The FA and Cumberland FA Strategic priorities 2015-19

Overview of England Commission Introduce the Football Universe Outcomes 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 outcomes for this workshop are: -to provide an overview of The FA National Game Strategy -to review the contents / framework of what our Business Plan will look like. And while it won’t be covered in detail, we will make you aware of how staff will be involved in more detailed annual operational plans. -to look at the County FA’s current position, in terms of participation numbers, trends and performance of other key areas of work. We will ask you to consider what you see as the County FA’s SWOT’s -to start the process of our Business Plan and gain the view of Directors on the County FA’s Vision and Key Priorities for 2015-19 -and to explain/agree the next steps in the process to complete your Business Plan

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 These are some of the key message we have tried to base the new NGS on: -Having a simple and clear strategy -That provides even more flexibility and empowerment to County FA’s -And to give the opportunity to do fewer things better but with more accountability.

Insight – The Football Universe

COACH & PLAYER DEVELOPMENT Building on Success SUSTAIN & INCREASE COACH & PLAYER DEVELOPMENT FACILITIES RUNNING THE GAME 117,000 teams 5m Skills £800m invested since 2008 50 CWOs 26,000 referees 1.64m players 20,000 Youth Award 290,000 Level 1s 470, 000 FA CS Leagues £250m to CS Clubs Significant growth in youth and disability Youth Development Review 35,643 pitches (all surfaces) Business Support Services

6.59m players 4.88m male 1.7m female of these people aged 16+ 2.8m Sustain & Increase Players 6.59m players 4.88m male 1.7m female of these people aged 16+ 2.8m 1.9m play monthly play weekly

Recreational football 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) Small-sided football 5-A-Side Faisal (0.58m) 3G George (0.22m) Active Adrian (0.74m) Me And The Kids Martin (0.64m) Recreational football Kickabout Kyle (0.32m) 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 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) 90 Minute Noah 11-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

Factors influencing Participation levels WEATHER OTHER SPORTS QUANTIFIED SELF NO FREE TIME NOT FLEXIBLE To sustain and grow the game we need to give players football on their terms

83% 36% 1.83m 745,000 Sustain & Increase Players boys girls play some form of football 1.83m 745,000 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 MORE FREE TIME MORE ENJOYABLE IMPROVEMENT GOOD TEAM BETTER COACHES

Facilities Research - 2012 The biggest threats in terms of facilities were identified as: Increased costs to access facilities to play and train 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% 86% 89% 94% 80% 93% Running The Game Effectively Reputation vs Engagement Improvements to reputation will lead to more parents encouraging their children to play 65% 86% ATTENDING 89% 94% WATCHING 80% 93% PLAYING

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 These are some of the key message we have tried to base the new NGS on: -Having a simple and clear strategy -That provides even more flexibility and empowerment to County FA’s -And to give the opportunity to do fewer things better but with more accountability.

FA National Game Strategy 2015-19 Four goals: Sustain and Increase Participation Player Development Better Training and Playing facilities The Football Workforce Briefly discuss four key goals

National Game Strategy Strategic Priorities Retain and support 90,000 affiliated teams and grow identified areas of the game (youth female teams by 11% to 3,999) Increase weekly football participation from 2,251,500 to 2,325,872, measured by Sport England’s Active People Survey 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 Secure and deliver £200m of capital investment through the FF to improve facilities including 100 new Football Turf Pitches 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.) Develop a skilled and diverse CFA paid and volunteer workforce representative of the local community Recruit, retain and develop a network of qualified referees providing 90% referee coverage across adult and youth football 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 Support clubs, leagues and other competition providers to provide a customer focused, safe, inclusive and positive experience for players 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: 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) County FA performance measures will be reduced from 19 to 10

Challenges and opportunities moving forward Prioritising funding to deliver National Game Strategy, England Commission and Whole Sport Plan priorities The FA re-allocation of resources 30% payroll 15% efficiencies County FA central funding reduction on revenue and workforce – 9% 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 Addressing public sector funding cuts 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 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 How to develop this section? Follow the prompts above and complete with the business plan working group

Current Cumberland FA Position

Current Performance - Video

Key Performance Indicator 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 No of adult male 11-a-side teams 170 157 171 No of adult female 11-a-side teams 10 8 No of male disability teams 4 16 15 19 No of female disability teams 1 5 No of adult small sided teams 70 151 85 118 -County FA to insert County FA stats / info graphics. E.g. KPI’s, trends, insight etc. -Review current position of the County FA

Key Performance Indicator Current County FA Position Cumberland Original '10/11 Baseline 2014 - 2015 Delivery Actual 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% 99.51% No of FA CS Community Clubs 11 13 14 % 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% 74% Better Players No of player opportunities within The FA Tesco Skills programme 23,134 38,482 32,589 % of youth teams with a qualified coach - 100% 79% Running The Game % success developing grassroots football (CFA) 59% Workforce No of registered and active male referees (Level 1-8) 165 164 No of registered and active female referees (Level 1-8) 12 Jack – Scoreboard part 2 -County FA to insert County FA stats / info graphics. E.g. KPI’s, trends, insight etc. -Review current position of the County FA

Goals Sustain & Increase Participation 1 CFA Strategic Priorities:- “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 Player Development 2 CFA Strategic Priorities:- “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 Better Training & Playing Facilities 3 “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 The Football Workforce 4 “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. Do People agree with the Strategic Priorities? Is anything Missing?

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?