Strong performances on the pitch are often the most visible measure of a football club's success, but long-term sustainability depends on something less visible yet equally important: good governance.
Devonport Strikers are Football Tasmania’s Club Changer Club of the Month for September 2026 for their commitment to good governance, which provides a framework that allows the club to make decisions, manage risk and remain accountable to its members and stakeholders.
President for the past eight years, Drew Smith has overseen a period of significant change in how the club operates, adapts and plans for the future.
"Good governance establishes clear responsibilities for the board, management, committees and volunteers, reducing confusion and ensuring decisions are made in the club's best interests,” he said.
While governance alone does not guarantee success, Mr Smith says poor governance can quickly undermine even the strongest organisations.
"Strong governance supports financial sustainability, regulatory compliance, member confidence and a safe, inclusive culture. Weak governance can quickly erode all of those foundations," he said.
Governance responsibilities have become increasingly formal and demanding during his tenure as President, with clubs now facing higher expectations from both regulators and stakeholders.
“Governance is now viewed as an ongoing discipline rather than simply an annual compliance exercise,” he said.
Clubs now experience greater scrutiny of operations and financial capacity through Football Australia and Football Tasmania licensing processes, stronger safeguarding and member protection requirements, increased attention to privacy obligations, and higher expectations around diversity, inclusion and board capability.
The management of conflicts of interest, risk management and compliance obligations have also become more sophisticated, while digital communication has accelerated the pace of decision-making and heightened member expectations.
"The environment clubs operate in today is very different from what it was a decade ago," Mr Smith said. "Boards need to be prepared to respond quickly while still maintaining good governance practices and accountability."
The club's governance has been strengthened through a series of deliberate initiatives designed to improve planning, accountability and decision-making.
A key element has been the introduction of a rolling three-year strategic plan, ensuring the club remains focused on long-term objectives rather than short-term challenges.
The club has also clearly defined the roles of its board, committees and volunteers, while implementing a board charter, delegations framework and committee terms of reference.
Other measures include improving the quality and timeliness of financial reporting, creating annual calendars for key decisions and reporting obligations, and regularly reviewing policies before issues arise.
"It's important that decisions, actions, responsibilities and deadlines are properly documented," he said. "Good governance isn't just about making decisions, it's about ensuring those decisions are implemented and reviewed."
The club has also created safe channels for members, staff and volunteers to raise concerns and has focused on resolving issues promptly when they emerge.
For organisations looking to strengthen their governance, Mr Smith recommends starting with an honest assessment of current practices.
"If a club feels it is unable to complete that review internally, it should consider engaging external parties to assist with the process,” he said.
He encourages clubs to examine a range of areas, including purpose and strategy, board composition, financial oversight, risk management, culture, member engagement and succession planning.
Importantly, Mr Smith cautions against adopting unnecessarily complex governance structures.
"Simple systems that are understood, followed and regularly reviewed are generally far more effective than extensive policies that are ignored," he said.