The importance of a strategic plan for clubs

For any club aiming to survive, thrive and endure, a strategic plan is a vital tool that needs to be implemented. 

Strategic plans provide a direction, goals, and timeline to clubs to ensure they continue on the right track into the future, by detailing the actions and steps the club will take.

These plans also help to determine the principles and values of the club, highlighting the way a club presents itself to the world.

Additionally, having a strategic plan lowers the amount of risk a club undertakes, and can act as a guide in times of emergency or uncertainty.

Strategic Planning Resources 

Creating a strategic plan can be a long process, which may require outside help to gain fresh perspectives and guidance.

Fortunately, many states and territories host an array of freely available resources such as fact sheets, videos and guides that directly address strategic planning. Additionally, a range of organisations provide consultancy assistance.

Strategic Planning Processes

Strategic planning will differ from club to club depending on how each approach the situation, especially if working groups are consulted.

However, the phases of a strategic planning project will share similarities.

Stage 1 

Clubs will often begin strategic planning by scrutinising club documents and key matters in order to review the health of the club and to understand the club’s identity.

This process will evaluate a wide breadth of material such as the club’s guiding constitution, policies, rules, financial documents, fundraisers, membership, club infrastructure, social media profiles, programs, teams, levels of success and more.

After completing the first stage, clubs may undertake a member survey. They can be a very useful tool, as they gather a valuable understanding of the attitudes a club’s community may have about its stature, culture, future, and what they want to see from it.

Stage 2

Next, a club would begin to discuss its future by highlighting goals it wishes to achieve.

Goals can be diverse and range from off-field to on-field matters, however they should always be relevant to the club and achievable. By setting objectives, you ensure that the club is working together towards something every day.

Across this process, timeframes and actions should be explored to create a plan of how to achieve the outlined goals. It can be advantageous to delegate goals to specific people or boards to ensure that multiple projects can be worked on and tracked at once, instead of having them all be lumped on one individual or being nebulously attached to no one.

This phase also presents the opportunity to reflect on the principles and values of the club. While it can appear superfluous, a small selection of small meaningful words can be incredibly impactful. A club’s chosen values describe the club to those outside of it, reminds club members of its purpose, and can also help formulate the goals, objectives and vision of the club.

Stage 3 

Once a club has moved past goal setting and is beginning its action plans, reaching out to legal and accounting firms to review materials and provide advice can be highly valuable.

These organisations can provide comprehensive details on where to make adjustments for governance and how to budget effectively.

Stage 4

Finally, the club will begin to formulate the final document of the strategic plan before presenting it to members.

When creating the document, ensure it can be easily understood by a wide array of audiences.

Additionally, include a concise yet detailed summary of the plan so it doesn’t require members to read the document fully.

Conclusion 

As time passes it is important to check in on the strategic plan to ensure that the club is on track for its goals and that the document is still relevant. Circumstances can change, so it can be beneficial to amend the plan to ensure it is still applicable to the club.

However, it is important to note that strategic plans are a long-term investment, and can take years to fulfill, so do not be over eager in manipulating them.

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Tom Sermanni- Leading the Matildas in the Right Direction

In September 2024, former Matilda’s and journeyman coach, Tom Sermanni, was quietly going about his business coaching in the women’s program at Western Sydney Wanderers.

The last thing he expected was to receive an offer from the F.A. to become the interim manager for the Matildas.

However, Sermanni reflected on his previous stints with the Matildas from 1994-97 and 2005-12 with a great sense of pride and didn’t hesitate to accept the offer.

After five months in the job, Sermanni and assistant coach Jean-Paul de Marigny have methodically restored confidence in the squad after the disappointment of not qualifying for the quarter finals at the Paris Olympics.

It was certainly a far cry from Sermanni’s previous stints in 1994-97 when players weren’t paid and had to cover their own expenses and 2005-12 when contracts were introduced for the players.

Notably, Sermanni is aware of the strong brand the Matildas carry in Australian sport and every time they venture onto the pitch, there is a weight of expectation for them to perform.

In this interview with Roger Sleeman, Tom Sermanni discusses his progress with the Matildas since September 2024 and the general state of the women’s game in Australia.

ROGER SLEEMAN

What was your mindset when you were offered the job after your last stint with the Matildas in 2005-12?

TOM SERMANNI

Surprise was my first reaction as it came completely out of the blue

I’d actually reached the stage where I wasn’t searching for a career but winding down.

However, it was a compliment to be still considered for coaching at this level.

R.S.

How long did it take you to accept the offer?

T.S.

Only a few minutes because it was a no brainer after I contemplated what was involved.

Photo: Kyoko Kurihara – Football Australia

R.S.

Based on the Matilda’s performance at the Paris Olympics, what areas were you going to concentrate on?

T.S.

I was actually at the U.S.A. and Zambia games which was useful and I also knew a number of players in the squad.

Initially, I wanted to maintain stability because when a tournament doesn’t yield results, there are inquisitions and uncertainty.

Therefore, the lack of confidence had to be restored.

R.S.

What has been your main focus since you commenced the position?

T.S.

When we first assembled for the first match in Switzerland, I outlined the expectations for the team and myself.

I wanted to get back to the way Australian teams play on the front foot and to reassure the players there was a lot of ability in the squad , despite the disappointment of the Olympic’s result.

We needed to establish goals for the players to achieve and winning was critical.

Rebuilding belief, confidence and spirit was essential to achieving this outcome.

R.S.

What were your conclusions after the Switzerland and German clashes in October?

T.S.

There were signs of missing confidence and cohesion in the Swiss clash but against Germany it was a great 2-1 victory and defied our 15th ranking in the world standings.

R.S.

Against Brazil, how did you rate the team’s performance?

T.S.

Both games were probably the most brutally physical I’d ever witnessed in the women’s game.

Also ,the Brazilians were very direct and unfortunately in the first game in Sydney, the referee didn’t control the game well enough.

In the second game on the Gold Coast this was rectified somewhat .

Critically, the games were a great benchmark to assess our status with the top five teams in the world.

R.S.

Are we technically adept to match the top teams?

T.S.

If you look at Caitlin Foord, Steph Catley, Mary Fowler and Kyra- Cooney Cross, we have players who rate technically with the best.

Also, we have players spread across the best Leagues in the world.

Nevertheless, at the development level we need to advance players at a technical level, rather than implementing systems which restrict individual development.

Photo: Kyoko Kurihara – Football Australia

R.S.

Are the senior players performing to their best?

T.S.

I believe in the matches so far they have and are still our most consistent performers.

Don’t forget, despite the Paris Olympics failure, we did qualify for the semi finals of the previous Olympics and the 2023 World Cup.

R.S.

Is it time to blood young players in the squad, and what is your general opinion of the talent scouting process employed to unearth new players?

T.S.

If I’d come in as a new coach for the next campaign, rather than an interim coach, things may have been different.

I emphasise again my role is to instigate stability in an effective way and my successor in a permanent role will decide where the squad will go forward from there.

For me , the role is to plan for the present and the future so it’s a balancing act.

In the modern game it’s difficult because you don’t get enough time with the players who are mainly based overseas.

This is in contrast with my last stint with the Matildas when most of the players were home based so we had complete access to them for local camps .

Importantly, this allowed us to develop players within the team structure.

It’s getting harder to bring in new players because of the time limits you have to work with them.

Obviously, you’re continuing to strengthen your squad by bringing new players in but moving forward the new coach has to reassess the current squad and also be mindful of other players to be given an opportunity to see if they are better than the current players.

Naturally, there will be a turnover of the squad due to ageing of senior players so we have to provide a better way of bringing younger players through.

With the huge increase in playing numbers in women’s football , there should be a lot of new talent coming through the system to be considered for Matilda selection.

Unfortunately ,there hasn’t been an organised plan since the Institutes fell by the wayside and resources aren’t being committed to a cohesive system.

R.S.

How important is Mary Fowler to the squad?

T.S

She is critical because she has that X-factor and those qualities to become a superstar.

Some of the senior players are now at their peak in their late twenties and Mary in her early twenties has the world at her feet to become a world class player.

Along with Ellie Carpenter whose workrate and football awareness are phenomenal, it should be our aim to continue unearthing such talent in the W- League.

R.S.

What is your opinion of the W-League?

T.S.

Unfortunately, it’s not fully professional and it needs more resources to make it the best league it can be because at the moment it’s a development league for domestic players.

However, we need as many young players to be competing in the League and over time it would be ideal for overseas players to come back to the League to contribute to its progress.

However, the League is certainly a great place for supplying national youth team players.

Photo: Kyoko Kurihara – Football Australia

R.S.

Can you tell us more about the She Believes Cup, the Matildas are competing in the U.S. from February 19-27 against U.S.A., Japan and Colombia?

T.S.

It’s a proper, competitive tournament, not a series of friendlies so there is a great incentive to win.

We play the first game and then travel to two other cities to play so there’s limited time for preparation.

Clearly, it’s an important tournament to play serious opposition with different styles on show and for players to maintain their place or for new players to emerge.

R.S.

After your interim role ends, would you like to be still involved with the Matildas in some way?

T.S.

If there was a role for me which was suitable I certainly would take it because I’m really enjoying the current position.

Football Australia reveals record participation in 2024

Football Australia has presented the 2024 National Participation Report, revealing record growth for the sport across the country.

The report found that football is in a healthy state in the country, once again being Australia’s most popular sport. With an 11 percent increase in participation from 2023 to 2024, total participation now sits at over 1.9 million active participants.

However, total participation was not the only success uncovered via the report, as a number of key areas saw substantial increases in participation.

Key Findings from the 2024 National Participation Report: 

  • Total Participation: Climbed 11% to 1,911,539 participants.
  • Women and Girls’ Participation: Grew by 16% to 221,436 participants.
  • Registered Coaches: Rose by 19%.
  • Registered Volunteers: Increased by 26%.
  • Outdoor football participation: Increased by 10% to 640,170 participants.
  • Social Football Engagement: Grew by 13% to 174,846 participants.
  • Schools and Community Football Programs Participation: Rose by 13%.
  • Football Australia Sporting Schools Program Participation: Increased by 21% to 158,700 participants.

Football Australia has lauded the hard work of each Member Federation and the role out of key grassroots strategies such as the Club Changer: Club Development Program in attaining these positive outcomes.

Launched in February 2023, and aided by the Australian Sports Commission, the Club Changer initiative has assisted over 1,000 grassroots clubs across Australia. Through providing unique support for each club, the program aimed to develop club operations, increase volunteer numbers and retention, as well as improve women and girls’ participation.

For its efforts, the Club Changer Program won the AFC President’s Recognition Grassroots Award for the second year in a row.

Football Australia CEO, James Johnson, outlined how important initiatives such as Club Changer are for community football.

“The FIFA Women’s World Cup 2023™ inspired a generation, and we are determined to harness that momentum to unite and grow football across the country. Through programs like Club Changer, we are empowering community clubs to deliver quality football experiences while ensuring inclusivity and sustainability remain at the heart of our mission,” he said via press release.

“Our success is a shared achievement with our Member Federations, local associations, grassroots clubs and community volunteers. Programs like the Growing Football Fund supported by CommBank, have provided vital resources to over 200 community clubs, fostering opportunities for women and girls in football and enabling the next generation of coaches, referees and players to thrive.”

One of the core focuses of Football Australia’s grassroots development plans has been on diversity and inclusion. In collaboration with the National Volunteer Focus Group and 28 clubs, Football Australia has developed a series of action plans that strive to increase women and girls’ participation by aiming for 40% women, 40% men and 20% flexible roles’ structure.

Through 2025, Football Australia will continue to support grassroots and community football via valuable programs such as Club Changer and the Growing Football Fund to build off of the immense success of 2024’s participation records.

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