FUTURE DIRECTIONS OF AFL SYDNEY PROJECT - UNDERTAKEN IN 2017
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FUTURE
DIRECTIONS
OF AFL SYDNEY
PROJECT
UNDERTAKEN IN 2017
1
BACKGROUND
Throughout 2017, AFL NSW/ACT undertook across AFL Sydney was invaluable and We thank all of you who contributed to the
a comprehensive review of community enabled us to better understand the project and we look forward to working with
football in the greater Sydney region titled opportunities and challenge, and to you all as we embark on this exciting phase
the ‘Future Directions of AFL Sydney project’. help shape the future direction. to lay the foundations for the next phase of
The aim of the review was to develop a growth of AFL Sydney into the future.
unified long-term vision for and strategic The research phase included an
objectives of AFL Sydney in line with the key extensive analysis of data including the
recommendations from the AFL’s national engagement of external consultants to
Future Directions of Football report (2016). test the key insights and help to develop
the various recommendations, before Sam Graham
Consultation across the AFL community in refining these emerging recommendations Chief Executive Officer
Sydney was a critical element of the project. with key stakeholders. AFL NSW/ACT
In doing so, AFL NSW/ACT met with and
surveyed thousands of representatives from The project has identified over 60 final
all levels of football in Sydney, at community, recommendations – including 10 key
semi-professional and elite level, as well recommendations – to guide the future
as key national and state stakeholders. The direction of AFL competitions in Sydney.
involvement and input from key stakeholders Sam Chadwick
State Manager – Football,
Policy & Major Projects
AFL NSW/ACT
2 3
PROJECT OVERVIEW FUTURE DIRECTIONS OF AFL SYDNEY
A thorough consultation process commencing The following SWOT analysis summarises the views of stakeholders
S W O T
in January 2017 and continuing throughout 2017 with respect to the AFL Sydney landscape across seniors and juniors
NOV 2016 – FEB 2017 FEB 2017 – JUNE 2017 JULY 2017 – DEC 2017
FRAMING ANALYSIS KEY FINDINGS
Consult key stakeholders
Frame the key areas of focus Identify & test key findings
& analyse information
» Review National Future Directions » Conduct online survey with key » Identify the key findings based STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
of Australian Football report stakeholders (over 500 respondents) on information/ data » AFL brand and reputation in Sydney » Senior and junior alignment and pathway » Western Sydney population growth » Scalability of other codes due
» The only community AFL league » Relatively low player transition » Growing NEAFL profile to smaller player numbers
» Hold initial meetings with key » Meet with key stakeholders (all 76 » Test key findings with AFL staff
in Sydney » Lack of Premier Division clubs in west » Interest in female football due to AFLW » Insufficient access to grounds
stakeholders and obtain AFL Sydney senior and junior Clubs, and key stakeholders and facilities at community level
» Largest community league in Australia » Gap between Premier Division » Sydney Swans and GWS Giants Academies
initial information Juniors Exec & Regional Committees, » Determine strategic priorities » Wet weather rescheduling
» Female participation growth and other clubs Growing profile of AFL due to
» Establish Project Working Party AFL Sydney Strategy Group, Players, and implementation timetable »
» Competitive balance of men’s » Varied capability of club coaches Sydney Swans and GWS Giants » Traditional profile of NRL and soccer
and key consultants Umpires, Umpire Coaches, AFL/NEAFL » Draft and distribute proposed competitions and administration » Growing population diversity » Management of concussion
» Identify the Terms of Reference Clubs, AFL staff etc) key recommendations for feedback » Sufficient number of clubs » Travel due to lack of scale » Brand and resources of the » Limited volunteer engagement
including the Project Scope » Over 20 workshops and forums » Finalise key recommendations of non-traditional AFL market
» Geographical spread of senior clubs » Insufficient staff resourcing to drive growth AFL organisation
» Announce Project and distribute involving key stakeholders » Rising player payments
» Develop operational implementation plan » Auskick participation » Irregular match-day experience » New product offerings to attract
the Terms of Reference » Review data to identify gaps » LAM club development structure » Declining youth boys growth and retain participants – AFL9s, in senior competitions
» Identify key issues and common themes in Western Sydney Masters, AFLX etc » Sustainability of ‘tier two
» U19s competitive balance and depth
» Independent Schools AFL programs and three’ clubs
» Analyse relevant information and » Increasing club depth in teams » Women’s competitive balance and depth
» Development of ‘tier two and three’ clubs » Increasing costs to operate
test initial findings » No clear pathway for club promotion a club – venues, medical,
» Improved player retention/transition
» Limited media coverage for competitions equipment, coaches
» Two-year age gap in junior competitions
4 5
KEY RECOMMENDATION 1 KEY RECOMMENDATION 2
INTEGRATE THE GOVERNANCE PROVIDE A STEP CHANGE IN
AND ADMINISTRATION OF INVESTMENT AND OPTIMISE
COMPETITIONS UNDER THE AFL THE COMMERCIAL MODEL
WHAT WHAT WHY
‘ ABOUT 25
» The governance and administration of AFL Sydney » Provide a step change in increased AFL » AFL Sydney is well below resourcing
juniors and seniors to be merged and integrated investment to better support and develop the benchmarks of other NSW/ACT leagues and
with junior competitions to become directly largest community football league in Australia other major community leagues nationally PER CENT
managed by AFL NSW/ACT
» Wind up AFL Sydney Juniors Inc and streamline
with about 600 teams, plus Independent Schools
and Masters competitions, including increased
» To ensure professional league administration,
drive junior and senior alignment, develop OF COACHES
AFL Sydney Juniors governance (currently resourcing across competition management, clubs, and support new and growing segments IN NSW/ACT
ARE BASED
five separate governance bodies) with greater club support and coaching including Sydney Independent Schools and
’
AFL staff resourcing to manage competitions » Appropriately and incrementally increase Masters competitions
» Maintain and clarify the role of the affiliation fees in line with state and industry
benchmarks for AFL and other sports
» Dedicated coaching development resources IN SYDNEY
AFL Sydney Juniors Regional Committees are required in Sydney to improve coaching
» Integrate commercial assets and develop standards and enhance the player experience,
WHY a commercial toolkit of league assets support and develop clubs to ensure future
sustainability through new dedicated resources
» Ensure the strategic alignment across senior and junior » Reinvest AFL Sydney Juniors cash reserves into key
competitions, including improved senior and junior club junior football needs such as coaching and facilities » Enhance financial sustainability of the league
alignment and player transition (Sydney experiences a » Ramp up focus on ensuring greater access by maximising commercial revenue
relatively low 48 per cent player transition rates versus to Sydney community facilities » Synthetic surfaces and lighting
other major NSW/ACT regions such as Canberra which » Convert existing natural turf ovals to will address the current challenges
is 65 per cent and Riverina which is 64 per cent) synthetic/ hybrid surface where possible regarding venue usage and wash-
» Improved operational efficiency and financial and invest in improved venue lighting outs and facilitate the growing
management through minimising duplication demand from participants
and utilisation of AFL shared services
» Continue to engage and utilise the
experienced volunteer network
» Ability to integrate and commercialise
assets across seniors and juniors
6 7
KEY RECOMMENDATION 3 KEY RECOMMENDATION 4
ENHANCE SENIOR IMPLEMENT A COMPETITIVE
COMPETITION STRUCTURES BALANCE FRAMEWORK
AND STANDARDS
WHAT WHY WHAT
‘ ENHANCE CLUB
» Develop and outline the process and criteria » Build the profile of AFL Sydney by » Introduce a player points system for AFL
for the promotion of clubs to AFL Sydney elevating and developing the AFL Sydney Premier Division Men’s and Women’s
Premier Division (Men’s and Women’s) to Sydney Premier Division competitions CULTURE AND » Define junior to senior club pathways
provide a transparent criteria and guidelines
for aspirational clubs
» Enhance club culture and match-day
experience by maximising opportunities MATCH-DAY » Reintroduce a NEAFL Mini Draft
EXPERIENCE
for external NEAFL recruits
» Develop and enforce minimum standards for club for multiple club teams playing at the
participation in AFL Sydney Premier divisions same venue on same day
BY MAXIMISING WHY
’
across governance, facilities, teams, coaching, » Minimise the impost on club volunteers
youth development, medical, brand and inclusion and cost on clubs by increasing the ability OPPORTUNITIES… » Incentivise the investment in local youth
development and player pathways, including
» Introduce a club-based top-tier senior men’s to schedule more matches per venue on the establishment of club academies, as clubs
competition structure (i.e. seniors, reserves match day and reducing the need to benefit from fielding ‘home players’
and youth teams), with divisionalised lower spread associated support roles across
tiers to facilitate growth various venues » Provide for an appropriate spread of talent,
in particular with respect to AFLW and
» Develop the second tier clubs to ensure » Build towards long-term goal of standard NEAFL recruits
future sustainability, including key clubs match-day, comprising two men’s,
in growth regions where there is no one-to-two women’s and top-age youth » Encourage local NEAFL players to remain
Premier Division presence (eight or the teams all playing back-to-back at one venue connected to their AFL Sydney club of origin
twelve lower division men’s clubs are » Assist lower-division clubs to attract and » Align to industry standards regarding
based in Western Sydney) retain talent and compete against other competitive balance mechanisms to provide
» Reduce quarter length and breaks clubs at senior level closer games improve the experience for
of senior matches participants and fans longer term
8 9
KEY RECOMMENDATION 5 KEY RECOMMENDATION 6
ENSURE A GREATER GEOGRAPHICAL ESTABLISH AND
SPREAD OF CLUBS IN PREMIER GROW ALTERNATIVE
DIVISION COMPETITIONS COMPETITION OFFERINGS
WHAT WHAT
» Expand the AFL Sydney Premier Division » Better support and develop Independent Schools
Men’s competition to 10 clubs boys’ and girls’ competitions, including increased
» Focus on promoting a club based in Western resourcing across competition management,
Sydney (subject to the minimum standards and club support and coaching
in accordance with the criteria for participation) » Establish a strategic partnership with ‘Masters’
» Provide enhanced club development support football bodies including through increased
to developing clubs in key regions collaboration and AFL support
» Explore the establishment of alternate and
WHY abridged competition offerings such as AFLX
» 10 teams will provide 18 regular season » Develop a plan to establish all abilities
rounds with no byes (currently nine teams) competitions in Sydney
» Only one AFL Sydney Premier Division club
(East Coast Eagles) is based in Western Sydney WHY
and there is no AFL Sydney Premier Division » Independent Schools boy’s competitions have
presence in South-West Sydney, Mid-West Sydney grown significantly over recent years and provide
or Far West Sydney – forcing players to travel to an effective game development vehicle
other regions to play at a higher level » Masters are a small but growing segment of
» The Western Sydney region includes more than community participants, and establishing a formal
two million people and key regions are forecast to relationship with the ‘Masters’ football bodies will
almost double in population by 2036, including in help promote growth and increase engagement
Macarthur, Blacktown and Parramatta within the loyal Masters demographic
» AFLX is well suited to Sydney given limited access to
ovals, there are many rectangular fields, fewer players
are required and there is an appetite for shorter matches
» There is a growing demand for programs and competitions
in Sydney which cater for players with a disability
10 11
KEY RECOMMENDATION 7 KEY RECOMMENDATION 8
REDUCE ON-FIELD PLAYER DEVELOP THE FUTURE
NUMBERS ACROSS ALL JUNIOR STRUCTURE FOR JUNIOR
AND YOUTH COMPETITIONS AND YOUTH COMPETITIONS
WHAT WHAT WHY
» Mandate a maximum of 16 players a team » Address team depth differentials and » Introduce an U16 youth boy’s competition » U15 to U17 is the only two-year age
on-field across all junior and youth boys’ therefore enhance competitive balance to provide single-age groups across all group across boy’s competitions
competitions (i.e. up to U17), including » Increase opportunity for all players to be boys’ competitions as soon as possible, » Single-age groups are proven to
Independent Schools competitions involved in the play – a key factor as to subject to scale enhance player retention
» Reduce quarter lengths and breaks whether a player has ‘fun’ – leading to » Implement steps to establish two-year » Junior competitions to remain
of matches to accommodate 16-a-side improved player retention and participation age groups across all girls’ competitions localised to minimise impost of
» Create a less-congested and as soon as possible, subject to scale travel where competitive balance
WHY freer-flowing match (reduce
likelihood of injury and concussion)
(compared to three-year age groups)
» Establish a youth boy’s competition
less of a consideration
» Generate scale to establish additional teams » Localised competitions
and tiers of competition, which will increase » An extension of the AFL Sydney modelling working group to develop improve the ability to attract
the ability to effectively grade sides, reduce framework which provides for: new competition structures from 2019 new participants to our game
the need for club alliances and reduce the • A maximum of 15 players a team onwards which may include:
risk of forfeits in all boys’ competitions up to U12 • Sydney-wide Division 1 youth competitions
• AFL Sydney provides a maximum and in U15 girls’ competitions • Locally based lower-division competitions
of 15-a-side up to U12 boys • A maximum of 16 players a team in teams feeding into Division 1 teams
• This increases to 18-a-side from U13 – requiring the Sydney Harbour Division 3 youth • Junior competitions up to U12 to
three to six extra players to be recruited to boys’ and in U18 girls’ competitions remain localised
field a team – which often leads to teams
folding or merging around these age levels
• Teams will remain together for longer
after the shift to 16-a-side
12 13
KEY RECOMMENDATION 9 KEY RECOMMENDATION 10
PROMOTE TRULY DEVELOP A SINGLE BRAND
INCLUSIVE CLUB & IDENTITY ACROSS AFL
ENVIRONMENTS COMPETITIONS IN SYDNEY
WHAT WHAT
» Ensure single-club governance and » The ‘AFL Sydney’ logo and brand to apply
branding/naming across male and female consistently across all club competitions
teams through the implementation of in Sydney
minimum standards » Develop AFL Sydney brand guidelines
» Hold AFL Sydney Premier Division men’s » Integrate league commercial and media
and women’s Grand Finals at same venue assets (i.e. websites) and develop
on the same day a suite of marketing collateral
» Establish strategic partnerships for
themed rounds, with a focus on LGBTIQ
and multiculturalism, including supporting
WHY
» Increase the awareness of
the Sydney Swans ‘Pride Match’ AFL competitions in Sydney
WHY » Ensure consistent and professional
marketing collateral
» In line with the AFL’s inclusion policy to make » The ‘AFL’ logo resonates
Australian football welcoming to all in the with stakeholders in Sydney
community given the physical, psychological
and social benefits of participation » Remove optical segregation between
junior and senior competitions to
» Facilitate inclusive club culture to improve player transition and
enhance club environments junior/senior club relations
» Support the growth of female football and
ensure female interests are represented
14 15
MALE PLAYER PATHWAY 2018 FEMALE PLAYER PATHWAY 2018
NEAFL
North East National U18
Australian Rep Championships
Premier Division & Series
Premier Reserves National U18 & U16
Championships
Platinum Division &
Platinum Reserves AFL NSW/ACT
Premier Division U18 Academy
Divisions 1-3 AFL Club
Academies
U19 Youth Girls’ U16
Divisions 1 & 2 Championships
Western Sydney Sydney Harbour
U13-U17 DIVISION 1 & 2 U13-U17 DIVISION 1, 2 & 3
Western Sydney Sydney Harbour
U10/U15/U18 DIV 1 & 2 U10/U12/U15/U18 DIV 1 & 2
U9-U12 (locally based)
16 17
AFL SYDNEY FUTURE DIRECTIONS 2018–2022
OVERVIEW
VISION
What we will achieve TO BE THE BIGGEST AND BEST COMMUNITY FOOTBALL LEAGUE IN AUSTRALIA
STRATEGIC OPTIMAL HEALTHY BEST PRACTICE UNIFIED & CLUB GROWTH &
THEMES PATHWAYS COMPETITIONS MANAGEMENT VALUED BRAND SUSTAINABILITY
EXTRAORDINARY
What success looks like » Integrated pathway » Unpredictable results » Effective governance » Clubs relevant to their » ClubTOGETHER
team growth
» Connect juniors/seniors » Standard is continually & administration local communities » Increased player
AFL VALUES
pathway & operations improving » Professional league » Inclusive & diverse clubs participation
» Developing AFL, AFLW » Sustainable clubs management » A sense of belonging » Improved facilities
& NEAFL players, » Improved player » Consistent decision for all participants PL AY T O
» Effective club
coaches & umpires
» Geographical spread
of Premier Div clubs
& umpire retention
» Vibrant juniors, seniors
& masters competitions
making
» Healthy club relations
» League & club brand
» Strategic leadership EXTRAORDINARY
awareness
TOGETHER
» Increased sponsorship
AFL VALUES
WIN
management
» Vibrant club match days
EXTR AORDINARY TOGETHER
AFL VALUES
TOP PRIORITIES » Truly representative » Geographical spread » Single integrated » A clear unified brand » A dual club-based
NEAFL team(s) of clubs & participants governance & for AFL Sydney & divisionalised
How we will get there PL AY T O PL AY W I T H
WIN PASSION
» Sydney wide Div 1 juniors » Criteria for Premier administration model » Fully integrated male competition model
competition Div participation
EXTRAORDINARY » Invest in dedicated & female clubs » Greater club
» Incentivise junior/senior » Competitive balanceTOGETHER AFL Sydney resources » Targeted
EXTR AORDINARY TOGETHER community development support
EXTR AORDINARY TOGETHER
pathways & links framework » Realise administrative
AFL VALUES
engagement programs
AFL VALUES
» Community Club
AFL VALUES
» Improved coach & umpire » Optimal competition & financial efficiencies » Standardised AFL Improvement Program
development & support structures » Maximise value of marketing collateral » Criteria for promotion
» Improve standard of » Integrate with schoolsP L A Y T O commercial inventory P L»A Y Sell
W I Tcommercial
H inventory to Premier P L A YDiv
women’s competition
& align EXTRAORDINARY
rules to AFLW
TOGETHER
AFL VALUES
& masters competitions
» League appointed
umpires to all matches
WIN » Re-invest current
EXTR AORDINARY TOGETHER
AFL VALUES
cash reserves PASSION » Leverage council/
government &
commercial partners
EXTR AORDINARY TOGETHER
AFL VALUES
FAIR
» Implement & support
state facilities strategy
EXTR AORDINARY TOGETHER
AFL VALUES
VALUES
How we work PL AY T O PL AY W I T H PL AY PL AY AS ON E
WIN
EXTR AORDINARY TOGETHER
AFL VALUES
PASSIONEXTR AORDINARY TOGETHER
AFL VALUES
FAIR
EXTR AORDINARY TOGETHER
AFL VALUES
TEAM
EXTR AORDINARY TOGETHER
AFL VALUES
AM 2973-1114 AFL Values Banner.indd 1 11/26/14 9:33 AM
18 PL AY W I T H PL AY PL AY AS ON E 19@sydneyafl
@aflsydney
@aflsydneyofficial
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