ANNUAL REPORT 2015 CONTENTS Page 2 Strategic Plan Page 3 President’s Report Page 4 CEO’s Report Page 6 Football Operations Report Page 8 Club Development Report Page 10 President and CEO History Page 11 Umpire Report Page 12 Tribunal Report Page 13 Media Report Page 14 Team Listings Page 15 Division One Team of the Year Page 16 Division One Competition Page 19 Division Two Team of the Year Page 20 Division Two Competition Page 23 Division Three Team of the Year Page 24 Division Three Competition Page 26 Representative Football Page 28 Western Region Map Page 30 Junior Results and Ladders Page 33 Junior Premiers Page 38 Youth Girls Page 39 Junior Premiership History Page 41 League Best and Fairest Winners Page 42 Best and Fairest History Page 46 League Awards Page 48 WRFL Life Members Page 49 Financial Report Page 56 Our People WRFLWRFL ANNUAL REPORTREPORT 20152015 1 Western Region Football League Strategic Plan 2015-2018 Our Vision: Our Mission: We Value: For community football to make a meaningful Through Football, we will enhance the social, physical • The contributions of volunteers contribution to a stronger, healthier, inclusive and and emotional development of our community. • Respect for diversity resilient population in Melbourne’s West. • Teamwork and partnerships • Integrity and sportsmanship • Commitment and leadership Our Operating Environment: · An Association of Associations – WRFL is a not-for-profi t, incorporated association constituted · Lower levels of participation in sports in general, including Football. to provide administration services and support for its member clubs. · Increasing competition for sponsorship dollars. · A diverse range of Councils providing playing and associated facilities. · Increasing pressure on volunteers, exacerbated by regulatory compliance · Rapidly expanding population in the west and an ageing population in areas supporting some requirements and perceived diffi culty in attracting commitment from new volunteers. older clubs. · Strong competition for participants from other sports particularly soccer. · High proportion of people born overseas with a wide range of background sport cultures and · Several clubs struggling fi nancially. interests. · Improving but uneven competition balance · Signifi cant pockets of relatively high unemployment, low education levels and lower incomes. Objective 1: Objective 2: Objective 3: Objective 4: Objective 5: Club & League Viability Community Leadership & Club, Facility & Venue Commercial/Social Football Participation Culture Development Enterprise & Embracing / Structure, Balance & Technology Growth To support and enhance the To encourage and support To ensure that facility planning and To ensure that the WRFL meets To increase the number and governance of the league and community engagement and development arrangements meet appropriate benchmarks of diversity of individuals involved member clubs to ensure fi nancial relationship initiatives that add the needs of existing and planned management and service delivery; in playing, administering and and program viability. social value and support inclusive new member clubs and the league. and supports the information supporting Australian Football. Aims environments. technology needs and capacity of member clubs. · Continually research our · Regional cooperation with · Plan and facilitate development · As part of the West & North · Increase participation numbers marketplace to develop a sound football industry, government of new and existing football West Regions Future Directions across all WRFL football understanding of club operating and community organisations at facilities across the western Project, undertake market segments. environments and challenges in all levels. region of Melbourne to comply research aimed to thoroughly · Develop / attract fi ve (5) order to inform planning at club · Develop mutually benefi cial with agreed and documented understand the western region additional clubs to senior and league levels. partnerships with the AFL minimum standards. market environment and lead competition, in order to · Facilitate and deliver focussed clubs aligned to promotional · Develop a regional umpire to optimum service to member achieve the ideal number of training/education programs zones in the western region of training venue at Williams clubs and the Game as a whole. ten (10) teams in each senior and resources for club offi cials. Melbourne. Landing. · Develop and promote WRFL competition Division. · Establish a “Club Mentoring” · Establish and maintain · In cooperation with local brand awareness throughout the · Establish a Club District program. partnerships with community Councils and AFL Victoria, western metropolitan region. structure aligning clubs with · Propose and actively investigate organisations having potential facilitate establishment of new · Ensure that club personnel Auskick Centres and schools. the prospect of introducing an to assist in achieving WRFL football clubs as opportunities have the capacity to maximise · Achieve formal alignment and entry charge for senior home & strategic objectives. present, particularly in new the benefi ts of information close cooperation between all away games. · Foster/optimise relationships population growth areas. technology. WRFL clubs and at least one · Moderate the level of payments between league/club personnel · Lobby for access to the best · Ensure that WRFL technology Auskick centre. to players. and local government possible facilities across the systems keep pace with industry · Ensure that all WRFL clubs · Achieve a responsible and Councillors and staff. western region for conduct of developments. engage cooperatively with sustainable net assets position · Offer scholarship/award both Senior and Junior fi nals · Implement a fully functional, on- schools in their designated Strategies for the Western Region Football programs to the wider events. line live-scores facility for both “Districts” as defi ned in the League Inc without increasing community. Senior and Junior competitions. Western & North-West Regions administration charges to clubs. · Increase female participation Future Directions Strategy. · Ensure that all WRFL clubs in football competition and off- · Investigate the feasibility of are accredited to the highest fi eld roles at all levels. increasing competition age possible standards under the · Introduce Cultural Awareness levels from Under 18 to Under AFL Victoria Quality Club and Education courses for league 19; and from Under 16 to Under Australian Drug Foundation and club administrators and 17. Good Sports programs. supporters. · Design and implement a WRFL · Enhance the social value female strategy and initiatives of clubs in their community to grow player participation. through development of · Enhance the quality of coaches inclusive and safe football through professionally managed environments practices. coach education courses. · Reduction in the number of · Increase in female team · Improved standard of football · Increased recognition of WRFL · Increased numbers of Senior/ clubs experiencing fi nancial numbers – viable WRFL female facilities across the western brand across the western region. Reserves teams. stress. competitions. region. · Delivery of high-quality · Increased numbers of Sunday · Improved net assets position for · Increase in female · Improved access to suitable programs and administration to Junior teams. WRFL Inc. appointments to senior club pre-season training venues for member clubs. · Increased retention of players, administration positions. clubs. · Delivery of “state of the art” particularly at the older “under- · Increase in number of · Delivery of a regional umpire communications with clubs and age” levels. partnerships with key training venue. the western region community. community organisations. · Strong partnerships and ongoing collaboration with local government Councillors and Success Measures 2 WRFL ANNUAL REPORT 2015staff. PRESIDENT Bruce Mildenhall It’s been another action packed year at the WRFL both on and off the fi eld. The After discussions with clubs and testing throughout the second half of the season, Board, with its unchanged personnel, has seen change all around it. member clubs will now be aware that the Board has implemented AFL Victoria’s Club Sustainability Program, which involves introducing the Player Points System The three division structure for senior football, introduced part way through 2014, in 2016. was in place for the commencement of the 2015 season. As hoped, this structure has improved competitive balance in all senior competitions and average winning Under this new model we hope to see the Player Points System bring greater margins have continued to decrease throughout 2015. stability in player lists, increased loyalty by players to the clubs who launch their career and a more even competition in future seasons, all outcomes the WRFL Deer Park Football Club won their third consecutive Division One premiership, believes are vital for strong community football. dominating the Grand Final to produce a record 136-point win against Werribee Districts. As I mentioned during the Senior Presentation Dinner, the club has now Linked with this initiative is the Player Payments Proposal, scheduled for moved from being a ‘powerhouse’ to being a ‘juggernaut’ of the competition. implementation in 2017. Congratulations also to the Wyndhamvale and Albanvale Football Clubs on As a league we are conscious of the positive impact football participation has on winning