The FA and Cumberland FA

Strategic priorities 2015-19

• 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

Outcomes

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

The FA Chairman’s England Commission

Insight – The Football Universe

Building on Success

117,000teams

1.64mplayers

Significant growth in youth and disability

5mSkills

20,000Youth Award

290,000Level 1s

£800m invested

since 2008

SUSTAIN & INCREASE

COACH & PLAYER DEVELOPMENT FACILITIES RUNNING THE

GAME

£250m to CS Clubs

35,643 pitches

(all surfaces)

Business Support Services

50 CWOs26,000

referees

470, 000 FA CS

Leagues

Youth

Development Review

Sustain & Increase Players

6.59mplayers

4.88m male

1.7m female

play monthly play weekly

2.8m 1.9m

of these people aged 16+

Aligning male segments to different football forms

Affiliated football (typically 11-a-side)

Small-sided football

Recreational football

90 Minute Noah (0.14m)

Clubman Colin (0.21m)

Sporty Simon (0.54m)

5-A-Side Faisal (0.58m)

3G George (0.22m)

Active Adrian (0.74m)

Kickabout Kyle (0.32m)

Busy Dad Darren (0.92m)

Me And The Kids Martin (0.64m)

Gets Me Out Of The House Gordon (0.56m)

11 a side

Small-sided football

90 Min Noah (0.14m)

Clubman Colin (0.21m)

Sporty Simon (0.54m)

5-A-Side Faisal (0.58m)

Understanding the needs of 1.8m APS players

1.4m core players

90 Minute Noah11-a-side football is their life; cross all age brackets (Age: Noah 16-19, Colin 20+)Clubman Colin

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

To sustain and grow the game we need to give players football on their terms

Factors influencing Participation levels

WEATHER

OTHER SPORTS

QUANTIFIED SELF

NO FREE TIME

NOT FLEXIBLE

Sustain & Increase Players

83% 36%1.83m 745,000

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.

boys girls

Reasons for playing more football in the past 12 monthsCoaching & Player Development

MORE FREE TIME

MORE ENJOYABLE

IMPROVEMENT

GOOD TEAM

BETTER COACHES

Facilities Research - 2012The 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:• The majority of games are played on natural grass pitches below acceptable

standards and impede the development of a player’s technical ability.

• 3G Artificial Grass Pitches (AGPs) are essential in the promotion of coaching and player development, but there is a lack of provision.

• Floodlighting is considered a priority by many clubs.

• Facilities such as toilets and changing areas are often completely absent.

• There is not enough support for those volunteers responsible for looking after facilities.

65%

89%

80%

86%

94%

93%

Running The Game EffectivelyReputation vs Engagement

ATTENDING

WATCHING

PLAYING

Improvements to reputation will lead to more parents encouraging their children to play

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. Sustain and Increase Participation2. Player Development3. Better Training and Playing facilities4. The Football Workforce

FA National Game Strategy 2015-19

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

National Game Strategy Strategic Priorities

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

Strategic Priorities (cont.)

Outputs - Key Performance Indicators

County FA performance measures will be reduced from 19 to 10: 1. No. of mini-soccer teams 2. No. of male youth and adult teams 3. No. of female youth and adult teams 4. No. of male and female disability teams 5. No. of coaches achieving FA Youth Award Module 3 6. No. of new 3G pitches 7. No. of improved grass football pitches8. % of youth and adult matches officiated by a qualified referee 9. 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 deployment6. Addressing public sector funding cuts7. How do we support traditional football and the

recreational game (APS)?

Aligning Whole Sport Plan to NGS

• 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

• 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

• Football Foundation • Small Grants – under £10k• Capital Grants upto £100k• Large Capital Grants upto £500k• Parklife

• Grow the Game Fund

Executive Summary ContinuedThe 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 Original '10/11

Baseline

2014 - 2015 Delivery

Actual against Target

Goal Key Performance Indicator Baseline Target Q2

Growth & Retention

No of mini-soccer teams 166 182 178 185

No of youth male teams 176 189 181 194

No of youth female teams 40 42 40 42

No of adult male 11-a-side teams 170 157 170 171

No of adult female 11-a-side teams 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

Current County FA Position

Jack – Scoreboard part 2Cumberland Original '10/11

Baseline

2014 - 2015 DeliveryActual against Target

Goal Key Performance Indicator Baseline Target Q2

Raising Standards

% of mini-soccer and youth teams in FA CS Clubs 95.62% 100.00% 100.00% 99.51%

No of FA CS Community Clubs 11 13 14 13

% of all adult and youth teams playing in FA CS Leagues 47% 60% 65%

% of people who think that the Respect Programme has improved their football experience 67% 50% 65% 74%

Better Players

No of player opportunities within The FA Tesco Skills programme 0 23,134 38,482 32,589

% of youth teams with a qualified coach - 100% 79%

Running The Game % success developing grassroots football (CFA) 79% 59% 79% 79%

Workforce No of registered and active male referees (Level 1-8) 165 164 165 165

No of registered and active female referees (Level 1-8) 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

2Player 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?

• 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?