Albion Rovers FC Five Year Strategic Plan (2018-2022) - Update: August 2020
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Albion Rovers FC
Five Year Strategic Plan (2018-2022)
Update: August 2020
Executive Summary
Founded in 1969, Albion Rovers FC (ARFC) is an all-inclusive, progressive community
football club in the western suburbs of Melbourne. ARFC competes under the rules and
regulations of Football Federation Victoria (FFV) and the Brimbank City Council.
In 2013 to 2015, Albion Rovers achieved its biggest ever growth with a participation rate of
over 400 registered players. The club was proud to have a diverse range of participants
ranging from ages 5 to 50 years which included 3 female and 1 masters (over 35s) teams.
The growth was attributed to the success of the senior men’s and woman’s teams
following promotions into State League 1, as well as the excitement around the 2014 FIFA
World Cup. In recent times, the club has regressed with participation rates falling to less
than half, the senior men's team being relegated to State League 2, and the club no
longer fielding any female or master’s teams.
A new Board of Directors and committee was assembled and came into effect on March
13, 2018. The new collective, motivated towards long term success, developed the Albion
Rovers FC Five Year Strategic Plan (2018-2022) to provide the club a vision and plan for
growth over the next five years. The Strategic Plan was conducted with community
consultation including members, coaches, volunteers, council and the FV. The Strategic
Plan was approved by the Board of Directors (September 2018) and will play integral role
to help ARFC achieve its goals over the next five years.
The Plan has identified 10 Key Priority Areas (KPA) to help meet its objectives.
1Executive Summary
Strategic 5-year progress
Strategic
Key Priority Area Key Progress Status
Goals
Club Identity 3 • Established club vision, mission and values. 100%
• Team dedicated solely on canteen management
Organisational Structure 4 • Operational efficiencies have helped reduce burden on volunteers 80%
• Director of Football appointment
• Alignment of junior and senior (men & woman) training nights
Youth Pathway to Senior Football 3 • Restructured football department into 3 key ages groups mini-roos, 66%
juniors and seniors.
• Proactive advertising & campaigning for female footballers
Female Football 4 50%
• Senior female team established – champions in first year
Coaching Education 4 • Increased the number of accredited coaches in juniors 30%
• New major partners committed to club.
• New apparel partner to provide better value for money.
Strategic Partnerships 4 75%
• Partnered with the Regan Milstein Foundation to collect and
distribute new or old football equipment, attire and goods.
• Lighting project complete for two main pitches and operational
Facility Development 7 50%
• Draft plans established for major facility upgrade
• Adding more content to club website - one stop shop for info.
Technology & Innovation 5 40%
• Alignment of social media platforms
• 30% growth in participation for 2019 (188 players to 245)
Member Retention & Growth 6 • Single online platform (Majestri) for streamlined member 50%
management and communications
• Developed parent, player, coach & spectator conduct to further
Safety & Risk Management 5 protect our members. 60%
• Trialing online incident report register (yet to go public)
2Executive Summary
The following 10 Key Priority Areas (KPA) have been identified as part of the ARFC Five Year
Strategic Plan:
1. Club Identity
2. Organisational Structure
3. Youth Pathway to Senior Football
4. Female Football
5. Coaching90Education 32 57 50 28
6. Strategic Partnerships
7. Facility Development
8. Technology & Innovation
9. Member Retention & Growth
10. Safety and Risk Management
31. Club Identity
Club Identity
ARFC was first founded in 1969 as Royal Park Soccer Club by the Turkish Cypriot association.
Since then, the club has endured a rich history that has provided many highs and lows for
its supporters, players and members. Through these times, the club has seen numerous
name and location changes that have contributed to the decline in identify, tradition. The
club needs to rebrand itself and reconnect with its life members and broader community.
The strategic objectives identified to meet this priority area are:
Key Priority Area Strategic Goals
Create a club identity that honors our • Establish a club vision, mission and values to
past and owns the future. provide a clear direction and identity for our
club.
• Consult club members and relevant bodies on
a new identity that will help rebrand the club.
• Create a new modern, attractive and simplistic
club logo that respects our past and drives us
into the future.
52. Operational Structure
Operational Structure
ARFC has identified the need to create an organisational structure that defines clear roles
and responsibilities, and drives the club towards its vision. This will require the right people in
the right positions with the right expertise (and passion). We want to create a structure that
has identifiable personnel within the club and encourages our players, parents and
members to get involved.
The strategic objectives identified to meet this priority area are:
Key Priority Area Strategic Goals
Create a organisational structure that • Engage with NPL & other successful local clubs
will support the long term vision of the to understand current operational models.
club • Acquire the right people with the required
expertise to fulfill operational roles
• Ensure club members, relevant bodies and
wider community identify key people
associated with the club.
• Develop a new football department (sub-
committee) and acquire the right expertise to
fulfil key roles.
73. Youth Pathway to Senior Football
Youth Pathway to Senior Football
Our youth are our future. It is our responsibility to create the best possible learning
environment for all our players. Our Youth (U13 to U17) need to stay connected to our
Seniors to whom they look up to and aspire to be. We want to provide our players the best
possible journey to help them reach their goals.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Create a youth pathway (U13 – U17) • Establish a Footballing Director to provide
to Senior Football that provides the football leadership for the entire club.
best possible learning environment for • Implement a club footballing philosophy that is
our Youth to transition into senior adopted by the entire club.
football. • Acquire a Technical Director for both our
Youth(including U7-U11) and Senior football
departments to provide coaching guidance.
94. Female Football
Female Football
There has been an immense growth of woman’s football at all levels of the game and we
acknowledge the important role woman play in developing football. We want to drive
female participation and create opportunities for females of any age, ability and culture.
Our key focus is to increase female participation in various roles within club and ensure we
do our part to grow woman’s football.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Increase our female participation in • Establish a Female Footballing Director to drive
various roles at the club. woman’s football at our club
• Target new female coaches and players
through continuous advertising and promotion
of female participation at our club.
• Provide a female friendly club environment
through promoting gender equality e.g.
female changing rooms
• Participate in Female Football Week every year
to promote woman in football
115. Coaching Education
Coaching Education
ARFC identifies coaches as the pivotal role to help our players to be the best they can be.
Players rely on their coach to guide them on and off the football ground as they learn the
game. For this reason, our coaches need the right qualifications and continuous
development to ensure they provide adequate training techniques to see our youth grow.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Continuously develop our coaches so • All Junior & Senior coaches to hold a minimum
that stay relevant and provide the AFC/FFA ‘C’ Youth or Senior License
the best training techniques for our • All Sub-Youth (U7-U11) coaches to hold a
players. minimum Skill Training accreditation
• All coaches understand, implement and
preach the club’s footballing philosophy
• Technical directors to facilitate internal and
external learning and development
136. Strategic Partnerships
Strategic Partnerships
We understand our importance in the community and need to do more. We want to
establish a wider range of community partners that will enable us to have a bigger positive
impact on our community. Our partners give the essential support we need to provide
opportunities for players of all ages, gender and ability to play football. We need the right
partners to improve our community influence, grow our club and help realise our vision.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Establish strategic partnerships that • Partner with organisations that will provide the
will enable our club to grow and financial assistance to upgrade our facilities.
provide a better positive impact for • Partner with organisations that will provide
our community. better attire/equipment for all roles at the club.
• Partner with organisations that promote a
healthy lifestyle & provide community services.
• Partner with charities that supports under-
privileged and disabled kids to play football.
157. Facility Development
Facility Development
ARFC has been home to Cairnlea Park for over 10 years. During this time, we have
developed a strong understanding for the needs of our players, coaches, parents and
volunteers. Our current facilities limit our ability to grow as we have reached capacity. We
want to provide a facility that is female friendly, encourages people to become involved,
and more importantly motivates our youth to be the best they can be.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Upgrade our facilities to meet the • Upgrade two main pitch lighting to increase safety
growing demand and create an and possibility of night games.
environment that motivates all players • Install lights on 3rd pitch (oval) to enable our juniors &
seniors to train on the same nights.
to be the best they can be. • Major update to clubrooms. Includes function room,
health activities (e.g. Zumba, mental awareness) and
possible use for off-season sports.
• Upgrade changing rooms to be female friendly.
• Install small-sided football synthetic pitch/s to increase
club capacity, promote other sports and maximise
facilities in the off-season
• Install small seated undercover grandstand to provide
winter cover throughout the season.
• Install an electronic scoreboard to motivate players
and generate revenue opportunities.
178. Technology & Sports Innovation
Technology & Innovation
ARFC identifies the need to improve our club communications, various operational
processes and digital presence. We understand that our players, coaches, volunteers and
parents depend on the club guide them throughout their journey. As a progressive club, we
want to leverage the latest technology and innovations to improve our overall club
experience on and off the park.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Leverage technology to continually • Appoint a Media Manager to lead all club
innovate our football club and communications & community engagement.
create a better overall experience for • Appoint a Sports Innovation Manager to lead
all involved. all technology based football innovation at the
club.
• Develop club website as the primary source of
information for all club related information.
• Develop club mobile App to keep our
members up to date with club activities.
• Establish key contacts with all local papers to
provide club information for publications.
199. Member Retention & Growth
Member Retention & Growth
ARFC is a non-profit organisation and member retention is critical to the long term success
of the club. Our members are everything - they play a vital role and contribute valuable
time, energy and commitment. We understand that we need to better engage with our
members. Our identity and the people within the club define who we are and what we
stand for. For this reason, it is important that we create an environment that is more
inclusive and motivates our members (current and future) to become a part of.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Focus on retaining our current • Rebrand the club to honour our rich history
member base so that we can and reengage with our elderly members.
continue to grow as a club. • Improve our member signup process to make it
easier for current and new members.
• Advertise volunteer opportunities through all
digital channels to grow our volunteer base.
• Reward our volunteers (e.g. bbqs, recognition
awards) to celebrate good work.
• Improve our canteen operations to create a
more inviting club environment.
• Seek continuous feedback from all involved for
the on-going improvement of the club.
2110. Safety and Risk Management
Safety and Risk Management
It is imperative that ARFC creates a safe and welcoming environment for all involved. This
includes players, parents, volunteers, match officials and opposition members. It is
important we continually reinforce our expectations of our members to demonstrate ‘fair
play’ in all areas of the club. We will be diligent in our quest to stamp out inappropriate
behaviour by our members or opposition.
The strategic goals identified to meet this priority area are:
Key Priority Area Strategic Goals
Improve our safety and risk • Develop parent/spectator code of conduct
management so that our club is safer and continually reinforce.
place for all involved. • Develop player/coach/volunteer code of
conduct and continually reinforce.
• Develop child safety policy and code of
conduct to further protect our youth.
• Develop/train our volunteers/officials to better
prepare them on match days.
• Develop risk management policies to mitigate
the risk of injury or harm to all involved at the
club.
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