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Men's Business Planning

Strategic Pillar = Players

A

Current State

  • A Club Captain and Leadership Group exists and is doing good work but not all teams have representatives and they need more support.
  • Heavy reliance on external players to make our First team competitive. Over the last three seasons many external players have come and gone, some have added value to our First team.
  • No formal process for identifying and then developing younger talented players for promotion into the First and Reserves team.
  • Minimal engagement and collaboration across the teams. This is evidenced by a significant decrease in cross team match support at home games.
  • First team players are not being challenged enough for their spots by the Reserves’ players.
  • Our Reserves side does not have enough younger players pushing for First team football.
  • Minimal engagement and support for junior teams through coaching and mentoring to drive interest in, and support of, senior teams.

C

Key Themes

  • Development and engagement.
  • Leadership and mentoring.
  • Planning for success.
  • Execution and delivery.
  • Player management.
  • Junior engagement.

D

Actions/Initiatives

  • Team business plans developed and in place for all teams and endorsed by the Board.
  • Clear and documented player pathways from 18s to First team.
  • Centralised player development tracking and reporting in place for all potential First team and Reserves players.
  • On field and off field behavioural and performance expectations are set, communicated in writing and agreed to by individuals prior to appointment to a team.
  • The Director – Men's Football will nominate teams that require a minimum of 2 formal and documented performance interviews per player per season by the relevant coach(s).
  • A Junior team mentoring and coaching program is developed and delivered in a professional and effective manner by senior players.

B

Future State

  • We continue to compete at the highest level of football that ensures the long term financial sustainability of our Club.
  • We have a clear and demonstrable commitment to developing and promoting youth at our Club.
  • Our Club Captain and Player Leadership Group adds significant value to the overall management of player welfare, positive culture, Club reputation and engagement with our junior section.
  • Our players demonstrate respect for themselves, their team mates, other TGFC teams and their opposition;
  • Our First and Reserves teams are dominated by players that have come through our Under 18 teams and junior programs.
  • We have a deep understanding of the pool of talent we have in our senior teams and we monitor the junior teams to identify and develop future senior players.
  • We explain why players are moved from teams and then carefully manage the transition of players moving up and down.
  • Players at all levels are well informed, treated with respect and each understands their strengths and weaknesses and what they need to do to improve performance both on and off the field.
  • All our teams play in the same club colours and wear the shirt with pride.
  • When our senior teams play they are well supported by each other and there is always a strong junior presence at our home matches.

Strategic Pillar = Coaches

A

Current State

  • Whilst match results have generally been acceptable across the teams there has been little evidence of a clear and aligned playing, training and behavioural philosophy that will support the long term sustainability of senior football at our club.
  • There is no evidence of individualised development planning and monitoring of players across all teams. Most players appear to be in the dark as to what they need to do to improve.
  • No formal process for identifying and then developing younger talented players for promotion into the First and Reserves team.
  • Preseason appears to be disorganised and drawn out with little forethought and planning from U18 to First team.
  • No formalised and documented player selection and team formation process and procedures.
  • Minimal engagement and collaboration across the teams.
  • No formal Retain, Release ,Retrial and Recommend process at the end of the season. Appear to start from scratch each year with a spill and fill process.

Current State

  • Development and engagement.
  • Leadership and mentoring.
  • Planning for success.
  • Execution and delivery.
  • Player management.
  • Junior engagement.

C

Key Themes

  • Professional coach education facilities and resources.
  • Improved individualised player development coaching.
  • Recognised training programs.
  • Established and clear player pathways.
  • Whole of club playing and coaching philosophy.
  • A consistent and positive Club culture.
  • Valued and supported volunteer Coaches and Managers.

D

Actions/Initiatives

  • Coach recruitment processes and procedures are documented and aligned with the section strategic plan.
  • Formalised coaching structure with documented player governance process and procedures.
  • Periodic coach meetings with player leadership group and Director – Men's Football.
  • Detailed planning in place for player recruitment and retention, trials, preseason training and matches.
  • On field and off field behavioural and performance expectations are set, communicated in writing and agreed to by individuals prior to appointment to a team.
  • Coaches will have a formalised process to work with Junior team coaches and assist preparing players to transition to senior football.

B

Future State

  • Our coaches are fully independent and hold the appropriate qualifications and personal attributes required to ensure quality coaching at all levels.
  • Our coaches conduct themselves in a professional manner at all times and are strong role models for junior and senior players and coaches alike.
  • The Club is very clear on what success looks like for all of our teams and we engage coaches that want to deliver that success.
  • The Club sets the expectations that coaches will deliver teams that are fit enough to compete, enhance the Club’s reputation and provide an attractive match day experience for our supporters.
  • We continue to compete at the highest level of football that ensures the long term financial sustainability of our Club.
  • Our coaches have a clear and demonstrable commitment to developing and promoting youth at our Club.
  • Our coaches are provided with every opportunity to develop their skills and mentor other coaches.
  • Our coaches work as a team with a common goal and they understand the purpose and mission of the section and every team.
  • Our coaches have a deep understanding of the pool of talent we have in our senior teams and they monitor and report on the junior teams to identify and develop future senior players.
  • We provide the best facilities and resources possible to assist coaches with the development of players and teams.

Strategic Pillar = Administration and Financial

A

Current State

  • Revenue circa $60k
  • Section runs at a loss each year, but has shown improvement.
  • No formal tracking, recording and recognition of services in kind and resource contribution by senior players to minimise club costs and expenses.
  • Struggle to get sponsorship and deliver significant fund raising activity.
  • No formal tracking or reporting to the Board on waived player registrations, match bonuses or player expense allocations.
  • Junior section is providing limited sponsorship.
  • Potential First team players are given free registration only to play Reserves or City league football.
  • Tightly managed equipment expense to offset reduced revenue means teams are playing in different kits and sometimes unrecognisable as a TGFC team.
  • Supporter base has significantly reduced and has adversely impacted matchday revenue through the Clubhouse. Even the senior TGFC teams do not support each other.
  • Communication is ad-hoc and could be executed better.
  • Registration process does not run as efficiently as it could and players are playing and training when they have not paid fees.
  • Little to no documented administrative processes and procedures.

C

Key Themes

  • Financial sustainability.
  • Effective communication.
  • Sponsorship and fundraising.
  • Club branding.
  • Cost management.
  • Disciplined administration.
  • Growing our volunteers.

D

Actions/Initiatives

  • Detailed section budgets and financial tracking through the budget period.
  • Establish partnership with the Junior Section to create and deliver a successful and well regarded Junior Academy Program (Centre of Excellence) and Holiday Clinics.
  • Transparent reporting of services in kind and resource contribution.
  • Whole of section communication plan.
  • Increased sponsorship and fundraising activity.
  • Consistently branded playing kits, home and away, for all teams.
  • Fully transparent player cost management.
  • Formalise our structures and ensure clear reporting lines with detailed roles and responsibilities.
  • We hold regular meetings with accurate minutes that include actions and deliverables.
  • We report to the Board at each of their meetings and as required.

B

Future State

  • The section achieves a financial result of breakeven or better whilst maintaining competitive fee packages.
  • The section has diversified its revenue streams to ensure ongoing financial sustainability.
  • Our yearly budget process is well established and executed to meet club requirements and deadlines.
  • Our senior players and coaches are involved with the Junior development programs and this directly contributes to improved junior player development and revenue generation for the section.
  • Player expenses and team costs are closely controlled in line with our budget that is set each year as part of the Club Budget process.
  • Our structure and documented process and procedures across a range of activities ensure we run our section in a professional and efficient manner.
  • We have strong sponsorships in place and we have a well executed fundraising program.
  • We have a passionate and active team of volunteers that support the Men's section in achieving its mission.

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