football federation south australia - strategic plan (2006-2009)

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March 2006

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

Our Purpose

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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:

- 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;

- to control football throughout the State, prevent infringement of the constitution

and by-laws of FFA and protect Football from abuse;

- to foster friendly relations among officials and players of Football by encouraging

Football in the State;

- to prevent racial, religious, gender or political discrimination or distinction among

Football players in the State;

- to promote, provide for, regulate and manage Football tournaments and games

in the State;

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

State;

- 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;

- to facilitate the provision and maintenance of grounds, playing fields, materials,

equipment and other facilities for Football in the state; and

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

Football.

Football Federation SA Incorporated Constitution

A Message from the President

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

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

proud of.

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

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

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

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

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

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

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

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

Australia for all levels of participants.

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

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

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

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

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

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

ensure its relevance to our sport and its growth.

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

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

course all South Australians.

Trevor Basso President

FFSA

Acknowledgements

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

this strategy:

Board of Directors

Tevor Basso President

Gary Collis Vice President

Dave Hewitson Director

Bev O’Brien Director

Morry Bailes Director

Ted Iuliano Director

Mark Jones Director

Rauf Soulio Director

Claudio Galloni Director

Ex Officio Board Members

Ray Matthews South Australian Junior Soccer Association

Bill Bailey South Australian Amateur Soccer League

Rep Giordano United Clubs of South Australia

Maria Darby South Australian Women’s Soccer Association

Staff

Allison Miller Chief Executive Officer

Rodger King Men’s Competition Manager

Steve Gregan Referee Development Officer

Richie Alagich School Clinic Co-ordinator

Natascia Crisci Administration Assistant

Monika Zochowski Finance Officer

Nick Gargula Junior Competition Coordinator

This strategy was prepared with assistance of:

Smart Connection Company Suite 14 207 The Parade Norwood

South Australia 5067 Contact:

Mark Band [email protected]

www.smartconnection.com.au (08) 8431 6144

Contents

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Section 1 Introduction 1.1 A History of Football in Australia 1

1.2 Football Federation of Australia 2

Section 2 Football in South Australia

2.1 The Football Federation South Australia 4

2.2 Current Opportunities and Challenges 6

2.3 Summary of Challenges and Opportunities 9

Section 3 Our Desired Future 3.1 Our vision 10

3.2 Our Key Areas 10

3.3 Structure 11

Section 4 Priorities 4.1 Overview 12

4.2 Priority Timeframes 12

4.3 Strategic Response 12

4.4 Checklist 17

Section One ~ Introduction

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1.1 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

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

football association was founded - The Football Association in

England.

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

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

as far as the early 1890’s.

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

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

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

of newspapers and publications devoted to the sport.

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

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

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

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

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

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.

Introduction

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1.2 Football Federation of Australia

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

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

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

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

sport with the ‘world game’ and revert back to its original name of ‘Football’. The structure of

the new body is now comprised:

Chairman

Frank Lowey AC

Deputy Chair

Brian Schwarz AO

Director

Ron Walker

Director

Phillip Wolanski

Director

Ron Harvey

CEO John O’Neill AO

Chief of Staff Peter Friend

Operations Commercial

Operations

Finance and

Risk

High

Performance

Marketing and

Strategy

Media and

Communications

Football Federation of Australia

A League and

Women’s Comp

Sponsorship

and Licensing

Figure 1: Football Federation of Australia Structure

Director Suzanne Williams

Introduction

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

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

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

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

follows:

Football Federation of Australia

Football Federation of Victoria

President

Mr George Wallace

Football West (WA)

President

Mr Kevin Campbell AM

Capital Football (ACT)

President

Mr Walter Valeri

Soccer NSW

President

Mr Tom A. Doumanis

Northern NSW Soccer Federation

President

Hon. J Richard Face

Soccer Tasmania

President

Mr Peter Best

Football Federation Northern Territory

President

Mr Ziko Ilic

Football Queensland

President

Mr Geoff Foster

Football Federation SA

President Mr Trevor Basso

Figure 2: Structure of Football in Australia

Section Two ~ Football in South Australia

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2.1 The Football Federation SA

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

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

ensure our sustained growth for the benefit of the sport.

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

including:

South Australian Women’s Soccer Association

(SAWSA)

South Australian Amateur Soccer League

(SAASL)

South Australian Junior Soccer Association

(SAJSA)

United Clubs of South Australia

(UCSA)

Approx 5100 players from 24 Clubs

Approx 1000 players from 34 clubs in the

metro area.

Approximately 11000 players from 13

Districts

Approx 3600 players from 88 clubs

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

Futsal Collegiate Indoor

Country Catholic & Ind. Schools

Schools

Figure 3: Current Structure of Football in South Australia

Football in South Australia

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

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

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

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

President

Trevor Basso

Director

Dave Hewitson

Director

Beverley O’Brien

Vice President

Gary Collis Director

Rauf Soulio

Ex Officio Ray Matthews

SAJSA

Ex Officio Rep Giordano

UCSA

Ex Officio Bill Bailey SAASL

Figure 4: Interim Governance Structure of the FFSA

Football Federation SA

Director

Morry Bailes

Director

Mark Jones

Director

Ted Iuliano

Ex Officio Maria Darby

SAWSA

Football

Chair Claudio Galloni

Committee

Rep Giordano Dave Hewitson

Bill Bailey Wendy Carter Ray Matthews

Marketing and Sponsorship

Chair

Gary Collis

Committee

Mark Jones Tyson Vickery

(Coopted Member) Aggie Simeone

(Coopted Member)

Governance and Strategy

Chair

Morry Bailes

Committee

Bev O’Brien Rauf Soulio Maria Darby

Finance

Chair Ted Iuliano

Committee

Trevor Basso

Claude Galloni (Coopted Member)

Sub Committees

Director

Claudio Galloni


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2.2 Current Opportunities and Challenges

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

opportunit ies are evident that must be addressed and where possible capitalised upon if we

are to move forward.

Challenges

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

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

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

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

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

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

sport in South Australia:

� Governance and Structure

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

still relatively fragmented.

- While stakeholders agree that the structure should be changed, there are conflicting

views regarding how this should occur; inevitably there is some resistance to

change within the football fraternity.

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

bring all stakeholders on board to ‘join agendas’.

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

between stakeholders.

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

development and growth.

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

and management of the sport

� The Sport

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

- There is a view of the sport as ethnic based.

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

behaviour amongst spectators and is therefore not family orientated.

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

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

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

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

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


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� The Community

- The community is more litigious which places increased pressure on clubs and the

sport to develop risk management strategies.

- There is an increased awareness and expectation of quality services by the

community meaning that all clubs should be professionally run.

- Structured sport is competing with passive and unstructured leisure time

opportunit ies and activities.

- Young people in particular have a preference toward the more unstructured

‘extreme’ activity.

- The structure of the working week has changed, placing further barriers in the way

of families to get involved in structured sport.

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

communities needs.

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

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

number of people willing to give time and ongoing commitment to one

organisation/activity.

Opportunities

Opportunities may be planned in accordance with our

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

arise sporadically. Regardless, the FFSA will ensure

opportunit ies are in line with its Mission as the governing

body for Football in the State.

� Popularity:

- Football is the world game.

- Australia qualified for the 2006 World Cup.

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

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

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

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

- Football is a growing school and junior sport.

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

Hyundai A-League team – Adelaide United.

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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� Support

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

mainstream activity and is therefore gaining increasing support.

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

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

- The sports popularity means that the corporate sector is becoming increasingly

aware of, and willing to support our activities.

� Development

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

development of the sport.

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

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

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

and develop our high level players.

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

� Growth

- There are a number of opportunities to tap into and utilise exist ing governance

structures and training programmes offered by the State (ORS) and Federal (ASC)

Governments.

- 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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2.3 Summary of Challenges and Opportunities

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

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

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

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

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

that turn out to watch the A League games.

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

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

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

qualifying for the 2006 World Cup in Germany.

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

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

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

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

leadership of the FFSA.

Section Three ~ Our Desired Future

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3.1 Our Vision

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

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

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

which when combined form our desired future of Football and the

FFSA. The three vision areas and their respective statements are as

follows:

Governance

The FFSA is seen as a professional, accountable and efficient governing body of football in

the State respected by all stakeholders.

Management

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.

Football

Football is the sport of choice for South Australians with recognised standards for officiat ing

and coaching and strong pathways from participation to performance.

3.2 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:

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 activities and staff to ensure our core objectives are being met and

exceeded in a transparent, accountable manner.

Marketing and Sponsorship:

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.

Our Desired Future

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3.3 Structure

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

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

FFSA to run a lean and efficient administrative structure.

Admin Assistant

Football Federation South Australia

CEO

Board

Proposed Business Area

Person/Position

Marketing and Sponsorship

Amateur League

Manager

Women’s Operations

Manager

Finance Officer

Assistant

Coaching and Development

Referees Development

School Clinic Coordinator

Operations

Finance

Marketing Officer

Figure 4: FFSA Interim Administration Structure

Junior Coord.

Men’s Competition

Manager

Section Four ~ Priorities

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4.1 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

other priorit ies 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.

4.2 Priority Timeframes

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

have been prioritised as follows:

Priority 1: within the next 6 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

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

4.3 Strategic Response

Our response to the identified challenges and opportunities facing the FFSA are aligned with

our four key areas and addressed through crit ical objectives and strategies to ensure we plan

for our future in a strategic manner. The following pages highlight this response followed by a

checklist for management and monitoring required to implement the strategy.

Priorities

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Priority 1 Objectives

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

� Cement our relationship and support of the FFA.

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

� 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


� Develop governance policies, procedures and protocols

� Hold first independent Board elections

� Define the relationship between Adelaide United and the FFSA


� 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

KEY AREA 1: - GOVERNANCE

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.

Key Strategies

� 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.

Priorities

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� Identify and secure office accommodation for FFSA staff.

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

� Secure funding support from the State Government to implement the strategy.

� Recruit and confirm appropriate staffing requirements.

� Identify and purchase all office requirements including IT and hardware.

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


� Review job descriptions of current staff and recommend appropriate changes.

� Develop operational policies and procedures.

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


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

KEY AREA 2: - MANAGEMENT AND ADMINISTRATION

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.

Key Strategies � Present strategy and budget to the State Government to secure funding.

� Write position descriptions for each role.

� Advertise/seek appropriately trained personnel to fill the positions

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

� Implement staff appraisal and professional development program

� Roll out National Database Project.

Required Resources

Operational budget to include:

� Registration database

� Utilit ies

� Salaries

� Computer hardware/software including accounting software

Business analyst consultancy budget required.

Priorities

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� Secure major sponsors for 2006

� Employ marketing and sponsorship officer

� Ensure that FFSA has a strong web based communication strategy

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


� Develop a Sponsorship Strategy

� Establish brand awareness package for the FFSA by mid 2006

� Assist clubs to access sponsorship

� Consolidate sponsor relat ions


� Raise the profile of the sport amongst the South Australian Community

KEY AREA 3: MARKETING AND SPONSORSHIP

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

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

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

� Develop a program of assistance for sponsorship proposals for clubs

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

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

Required Resources

Appoint a Marketing and Sponsorship officer.

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

Priorities

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� 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


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

state

� Identify the needs for regional coaching and development programs

� Develop accreditation standards for private football academies.

� Development and implement a Growth and Development Strategy.


� Identify strategic needs for underpinning programs in support of FFA directions

KEY AREA 4: - SPORT

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

at all levels.

Key Strategies � 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 implement appropriate underpinning programs for junior

development

� Identify and implement a suitable program for development squads in 2006

� Support FFA Community Football programs

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

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

Required Resources

Football Coaching and Development Director.

Community Football Officer (FFA funded).

Regional Development Officer.

Priorities

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4.4 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: Governance

Key Strategies 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 relat ionship 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.

Key Area 2: Management and Administration


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

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 posit ions

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

2.5 Implement staff appraisal and professional development program

Programme in place by July 2006

2.6 Roll out National Database Project On line competition management and player registration system operational in 2007

Priorities

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Key Area 3:- Marketing and Sponsorship


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


4.1 Implement the new senior men’s competition structure for 2006

Structure finalised by July 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

football federation south australia - strategic plan (2006-2009)

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