Remove this Banner Ad

Club Mgmt. Board of Directors as led by President Dave Barham - Statement from Barham addressing Merrett etc - 12/9

🥰 Love BigFooty? Join now for free.

Status
Not open for further replies.
 
Last edited:
Vander18 said:
The GM Performance role doesn’t sound particularly well thought through tbh - listening to Mahoney talk about it I couldn’t discern what real responsibility the role had, what it actually owned. Stuff not falling through the cracks seemed to be the gist of it…..in my world GM’s are responsible for making sure that doesn’t happen in their own function. It’s called attention to detail.
Click to expand...
citizen-erased said:
Suspect it's a role that helps Mahoney out with keeping people accountable in their roles, but rather than doing so at checkpoints, they become accountable for it ongoing.
Imagine whoever it is works closely to tie together the various programs we have across development, coaching, strategy, fitness/conditioning, etc.
Click to expand...
Vander18 said:
So he/she is accountable for keeping others accountable?
Click to expand...
There'd have to be more to it surely, it's supposed to be a full time job. Even accounting for the fact there are five teams in there, not just one, you can't really spend 38 hours a week wondering around asking people if they're being purposeful and managing their time effectively.

“It’s (GM of performance) really a support role for Brad Scott as the senior coach and myself,” Mahoney said.

“It’s about aligning all the coaching, high-performance and data and making sure we’re doing everything with purpose.

“it’s someone just looking at our program with a real laser focus that everything we’re doing, every moment our players and staff come into the NEC Hangar, they’re doing it with purpose and maximising the time we have together.”
Click to expand...

So coaching, high-performance and data.

Coaching is obviously Brad Scott's purview, not just group training, but also craft, line strategy, team selection, game plans, match day strategy, etc.

High-performance is the recovery, strength and conditioning stuff that Sean Murphy is in charge of as 'Head of High Performance', including return from injury once the doc gives the all clear. I think nutrition and wellbeing might come under that umbrella too 🤔

Data is interesting as I don't know that we necessarily have people specialised in that at the club at the moment. We did in the past... but I think it's an area that got cut back with covid and even before that it seemed to be a part-time gig? Apparently the stuff Champion Data has behind closed doors, which the AFL has access to but clubs have to pay for if they want it, is actually really useful. And Brad Scott would know all about that.


So I wonder if this GM of Performance role is actually data-driven? A rudimentary thought that I've expressed before is that we're maybe bulking players up to play in one role and then actually playing them in a different role where they'd be better off slimmed down so they can run faster/further. Also like list management (which isn't an acknowledged area of this role), bringing in players that don't fit the profile of what the coach had in mind. And the same thing with development (again not an acknowledged area of this role), if you're training craft and then playing them in the VFL in a different position.



There's a list of responsibilities on this job ad for a head of high performance with New Zealand rugby. It's not high performance as in athlete's physical performance, but across the entire organisation including leadership and community oriented stuff, so seems more similar to what we might be going for with this GM role. https://globalelitesports.com/wp-content/uploads/2018/01/PD-Head-of-High-Performance-Dec-2017.pdf

Similar thing for a Head of Performance Development with Blues Rugby, though it leans into the development side a bit as well: https://globalelitesports.com/wp-co...f-Performance-Development-Job-Description.pdf

Of the hundred or so responsibilities in each of those job descriptions, the ones that stand out as "aligning coaching, high performance and data" are:
  • Identify the critical elements of success through research of world leading performance trends
  • Evaluate through international benchmarking the success of Rugby’s high performance programmes to ensure world leading practices are maintained
  • Evaluate the latest technology and make accessible to key coaches and referees including key stakeholders
  • Ensure results from athlete usage of identified science and technology is made available to national coaches to be part of their ongoing performance planning
  • Work with senior management and coaching staff to align our recruitment and retention strategies.
  • Systematic approach aligned to strategic plan, highest potential talent and support by effective mechanisms and processes.
  • Drive and support the integration and alignment of the community, elite youth and senior divisions of rugby in the region.
  • Develop and maintain an infrastructure of skilled support people who work with talented athletes at each stage of their development
  • Continue to develop the integrated athlete development model for all levels across New Zealand rugby
  • Ensures all key stakeholders are aware of the role they play in ensuring New Zealand Rugby has an integrated development model
  • Development specific coaching is identified and prioritised for player development.
  • Lead the selection of coaches and support staff who would enhance the developmental processes for players.
Some of it lends into a development leadership role as well, so might be the job for Head of Development rather than GM of Performance.

But basically finding what best practice is, what tech, what techniques, etc. and making sure we're using it effectively across the whole program.




It would be really nice to have some sort of org chart tbh. Or a list with titles and departments. They used to have one and I have the archived copy but it's so out of date it's not even funny.
 
citizen-erased said:
my guess.
its a layer building exercise so Mahoney can focus his efforts, rather than micro-manage every little part of the club.
Expect we'll have a few appointments like this - performance, development, VFL, women's football program (AFLW/VFLW)
Click to expand...
I get it - it’s an integration role. I can’t help but feel that when you have the right people in the right roles you don’t need these roles.

Maybe the answer is that we don’t and therefore we do…..
 
Lore said:
There'd have to be more to it surely, it's supposed to be a full time job. Even accounting for the fact there are five teams in there, not just one, you can't really spend 38 hours a week wondering around asking people if they're being purposeful and managing their time effectively.



So coaching, high-performance and data.

Coaching is obviously Brad Scott's purview, not just group training, but also craft, line strategy, team selection, game plans, match day strategy, etc.

High-performance is the recovery, strength and conditioning stuff that Sean Murphy is in charge of as 'Head of High Performance', including return from injury once the doc gives the all clear. I think nutrition and wellbeing might come under that umbrella too 🤔

Data is interesting as I don't know that we necessarily have people specialised in that at the club at the moment. We did in the past... but I think it's an area that got cut back with covid and even before that it seemed to be a part-time gig? Apparently the stuff Champion Data has behind closed doors, which the AFL has access to but clubs have to pay for if they want it, is actually really useful. And Brad Scott would know all about that.


So I wonder if this GM of Performance role is actually data-driven? A rudimentary thought that I've expressed before is that we're maybe bulking players up to play in one role and then actually playing them in a different role where they'd be better off slimmed down so they can run faster/further. Also like list management (which isn't an acknowledged area of this role), bringing in players that don't fit the profile of what the coach had in mind. And the same thing with development (again not an acknowledged area of this role), if you're training craft and then playing them in the VFL in a different position.



There's a list of responsibilities on this job ad for a head of high performance with New Zealand rugby. It's not high performance as in athlete's physical performance, but across the entire organisation including leadership and community oriented stuff, so seems more similar to what we might be going for with this GM role. https://globalelitesports.com/wp-content/uploads/2018/01/PD-Head-of-High-Performance-Dec-2017.pdf

Similar thing for a Head of Performance Development with Blues Rugby, though it leans into the development side a bit as well: https://globalelitesports.com/wp-co...f-Performance-Development-Job-Description.pdf

Of the hundred or so responsibilities in each of those job descriptions, the ones that stand out as "aligning coaching, high performance and data" are:
  • Identify the critical elements of success through research of world leading performance trends
  • Evaluate through international benchmarking the success of Rugby’s high performance programmes to ensure world leading practices are maintained
  • Evaluate the latest technology and make accessible to key coaches and referees including key stakeholders
  • Ensure results from athlete usage of identified science and technology is made available to national coaches to be part of their ongoing performance planning
  • Work with senior management and coaching staff to align our recruitment and retention strategies.
  • Systematic approach aligned to strategic plan, highest potential talent and support by effective mechanisms and processes.
  • Drive and support the integration and alignment of the community, elite youth and senior divisions of rugby in the region.
  • Develop and maintain an infrastructure of skilled support people who work with talented athletes at each stage of their development
  • Continue to develop the integrated athlete development model for all levels across New Zealand rugby
  • Ensures all key stakeholders are aware of the role they play in ensuring New Zealand Rugby has an integrated development model
  • Development specific coaching is identified and prioritised for player development.
  • Lead the selection of coaches and support staff who would enhance the developmental processes for players.
Some of it lends into a development leadership role as well, so might be the job for Head of Development rather than GM of Performance.

But basically finding what best practice is, what tech, what techniques, etc. and making sure we're using it effectively across the whole program.




It would be really nice to have some sort of org chart tbh. Or a list with titles and departments. They used to have one and I have the archived copy but it's so out of date it's not even funny.
Click to expand...
Sheesh you get through some work on here!
 

Log in to remove this Banner Ad

Vander18 said:
The GM Performance role doesn’t sound particularly well thought through tbh - listening to Mahoney talk about it I couldn’t discern what real responsibility the role had, what it actually owned. Stuff not falling through the cracks seemed to be the gist of it…..in my world GM’s are responsible for making sure that doesn’t happen in their own function. It’s called attention to detail.
Click to expand...
I wouldn't be too concerned about what was said in a quick grab from a radio interview. I'm sure there is a lot more to it than what has been mentioned.
 
It's impossible to really know what new roles / changes mean without the detail behind them.

Mahoney and Scott are the two charged with making us winners.

What exactly are we not doing because our current people don't have the time, skills or knowledge to do?

That's the sort of detail that is needed that we probably won't see.

"Performance" or "development" doesn't mean anything.
 
Vander18 said:
I get it - it’s an integration role. I can’t help but feel that when you have the right people in the right roles you don’t need these roles.

Maybe the answer is that we don’t and therefore we do…..
Click to expand...
I think its an acknowledgement we didn't have enough people in the right roles and too much left to too few, hence our current state and the state we've been in for a while.

I like that we're investing in people in the football program.
Particularly have the 2nd level focus to support the AFL & AFLW teams.
Performance and Development are two areas we've sucked at for the last 2 decades. The more focus we give it, the better imo.
 
Lore said:
There'd have to be more to it surely, it's supposed to be a full time job. Even accounting for the fact there are five teams in there, not just one, you can't really spend 38 hours a week wondering around asking people if they're being purposeful and managing their time effectively.
Click to expand...
Definitely. They'd be running a few programs, setting direction/metrics/investment etc. across all facets of the club's football programs.

Suspect roles and responsibilities are still being defined with EY and Mahoney, but would anticipate this takes things off his desk and gives them the time/attention they need.

this review is feeling like a 101 on how to run an organisation, but clearly we needed it.
 
citizen-erased said:
Definitely. They'd be running a few programs, setting direction/metrics/investment etc. across all facets of the club's football programs.

Suspect roles and responsibilities are still being defined with EY and Mahoney, but would anticipate this takes things off his desk and gives them the time/attention they need.

this review is feeling like a 101 on how to run an organisation, but clearly we needed it.
Click to expand...
Hopefully the job ad appears somewhere 😝

They're not all that difficult to find.

Like this was our old Head of Player Development role that was advertised in 2014, and seemed to have not existed anymore up until now:
www.afl.com.au

Head of Player Development - Essendon Football Club

Essendon Football Club has a reputation as a leader in the Australian sports industry and we are committed to our vision of being recognised as the most respected, inclusive and successful sporting club in the country, consistently setting the benchmark both on and off the field. We currently...
www.afl.com.au www.afl.com.au

And a couple of different GM-Football ads from 2014 and 2017:
 
Bunk Moreland said:
It's impossible to really know what new roles / changes mean without the detail behind them.

Mahoney and Scott are the two charged with making us winners.

What exactly are we not doing because our current people don't have the time, skills or knowledge to do?

That's the sort of detail that is needed that we probably won't see.

"Performance" or "development" doesn't mean anything.
Click to expand...

feels like an ongoing cycle to me

your poor performance creates a crisis, someone comes in with a faux review and culls a few superfluous roles to simplify the chain and get more succinct lines of communication- while looking to be actioning something - continued poor performance causes a crisis, external review suggests filling gaps in procedure with new roles - ...lets see how long til the next internal review suggests culling a few of the superfluous roles again, and on we go
 
Interview with Andy Welsh about everything that’s happened, I think because he needs to be re-elected soon.

Nothing revolutionary but it’s wide ranging, Sheedy Thorburn Little Development VFL program all addressed.

www.theage.com.au

‘It is hard’: Essendon football director Andrew Welsh up for challenge

Andrew Welsh has laid out a plan to make Essendon successful again as he begins his term as the club’s football director after a shambolic period for the Bombers.
www.theage.com.au www.theage.com.au
 
Lore said:
Interview with Andy Welsh about everything that’s happened, I think because he needs to be re-elected soon.

Nothing revolutionary but it’s wide ranging, Sheedy Thorburn Little Development VFL program all addressed.

www.theage.com.au

‘It is hard’: Essendon football director Andrew Welsh up for challenge

Andrew Welsh has laid out a plan to make Essendon successful again as he begins his term as the club’s football director after a shambolic period for the Bombers.
www.theage.com.au www.theage.com.au
Click to expand...
Boys club.
 

Remove this Banner Ad

The Donners said:
Boys club.
Click to expand...
People hate the boys club and they also hate appointed directors but if we didn’t have appointed directors the boys club problem would be even worse 🤔
 
DonsRule said:
Saw the Essendon email yesterday with the 2 positions to be filled, Muir and Welsh standing for doe re election for the 2 places to be filled.

I wonder if we've dropped the number of places on the board?
Click to expand...
I think there’s something in the constitution about filling multiple spots at once that might make it a bit tricky to prevent a take over.

Technically I think Peter Allen and Sean Wellman still occupy a seat each too, as their resignations were dated to the AGM rather than effective immediately.
 
Probably it becomes a casual vacancy after the AGM and then they’ll appoint someone
 
Lore said:
People hate the boys club and they also hate appointed directors but if we didn’t have appointed directors the boys club problem would be even worse 🤔
Click to expand...

Agree. There NEEDS to be a couple of Essendon boys on the board to represent that part of the fan base, otherwise they won’t feel they have representation and will forever be agitating for a “clean out”.

Damn politics 😡
 
Last edited:

🥰 Love BigFooty? Join now for free.

Lore said:
I think there’s something in the constitution about filling multiple spots at once that might make it a bit tricky to prevent a take over.

Technically I think Peter Allen and Sean Wellman still occupy a seat each too, as their resignations were dated to the AGM rather than effective immediately.
Click to expand...
Ah that sounds tight. Guess a little interesting they didn't parashute Welsh into one of those positions.
 
DonsRule said:
Ah that sounds tight. Guess a little interesting they didn't parashute Welsh into one of those positions.
Click to expand...
He was parachuted into Madden's spot, and comes up for election straight away anyway
 
Lore said:
People hate the boys club and they also hate appointed directors but if we didn’t have appointed directors the boys club problem would be even worse 🤔
Click to expand...
Welsh to me has at least achieved some good success outside of football. I think hat differentiates him a little from someone in a low lying position that falls back on, remember that premiership Essendon won in 1984.....I played in it. Vote for me.

No doubt Welsh will rely on that too and it gave him a good kickstart into his business career but I think hes moved beyond the area most ex players go.
 
DonsRule said:
Welsh to me has at least achieved some good success outside of football. I think hat differentiates him a little from someone in a low lying position that falls back on, remember that premiership Essendon won in 1984.....I played in it. Vote for me.

No doubt Welsh will rely on that too and it gave him a good kickstart into his business career but I think hes moved beyond the area most ex players go.
Click to expand...
The way the board nominations thing is written up now they have to fit into the required director skills matrix, and the football expertise area can't be the only one you have. Also no more than 2 are supposed to have the football expertise one as their option 🤔

Actually they're amending the constitution again at the AGM too but as far as I can tell it doesn't have any particular consequences unless you're a pedophile or have a dodgy criminal history.
 
Status
Not open for further replies.

Remove this Banner Ad

Similar threads

Lore
  • Locked
Club Mgmt. Board of Directors as led by President Dave Barham
37 38 39 40 41
Replies
1K
Views
18K
Lore
Lore
DapperDon
Club Mgmt. Board of Directors as led by President Andrew Wealshy - Ted Richards joins the board
15 16 17 18 19
Replies
474
Views
24K
jannissary
jannissary
VelvetSledge
  • Locked
MVP 2025 BigFooty Essendon Board POTY Award - Zach Merrett wins Number 7!
Replies
23
Views
3K
VelvetSledge
VelvetSledge
Lore
  • Poll
Win Prizes The Scales 2025 Essendon Board Poster of the Year - Congratulations Doss!
Replies
17
Views
1K
doug85
doug85
Lore
  • Locked
Win Prizes The Scales Essendon Board Poster of the Year 2025 - Nomination Thread
2
Replies
25
Views
1K
bommer16
bommer16
Harlequin
AFL Autopsy RND 12: Beaten By The Lions
2 3 4 5
Replies
119
Views
5K
windyhill
windyhill
I Remember Bluey
News Fujitsu and Essendon co-major partnership concludes after 12 years
Replies
7
Views
478
DapperDon
DapperDon

🥰 Love BigFooty? Join now for free.

Back
Top