A review of the league

conducted by
Terry Dillon B. Bus (Acc) CPA Grad.Dip. Man. MBA
Presentation to the Board - 6.2.2017

SUMMARISED VERSION

Always remember, successful

community clubs share the load

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 CONTENTS
Introduction 3
Who was involved in the review process? 4
The role of the board in this review 5
Strategic planning clarification 5
Strategic challenges and opportunities for the OMFNL 6
Operational challenges and opportunities for OMFNL clubs 8
Sustainability vs status of the current OMFNL competition 10
Recommendations 11

APPENDICES
1 - Club rankings of the top 10 challenges for the OMFNL competition 12
2 - Club rankings of the top 10 challenges for the OMFNL clubs 13

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INTRODUCTION
This review is about more than football and netball, it is about the vital importance of the league and its clubs, and their
place in the Ovens and Murray community. The value of community has played a key role in the framing of the review,
especially about the way participation and engagement in community sport adds social value and promotes accessibility,
equality and inclusivity for all.

Working with associations, leagues and clubs at every level across Victoria, offers a window on the good, the bad and
the indifferent when it comes to sports management. Wherever they are, there is one thing in common, though - all
sports and their volunteers are under similar pressure and face similar challenges. The OMFNL is no outlier in this
regard.

The OMFNL Board should be applauded for taking the significant step of undertaking a review to identify, understand
and deal with the many challenges the current community sports environment poses.

In business and in life, we are encouraged to think globally, act locally. Local sporting clubs offer the perfect opportunity
to enact this philosophy. They are most often at the centre of their communities and their success as vital local resources
is crucially important to the communities they serve.

From my experience, we can all learn from each other, no matter our place in society. Dealing with a wide variety of
clubs and communities, I am reminded time and again how similar the challenges are at local level to those faced in the
AFL landscape. The only significant difference is scale; the issues are just as relevant, both to the health of the
respective competitions and to the communities they serve.

The healthier a competition is the greater its return to shareholders the clubs, league, supporters and the community -
so competitive balance, or equalisation, features strongly in this report. Without the current measures being implemented
to address imbalance, and the will to implement them, the competition puts itself at risk. If concerns over equalisation are
not addressed, the OMFNLs core product - competitive community sport - will become increasingly unpalatable to its
market and, ultimately, threaten the leagues long term sustainability.

One factor of the review is to focus on the health of the OMFNL and its clubs. The intent of this review is to focus on
securing the long-term sustainability, vibrancy and health of the OMFNL and its clubs and to provide strategies to deal
with the issues currently in play.

The results and findings in the reports are substantial. They provide an evidence base on which the OMFNL Board can
establish a drive to make the appropriate change.

My sincere thanks go to the Ovens & Murray Football Netball League for the opportunity to undertake this review of its
competition and its 10 clubs. It has been a very rewarding process. It has been especially enjoyable meeting the people
of the OMFNL, who are positive and passionate about their clubs and communities; their passion is the engine that will
drive the league towards its goal of sustainable success.

Terry Dillon
B. Bus (Acc) CPA Grad.Dip. Man. MBA
6 February 2017

Terry Dillon has extensive experience in both sport and business. He served for 16 years
as COO, CFO and acting-CEO at Hawthorn FC, Collingwood FC and St Kilda FC. He is vice
president of the Cora Lynn FNC, West Gippsland, where he played over 300 senior
games. Terry is a passionate supporter of community clubs and not-for profit
organisations & has been helping community club for more than 2 decades.

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WHO WAS INVOLVED IN THE REVIEW PROCESS?
The review process involved interviewing 19 parties - clubs and individuals
Durations of interviews with individuals ranged from 75-90 minutes
Durations of interviews with clubs ranged from 90-120 minutes

19 INTERVIEWEES
OMFNL directors and staff

1. Graeme Patterson - Chairperson

2. David Sinclair - Vice Chairperson
3. Kylie Smith - Director
4. David Avery - Director
5. Kim Odewahn - Director (Netball)
6. Sean Barrett - GM
7. Greg Dawson - Operations Manager

Stakeholders
8. Aaron McGlynn - former OMFNL GM
9. John ODonohue - AFLNEB GM

Club personnel (Interviews 10-19)

The clubs were very welcoming of the review process. They took the process very seriously and completed all
requested tasks. As it was important to get a feel for each of the clubs, interviews were conducted on-site at each
of the clubs facilities.

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TIMELINE OF THE REVIEW
Terms of reference and scope of works for the review were provided by the OMFNL Board in early July 2016.
The Terry Dillon Solutions Pty Ltd tender proposal was submitted on 29 July 2016. Confirmation of TDSs success as the
preferred independent third party to undertake the review was received in November 2016.
Club visits and interviews were conducted pre-Xmas in December 2016 excluding 1 interview with AFLNEB GM which
was held on the 16th January 2017.

THE ROLE OF THE BOARD IN THIS REVIEW

The OMFNL Board and its executives imposed no boundaries on the review. TDS Pty Ltd conducted the review without
any interference.
The scope of the review included the health of the OMFNL competition and its ten clubs, and it called for evaluation of
the efficiency and effectiveness of the League itself, so the tailored online survey, which representatives of each of the
ten OMFNL clubs completed, included a series of questions focused on the OMFNL Board and its performance. The
results of the clubs tailored survey responses form part of this report.
Note: It was vital to the integrity of the review that representatives of clubs could respond openly and honestly to the
online survey, so it was offered on the basis that all responses were confidential. The data derived from the clubs
responses in the tailored survey has been de-identified.

STRATEGIC PLANNING CLARIFICATION

It is understood that the OMFNL is underway with the development of a strategic plan, which will be released in 2017.
Strategic planning is vital for any organisation. Consistency of vision, purpose and language among directors, especially
in dealings with anyone from outside the boardroom, encourages confidence in the Board and its direction.
Each of the Leagues directors must be clear on the Leagues purpose, have a sound understanding of the Leagues
short, mid and long term aspirations, and be conversant with the key pillars upon which it intends to base the activities
that will drive the League and its competition forward.
It is hoped that the information made available through the conduct of this review will assist the Boards strategic
planning.
This review has identified key challenges and opportunities in two main categories:
1. STRATEGIC challenges and opportunities for the LEAGUE
2. OPERATIONAL challenges and opportunities for CLUBS

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STRATEGIC CHALLENGES AND OPPORTUNITIES FOR THE LEAGUE
The interviews yielded strong, consistent themes, some that require timely attention and others that require immediate
intervention.
Refer to the below diagram which lists the areas identified during the review as the key STRATEGIC PILLARS for the
Leagues focus. These are the areas that most urgently require attention and offer the most bang-for-buck in terms of
securing the sustainability of the League.

OMFNL "STRATEGIC" FOCUS

AREAS IDENTIFIED

Competitive
Fan engagement / Club Health/ People/ Key Infra-structure /
Balance /
Interest Levels Education Partnerships facilities
Equalisation

- Standing alone from

THE ISSUE - Unpalatable product - Declining interest - Club financial pressure - Gaps in quality of facilities
AFLNEB

FOCUS AREAS - Player points - Participation - Gaps / benchmarking - Board / staff skills - Centralised working party
- Salary cap - Community focused - Educate / skill deficiency - AFLNEB relatonship - Build it & they will come
- 3rd party employment - Engagement / fans - Committee turnover - Media relationships - Govt support
- Talent pathways - Maintain 10 team comp

STRATEGIC FOCUS AREAS - FIVE PILLARS

PILLAR 1 - COMPETITION IMBALANCE / EQUALISATION MEASURES

This pillar is aimed at creating a competition in which all clubs feel:

competitive
capable of success

The strongest and most consistent theme of club interviews is that competitive imbalance is at a concerning level.
There is overwhelming agreement that there is a need for more than just a player points system to provide equalisation.
Rigid enforcement of the salary cap and 3rd party employment agreements will play an important role in achieving a level
of equality for all. These additional measures are in train with AFL Victoria and the policing of these potential solutions is
a key question raised by many clubs.
PILLAR 2 - FAN ENGAGEMENT, INTEREST LEVELS, UNPALATABLE PRODUCT

There is declining supporter interest in the competition; the club numbers are showing they are walking away. Especially
in the case of football, the game is losing relevance in the community. There is agreement that the League would benefit
from a focus on community activities, including competition-wide participation and engagement programs, and the
building of relationships with designated supporter groups. The level of resources often becomes the biggest hurdle here
but is a key piece of the puzzle.
PILLAR 3 - CLUB HEALTH

Among the clubs, there is a high level of concern that the sustainability of various clubs is under threat. At least seven of
the ten clubs agree that the health and sustainability of the competition is more important now than any perception of the
standard of play or the status of the OMFNL. Continuing survival is foremost in their minds. Clubs are keen to maintain a
ten-team competition to help ensure the long-term sustainability of the League. With several clubs under financial
pressure, there is a general view that the time is right for intervention and /or support.
What happens if the OMFNL loses a club? Is there a strategy in place? The answer I believe currently is no.

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PILLAR 4 - PEOPLE / KEY PARTNERSHIPS

Getting the right balance on the Board, with a wide variety of appropriate skills around the table, is extremely important.
Each of the directors should have a clear understanding of their responsibilities, as a director and as an office bearer or
portfolio holder. All directors should be visible and available to all ten clubs.
It is important to have a relatively strong media presence, so that the League can have a voice on issues that concern
the OMNFL its clubs or its community constituency.
The clubs understand that the relationship between OMFNL and the AFLNEB needs improvement. This situation to be
remedied as a priority and forms one of the key pillars for the League to act upon.

PILLAR 5 INFRASTRUCTURE / FACILITIES

Visits to all ten clubs revealed clear disparity in the quality of their facilities.
Other competitions facing this issue having addressed it successfully by forming a working party, that focusses on
facilities as a collective strategy. The clubs and key nominated individuals work together to raise standards in several key
areas that enable the improvement of facilities for individual clubs and, therefore, the improvement of player, spectator
and supporter experiences for all.
Clubs working together on a long-term, major infrastructure project is, potentially, a hard sell. However, the reality is that
home and away fixture scheduling means clubs share each others facilities every week during the season, so everyone
has a stake in its success. Instituting a minimum acceptable standard for facilities, then working together to ensure all
clubs meet the standard, benefits the clubs, the League and all its stakeholders.

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OPERATIONAL CHALLENGES AND OPPORTUNITIES FOR CLUBS
As they did in the case of the League, the interviews yielded strong, consistent themes on the key challenges and
opportunities for clubs.

OPERATIONAL FOCUS AREAS FIVE PILLARS

Interviewees were asked to assess the performance of their clubs in ten operational areas of. Five pillars of club health
were identified as priorities to remedy and are shown in the below diagram.

CLUB "OPERATIONAL" FOCUS

AREAS IDENTIFIED

Financial /
Revenue Executive Skills / Volunteers Membership
Governance
Generation effectiveness (reliance on too few) (lacks real focus)
planning

The philosophy of clubs working together and helping each other is one that needs discussion and support
from all. This maybe a shift from some of the clubs current practices but for the long-term health and
sustainability of the OMFNL competition and its clubs it is very important that we support each other so all can
maximise its potential.

How do you raise the bar when you dont know the level of the bar? Strong benchmarking is required and a
consistent financial framework (chart of accounts to start with) for such comparisons to concur amongst all
clubs.

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OMFNL OPERATIONAL AREAS OF FOCUS - 5 PILLARS

PILLAR 1 REVENUE GENERATION

Not surprising as Pillar 1; this is a common issue for all sports. There is a variety of proven ways to maximise revenue.
Benchmarking should play an important role in the financial health of clubs. They should be encouraged to share
information on their revenue what it is and how they have achieved it. Lessons learned from other Leagues and other
sports should be shared to effectively help the health of each of the OMFNL clubs.
PILLAR 2 EXECUTIVE SKILLS / EFFECTIVENESS -.

The skills and effectiveness of committees are often problem areas for clubs. Many clubs assessed their committee as
not having the necessary skills around the boardroom table. Targeting key people with the skills necessary for specific
roles is vital, so that clubs can thrive through good management, and, by sharing the load, avoid burning out good people
who perform well. This is an area at clubs that needs real attention.
PILLAR 3 FINANCIAL PLANNING / GOVERNANCE

Clubs do not spend enough time planning. This is a product of poor governance. The maxim that if you fail to plan, you
plan to fail is borne out in the clubs health assessments, which identify planning deficiencies. Profit forecasting is a
must the budget is just a start and some key tips to enhance individual accountability at club level is crucial to the
implementation.
PILLAR 4 VOLUNTEERS

Eight of the 10 clubs are down on the required level of volunteers. This is another area where clubs should be
encouraged to share successful volunteer engagement strategies. Once again, many lessons are learned from what
works well at other leagues and sports and how you overcome the primary issue of 3-4 people doing all the work at any
one club.
PILLAR 5 MEMBERSHIP

Membership is often an area that lacks focus at club level but it is probably the most important indicator of a clubs
current and future health. Most clubs do not run effective membership programs. Membership must be a focus as the
priority for the OMFNL clubs as the flow-on effects are significant.

THE HEALTH OF OMFNL CLUBS IN 10 AREAS OF ASSESSMENT

The below information in the table was captured from each of the 10 clubs completing the individual club health check.
This information is very valuable as it is the clubs assessing themselves as to where they sit in the 10 key operational
areas of running a club.

To the Leagues credit it shows that Governance is the best performing area of the clubs operations at 67%.
Benchmarking level of 70% is where the clubs should be aiming.

SUMMARY OF OMFNL HEALTH RESULTS - DEC 2016

Average Club 1 Club 2 Club 3 Club 4 Club 5 Club 6 Club 7 Club 8 Club 9 Club 10
Overall Health 59.5% 76.7% 64.3% 66.3% 53.1% 62.2% 59.0% 54.5% 54.9% 36.7% 67.5%

Digital 50% 52% 55% 72% 45% 42% 27% 35% 42% 52% 77%
Fundraising 52% 80% 56% 41% 51% 45% 60% 50% 50% 33% 51%
Volunteers 52% 90% 50% 50% 35% 45% 75% 55% 42% 30% 52%
Membership 56% 68% 54% 44% 50% 62% 62% 54% 42% 48% 72%
Capital Grants 56% 68% 66% 88% 31% 46% 58% 58% 58% 40% 46%
Fund-saving 60% 73% 59% 59% 63% 59% 53% 59% 59% 36% 76%
Finance 65% 82% 82% 80% 64% 74% 57% 58% 60% 20% 71%
Sponsorship 65% 84% 62% 70% 60% 82% 62% 64% 46% 48% 76%
Taking Club - Next level 65% 69% 69% 63% 50% 76% 66% 69% 63% 56% 66%
Governance 67% 85% 71% 76% 68% 77% 63% 47% 72% 25% 82%

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 SUSTAINABILITY VERSUS STATUS OF THE CURRENT OMFNL COMPETITION
As part of the review it is important to understand the landscape that we are working within in terms of comprehending
what PLAYER POINTS and SALARY CAP models are in place around the state. The points system has been in for 12
months and appears to be widely supported by the club with a couple of exceptions.

REFER BENCHMARKING OF SALARY CAP AND PLAYER POINTS ACROSS VARIOUS PARTS OF VIC

BENCHMARKING SALARY CAP / PLAYER POINTS ACROSS VICTORIA

TOP 10 RANKED LEAGUES IN COUNTRY VICTORIA ARE AS FOLLOWS:

VIC COUNTRY SALARY CAP ADJONING LEAGUES TO OMFNL SALARY CAP

TOP 10 LEAGUES RANKED IN COUNTRY VIC

1. Geelong (40 pts) $145,000 Tallangatta FL (40 pts) $80,000

2. Peninsula (39 points) - handicap $150,000 Ovens King FNL (42 pts) $70,000
3. Goulburn Valley (42 pts) $185,000 UMFNL (42 pts) $50,000
4. Ovens and Murray (38 pts) $160,000 Hume FNL (38 pts) Not in place
5. Ballarat (45 pts) $140,000 Kyabram District FL (43 pts) $85,000
6. Hampden (42 pts) $140,000 VIC METRO
7. Bendigo (handicapped) $160,000 Eastern (47 pts) $225,000
8. Gippsland (44 pts) $160,000 Essendon (50 pts) $250,000
9. Sunraysia (37 pts) TBC Northern (47 pts) $225,000
10. Murray (42 pts) $150,000 ** Goulburn Valley is the highest salary cap set in the State
outside of Metro

COMMENTARY ON THE TABLE

TOP 10 RANKED VIC COUNTRY LEAGUES on the left of the table - Ovens and Murray are ranked 4th.
VIC COUNTRY VERSUS VIC METRO - The salary cap and points strategy differs from Vic Country to Vic Metro with
Metro taking a more conservative approach in both salary cap and player points. Vic Country leagues are approx. $50-
75k lower and approx. 5-10 points less than Metro.
SALARY LEVEL FOR OMFNL - The Vic Country leagues sees the OMFNL on the 2nd tier of salary cap, behind
Goulburn Valley who have an additional salary cap of $25k ($185k) and 4 more player points at 42.

NB # GOULBURN VALLEY as the closest major league poses some threat to OMFNL from both attracting and
recruiting players to the region. This potentially could impact OMFNL. Impact needs to be assessed on an annual basis.

DOES EQUALISATION WORK? BE CAREFUL NOT TO PENALISE THE HIGH ACHIEVERS

HIGH PERFORMERS - This review is about getting the balance right and not disadvantaging the high achievers to a
significant level but importantly develop an environment where success can be achieved through skilled committee
decision making / education of the critical volunteer base.

EXAMPLE OF EQUALISATION - The Western Bulldogs in the AFL are a great example of how equalisation works.
Equalisation is about trying to create an environment that allows competition to thrive and rewarding the administrators
and the clubs that maximise the outcomes from within the parameters they work within. Many lessons can be taken from
the success of the AFL equalization model adopted over the past 20 years.

COMMERCIAL REALITY WITHOUT COMPETITIVE BALANCE - the business model of running a League and its clubs
becomes highly prohibitive without true competitive balance.

SUSTAINABILITY V/S STATUS One of the primary issues, as the person undertaking the review was balancing the
importance of club sustainability / competition whilst maintaining the status of the OMFNL as one of the top 5 Leagues in
the State of Victoria.

It became clear at this current time and after reviewing the financial pressures (Balance Sheet and Profit and Loss
reviews completed for the 10 clubs) that club sustainability needs to be the main priority.
A few clubs are concerned that the quality of the game will diminish under the new proposed parameters, but I am
comfortable under the current landscape and comparing it to the other Vic Country Leagues ranked in the top 10 that
OMFNL is well positioned.
The level of points and salary cap can be reviewed annually on how it is working in the current circumstance.

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RECOMMENDATIONS TO THE STRATEGIC CHALLENGES / OPPORTUNITIES
SUMMARY OF RECOMMENDATIONS FOR THE OMFNL
STRATEGIC PLAN Finalise the OMFNL strategic plan
Each Director to be clear on the strategic direction / key pillars

PILLAR
STRATEGIC PILLARS NO

COMPETITIVE BALANCE / EQUALISATION RECOMMENDATION FOR CONSIDERATION

Educate clubs on the significant penalties for any breaches.

PLAYER POINTS
Pillar For 2018 - discussion required on handicapped points system (rolling 3 years
on-field success) - review annually
no 1
President / Head of Footy and Treasurer sign statutory declaration (AFLVIC
SALARY CAP direction required here)
Full disclosure of T & C's of employment agreement by player as per AFLVIC
3rd PARTY EMPLOYMENT AGREEMENT
guidelines that clubs must follow.

FAN ENGAGEMENT / INTEREST LEVELS

RECOMMENDATION FOR CONSIDERATION

Develop and support appropriate pathways for all segments to open age
PARTICIPATION
(including womens football) to maximise participation
Pillar Support clubs / schools to provide quality management & environment to
COMMUNITY
motivate volunteers, umpires, coaches, teachers and sports trainers.
no 2
Develop community engagement initiatives that add social value and
ENGAGEMENT
support program accessibility, equality and inclusive environments.
The Additional team (for both football and netball) was a strong topic of
discussion for the future of some clubs. AFLNEB saying the research
MAINTAINING 10 TEAM COMPETITION
undertaken that the negatives far outweighed the positives of such a
change. OMFNL to explore the research that OMFNL has completed.

CLUB HEALTH / EDUCATION RECOMMENDATION FOR CONSIDERATION

CLUB SUSTAINABILITY League to play increased role in educating clubs

Pillar
Focus on lower tier clubs to become high performers
no 3 Identify gaps in the 10 areas of running a club
Consistent financial framework / benchmarking required / Clubs to learn
from each other

PEOPLE / KEY PARTNERSHIPS RECOMMENDATION FOR CONSIDERATION

OMFNL BOARD / EXECS (Appendix 3B) Directors Accountability (clarity on roles - designated portfolios)
Balanced skills of Directors across the Board table
Succession Planning requires focus post current Chairperson
Pillar Needs an expanded focus of Directors on outer Albury based clubs
no 4 Important the relationship between OMFNL & AFLNEB is improved moving
AFLNEB (Appendix 3D) forward
AFLVIC proposing all Leagues must fall inside the respective hubs in 2-3
years. Working party to be formed. OMFNL require strong representation as
part of this Working parting.

INFRA-STRUCTURE / FACILITIES RECOMMENDATION FOR CONSIDERATION

Proposed OMFNL working party for facilities / infra-structure on behalf of all

INFRA-STRUCTURE WORKING PARTY Pillar the clubs
FACILITY AUDIT no 5 Facility audit for all 10 clubs
5+ YEARS PLANNING AHEAD Most clubs require support in this area / long term planning required

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 APPENDIX 1 - CLUBS RANK TOP 10 CHALLENGES - OMFNL COMPETITION
We asked the 10 Clubs to complete a ranking from 0 to 10 on what they believe are the biggest challenges of the current
OMFNL competition. The lower the number means the greater the challenge. A list of 10 challenges were provided and
are listed below. The below table and graph highlights the 3 biggest challenges in red identified by the 10 clubs.
Number 1 represents the greatest challenge;
1. Competitive balance
2. Equalisation
3. Financial stability of the League

CHALLENGES FOR THE CURRENT CHALLENGES FOR THE CURRENT OMFNL

OMFNL "COMPETITION" "COMPETITION"
ANSWERED BY ALL 10 CLUBS 90.0

Cumulated points
80.0
Ranking 70.0
AREA OF REVIEW Points Avg Challenges 60.0
50.0
Competitive bal F'ball 19.0 1.9 1 40.0
30.0
Equalisation 27.0 2.7 2 20.0
10.0
Financial stability 38.0 3.8 3 0.0
Brand 57.0 5.7 4
O&M Board effective 57.0 5.7 5
AFLVIC Support 60.0 6.0 6
Relationship AFLNEB 61.0 6.1 7
Competitive bal N'ball 73.0 7.3 8
Biggest challenges OMFNL Competition
Govt support 77.0 7.7 9 (starting from the left)
N'ball Vic support 81.0 8.1 10

The above results show that competitive imbalance (result 1.9) and equalisation (result 2.7) being the 2 biggest issues at
the current time for the OMFNL competition as assessed by the 10 clubs. These 2 primary issues have a direct impact on
the 3rd and the 4th ranked challenges of financial stability (result 3.8) and the brand (result 5.7) for the League itself.
Remember the lower the result out of 10 represents the greater the challenge as assessed by the Clubs.

Note * - We have not named any clubs in any of the tailored OMFNL questions. Strictly confidentiality provided to ensure
clubs were honest and frank with their input.
Note * - It is from the interviews / on-line survey results (part A and Part B) that we have determined the strategic and
operational pillars identified in the first section of this report.

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 APPENDIX 2
CLUBS RANK TOP 10 CHALLENGES - OMFNL CLUBS
We asked each of the OMFNL Clubs to complete a ranking from 0-10 on what they believe are the biggest challenges for
the current OMFNL clubs. The lower the number means the greater the challenge. A list of 10 Club challenges were
provided and are listed below. The below table and graph highlights the 3 biggest challenges in red identified by the
clubs. Number 1 represents the greatest challenge for the OMFNL clubs as assessed by the 10 clubs themselves;

1. Financial Stability of the Clubs

2. Level of volunteers
3. Football facilities
4. Netball facilities

CHALLENGES FOR THE CURRENT CHALLENGES FOR THE CURRENT OMFNL "CLUBS"
OMFNL "CLUBS" 100
90
ANSWERED BY ALL 10 CLUBS

Cumulative points
80
Ranking 70
AREA OF REVIEW Points Avg Challenges 60
50
Financial stability 24 2.4 1 40
Volunteers 27 2.7 2 30
20
Facilities F'ball 39 3.9 3 10
0
Facilities N'ball 50 5.0 4
Standard of f'ball 54 5.4 5
Engagement Level 58 5.8 6
Feeder health F'ball 66 6.6 7
Standard of netball 73 7.3 8
Community inclusive 75 7.5 9 Biggest challenges 10 Clubs (starting from the left)
Feeder health Nball 88 8.8 10

The above results show that Financial Stability (result 2.4 out of 10) and number of volunteers (result 2.7) at community
level as being the 2 biggest issues at the current time for the OMFNL Clubs. Remember the lower the result out of 10
represent the greater the challenge as assessed by the Clubs.

Note * - We have not named any clubs in any of the tailored OMFNL questions. Strictly confidentiality provided to ensure
club are honest and frank with their input.
Note * - It is from the interviews / on-line survey results that I have determined the strategic and operational pillars
identified in the executive summary.

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