ECFA STRATEGY 2017-21 - AOC SPORT
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ECFA Strategy 2017-21
1
Our vision
“ regularly active and reach their
FE communities inspired to be
potential through football ”
The ECFA’s strategy for further
education football:
1. Deliver quality competitions
2. Grow the game
3. Develop the workforce
4. Engage FE communities
5. Exemplify effective governance
2 3
Foreword Foreword
“ We believe this
On behalf of As we embark on plan, review our current position and define including the creation of AoC Sport, providing
the ECFA board, a new four year our ambitions for the next four years. Having one united voice for college sport, and the
our staff and
volunteers across
Strategy will help strategy it is fair
to say that further
reviewed the government, Sport England and
The FA strategies, we are confident this ECFA
continued growth of men’s, women’s and
disability football. Considering the journey
the country, I have
the privilege of
a provider effect education (FE)
football is in its
strategy will grow our core market, while also
help tackle inactivity through football.
travelled, this strategy will assess where we are
now, define where we want be in 2021, road
profound changes
“
presenting our strongest position map the headlines of how we will intend to get
Strategic Plan yet. In the face there working with our members, stakeholders
for the next five in the lives of of adversity and We have the and partners, and define how we will monitor
unique
years. severe funding success.
young people cuts the sector
This Strategy is a
result of countless meetings and consultations through leadership,
has innovated
and united to continue to provide students with opportunity to On behalf of AoC Sport I would like to take
this opportunity to thank everyone who has
with those involved in college football, including
coaches, academic staff, wider supporters of the volunteering and
accessible, high quality and a wider variety of
football activities than ever before. take college supported the development of FE football in
partnership with ECFA. The strong position FE
game in our sector and, of course, our students.
participation. Our competitions are bigger than ever with 1482
football to the next football is in is credit to our member colleges,
stakeholders and partners.
The post-16 sector is under more financial
pressure than ever. We understand that We believe this Strategy will help a provider
ECFA league and cup entries and over 20,000
students competing regularly in ECFA leagues,
level. We look forward to working closely with you
the prioritisation of college sport generally - effect profound changes in the lives of young representing a 5% 11v11 team growth in the over the next four years, as well as enhancing
including football - is always under threat as people through leadership, volunteering and last year. Participation through College Football We recognise there are a number of challenges relationships with new organisations over the
providers try to juggle budget. It is therefore participation, and I commend the ECFA Strategic Hubs has increased by 5% in the last 12 months facing FE sport, but with every challenge comes course of this new strategy, to build on the
more important than ever that ECFA presents Plan to you. and together over the past strategy we have opportunity. It is important that we facilitate the success to date and make FE football bigger and
a value-for-money argument to our members; driven a cultural shift towards accessible and growth of football in FE and utilise the game as a better for all involved.
our activities are relevant and add value to inclusive intramural football leagues. tool to enhance the student experience, support
the student experience; and we underline the student attainment, employability, retention
benefits of membership to ensure that football It is with this strong position that we have the and recruitment, and use the power of football
is not a casualty of these cuts. unique opportunity to take college football to to changes young peoples’ lives. In order to do
the next level. this effectively, it is imperative we invest into
This Strategy sets out the objectives of ECFA people to provide the best environment and
over the medium term and how, with the Kevin Hamblin As the further education and sporting experience. Lauren O’Sullivan
support from Sport England, The FA, AoC Sport landscapes are significantly evolving, there is a
and of course our member colleges and post-16 Chairman, need for ECFA to take this opportunity to reflect Several key milestones have been achieved National Football Development Manager,
providers, football will grow. English Colleges FA on progress made over our previous strategic over the life of the ECFA Strategy 2013-17, AoC Sport
4 5
Contents Executive summary
The English Colleges Football Association (ECFA) is the football delivery arm of AoC Sport, the lead organisation for college sport and physical activity.
We exist to promote, support and deliver an outstanding football experience through the further education sector. Our work is shaped across five
core pillars: Competition, Participation, Workforce, Community and Governance.
Page 2: Our vision
Page 4: Foreword: Kevin Hamblin Our Vision: FE communities inspired to be regularly active and reach their potential through football.
Page 5: Foreword: Lauren O’Sullivan Our Mission: To lead the development of FE football; providing inspirational experiences for students and local communities by empowering
Page 7: Executive summary colleges to create meaningful playing and volunteering opportunities.
Page 8: Who we are
Page 9: Context: The current position
Where we want be in 2021 How we intend to get there How we will measure success
Page 11: College Community Football Hub Impact Report
Page 12: The internal, sport and education landscapes
Our strategic goals (see page 23) Our tactics (see pages 25 – 33) Our targets (see page 35)
Page 14: FE football insight: Informing our future direction
Page 20: The role of English Colleges FA
1. Deliver Quality Competitions: To be »» Deliver high quality national and regional »» Retained men’s 11v11 football
Page 22: England Colleges DNA
visionary and innovative in providing football league services and cup competition across Category 1-3.
Page 23: Our strategic priorities
high quality football competitions by competitions. »» Increased recreational participation in FE
Page 24: ECFA Competitions Pillar
anticipating and meeting demand. »» Grow a competitions pathway with a colleges by 20%.
Page 26: ECFA Participation Pillar
2. Grow The Game: To inspire more people focus on continuous improvement. »» Doubled women’s participation across
Page 28: ECFA Workforce Pillar
to play football more often through »» Create a participation pathway for male, the ECFA player pathway.
Page 30: ECFA Community Pillar
inclusive, flexible and appropriate playing female and disability recreational players »» Tripled disability football across the ECFA
Page 32: ECFA Governance Pillar
opportunities. »» Recruit, train and deploy a network of player pathway.
Page 34: Defining success
3. Develop The Workforce: To provide the ECFA Football Activators, Apprentices, »» Enhanced stakeholder experience.
Page 36: Call to action
student workforce with pioneering student and staff volunteers. »» Reduced inactivity and influenced
Page 37: With thanks...
educational and training opportunities »» Secure funding to drive the development behaviour change towards a more active
Page 38: More information
that empower high quality learning, add of grassroots football through colleges. nation.
Page 39: Appendices and references
value to study programmes, enhance »» Working with our members, stakeholders
Page 40: Appendix A
student employability and develop a and expert partners.
diverse workforce. »» Develop a number of steering groups
4. Engage the Community: To be recruiting experts to drive forward
recognised as providing outstanding our work.
football and educational services to »» Advocate the benefits of facility
students, further education institutions development on FE sites.
#Betterneverstops
and partners. »» Demonstrate best practice in
5. Transparent Governance: To ensure we safeguarding.
have the necessary financial and staff »» Invest into digital communications and
resources to deliver our plan. information technology.
6 7
Who we are Context: The current position
The English Colleges Football Association
(ECFA) is the football delivery arm of AoC Sport,
The ECFA Strategy 2017-21 supports the three
aims of the AoC Sport strategy, ‘Fit for College,
Where we are now volunteers and partnership with Future
Elite Sports.
the lead organisation for college sport and Fit for Work, Fit for Life’. These are to use sport
AoC Sport currently supports the
physical activity. We exist to promote, support and activity to: Using Whole Sport Plan investment from
development of football across 253
and deliver an outstanding football experience The FA and Sport England and working
member colleges, 111 non-college entrants
through the further education sector. AoC »» Provide quality educational outcomes through member colleges, we have
and a number of key stakeholders. We have
Sport is a subsidiary of the Association for college students. together engaged more than 90,000 young
a strong relationship with The FA as their
of Colleges which exists to represent and »» Boost employability skills and support people in recreational football since 2013.
sole further education partner, leading
promote the interests of colleges and provide the local economy. Over the course of the last ECFA strategy
the development of football for 16+ in
members with professional support services. »» Improve health outcomes for students, (2013-17) we delivered a step change in
education.
staff and wider college communities. participation through intra-mural football;
The purpose of ECFA is to provide outstanding and most recently by investing into a
We employ five full-time football staff
football and educational services to students, We are The FA’s sole further education partner, network of Student Football Activators
across the Football Development and
FE institutions, their communities and our supporting the delivery of the National Game and a new College Football Hub model.
Competitions teams within AoC Sport to
partners. Strategy with particular focus on doubling Since October 2015 more than 821 student
lead this work; and rely on a dedicated FE
women’s football participation and fan base, Football Activators have been recruited by
workforce of staff, apprentices and more
We believe the game can be used to enhance providing opportunities for everyone to play colleges who in turn have engaged more
than 3700 student volunteers to drive the
the student experience, improve education, the game through flexible playing formats, and than 27,508 recreational participants.
development of football on the ground for
employment and health outcomes for young developing a skilled and diverse workforce.
students and the local community. We have
people and boost the profile of colleges in This academic year (2016-17) we launched a
established a national and international
their local communities to aid recruitment, We are governed by the ECFA Committee new way of working through FE Community
reputation in the development of football
partnerships and improve work readiness and AoC Sport board. Our work is shaped Football Hubs which has been a game
through our ECFA work.
through deployment. around five core football pillars: Competitions, changer and a model which will shape
Participation, Workforce, Community, and our work over the next four years. This
We support more than 20,000 students to
AoC Sport’s vision is for every student to Governance. approach focuses on investing into people
play in weekly ECFA competitions across
participate regularly in sport or physical to deliver both college and community
740 male and 128 female 11v11 teams,
activity. Football has a huge role to play in This strategy shares our vision, ambitions and football provision. In the first six months
representing a 5% growth this academic
keeping active students regularly active, desired outcomes to 2021. We are confident alone, 100 colleges engaged more than
year. The England Colleges National Men’s
with a particular focus on those aged 16 and our plan will support the delivery of key 29,299 participants in regular activity
and Women’s Representative Teams have
over, and also in inspiring inactive students partners’ strategic objectives, particularly those through the FE Community Football Hub
growing visibility and credibility among
to change their behaviour and become more of The Football Association and Sport England. model (Figure 1).
members due to the work of our staff
active.
8 9
This academic year 663 Football Activators (52% views of students. workforce and grow college and grassroots
female) have been recruited by colleges to drive community football, and the Football Quality
student-led football activity for college pupils Meanwhile, a remote training programme of Framework (national standards linked to the
and the local community. Following regional and monthly webinars launched in December 2016 Ofsted Common Inspection Framework) has
national Activator Training delivered by ECFA, in partnership with BUCS, and 12 women’s been distributed to all College Football Hubs to
Activators engaged more than 9,600 participants football apprentices have been recruited across support continuous self-improvement and drive
in just three months. 12 student leaders and 12 member colleges to develop a dedicated innovation and quality.
three supporting staff have been recruited onto workforce to drive women’s and girls’ football
the National Student Leadership Committee to participation. In additon, six College Football Hubs are piloting
provide a voice for students in FE football, and Upshot (an online monitoring, evaluation and
the student chair has been invited to attend 100 College Football Hubs are receiving planning system) to assess the effectiveness of
ECFA committee meetings, representing the grants of up to £3000 to develop the student the College Football Hub model.
Figure 1: Community Football Hub Impact Report
10 11
External sport and education
The internal, sport and education environments
landscapes The further education sector presents a number of unique opportunities to grow
and retain participation in football. Around 40% of 16 to 19-year-olds choose to
study at a further education college, providing the largest captive audience at
this age group. 23% of students are from ethic minority backgrounds and 15% of
students have learning difficulties and/or a disability, providing captive audiences
for engaging underrepresented groups.
Internal environment
Since the launch of the government sport strategy, ‘Sporting Futures (2015)’ and
In 2015 AoC Sport launched the sector wide strategy ‘Fit For College, Fit For Work, Sport England strategy, ‘Towards an Active Nation’, there is an acknowledgement
Fit For Life’, which sets out the vision to get every student active through sport that we need to transform how we deliver sport to get more people active, improve
or physical activity. wellbeing and influence behaviour change for lifelong participation.
This ECFA Strategy defines the role FE Football will play in supporting this The FA strategy sets ambitious targets to provide opportunities for everyone to play
vision, ensuring the strategy remains focused but agile, in order to make the through flexible formats and to double women’s and girls’ participation by 2020.
most of future opportunities over the coming four years.
Headline challenges:
Headline challenges:
»» Responding to reduced investment into the FE sport development
»» Managing ambitions to grow services vs. resources available to deliver. workforce.
»» Operating with a small team while managing scope and being highly »» Reduced FE funding and changes to 16 to 19-year-old demographics.
responsive to member needs. »» Adapting to changes across the FE landscape including college mergers.
»» Managing demand and quality of experience across a diverse »» Managing the impact of school sport on the post-16 participation drop-off.
competitions network and competitive stakeholder landscape. »» The level of inactivity among underrepresented groups.
Headline opportunities: Headline opportunities:
»» Working through the AoC group to improve member services. »» Working in collaboration to shape and deliver this strategic plan.
»» Developing a holistic model to grow football through FE to achieve both »» Addressing the post-16 participation drop-off through FE Community Hubs.
competition and participation agendas. »» Creating a more diverse student player base and volunteer workforce.
»» Securing commercial investment across ECFA programmes and assets. »» Growing ECFA competitions to service the evolving FE population.
»» Maximising the opportunity to deliver efficiencies of scale. »» Developing an inclusive player pathway across male, female and disability
»» Retain and widen our membership base through quality football football.
services. »» Apprenticeships.
»» Better use of digital technology to monitor impact, communicate
effectively and improve ECFA services. See Appendix A for further information on the education and sporting landscapes.
12 13
KPI 2013 baseline 2016-17 Four-year growth Percentage growth
FE football insight: informing our future ECFA male and female 11v11 teams 511 868 357 70%
direction ECFA Disability teams 32 66 34 106%
ECFA recreational male and female 12, 866 28, 093 15, 227 118%
players
Further education intend to scale over the course of this strategy. NINETEEN, creating a culture shift through FE
intramural football. It is clear from trend data
ECFA student workforce 375 1861 1486 396%
football Of all further education students (male and
female) 12% currently play football weekly and
that investment has directly contributed to an
increase in participation. Figure 2: Growth of College Football during ECFA Strategy 2013 – 2017
Due to the captive FE audience there is huge 16% play monthly (Active People Survey APS 10
Q4).
potential for AoC Sport, working with our
member colleges, The Football Association,
Where next?
Sport England, our partners and key
stakeholders, to make society more ‘active for
What have we achieved Looking forward over the course of this strategy,
Through the Community Hubs impact research, jump from youth to adult football. to college (sixth form or FE) see a significant
life’. over the 2013-17 we plan to transform the way football is
developed - investing into FE colleges to develop colleges noted how the investment from AoC decline in levels of activity (80% to 61%). Football
Sport and The FA into the FE Hub impacted on One of the consistent challenges for FE to grow and swimming see the biggest decline, yet both
There are 325 further education (FE) and sixth strategy? both FE student and community grassroots
football through a partnership approach. corporate FE objectives including: employability, women’s football is not having a critical mass remain in top four for participation. Imagine the
form colleges in England. Colleges educate 2.7 enhancing students’ mental health and of female students to form a team. While there impact on participation and inactivity if we could
This approach will a) look at the FE player and
million people including: 20,000 14 to 15-year- Over the course of the 2013-17 strategy, wellbeing, recruitment and the retention/ are intervention strategies we are implementing reduce the drop off. To do this we need to work
workforce pathway, taking a holistic approach
olds, 744,000 16 to 18-year-olds (compared with football in FE has grown significantly (figure success of students. for 16+ (e.g. 130,000 took part in Girls’ Football together.
to the growth and development of competitions
433,000 in schools), an additional 75,000 16 to 2), underpinned by a growing student Week which originally started in further
and participation; and b) work through FE
18 year-olds undertaking an apprenticeship, and workforce. A number of critical success factors education as Women’s Football Week) there is The Young People and Life Transitions insight
colleges to develop football for the local FE
1.9 million adults. have contributed to this growth including also a need for FE to support five to 16-year- informs us that Year 12s are the least interested,
the significant investment into the further
community.
Retaining the core olds’ participation through College Football least likely to look for and least likely to sign up
With 97% of colleges delivering a football offer education staff workforce by Sport England
we have a strong baseline to build upon in and The FA (153 college sports makers on the
Piloting the FE Community Football Hub
approach has indicated a 4% increase in student
market Hubs, as by the age of 10, 95% of boys have
played football compared with only 41% of girls.
to activities compared to Year 7 transition and
university transition. Year 12s are more likely
order to get more students playing football ground developing sport and 20 Children and to participate with a group of friends, therefore
engagement; an average of 6% of the student We understand from The FA’s Insight Team
more often. 95% of member colleges compete Young People Football Development Officers Transition data from Young People and Life tapping into social groups and working with
population has engaged in College Football Hub that 50% of male and female players drop out
in Wednesday afternoon football (in addition to developing football), the formation of AoC Transitions (Sport England and Youth Insight) student activators, volunteers and ambassadors
activity compared to 2% engagement in Team of football at the age of 16, which has a huge
the 111 non-college entrants and 117 Partner Sport, providing one leading voice for college indicates that 86% of FE college students from the social groups you are targeting, offers
Nineteen, demonstrating this more flexible, impact on football’s core market. Reasons for
League teams), and 100 member colleges sport and FE football, increased investment have to start at a college somewhere in a new solutions for influencing students to become
holistic and collaborative approach delivers this drop out in participation include: lack of
operate FE Community Football Hubs, providing into AoC Sport through FA Whole Sport Plan area and 29% of students have a completely more active through football via peer influence.
bigger impact. time, exam pressure, peer pressure and the
football for the local community, which we delivery grants, and the introduction of TEAM new friendship group. Young people who go
14 15»» Inactivity levels increase with age: Those aged 75+
are most likely to be inactive (54% or 2.4m).
»» People with a disability: 51% of those with three or
more impairments are inactive compared with
21% of those without a disability.
Further education provides a unique opportunity to
engage under-represented groups. 50% of the student
population are female, 23% of 16 to 18-year-olds in
colleges are from an ethnic minority background and
17% of students on further education and skills provision
have a learning difficulty and/or disability.
Sport, in particular football, has a big role to play in getting
people active and keeping people active.
»» The latest Active Lives data shows 2,299,000 adults
engaged in football; the largest team sport activity by
1.9million people.
»» Research showed one in 10 students (11% of
students) stated they were consistently inactive prior to
Influencing behaviour change and tackling
Figure 3: Sport England, Towards an Active Nation
participating in intra-mural TEAM NINETEEN leagues.
inactivity »» The Community Football Hubs impact research
indicated that a ‘positive change’ in behaviour
has taken place for more than 60% of players and
Sport England define inactivity as less than 30 minutes of moderate intensity volunteers, culminating in a long-term desire to be
exercise a week. The Active Lives Survey (for the period mid-November 2015 to involved in football more often and remain active.
mid-November 2016) indicates that 15% (0.9m) of 16 to 24-year-olds are inactive. »» Participation in intra-mural football had influenced
players to become more frequently active and stay
Sport England’s insight (Active Lives Survey Year 1 report) shows there are a active long term. 63% of players said they will play
number of groups who are more likely to be inactive: more football in the next 12 months, 89% of students
stated they are very likely / likely to continue football
post-college.
»» Females (27% or 6.1m) are more likely to be inactive than males (24% or
»» Participants are motivated to take part in order to
5.3m). have fun, and stay fit and healthy. They want their
»» People from low socioeconomic groups: People who are long-term football to be competitive but not too serious, and
unemployed or have never worked (NS SEC 8) are the most likely to be flexible so they can play around their studies.
inactive (37%) compared with those in managerial and professional
occupations (NS SEC 1-2) (17%).
16 17Improving mental health and Future direction
wellbeing Based on insight, this strategy aims to use FE football as a vehicle to retain football’s core market and tackle inactivity to create a more active nation,
by delivering a player pathway which:
Through FE Football, this strategy aims to use football as a
vehicle to improve participants’ mental and physical health 1. Provides opportunities for everyone to play.
and wellbeing, which is one of the five key outcomes of the 2. Delivers competition formats for a range of abilities.
government’s strategy, ‘Sporting Future (2015)’. 3. Supports talented students to reach their potential.
4. Creates authentic volunteering opportunities for students and staff.
The Review of Intramural Football research highlighted that
students found participation in TEAM NINTEEN has improved
their overall college experience, their mental and physical
health and their individual development. ECFA Player Pathway
Employability and student
progression National Premier League
One of our biggest assets is the student workforce. Football
and sport have an important role to play in developing
students’ soft skills and employability, supporting their
attainment, and incentivising regular attendance at college.
Regional Performance Leagues
The Community Football Hubs impact research indicated that
94% of employers identified a clear link between volunteering
and participating in sport and skills/strengths in potential
employees.
Regional Participation Leagues
BUCS’ Graduate Employability Research revealed that the
then average salary of graduates who engaged with sport at
university is £32,552, compared with £26,728 for those who did Local Development Opportunities
not.
51% of graduates said sporting involvement has helped
them develop teamwork skills and leadership qualities in the
workplace, and 94% of employers questioned identified a
Intramural
clear link between sport participation and valuable skills and
strengths in potential employees.
Figure 4: ECFA male and female player pathway
18 19The role of English Colleges FA
Our purpose
Our values
To provide
Our vision
outstanding football We provide essential
FE communities services for our
and educational
inspired to be stakeholders and will act
services to students,
regularly active and with integrity, inspiration
colleges and FE
reach their potential and inclusiveness and
institutions, their
through football. excellence in all we do.
communities and
ECFA partners.
Our mission Our role
To lead the development To promote, support and
of FE football; providing deliver Further Education
inspirational experiences football.
for students and
local communities by Our work is shaped
empowering colleges across five core pillars:
to create meaningful Competition, Participation,
playing and volunteering Workforce, Community
opportunities. and Governance.
20 21English Colleges DNA Our strategic priorities
Our guiding principals to deliver this strategy are: Ambitions to 2021
1. To be visionary and innovative in providing high quality
football competitions by anticipating and meeting demand.
2. To inspire more people to play football more often
through inclusive, flexible and appropriate playing
opportunities.
Quality and value
3. To provide the student workforce with pioneering
Inclusive and ethical educational and training opportunities that empower
high quality learning, add value to study programmes,
Member focused enhance student employability and develop a diverse
workforce.
Student-centered decision making 4. To be recognised as providing outstanding football and
educational services to students, further education
Best practice for safeguarding and wellbeing of students and staff institutions and partners.
Investment into people 5. To ensure we have the necessary financial and staff
resources to support and deliver our plan.
Excellent customer service and transparent processes
This strategy sets out our objectives (‘We Will’ statements) which
Insight-led approach will deliver our five strategic goals and how we plan to deliver
these goals (‘Tactics for Delivery’ statements). These objectives
and tactics will be prioritised and over the lifespan of this strategy,
Embrace modern technology and digital communications
will be used to shape annual operational plans with objectives
and targets, approved and monitored by the ECFA Committee.
Collaboration with experts and trusted partners
The strategy and annual operational plans will allow ECFA to
Holistic development of the game, players and workforce be agile in our approach to the development of FE football,
responding appropriately to the ever evolving further education
landscape in which we work.
22 23GOAL ONE: DELIVER QUALITY COMPETITIONS Tactics to deliver our outcomes
To be visionary and innovative in providing high quality football competitions by 1. Deliver high quality national and regional football league services and cup competitions through
quality administration, effective entry processes and transparent decision making.
anticipating and meeting demand. 2. Grow a competitions pathway with a focus on continuous improvement through the Football
ECFA Competitions Pillar
Quality Framework and League Quality Operating Standards.
Outcomes we commit to delivering during the course of this four-year strategy. 3. Continue to deliver an excellent National Championships event across men’s, women’s and disability
football categories.
We will: 4. Set, uphold and monitor teams’ performance against quality operating standards which reflect best
practice.
99 Remain lead provider for FE competition. 5. Deliver an authentic and memorable men’s and women’s National Representative Team Programme.
99 Deliver a nationally recognised quality 6. Develop a Market Strategy for ECFA Category 1 - 3 leagues, cups and competitions to promote ECFA
competitions pathway for further competitions to FE organisations effectively.
education. 7. Facilitate the development of localised (sub regional) recreational competition (Category 4: Local
99 Provide quality competitions which are Development Opportunities).
representative of the FE population. 8. Monitor team withdrawals and develop interventions to retain teams in the ECFA pathway.
99 Drive growth of 11v11 leagues to 9. Seize opportunities to expand our services through effective dialogue with our stakeholders.
provide high quality competitions which 10. Use inspirational and high quality facilities for competition events.
meet stakeholders’ needs. 11. Support the development and sustainability of ECFA Partner Leagues.
99 Expand the breadth of competition 12. Invest in communications and data technology systems to improve efficiencies and customer experience.
services to meet demand. 13. Regularly review entry criteria, rules and regulations, policies and procedures.
99 Increase competition income (through 14. Lead competitions network for member colleges.
growth) to invest in competition services 15. Build partnerships with national and local organisations to
and staff resource. strengthen competitions services.
99 Deliver an inclusive competitions player 16. Secure and maintain sponsorship for ECFA Competitions
pathway for men’s and women’s football. and National Teams.
99 Develop an inclusive FE player 17. Work in close partnership with The FA and County FAs to
pathway for students with disabilities govern and grow FE football effectively.
across mainstream and disability 18. Gather insight into the benefits of students competing in
football. ECFA competitions.
99 Deliver outstanding Men’s (U18s) 19. Utilise modern technology to understand the motivations
and Women’s (U19s) National Teams to and measure the playing habits of core market
support talented players’ progression. participants.
99 Provide our core market with a high 20. Utilise social media and other digital platforms to
quality football experience that motivates better engage with the student audience.
them to keep playing and reduce the 21. Work with members and The FA to improve
post-16 participation drop-off. identification of talented players with a disability.
99 Improve mental and physical health and 22. Work with institutions and expert partners to aid
well-being through regular football player transition into and out of the professional
competitions. game.
24 25GOAL TWO: GROW THE GAME Tactics to deliver our outcomes
To inspire more people to play football more often through inclusive, flexible and
appropriate playing opportunities 1. Create a participation pathway for recreational players by promoting, supporting and delivering a
ECFA Participation Pillar
participation pathway at category 5 and 4 of the ECFA competitions pathway.
Outcomes we commit to delivering during the course of this four-year strategy.
2. Develop a player pathway for students with a disability.
3. Develop resources to aid the delivery of recreational football.
We will:
4. Take an insight-led approach to developing participation programmes.
5. Work with national partners to deliver awareness and participation campaigns.
99 Retain more students in the game at the age of 16.
6. Commission research into the health benefits and value added from participation in football as well as
99 Inspire more young people to play football more
monitor behaviour change.
often, for longer (behaviour change).
7. Deliver appropriate training to delivery staff across our FE network, stakeholders and partners.
99 Make football more inclusive and accessible,
8. Share insight on how to engage different target audiences.
including low social economic groups.
9. Support the transition of 16-year-old players from school into FE to retain more participants.
99 Grow the number of FE female students playing
10. Utilise relevant technology to monitor the impact of FE colleges’ participation programmes.
football.
11. Work with expert partners to share learning and engage under-represented groups more effectively.
99 Grow this number of FE students with disabilities
12. Make FE football inclusive by providing tools and training for members, stakeholders and partners to deliver relevant opportunities for every
playing football.
student to access the game as a player, volunteer and/or fan.
99 Engage more male and female students from ethnic
13. Recognise, reward and share good practice.
minorities in regular football activity.
14. Develop a marketing and communications plan to
99 Improve students’ attainment, retention and
land our tactics effectively with our target audience
employability through participation programmes.
and build a rapport with our student audience.
99 Use football as a vehicle to improve students’ mental
15. Signpost colleges to appropriate facility development
health and wellbeing.
grants to improve on-site facilities and provide quality
99 Reduce inactivity in member colleges through football.
playing environments for college and community
99 Support institutions to evidence against personal
usage.
development, behaviour and welfare for Ofsted
inspections through football.
99 Support institutions to deliver maths and English
through football.
99 Grow the number of five to 16-year-old girls playing
football through FE institutions.
99 Aid college recruitment through football.
99 Positively impact on students’ mental health and
wellbeing through football.
99 Provide evidence to demonstrate the impact
of football on students, football’s contribution to
FE institutions and the impact FE institutions have
on the national game.
26 27GOAL THREE: DEVELOP THE WORKFORCE Tactics to deliver our outcomes
To provide the student workforce with pioneering educational and training opportunities
that empowers high quality learning, adds value to study programmes, enhances student 1. Lead an FE Football Activators programme with member colleges.
employability and develops a diverse workforce. 2. Recruit, train and deploy a network of ECFA Football Activators.
3. Invest in apprentices as the future workforce.
ECFA Workforce Pillar
Outcomes we commit to delivering during the course of this four-year strategy. 4. Work with experts to provide quality and relevant education and training.
5. Employ a voluntary student committee to provide a student voice in how we develop the game.
We will: 6. Develop meaningful resources to support student volunteers and promote the deployment of
students in community settings.
99 Deliver a pioneering national 7. Add value to students’ study programmes cross-college through meaningful football volunteering and
youth leadership programme. authentic work experience opportunities.
99 Equip students with the skills to 8. Promote coach and referee education pathways to students and staff and support the workforce to gain
deliver football to their peers relevant qualifications.
99 Support students to become 9. Development of an international leadership and volunteering programme.
more employable. 10. Promote career pathways and the progression of students beyond FE.
99 Aid student progression through 11. Support students beyond FE and track their success through an alumni network.
football. 12. Deliver training to staff through annual conference and events.
99 Use football as a vehicle for 13. Recognise, reward and share good practice and learning.
social action. 14. Develop a steering group of experts to drive this area of
99 Add value to students’ study development.
programmes cross college 15. Invest in the development of National Team volunteers.
through football volunteering.
99 Support students to gain
meaningful qualifications.
99 Provide students with a voice in
how football is promoted,
supported and delivered.
99 Support students to be better
citizens.
99 Improve board diversity in the
next 10 years through youth
leadership now.
99 Learn from partner
organisations worldwide.
28 29GOAL FOUR: ENGAGE THE COMMUNITY Tactics to deliver our outcomes
To be recognised as providing outstanding football and educational services to students, 1. Source funding to drive the development of grassroots football through colleges.
2. Advocate the role of FE colleges in developing grassroots football.
further education institutions, their communities and ECFA partners. 3. Invest into FE Community Football Hubs to engage community participants, from the age of five, to
build positive attitudes to football and being active.
ECFA Community Pillar
Outcomes we commit to delivering during the course of this four-year strategy.
4. Share FA Safeguarding policies and procedures to create a safe environment to deploy students
and staff, and develop community football.
We will:
5. Develop meaningful resources for FE institutions to grow football in the community.
6. Utilise college facilities to grow community grassroots football.
99 Use football as a vehicle to
7. Develop links between Charter Standard Clubs and every FE Community Football Hub.
positively change the lives of young
8. Support colleges to deliver selected FA community initiatives e.g. Recreational League, Futsal, Just Play,
people.
Walking Football and Girls’ Mini Soccer Centres.
99 Retain more students in the game
9. Promote the deployment of students into schools, Charter Standard clubs and appropriate partners to
at the age of 16.
deliver football activities for the local community.
99 Raise the profile of colleges in their
10. Promote the deployment of students cross-college, with unique skills and expertise, into Charter Standard clubs to aid marketing,
local communities through football.
website design, pitch maintenance etc.
99 Increase the number of primary
11. Support the development of local football partnerships.
and secondary school girls
12. Develop a digital communications plan to engage with student players and volunteers as well as FE staff.
engaged in college-led football.
13. Measure and promote the impact of delivering community football on FE corporate objectives.
99 Improve membership satisfaction
14. Gather insight to understand the impact of delivering
through football services.
community football on partners’ strategic objectives.
99 Enhance student experience
15. Work effectively with County FAs to develop football locally
through football.
though FE colleges.
99 Improve mental and physical
16. Help those who are active to carry on participating in
health and wellbeing.
football at low cost.
99 Aid college recruitment through
17. Develop national partnerships which add value to local
football in the community.
delivery and collaboration.
99 Improve ECFA brand recognition
18. Support colleges to establish differentiated links with
and affiliation among further
football clubs to support player transition.
education students.
19. Recognise, reward and share good practice and learning
99 Directly engage with every student
20. Develop the ECFA football quality framework to drive
player, student volunteer,
standards across all football delivery.
staff lead.
21. Advocate the benefits of facility development on
99 Develop strong relationships with
FE sites and work with The FA to facilitate college
national partners and policy
engagement with Parklife facility developments.
makers.
99 Enhance ECFA profile with key
stakeholders.
30 31GOAL FIVE: EXEMPLIFY EFFECTIVE GOVERNANCE Tactics to deliver our outcomes
To demonstrate best practice in governance and ensure we have the necessary financial
and staff resources to support and deliver our plan. 1. Maintain a skilled and diverse ECFA committee membership through effective recruitment
processes over set terms.
ECFA Governance Pillar
Outcomes we commit to delivering during the course of this four-year strategy.
2. Develop a number of steering groups; recruiting experts to drive forward competition, participation,
workforce and community work streams.
We will:
3. Regularly seek feedback from customers to continuously improve services.
4. Demonstrate best practice in safeguarding.
99 Be guided by the UK Code for
5. Diversify income through a broader range of quality services which are in line with our USP and help
Sports Governance.
deliver the strategy.
99 Make effective decisions.
6. Increase sponsorship across ECFA assets through advertisements, invitation and tender processes.
through transparent processes
7. Increase income through league and cup programmes by expanding the customer base to non-colleges.
99 Deliver high quality and
8. Recruit a skilled paid and volunteer workforce through robust and transparent processes.
valued services to our members
9. Identify and develop strategic partnerships with organisations who can help deliver the strategy.
and stakeholders.
10. Invest into digital communications to engage with students.
99 Increase income into AoC Sport
11. Develop national partnerships with organisations with shared strategic objectives and common values.
to grow football services.
12. Grow the number of full-time football staff within AoC Sport to deliver this strategic growth plan with quality.
99 Recruit a skilled and diverse paid
13. Regularly measure customer satisfaction to deliver quality and value.
and volunteer workforce.
14. Recognise and reward good practice.
99 Work with national partners with
15. Invest in the development of AoC Sport football
shared strategic goals and
competitions administrators and football development
common values.
staff.
99 Generate a surplus of 5% per
16. Develop a network of ECFA Ambassadors to raise the
annum for reinvestment into the
profile of our work.
sector.
99 Enhance our use of technology
for communications,
engagement and data capture.
99 Develop a strong ECFA brand
recognition among students
and staff.
32 33Targets
Defining success 1. To grow the number of teams competing in ECFA 16+
education competitions by 10% over the next four years.
2. To reduce inactivity and improve students’ mental health
through football (measured by annual impact research
We will know we have been successful when we have: including behaviour change).
3. To reduce the post-16 participation drop-off in male,
99 Retained men’s 11v11 football competition across Category 1-3 female and disability football participation by 2021.
99 Increased recreational participation in FE colleges by 20% 4. To grow student participation by 5% per annum to 2021.
99 Doubled women’s participation across the ECFA player pathway 5. To double female student football participation by 2021
99 Tripled disability football across the ECFA player pathway - targeting 12,310 players.
99 Enhanced stakeholder experience 6. To triple the number of students with a disability
99 Reduced inactivity and influenced behaviour change towards a more active nation participating in football by 2021 - targeting 5,385 players.
7. To increase community participation by 15% per annum to
2021.
8. To grow the proportion of students joining the ECFA youth
leadership programme to 4,000 students by 2021 and
develop a diverse football activator and apprentice
workforce (50% female & 30% BAME) by 2021.
9. To provide high quality and meaningful training to
football youth leaders aged 16+ which enhances
students’ soft skills and supports FE students’
progression, as measured by a stakeholder
survey and annual impact research.
10. To be a trusted partner of The FA and Sport England so
that all investment into 16-19 education football comes
through AoC Sport at 2016 levels (£0.3m) or greater.
11. To make football development investment available to
every AoC Sport member college by 2021.
12. For ECFA to be recognised as providing outstanding
services to FE football, have a high level of profile across
college and student networks and be the first
choice partner to work with on FE football - measured
through stakeholder survey.
13. To increase football competition income from £128,000
to £141,517 by 2021 and reinvest surplus into AoC Sport,
ECFA football services and the workforce.
14. To develop and secure new football income streams through
commercial sponsorship.
34 35Call to action With thanks... To make this strategy happen we need the support of all our member colleges, ECFA league entrants, The Football Association, ECFA partners, FE staff, On behalf of ECFA, we thank all those who have supported the development of FE football and those who have supported the design of this ECFA student volunteers and all our stakeholders. We look forward to working with you all over the coming four years to take FE football to the next level, Strategy to 2021. Thanks also goes to all our photographers, including Richard Burley of Epic Action Imagery. together. 36 37
More information Appendices and references
If you would like to know more about how to get involved in developing football in further education and the support available from AoC Sport, please Insight to inform this strategy has been taken from a number of sources:
visit our website or contact a member of the AoC Sport team, we would love to hear from you.
»» Association of Colleges, Key Facts 2016-17
»» BUCS, Graduate Employability Research
»» DCMS, Sporting Futures Strategy
»» KK Excel, FE / HE Community Hub Impact Research
»» Rob Young Consulting Ltd, A review of Intramural Football in FE
»» Sport England, Towards and Active Nation Strategy 2016-2021
www.aocsport.co.uk »»
»»
Sport England, Active Lives Survey Year 1 report
The FA, FA Participant Tracker
sport@aoc.co.uk
@ECFA12
/AoCSport1
@AoC_Sport
38 39• Increased competition for recruitment in FE • Need to capture impact on behaviour • Working with national and local
Appendix A: ECFA environmental analysis • Fragmentation of competitions – local providers
meeting local need
• FA switch to a strategic role from hands on
change and through a new way of
working
school partners to affect transition and
retain participation
• Greater synergy within AoC group
(PESTLE) delivery and commissioning approach
• Rights conflict between The FA, BUCS and AoC
Sport (Commercial, IP, Data etc)
• Not true collaboration in local partnerships yet.
Environmental factors Impact on Strategy Impact on business 65% of Football Hubs don’t understand County FA
Political • Government policies • Changes to Sport England / FA • Need for an agile strategy to respond objectives.
• changes: new Sports Strategy investment will impact upon our delivery. to increase or decrease in funding from • College Mergers being forced through as part of
• Sport England strategy: changes to investment • Loss of public funding resulting in Sport England / The FA Government area reviews
into The FA and education partners fewer resource to deliver football in FE • Short, medium, long-term planning • Inheriting the performance of school sport
• Launch of FA National Game Strategy 2015-2019 • Reduction in FE workforce and ability of • Potential risk to head count from Economical • Educational institutions seeking cost savings • Flexibility in services through • Reluctance of members to spend on
• Women’s Football as a priority: new FA Women’s institutions to priorities sport. any reduction in Sport England / FA • Cost of resourcing football staff and programmes • Services and products in tune with acquiring services
Football Strategy to launch in March 2017 • Fewer resources to deliver creates a investment will impact upon delivery of • Cost of travel economic pressures • Maintain Competitions Pathway
• Government take a vote of no confidence in FA need to find smarter ways to work. FE outcomes and post-16 drop-off • Redirection of enrichment money within colleges • Targeted investment and providing a differentiated offer to meet
governance reform • Need for better diversity in football at • Need to deliver with efficiencies of scale • Public funding cuts into colleges 50% cuts since development everyone’s needs
• Increasing approach for commissioning by every level of the game to maximise resource 2010 • Cost-effective solutions for colleges • Pressure on pricing
funded partners • Need to demonstrate a better return • Identify workforce opportunities • Scale and coordination of FA / Sport England in competitions • Need to introduce value adding
• New Sports Governance Code: on investment through student activators and funding • A need to develop sustainable processes
• Apprenticeship reform: levy implications for • Sport may not be top priority for some apprentices: youth leadership strategy • Major facility investment strategy form The FA delivery models in preparation for • Continue to develop cross college
football partners and colleges colleges in the current landscape. • Need to diversify income to grow and into ‘Park Life’ football partner funding changes sports strategies.
• Changing educational landscape: English and • Some colleges may lack facilities to sustain ECFA services • Local Authority cuts to facilities and sport • Alignment of current priority areas to • Greater demand to make a case
Maths, PDBW, mental health agenda, curriculum cope with increase in demand • Strategies for developing women’s and delivery The FA ‘Park Life’ for football/sport and how it impacts
reform • Pressing need to work in collaboration disability football and engaging BAME • Cuts to FE football development workforces • A need to work more closely with on FE recruitment, retention, student
• Sport not identified in the Sainsbury Review • Widen understanding of educational • Pressure on pricing structure • Funding for health through LEPs other key sport deliverers and change enrichment and student satisfaction.
creating uncertainty re. new skills plan changes • Greater insight into our market and • Average incomes lower, less disposable income language to engage with health sector • Need to work closer with internal
• Significantly reduced public investment budget • Influence policy making at policy level competition to spend on sport • A need to attract additional income AoC Sport / AoC departments to share
cuts for FE 16-19 and 19+ budgets. 50% cuts in • Supporting strategies to double • Need to make a case for sport in through partnership investment, delivery.
public funding since 2010. women’s football and grow disability education and demonstrate greater match funding and/or sponsorship • Need to engage FE and align FE
• Education is compulsory to the age of 18. football impact upon other FE sector priorities Community Football Hubs with FA Park
• AoC Sport moving to more commercial • Exploit opportunity to engage captive such as employability, student Life
sponsorship models. audience in FE satisfaction. • Need to develop strategies to engage
• Ambitions to professionalise the sport, fitness • Exploit opportunity to develop • Define quality stakeholder services and students from low social economic
and physical acitivity industry via CIMSPA community football though FE colleges outstanding member benefits backgrounds (area of drop-off)
• New government investment into school sport • Strategies to aid transition from school • Better collaboration with partners: Social • College population changes: demographics, 23% • Better insight and intelligence • Understand demographics
• Premier League commitment to increase work to college a joined up approach to developing of FE students are from ethnic minority, 15% with a gathering on membership • Overall market likely to grow
and investment into Primary School sport opportunities learning difficulty and/or disability • Focus on quality customer services
40 41• Areas of high youth unemployment • Facilitate development of flexible • Greater administration demands Environmental • Travel efficiency • Prioritise / reduced face to face contact • Increasing expense and impact of
• Opportunities to develop football coaching football formats, social football for all • Adapt and facilitate the use of • Waste disposal • Focus on quality of events travel – efficiencies, car sharing
businesses to support student progression • Continual investment in new & existing modern technology • Production of hard copy materials and • Publications using e-formats • Environmental legislation
(Social Enterprise) relationships • We need to be experts in the wastage • Get closer to England DNA and FA
• PDBW – important area of the Ofsted CIF, • Tap into new FE staff networks sectors: need to connect with other • The FA’s England DNA and the FA Coaching Coaching Department and support
opportunity to demonstrate value and impact of • Refine communications research department’s Department embedding of DNA into FE sector
sport / physical activity on behaviour • Football models needs to be inclusive • Complete robust partnership • The Fa’s Park Life model in priority cities • Align FE delivery to compliment and
• Changing expectations of students, social and cost effective to attract all corners of mapping to identify the right partners • CYP Football Partnership approach benefit from ’Park Life’ investment and
football society. for required expertise and • Commissioned models of delivery future FA priority areas.
• Member activism increasing (social • New formats of the game, more • Communications plan including • Smarter working by pooling resources
networking) flexible solutions to meet the needs of the use of our website, Whole including workforce and revenue to
• Outsourcing of college provision i.e. Football our customers. Shorter games, midweek Game System and an appropriate deliver CYP outcomes. Links to priority
Clubs fixtures, less commitment, summer monitoring and evaluation tool (e.g. cities and the commissioned model
• Growing community provision football, rolling subs etc. Upshot) approach.
• Living costs are increasing and wages are • Opportunity to connect with target • Develop national partnerships to • Need to map new and existing
not matching this therefore the amount of audiences through events e.g. Women’s support local relationships with FE and partners and RAG based on influence
disposable income is decreasing. European Cup professional premier league, football potential.
• Need to communicate with our customers • Football needs to demonstrate the league and national league football
using digital communications impact/value to good citizenship and clubs
• Lifestyle attitudes pressures of work, other employability. Youth leadership and
sport opportunities volunteering is vitally important for
• Lack of understanding of our audience, what making this case.
do we know and what are we doing about it.
Technological • Movement from paper based to e-materials • New digital opportunities • Marketing and communications
• Software and technology needing modernising • Publications in a range of formats strategy for a digital age
• Time to manage IT systems • Marketing & communicating through • More responsive service capabilities
• Evolution of digital media/social media 16-25 different channels required
year olds • Need to create clear communication • More focus on technology
• Need to communicate with our customers strategies to engage our young people. availability
Whole Game System, Website, Upshot Need for a digital platform to engage • Wider use of video conferencing
young people.
• Need for direct engagement with
student players and volunteers
Legal • Administration burdens of new legislation • Need to focus on proactive education • Separating development from
• Increased litigation of appeals processes not just governance governance within business –
• Changes to college risk assessment processes • Better insight and intelligence conflicting responsibilities
• College affiliation issues gathering on membership • Tighter regulation
• Ensuring the process and benefits are
clearly articulated to ensure satisfaction
42 43You can also read
