The FA and Cumberland FA
Strategic priorities
2015-19
Outcomes
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Overview of England Commission
Introduce the Football Universe
Overview of FA National Game Strategy 2015-19
Explain our challenges
Introduce the County FA Business Plan and Operational
Planning process
• Provide details of the current County FA position
• Offer suggested opportunities to work together
• Answer any questions
The FA Chairman’s England Commission
The FA Chairman’s England Commission
4 key findings:
• There are inadequate and insufficient competitive playing
opportunities for 18-21 year old elite players at top clubs in
England
• Regulation of the English player market is not effective in
preserving the desired balance of British, EU and non EU
players in clubs
• England lags behind in the quantity and quality of affordable
grassroots facilities. This is particularly true in the area of all
weather pitches
• Coaching and coach development, in clubs and at grassroots,
have not yet reached satisfactory level and impact
Insight – The Football Universe
Building on Success
SUSTAIN &
INCREASE
COACH & PLAYER
DEVELOPMENT
FACILITIES
RUNNING THE
GAME
Sustain & Increase Players
4.88m male
1.7m female
of these people aged 16+
2.8m
1.9m
play monthly
play weekly
Aligning male segments to different football forms
Affiliated football
(typically 11-a-side)
90 Minute Noah (0.14m)
Clubman Colin (0.21m)
Sporty Simon (0.54m)
5-A-Side Faisal (0.58m)
Small-sided football
3G George (0.22m)
Active Adrian (0.74m)
Me And The Kids Martin (0.64m)
Kickabout Kyle (0.32m)
Recreational football
Busy Dad Darren (0.92m)
Gets Me Out Of The House Gordon (0.56m)
Understanding the needs of 1.8m APS players
1.4m core players
90 Min Noah (0.14m)
11 a side
Small-sided
football
90 Minute Noah
Clubman Colin
Clubman Colin (0.21m)
Sporty Simon (0.54m)
5-A-Side Faisal (0.58m)
11-a-side football is their life; cross all age brackets
(Age: Noah 16-19, Colin 20+)
Sporty Simon
Typically aged 20-24, plays competitive football as
well as a range of other sports
5-a-side Faisal
Typically aged 25-44, need their football fix but less
committed; small-sided more suited
Factors influencing Participation levels
To sustain and grow the game we need to give players football
on their terms
Sustain & Increase Players
boys
girls
play some
form of football
There is a significant drop off
with 60,000 weekly male and
29,500 female weekly players
dropping out between the ages of 15/16.
Coaching & Player Development
Reasons for playing more football in the past 12 months
Facilities Research - 2012
The biggest threats in terms of facilities were identified as:
1.
Increased costs to access facilities to play and train
2.
Reduced maintenance of pitches and facilities.
Headline findings:
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The majority of games are played on natural grass pitches below acceptable
standards and impede the development of a player’s technical ability.
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3G Artificial Grass Pitches (AGPs) are essential in the promotion of coaching
and player development, but there is a lack of provision.
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Floodlighting is considered a priority by many clubs.
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Facilities such as toilets and changing areas are often completely absent.
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There is not enough support for those volunteers responsible for looking
after facilities.
Running The Game Effectively
Reputation vs Engagement
Improvements to reputation will lead to more
parents encouraging their children to play
65% 86%
89% 94%
80% 93%
FA National Game Strategy 2015-19
FA National Game Strategy 2015-19
Key National Messages:
• Simple and clear
• Empower and enable County FA’s
• Less measures but more accountability
FA National Game Strategy 2015-19
Four goals:
1.
2.
3.
4.
Sustain and Increase Participation
Player Development
Better Training and Playing facilities
The Football Workforce
National Game Strategy Strategic Priorities
1. Retain and support 90,000 affiliated teams and grow identified
areas of the game (youth female teams by 11% to 3,999)
2. Increase weekly football participation from 2,251,500 to
2,325,872, measured by Sport England’s Active People Survey
3. Support players to be the best they can be, deliver a coach
education and development programme and train 1,000 FA
Youth Award Module 3 Coaches
4. Secure and deliver £200m of capital investment through the FF
to improve facilities including 100 new Football Turf Pitches
5. Secure £240m to deliver Project Parklife and implement in up
to 30 key Cities and other priority Local Authorities enabling
50% of mini-soccer and youth matches to be played on high
quality artificial grass pitches
Strategic Priorities (cont.)
6. Develop a skilled and diverse CFA paid and volunteer workforce
representative of the local community
7. Recruit, retain and develop a network of qualified referees
providing 90% referee coverage across adult and youth football
8. Use technology to communicate directly with 1.6m players,
400k volunteers and to run the game more efficiently and
safely, demonstrating an improved level of customer service to
all
9. Support clubs, leagues and other competition providers to
provide a customer focused, safe, inclusive and positive
experience for players
10. Collaborate with new and existing partners to deliver the NGS
and maximise return on investment
Outputs - Key Performance Indicators
County FA performance measures will be reduced from 19 to 10:
1.
2.
3.
4.
5.
6.
7.
8.
9.
*
No. of mini-soccer teams
No. of male youth and adult teams
No. of female youth and adult teams
No. of male and female disability teams
No. of coaches achieving FA Youth Award Module 3
No. of new 3G pitches
No. of improved grass football pitches
% of youth and adult matches officiated by a qualified referee
Inclusion Targets based as outlined in the FA Inclusion Plan
Demonstrate that the County FA has provided a good service to
volunteers (a target that shows the impact County FAs have made
supporting volunteers)
Challenges and opportunities moving forward
1. Prioritising funding to deliver National Game Strategy,
England Commission and Whole Sport Plan priorities
2. The FA re-allocation of resources
• 30% payroll
• 15% efficiencies
3. County FA central funding reduction on revenue and
workforce – 9%
4. New money for Parklife from Government £10m, PL to
match once sponsorship deal in place. £240m project
Challenges and opportunities moving forward
5. New investment into coaching – County Coach Educators
and bursaries to drive inclusion and high level grassroots
coach training and deployment
6. Addressing public sector funding cuts
7. How do we support traditional football and the
recreational game (APS)?
Aligning Whole Sport Plan to NGS
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Key programmes
• Children and Young People FDO
• Recreation Football Fund
• Charter Standard Growth Fund
• Football Mash Up
• Just Play Centres
• Girls player pathway – Centres of Excellence and PDC’s
• Disability Player Pathway – Centres of Excellence and PDC’s
• Ability Counts Leagues
• Respect programme
• Referee Mentoring
• League Referee Appointment Officers
How a County FA secures the investment
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Establish a 4 year County FA Business Plan (1 July 2015 to 30
June 2019)
Undertake a workforce review
Submit claim form for Whole Sport Plan investment
Present to National Game Board Regional Assessment Panel
Other Football funding alignments
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Football Foundation
• Small Grants – under £10k
• Capital Grants upto £100k
• Large Capital Grants upto £500k
• Parklife
Grow the Game Fund
Executive Summary Continued
The Cumberland County FA (CFA) was founded in 1884 as an agent of the National FA
with a remit to act as the governing body for football within the historic county of
Cumberland .
The CFA is a limited Company, affiliated to the FA, but independently responsible for
developing and regulating all aspects of the game at a local level.
The Association was the first County to undertake a review of its corporate governance
and now has a robust model of leadership that provides support and direction within a
legal framework.
The Board of Directors is made up of 6 elected directors, CEO and up to 2 appointed
directors (of which there is currently 1 place remaining). The Board is supported by 5
football committee’s who liaise with the Board through a co-ordinating committee. This
allows the Board to make business decision while the standing committees deal with
football matters.
Plans are in place to establish an IAG, following the completion of the Foundation
Equality Standard, and a Youth Committee for season 15-16
As a Business we aim to ensure the continued viability of the company by administrating
good corporate practices and running The CFA as a Business, whilst always remembering
that our business is football
Current Cumberland FA Position
Current Performance - Video
Current County FA Position
Cumberland
Goal
Key Performance Indicator
Baseline
Target
Q2
No of mini-soccer teams
166
182
178
185
No of youth male teams
176
189
181
194
40
42
40
42
170
157
170
171
10
8
10
10
No of male disability teams
4
16
15
19
No of female disability teams
1
4
4
5
No of adult small sided teams
70
151
85
118
No of youth female teams
Growth &
Retention
Original
'10/11
Baseline
Actual
against
Target
2014 - 2015
Delivery
No of adult male 11-a-side teams
No of adult female 11-a-side teams
Current County FA Position
Jack – Scoreboard part 2
Cumberland
Goal
Key Performance Indicator
% of mini-soccer and youth teams in FA CS Clubs
Original
'10/11
Baseline
2014 - 2015 Delivery
Baseline
Actual
against
Target
Target
Q2
95.62%
100.00%
100.00%
99.51%
11
13
14
13
60%
65%
No of FA CS Community Clubs
Raising Standards
Better Players
% of all adult and youth teams playing in FA CS Leagues
47%
% of people who think that the Respect Programme has
improved their football experience
67%
50%
65%
74%
0
23,134
38,482
32,589
100%
79%
No of player opportunities within The FA Tesco Skills
programme
% of youth teams with a qualified coach
Running The Game % success developing grassroots football (CFA)
Workforce
No of registered and active male referees (Level 1-8)
No of registered and active female referees (Level 1-8)
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79%
59%
79%
79%
165
164
165
165
11
12
11
11
Goals
1
Sustain & Increase Participation
“Protect and serve existing players and grow the game”
CFA Strategic Priorities:Retain 624 Teams playing within sanctioned leagues across the County .
Continue to prioritise support, investment and resources into existing ‘traditional’
sanctioned league structures to ensure the retention of our 3 youth and 6 adult leagues
Increase the number of Youth Girls and Women’s teams from 52 to 54 playing regularly
within the County
Undertake a review of 12-18 year old and Adult provision to support sanctioned leagues
in creating ‘player centred’ competitive structures that will increase player enjoyment
and opportunities for players to be challenged.
Increase APS results within Cumbria by utilising insight and working with key partners to
provide more recreational options/opportunities and getting more people playing the
game within the county
Goals
2
Player Development
“Better grassroots players and better players entering the talent
pathways”
CFA Strategic Priorities:Use insight gathered to establish and deliver a strategic, needs driven and
valued coach training, education and support programme.
Train and deploy a minimum of 12 Youth Award Module 3 Coaches within
strategic grassroots Charter Standard Clubs
Increase the perceived value of the Charter Standard Scheme within the county
by establishing and monitoring clear CFA operational standards for all Charter
Standard Clubs specific to their participation level that are linked to an
incentivised Support Programme.
Maintain 100% Charter Standard coverage in Youth and Mini Soccer and
increase adult coverage to 70% within the County
Goals
3
Better Training & Playing Facilities
“Build, protect and enhance football facilities”
CFA Strategic Priorities:Deliver a minimum of 3 new 3G facilities within the County to allow a minimum
of 50% of mini soccer and 30% of 9v9 usage to be played on FA approved 3G
pitches.
Facilitate the delivery of a strategic pitch improvements programme to enhance
a minimum of 13 grass pitches within the County
Work with leagues and Local Authorities to establish a new sustainable
business model for the use of grassroots public sector facilities
Maintain, monitor and evaluate clear and accurate data for all affiliated teams
training and playing facilities
Increase overall player perception of playing facilities within the County to
enhance their playing experience and satisfaction
Goals
4
The Football Workforce
“Supporting volunteers and paid staff who service the game”
CFA Strategic Priorities:Provide a clear understanding of the CFA’s role in developing grassroots football and
demonstrate an improved level of service to CFA volunteers by having a passion for and
embedding a culture of customer excellence within our core values.
Increase the number of clubs and volunteers accessing and utilising FA online services
including Full Time and The Whole Game System (100% Player Registration, All Leagues
using full Time, 80% of clubs affiliating WGS, 90% of referees registering WGS, 80% of refs
reporting on WGS, 70% of clubs processing discipline on WGS)
Implement a clearly defined workforce structure and develop a skilled and diverse CFA
paid and volunteer workforce representative of the local community to ensure
consistency and accountability in delivering against targets.
Recruit, Retain and Develop more qualified and registered referees providing 100%
referee coverage across adult and youth football.
Opportunities to work together?
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Share insight
Revenue investment into participation programmes
Investment into coaching and volunteer development
Guidance around inclusion and ensuring our coaching and
referee workforce is reflective of the overall population of
Cumbria
Investment into retaining the FDO (Inclusion)
Development of a new grassroots football business model
with Local Authorities
Commission us to deliver your outcomes
Any questions?