• Sport Business Partners appointed to independently facilitate the consultative and strategy development process
• Over 200 participants in 10 Zone Forums (inclusive of all 12 Zones)
• 6 Standing Committee Forums
• 35 written submissions from football stakeholders
• Personal interviews: FFA, Victory, DSR, VIS, LGA's
• Written submissions by FFV Management Team
• 4 Strategic Leadership Group (SLG) planning sessions

 
 
 

Limited Unity of Purpose for the future of the game.

The FFV Board and Management need to provide a clear roadmap to guide and align stakeholders towards the same
goals and a shared vision.

The FFV business model is supply-driven and is not responsive to its customers needs.

The Business Model and Behaviour of FFV needs to be customer-driven and allocation of resources prioritised
around what the customer wants.

Strategic partnerships are under-developed.

Stronger leadership by FFV to leverage state and local government relations and partnerships (grants, facilities etc.);
Media, Victory & FFA

Expectations of the sport have risen in the last 2-3 years - FFV needs to deliver

Need a clear and consistently implemented pathway for Victorian football. Highly fragmented approach for players, coaches and
referees.

1.Strategy > 2.Structure > 3.Culture > 4.Behaviour

Key Observations from Victorian consultations

Gaps in the pathway including:

Clarity and delineation between community and representative streams of football needs to be developed

Resources to build club capabilities and streamline volunteer's time

Better quality coaching education - need more applied learning

Insufficient numbers of active coaches who are accredited - FFA leadership required

A behavioral change to raise the level of respect and safety for referees and officials

Insufficient pool of referees impacts the quality and development of officials

All clubs should meet a proportionate supply of accredited referees and officials

• Women & Girl's represent a tremendous opportunity to grow the game
• Overwhelming support for the introduction of small sided games
• The Victory is a positive shopfront for Victorian football development

2006 FFA Census - 420,000 affiliated participants (2007 FFV - 45,000, 2006 - 40,500, 2005 - 39,000)

Victoria 2006 Annual Report - Participation in Exercise, Recreation and Sport

• 134,800 'participants' in outdoor football in Victoria
• 99,800 'participants' in indoor football in Victoria
• 165,275 participants playing indoor and outdoor football (13 times or more in 2006)

Estimated 120,275 participants not part of the FFV family

STRATEGIC IMPLICATIONS: PARTICIPATION

• FFV must strengthen its understanding of the needs of its customers
• Build capacity (people, clubs, facilities) to meet the demand for football

20 Victorians in National Teams

• Socceroos: 9 / Young Socceroos: 2 / Joeys: 3
• Matildas: 1 / Young Matildas: 1
• Olyroos: 4

• 26 Victorians in the A-League
• 4 Victorians in AIS Squads
• 10 Victorians in European Premier Division
• Victorian Coaches

• National Teams: 0
• A-League: 1

• Victorian Referees & Asst Referees

• FIFA: 0 / FIFA: 2
• AFC: 0 / AFC: 2
• A-League: 1 / A League: 3

Common themes throughout the state:

• Demand has outstripped supply - no place to play
• Comparatively, the quality of football fields is inferior to that of the AFL/Cricket
• Football requires a statewide water efficiency strategy (grass types, irrigation systems, turf management practices).
• Clubs need expertise and support in the areas of facility development and government relations
• Synthetic surface complex (i.e. DISC) is desirable in all major metro and regional population hubs
• Ideally with access controlled by football or strategic sport or business partners.

• Many school facilities remain under-utilised during the weeknights and vacant Sat/Sun - need to capture this opportunity.
• Poor provision for change room facilities inhibits the attraction of women & girls to the game
• Preferred (yet flexible) minimum standards should be provided by the FFV to guide the development of different facility
  tiers i.e. 1. Premier, 2. Men's/Women's club 3. Juniors 4. Recreational leagues
• Bulk of Futsal/indoor football facilities are not affiliated with FFV - the Value Proposition to affiliate is presently not
  strong enough

KEY IMPLICATIONS:

• Football needs to improve the case to demonstrate the level of demand that exists so that local government can plan and
  allocate the supply of suitable facilities.
• FFV needs to position itself as a professional organisation and develop a credible strategy to change perception and
  behaviour of local and state governments to invest in football infrastructure.

The change is primed time to convert a once in a generation opportunity.