to ensure they are prepared for all match situations Increased umpire recruitment by clubs, especially for the Under 15’s and Open Age Football LEAD: AFL NSW/ACT SUPPORT: CLUBS WHY Removes one of the key barriers to both recruitment and retention of umpires Clarity of message to all involved in the sport will result in higher levels of preferred behaviour and greater consistency in umpire decision making TIMEFRAME: 2021 PILLAR 3 UMPIRING STRATEGY Reinforce a zero tolerance policy for umpire abuse HOW Clearer definition about what constitutes abuse, so that all involved in the sport are aware Reinforced at all levels – club, committee, coaches, volunteers, players, parents Training of umpires to ensure they are aware of the levers they can pull to eradicate this behaviour (eg spectator free kicks, reports) Increase number of tribunal panellists, to ensure umpire abuse hearings can be dealt with in a timely manner LEAD: CLUBS SUPPORT: AFLNC 1 2 WHY A good Ground Manager sets the tone for spectators, coaches, etc, in relation to the Code of Conduct The Ground Manager needs to be proactive, not just reactive, but can only do this if they truly understand the role TIMEFRAME: 2021 PILLAR 3 UMPIRING STRATEGY Prioritise the critically important match day role of Ground Manager to ensure that umpires are supported in dealing with behavioural issues 9 20 HOW Training to be conducted for Ground Managers prior to the season, and to be made available online for anyone who can’t attend the session Ground Manager to be the first match day role appointed by clubs, and filled by people with the appropriate skill set and training LEAD: CLUBS SUPPORT: AFL NSW/ACT 3 PILLAR CULTURE 4 WHY Club culture is absolutely critical to recruiting and retaining players, coaches, volunteers, etc Competition growth on the North Coast has occurred when clubs and the League are working well together and extending a positive vibe in the broader community TIMEFRAME: 2021 PILLAR 4 CULTURE STRATEGY Provide education to all clubs on what forms a strong club culture, including aspects such as inclusion, expectations, strategy and a vision 9 24 HOW Clubs need to own the development of their culture but may require support in this process, AFL NSW/ ACT has the capacity to support clubs Ground signage can be used to promote culture and expectations of clubs and members Create a ‘suggestion box’ cognito form, housed on the AFL North Coast website, whereby clubs can provide feedback to opponent clubs on how their culture and match day environment was perceived Incorporate a club culture session within the pre-season Education Day Provide clubs with a template for creating a vision and strateg y LEAD: AFL NSW/ACT SUPPORT: CLUBS WHY Transition from Junior to Senior clubs is most effective where clubs are aligned and support each other Junior players are more likely to transition to senior football if they are comfortable in that environment Junior and senior clubs can collaborate and share IP TIMEFRAME: 2021 PILLAR 4 CULTURE STRATEGY 2 Conduct a ‘Pathways Round’ which focuses on initiatives to build relationships between senior and junior clubs HOW Promote a Pathways Month, to allow clubs flexibility in when they wish to hold this AFLNC to provide direction to clubs on strategies that can be used for Pathways Month Strategies to be captured on a club agreement document, and referred to by all Senior and Junior Clubs, ensuring strategies and responsibilities become sustainable and ongoing between pathway clubs LEAD: AFLNC SUPPORT: CLUBS 1 2 NOVEMBER 2020 Photo credits: Brad Greenshields, Green Shoots Marketing Jo Acton