1. The FA and Cumberland FA
Strategic priorities

2. Overview of England Commission Introduce the Football Universe
Outcomes
Overview of England Commission
Introduce the Football Universe
Overview of FA National Game Strategy
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
-and to explain/agree the next steps in the process to complete your Business Plan

3. The FA Chairman’s England Commission

4. The FA Chairman’s England Commission
4 key findings:
There are inadequate and insufficient competitive playing opportunities for 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.

5. Insight – The Football Universe

6. 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

7. 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

8. 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)

9. 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

10. 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

11. 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.

12. Coaching & Player Development
Reasons for playing more football in the past 12 months
MORE FREE TIME
MORE ENJOYABLE
IMPROVEMENT
GOOD TEAM
BETTER COACHES

13. Facilities Research
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.

14. 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

15. FA National Game Strategy 2015-19

16. 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.

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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)?

23. 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

24. 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

25. Other Football funding alignments
Football Foundation
Small Grants – under £10k
Capital Grants upto £100k
Large Capital Grants upto £500k
Parklife
Grow the Game Fund

26. 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

27. Current Cumberland FA Position

28. Current Performance - Video

29. Key Performance Indicator
Current County FA Position
Cumberland
Original '10/11 Baseline
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

30. Key Performance Indicator
Current County FA Position
Cumberland
Original '10/11 Baseline
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

31. 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 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

32. 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

33. 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

34. 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?

35. 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

36. Any questions?