Operational Plan 2011.12To be considered in conjunction with 2010-2014 Strategic Plan

NORTHERN NSW FOOTBALL

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VisionFootball will be the recognised number one sport throughout Northern NSW.

MissionTo grow football by supporting our members and the football community through, strong leadership, sound communication and the provision of a clear strategic direction that secures the sport’s long term prosperity.

Core Values> Trust and Integrity

We are committed to operate with trust and integrity with each other, our members and the community

> Customer focused We will appreciate the interests and passion of our members and the broader football community

> Camaraderie We recognise the superior strength and efficiencies of good team work

> Innovative We are a can do organisation which strives for best practice through innovation and a willingness to embrace change for the benefit of football

> Transparent We will listen to our members, customers and the broader community and communicate in an effective, transparent and respectful manner

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OPERATiONAL PLAN 2011.12

Critical Success Factors

What are the factors that significantly impact upon the organisation’s ability to be successful?

1. GovernanCe and LeaderShIP

• ThewillingnessofMemberZones,Premier Clubs and other stakeholders to acknowledge and align their operations in accordance with NNSWF’s strategic direction and their capacity to effectively implement key strategies.

2. CommunITy FooTbaLL – ParTICIPaTIon

• ThecapacityofourMemberZones,clubs and other stakeholders to meet their participants’ and members’ expectations;

• Thecostoffootballregistrationfeesas compared to other sports and entertainment options;

• NNSWF’sabilitytoestablishandcontrol additional participation opportunities throughout the year;

• NNSWF’sabilitytoengagemorefemale participants;

• TheSport’sabilitytoarrestthecurrentparticipant churn rate;

• ContinuationofNSWGovernment’sFacility Funding Program

• Theavailability,accessibilityandsuitability of football facilities;

• ThestatusandprofileoftheSportinthe media, particularly the A-League and W-League; and

• NewcastleJets’commitmenttoagreedcommunity engagement activities.

3. hIGh PerFormanCe

• TheSport’scapacitytoengageandretain talented athletes;

• Thecostsassociatedwithparticipatingin High Performance Programs;

• Theprovisionofqualitytrainingandplaying facilities which are conducive to skill development;

• Thewillingnessofcoachestoimplement and abide by the FFA National Curriculum;

• Ourabilitytorecogniseandpromotethe achievements of talented players and the opportunities which are available through football.

• NNSWF’scapacitytoprovideidentifiedplayers, particularly those based regionallywithaccesstoqualitycoaching and competition; and

• ThewillingnessofMemberZones,Premier Clubs and other stakeholders to support and complement NNSWF’s Player Development Pathway.

4. FooTbaLL oPeraTIonS

• ThewillingnessandcapacityofMemberZones,clubsandotherstakeholders to implement best practice administration procedures such as online registration and competition management;

• Theabilityofthirdpartyserviceproviders to meet NNSWF’s needs and expectations;

• NNSWF’scapacitytoprovidetangibleassistancetoMemberZonesandclubs.

NORTHERN NSW FOOTBALL

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Critical Success Factors continued

5. markeTInG and CommunICaTIonS

• Theestablishmentofaparticipantdatabase;

• NNSWF’sabilitytodisseminate key messages and information to the media;

• Thestatusandprofileofthesportwithin communities throughout Northern NSW;

• Thewillingnessofsponsorstoinvest in grassroots sport;

• Theestablishmentofanintegratedcommunication platform that has the potential to engage with all participants;

• Thestatusandprofileofthe Sport, particularly the A-League and W-League.

6. FInanCe

• Totalnumberofregisteredplayers;

• LevelofsupportreceivedfromMemberZonesandclubsforthemerchandiseprogram;

• Increasesinsportsinjuryprotectionscheme and public liability insurance premiums;

• Rateofreturnreceivedonourinvestments;

• ContinuationofFFAfundingcontribution towards Community Football and High Performance initiatives;

• FurtherincreasestoFFACapitationFees; and

• Increaseprevalenceofindependentcompetitions and other football activity.

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OPERATiONAL PLAN 2011.12

Key Performance Areas (KPA’s) and Strategic Goals

1. GovernanCe and LeaderShIP

To be recognised and acknowledged by our members and stakeholders as a responsible, credible, progressive, relevant and effective peak organisation, which acts in their best interests and provides a clear strategic direction for the sport of Football throughout Northern NSW.

2. CommunITy FooTbaLL

Implementationofsustainableandinclusive programs and services that engage new participants; particularly females and volunteers and facilitate the retention of existing players, coaches, referees and volunteers through the provision of tangible assistance and support to all participation providers.

3. hIGh PerFormanCe

Deliver a professional, integrated and clear elite development pathway and associated programs and services, which lifts the overall technical standard of identified players and coaches throughout Northern NSW and produces Australian underage, W-League and National Youth League representatives.

4. FooTbaLL oPeraTIonS

Enhance the overall football experience through the implementation of best practice administration procedures at all levels, which result in highly successful leagues, championships, special competitions and special events.

5. markeTInG and CommunICaTIon

Implementationofprofessionalandinnovative marketing activities across the key disciplines of sponsorship, media, advertising, promotions and public relations that build a credible and positive image of the sport and facilitate the achievement of the organisation’s vision and strategic goals.

6. FInanCe

To deliver performance driven business practices complying with relevant legislation and standards aligned with NNSWF’s strategic goals.

NORTHERN NSW FOOTBALL

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Key Performance indicators 2011.12

1. GovernanCe and LeaderShIP

1.1. MemberZoneswillbetotallysatisfied (extremely satisfied or very satisfied) in relation to NNSWF’s overall performance as the peak body and how the organisation services them;

1.2. MaintainourMember’sperceptionof NNSWF’s ability to plan, direct and monitor the growth, development and promotion of the Sport as compared to the results of the 2011 Customer Survey;

1.3. MaintainourMembers’andstakeholders’ perception of NNSWF’s ability to communicate effectively as compared to the results of the 2011 Customer Survey;

1.4. EstablishandoramendasrequiredNNSWF’sGovernancePoliciesin2011.12 in accordance with the Australian Sports Commission’s Best PracticeGovernancePrinciplesandthe Corporations Act 2001.

2. CommunITy FooTbaLL

2.1. Increasethetotalnumberofregistered players throughout Northern NSW by 2% in 2012 as compared to 2011;

2.2. Increasethetotalnumberofregistered girl players throughout Northern NSW by 2% in 2012 as compared to 2011;

2.3. Increasethetotalnumberofregistered players participating in non-traditional competitions and programs by 5% in 2012 as compared to 2011;

2.4. Increasethenumberofaccreditedcoaches in Northern NSW by 10% in 2012 as compared to 2011;

2.5. IncreasethenumberofcoacheswhocompleteaGrassrootsCoaching Course by 10% in 2012 as compared to 2011;

2.6. Secure a 5% increase in the number of total registered referees in 2012 as compared to 2011;

2.7. IncreasethenumberofyouthwhocompleteanInstructingRefereesCourse by 10% in 2011 as compared to 2012;

2.8. Increasethetotalfundingfootballin Northern NSW receives from the NSWGovernment’sFacilityFundingScheme by 5% in 2012 as compared to 2011;

2.9. Assist14clubstoattainLevelI FFA Club Accreditation.

3. hIGh PerFormanCe

3.1. By 2014 a minimum of 75% of JetsNYLteamwillemanatefromNorthern NSW;

3.2. By 2014 a minimum of 80% of JetsWWLteamwillemanatefromNorthern NSW;

3.3. By 2014 NNSWF will provide a minimum total of 6 National underage representatives (male) Under 17 – 20 age groups;

3.4. By 2014 NNSWF will provide a minimum total of 8 National underage representatives (female) Under 17 – 20 age groups;

3.5. By 2014 NNSWF will provide a minimum total of 3 players who willbeofferedAISscholarships;

3.6. By 2014 NNSWF will provide a minimum total of 11 male “Allstar” representatives at 13 & 14 Boy’s NYC’s;

3.7. By 2014 NNSWF will provide a minimum total of 16 female “Allstar” representativesat13,14&15Girl’sNYC’s;

3.8. By 2014 a total of 3 coaches from NNSW will be selected as coaches of “Allstar” teams;

3.9. By 2014 conduct a minimum of 15 elite coaching courses/conferences /seminars;

3.10.Appointapart-timeskillacquisitiontrainerineachZoneby2014;

3.11. Increaseby25%thenumberofAFCaccredited coaches actively working in NNSW by 2014;

3.12. To have a minimum of 35% of the2013NNSWISintakeselectedfrom the Northern NSW Emerging Athletes program.

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OPERATiONAL PLAN 2011.12

4. FooTbaLL oPeraTIonS

4.1. Satisfy the expectations of 65% of clubs participating in NNSWF’s Premier Competitions in 2012;

4.2. Meettheoverallexpectationsof80%ofMemberZonesandeach of the 3 Standing Committees;

4.3. GeneratetotalMerchandise revenue of $650k in 2011.12;

4.4. Satisfy the expectations of all MemberZonescompetingin2012State Championships and SYL;

4.5. Secure a total of 65 entries in the 2012 Solo Cup;

4.6. Secure a total of 3 referees on the A-League, Youth League and W-League panels in 2011.12;

4.7. Improvetheaverageperception of the standard of officiating in the State and First Division in 2012 as compared to 2011;

4.8. Establish a Summer 6’s pilot in conjunctionwithaclubin2011.12;

4.9. Establish Futsal within 5 PCYC’s throughout Northern NSW in 2011.12.

5. markeTInG and CommunICaTIonS

5.1. Generatefootballeditorialwhichreaches a total cumulative audience of 18 million people in print media throughout Northern NSW in 2011.12;

5.2. Generatespecificeditorialrelatingto NNSWF’s Senior Premier Competitions which reaches a total cumulative audience of 12 million people in print media throughout theHunterRegionin2011.12;

5.3. Increasethetotalnumberofregistered players throughout Northern NSW by 2% in 2012 as compared to 2011;

5.4. Achieve total attendance of 2,500 at the 2012 NBN State League GrandFinal;

5.5. Achieve total attendance of 750 at the2012HeraldWPLGrandFinal;

5.6. Achieve total attendance of 1,000 atthe2012NewFM1stDivisionLeagueGrandFinal;

5.7. Secure an average of 10,000 uniquevisitorspermonthon www.northernnswfootball.com.au during competition period (March-Sept)2012;

5.8. Secure an average of 8,000 uniquevisitorspermonthon www.northernnswfootball.com.au outside of the competition period (Oct–February)2011.12;

5.9. Secure total sponsorship revenue of$800k($300cash,$500VIK)in2011.12;

5.10.Generatetotalmerchandisesales of $650k in 2011.12;

5.11. Secure 2500 “Likes” on NNSWF’s Facebook Page.

6. FInanCe

6.1. Achieve budget surplus as adopted by NNSWF’s Board of Directors in September 2011;

6.2. NilmaterialadjustmentsfromAnnual External Audit;

6.3. Nil fines related to Taxation Compliance;

6.4. Nil fines in relation to Corporations Compliance;

6.5. Nil non conformances resulting from internal compliance control audits;

6.6. Establish and document internal control measures compliant with the annual audit process which fully satisfy the Company’s auditor;

6.7. Nil loss of significant electronic data.

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