NSW Touch Football (NSWTF) has officially launched its 2026–2030 Strategic Plan, Our Game – Our Future, setting a clear and ambitious direction for the sport across New South Wales over the next five years.
Built around the themes of Drive, Support and Influence, the strategy outlines NSWTF’s commitment to strengthening the game at every level, from local Affiliates and community competitions through to representative pathways, volunteers, major events, governance, and high-performance outcomes.
At its heart, the plan is focused on one purpose: to unlock the power of our game to unite communities through safe, social, and meaningful Touch Football experiences.
By 2030, NSWTF aims to be a clearer, more capable, and more trusted organisation, supporting stronger Affiliates, modern systems, improved participant experiences, clearer pathways, and a game that is easier to access and harder to leave.
NSWTF CEO Daniel Rushworth said the strategy provides both direction and accountability for the organisation and the broader Touch Football community.
“Our Game – Our Future is not simply a document that outlines where we want to go; it is a plan that sets out what we need to improve, how we will measure progress, and how we will work together with our Affiliates, Regions, volunteers, participants and partners to strengthen the game across NSW,” Rushworth said.
“The goals are clear. We want to grow to 100,000 unique participants by 2030, reduce annual participant churn to below 25 per cent, grow our active volunteer base to 1,750, and deliver sustained growth in NSWTF managed events.
“Just as importantly, we want to improve the experience people have in our game, whether they are playing for the first time, volunteering at their local Affiliate, refereeing, coaching, selecting, competing at State Cup, or representing NSW.”
The strategy is structured around three key priorities:
- Lead the Team focuses on strengthening NSW Touch Football’s organisational capability, governance, culture, commercial discipline, digital systems, and stakeholder relationships. The plan includes a commitment to meet all Australian Sports Commission Tier 2 governance maturity expectations and achieve the majority of Tier 1 benchmarks by 2030.
- Support Play places Affiliates and communities at the centre of growth. NSWTF will focus on participation, retention, Affiliate support, facilities, data, event calendars, and more sustainable delivery models to help the game grow across metropolitan and regional NSW.
- Drive On-Field Excellence aims to provide clearer and stronger pathways for players, coaches, referees, and selectors. This includes the Region Review, Emerging Blues, Blues Performance Strategy, technical workforce development, and the continued pursuit of consistent overall State of Origin success.
NSWTF Chair Anthony Dudeck said the strategy reflects the Board’s commitment to long-term sustainability, stronger governance, and better outcomes for the whole sport.
“This strategy gives NSWTF a clear framework for the next five years and, importantly, it links ambition with measurable outcomes,” Dudeck said.
“The Board is focused on ensuring NSWTF continues to mature as a trusted, modern, and high-performing state body. That means stronger governance, better systems, improved support for Affiliates, and a clear focus on the people who make our game possible.
“Touch Football has an extraordinary footprint across NSW, and this plan is about making sure we protect what makes the game special while positioning it for future growth.”
The strategy also outlines a staged delivery horizon.
In 2026, the focus will be on foundations and momentum, including confirming NSWTF’s operating structure, launching annual operational plans and baseline scorecards, commencing the Affiliate Support Program, and progressing key governance, digital, commercial, participation, facility, and performance initiatives.
Across 2027 and 2028, NSWTF will embed and refine its support model, deliver the Region Review, strengthen pathway clarity, grow participation opportunities, and deepen digital and data capability.
By 2029 and 2030, the focus will shift towards achieving and sustaining the strategy’s major targets, including 100,000 unique participants, churn below 25 per cent, 1,750 active volunteers, sustained event growth, and a stronger statewide facility footprint.
Rushworth said the success of the plan would depend on collective ownership across the Touch Football community. “This strategy belongs to the whole game,” Rushworth said. “NSW Touch Football has an important leadership role to play, but our Affiliates remain the engine room of delivery. Our job is to make delivery easier, smarter, safer, and more sustainable.
“To every player, parent, volunteer, coach, referee, selector, Affiliate, Region, and partner; thank you for the role you play. Now it is time to deliver.”