Almanac Footy: A Letter to the AFL Commission

 

To: The Commissioners and Executive
Australian Football League

 

Cc Tim Clare Chair GWS Giants FC Ltd

 

Subject: Strategic Reset for Western Sydney and the Future of the Greater Western Sydney Giants.

 

Dear Commissioners and Executive,

 

I write to you to provide a considered and constructive perspective on the current state and future trajectory of Australian Football in Western Sydney. There is universal agreement that Western Sydney represents one of the most critical growth frontiers for the code. However, the present position reflects a misalignment between opportunity and execution characterised by fragmented strategy, suboptimal and misdirected investment decisions, and an absence of a cohesive, locally attuned framework.

 

While on-field performance has at times masked these underlying issues, the broader ecosystem participation, community connection, commercial growth, and sustained fandom has not achieved its full potential. After more than a decade of investment, it is evident that incremental adjustments will not deliver the required transformation. What is needed is a bold, coordinated, and long-term strategic reset that is authentically grounded in the realities of Western Sydney.

 

Having held senior executive roles within the AFL system, including direct involvement during the formative years of the Giants, alongside extensive experience living and working within Western Sydney communities, I offer the following strategic considerations for your deliberation.

 

 

1. Establish an Independent Western Sydney AFL Commission

 

A dedicated, autonomous Western Sydney AFL Commission should be established, comprising expertise across football operations, game development, player pathways, commercial strategy, marketing, and community engagement. Western Sydney is not merely a region it is effectively a distinct market with unique demographic, cultural, and economic characteristics. Governance must reflect this reality.

 

This body should operate with autonomy and accountability, led by a high-calibre CEO supported by professional staff including the targeted recruitment of an experienced NRL administrator to bring local market insight. Locating the headquarters in Blacktown within a corporate setting will reinforce credibility, accessibility, and alignment with western Sydney’s economic growth.

 

Western Sydney development cannot be run out of Moore Park let alone Melbourne. In many respects western Sydney is akin to another state of Australia. Its geographic size, population, demographics, corporate setting, social, economic and cultural nuances make it at a region quite different and unique to any other part of Australia. Australian football needs to treat it that way.

 

 

2. Adopt a Targeted ‘Beachhead’ Approach

 

Resources should be concentrated in a select number of high-growth Local Government Areas rather than dispersed across a broad and largely disengaged footprint. A disciplined focus will allow for deeper penetration, stronger community integration, and measurable outcomes. Simply put the multicultural communities of western Sydney are unaware of or not interested in AFL. Let’s not chase butterflies. Maintain the community social responsibility agenda in western Sydney but target regions that will give the product a chance of adoption and fandom.

 

 

3. Develop a Flagship AFL Academy

 

The further development and investment of a Western Sydney AFL Academy, aligned with a high-potential secondary school (similar to Palm Beach Currumbin High School on the Gold Coast) would provide a cornerstone for talent identification and cultural adoption. Investment in elite coaching, scholarships, and visible pathways is essential to legitimise the sport in the eyes of the local community. Appoint a recently retired Giant on a full-time basis to establish, manage and drive the program.

 

 

4. Reframe Participation Economics

 

With the removal of the  NSW State Government Active Kids Voucher, financial accessibility has become a barrier. Increasing junior subsidies and introducing targeted assistance programs will be critical to maintaining and growing participation. Collaborate with the on the ground club volunteers to truly understand the challenges of junior participation in rugby league and football (soccer) heartland. I was staggered to see the establishment of the Blacktown SUNS Junior FC (with the SUNS logo and colours) in the heart of western Sydney. How was that allowed to happen?

 

 

5. Leverage Western Sydney Airport (Badgerys Creek)

 

The development of Western Sydney International Airport represents a generational branding opportunity. A strong AFL and Giants presence within this precinct could position the region as the “Home of the Giants” to both domestic and international audiences. The airport is designed to handle up to 10million passengers annually. Based on this capacity the airport is expected to welcome approximately 28,000 passengers (in and out) per day with the capacity to grow to 82million annual passengers by 2063.

 

 

6. Align with the Sydney Olympic Park Authority Master Plan

 

The transformation of Sydney Olympic Park into a major residential and commercial hub presents a unique opportunity for embedded AFL infrastructure and programming. Strategic alignment with this development is essential to capitalise on population growth and urban integration. The SOPA Master Plan outlines a long-term vision to transform Sydney Olympic Park from an events precinct into a vibrant, mixed-use urban centre, with a projected population of around 30,000 residents by 2050. It focuses on high-density residential development, improved transport connectivity, expanded public spaces, and enhanced entertainment, sport, and cultural infrastructure. The plan aims to create a ‘live, work, play’ environment by integrating housing, commercial activity, and world-class sporting venues, while leveraging the area’s legacy from the 2000 Games to drive economic growth and community engagement.

 

How are the AFL and the Giants going to leverage off this opportunity in their own ‘backyard?’ Has it been considered at all?

 

 

7. Elevate the ‘Battle of the Bridge’

 

Expanding fixtures between the Giants and the Sydney Swans to three annually would strengthen rivalry, increase media exposure, and create consistent marquee moments that drive engagement and attendance. The fixture is convoluted, confusing, uneven and a cause of much frustration. Lets add to the mix three Giants v Swans games per year in the interests of code promotion.

 

 

8. Significantly Increase Marketing Investment

 

Western Sydney is one of the most competitive sporting markets in the country. Current marketing visibility is insufficient. A substantial uplift in both financial and human resources is required to achieve meaningful cut-through across digital, grassroots, and physical channels. Double the size of the Giants marketing department – now! Western Sydney is a highly competitive sporting market; achieving visibility requires sustained, high-volume engagement across digital, grassroots, and community channels. There is no marketing visibility on the M2, M7 and M4 motorways.  The M2 carries 95,000 vehicles per day, the M7 60,000-70,000 and the M4 between 100,000 to 300,000. These motorways connect western Sydney. Last year I saw one billboard with Toby Greene for one week during the finals-that simply does not cut it.

9. Appoint a Commercially and Community-Focused CEO

 

The leadership of the Giants must prioritise commercial acumen, community connection, and market development expertise. Authenticity is critical this includes relocating key events and engagement initiatives into Western Sydney itself.  Appointing a ‘football person’ as its next CEO would be a grave mistake. The role demands expertise in market development, stakeholder engagement, and community connection. Keep Jason McCartney in the Football Department. Critically, the appointee should have genuine ties to Western Sydney to ensure authenticity and local understanding. Corporate events such as Season Launch, Kevin Sheedy Medal and the like must shift from the Sydney CBD to western Sydney; it’s about being authentic for the community you represent.

 

 

10. Optimise Scheduling to Support Growth

 

Fixture design should complement, not compete with, grassroots participation. Consideration should also be given to innovative timeslots, such as regular Monday night fixtures, to enhance national exposure. AFL NSW/ACT should never allow junior fixtures to go head to head with Giants games on a Sunday. Its ludicrous.

 

 

11. Integrate AFL and AFLW Double Headers

 

Strategically aligned double headers particularly for Giants v Swans fixtures would enhance event value, broaden appeal, and strengthen the visibility of both competitions within the region. AFLW Swans v Giants games at Henson Park attract near equivalent crowds to AFL games at Engie Stadium against low drawing clubs such as West Coast.

 

 

12. Revisit Strategic Cross-Code Recruitment

 

Revisit the ‘cross-code recruitment’ model (Israel Folau) by targeting a high-profile NRL athlete with transferable skills and strong market appeal. Why not? A well-managed transition would generate media attention, attract new fans, and symbolise AFL’s commitment to western Sydney. It’s more about legitimising the club in a hostile market, producing significant brand awareness and strategically disrupting the NRL. Can you imagine how our mate Peter V’Landys would react and the sustained media attention it would hold in NSW. Folau was about treating expansion like a marketing campaign rather than a list management decision and by that measure it worked. Why wouldn’t we do it again given the ‘trainwreck’.  I was part of the Karmichael Hunt project (with Mark Browning) and was at the Giants with Israel. I watch Rugby League on occasion these guys have AFL attributes and are stars of the NRL and there are more coming:

 

Latrell Mitchell has a rare blend of size, power, and elite ball skills, combined with a strong kicking game. His ability to read the play and take high balls under pressure translates well to AFL marking contests. At his best, he also shows evasiveness and vision that would suit a midfield/half-forward role, similar to powerful AFL hybrids.

 

Kaylan Ponga’s standout qualities are his agility, acceleration, and spatial awareness. He glides through traffic and anticipates movement instinctively key traits for AFL midfielders and small forwards. His background in multiple sports (including touch football and rugby union) suggests he has the adaptability required to learn AFL structures.

 

The future is now and the AFL must act quickly and decisively with a strategy that is born out of western Sydney not out of Docklands as it was back in 2010 and 2011.

 

Western Sydney remains an extraordinary opportunity for the AFL but one that demands urgency, clarity of purpose, and a willingness to depart from legacy thinking. The strategy must be conceived, governed, and delivered from within Western Sydney itself not remotely from Docklands or elsewhere.

 

The time for incrementalism has passed. A decisive, locally informed, and properly resourced approach is required to unlock the full potential of the region and secure the long-term success of the code.

 

Finally, as I have advocated for some years it’s time to rebrand the GWS Giants. I have been a resident of western Sydney for ten years and I have never heard anyone say, “I live in Greater Western Sydney.” Get rid of it. It is not relevant to the people of western Sydney. Its clunky. It surrounds terrible when the tv and radio broadcasters refer to them as ‘The GWS’. Let me tell you loud and clear there is no such thing as the Greater Western Sydney! People live in Western Sydney, and they are proud of it.

 

I trust these observations and recommendations are received in the constructive spirit in which they are offered and would welcome the opportunity to discuss them further.

 

Yours sincerely,

 

Richard Griffiths

 

Concerned AFL observer

 

Resident of Western Sydney

 

 

Read more from Richard Griffiths HERE

 

 

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