STRATEGIC PLAN 2017-2021 - Football South
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STRATEGIC PLAN 2017-2021
WHAT WE’VE ACHIEVED
WINTER FOOTBALL PLAYERS FUTSAL PLAYERS
TOTAL NUMBER
TOTAL OF PLAYERS
3862
8903
MALE PLAYERS
FEMALE PLAYERS
TOTAL
2669
TOTAL
2372 APPROX
3101
1810 6447
1815 PLAYERS
761 859 557
OTAGO ADULT 98
YOUTH 232
TEAMS JUNIOR 567
897 TOTAL
JUNIOR YOUTH SENIOR
SOUTH ADULT 10
YOUTH 4
CANTERBURY JUNIOR 8
TEAMS 22 TOTAL
80%
GROWTH
CENTRAL
TEAMS
JUNIOR &
YOUTH 40
40 TOTAL
SINCE 2011 SOUTHLAND GIRLS 10
TEAMS 10 TOTAL
Success is no accident. It is hard work,
5.84% OF POPULATION. perseverance, learning, studying, sacrifice
and most of all, love of what you are doing
3RD HIGHEST OUT OF 7 FEDERATIONS -PELE
MESSAGE
FROM THE
CEO & BOARD
SETTING THE SCENE STRATEGIC OVERVIEW
New Zealand Football recently released the revised Strategy for To deliver success we have broken this vision down into 6 pillars or
Football in New Zealand – with the vision of more New Zealanders ‘focus areas’…Capability, Competitions & Grass Roots, Pathways,
playing and loving Football, and our elite teams winning at global Women’s Football, Futsal, and Sustainability.
pinnacle events. Many clubs and delegates have been engaged on
Each of these has measurable Strategic Outcomes for along with
this directly and if you’d like to check it out just go to our website.
the Strategic Priorities that will deliver this success. It is not realistic
New Zealand Football are aware that each Federation has unique to do everything at once, so we’ll be phasing some of these priorities
opportunities and challenges, and as such it’s our role to design in over time.
and implement the ‘flavour’ of this strategy that will work for us in
Whilst there is a top-level Strategy for the Federation, we’re also
our Federation. We’ve been listening to our clubs, delegates and
aware that each club and district needs to be enabled and have
members via surveys, meetings and informal contacts to understand
ownership of the plan and adjust it for their own opportunities
what success looks like to you.
and challenges. The staff at Football South will work with the local
This document represents our strategy which we aim to be active clubs, delegates and members of each region to drive these plans
from 1 January 2017. Initially the strategy will cover a 4-year period, which contribute to the success of the Football South Strategy and
with 2020 being a trigger point for us to formally revisit and update ultimately the Strategy for Football in New Zealand.
the plan.
This is your chance to design what success looks like, and we look
You’ll see in this document that we’ve achieved great things to forward to engaging with you on this Strategy.
date. This is down to all the hard work and passion that members
of the Football South community have devoted over many years.
We’d now like to take football in our Federation to the next level. For
all of us, this strategy represents a major milestone where we have
defined what this looks like and the journey we’ll take to get there.
Our vision for Football South reflects the first half of the national
strategy, with More people playing and loving football. For the
second part of our vision, the feedback we received in our Federation
highlighted that Everyone reaches their potential better reflects
what success looks like to us.
Ultimately, we want to deliver amazing football experiences and help
everyone to reach their potential.
VISION
• MORE PEOPLE PLAYING & LOVING FOOTBALL
• EVERYONE REACHES THEIR POTENTIAL.
BY FOCUSING ON 6 STRATEGIC AREAS . . .
1 COMPETITIONS
& GRASS ROOTS
Providing amazing experiences through competitions and grassroots
4 WOMEN'S FOOTBALL
Whilst we've experienced good growth in females involved in Football,
programmes is the reason we're all here. Whilst, in general, we believe there is much more scope to increase participation through
experiences are good, we want to continue to raise the bar by great experiences and opportunities for Women in Football. Women's
providing better opportunities for all to get involved with football Football is a major focus for Football throughout New Zealand,
and deliver experiences at a consistently high standard throughout particularly for Sport New Zealand, and for the New Zealand National
the Federation. Team. By increasing the volume and quality of football programmes,
building club, coach and referee capability in the female space, and
creating regional and club coordinators we aim to significantly enhance
2 CAPABILITY
opportunities for female players.
We believe that the most important thing is to create amazing
experiences in Football. With this focus on quality, we predict that
Football will become even more enjoyable and therefore continue
5 FUTSAL
In an environment where players are increasingly looking for more fun
'ad-hoc' and low-commitment opportunities to play sport, Futsal is a
to grow. At the very core of achieving this are the incredible Clubs, perfect match. As a Federation, Futsal is a huge part of our identity
Facilities, and, most importantly, Volunteers such as Coaches, with over 30% of New Zealand's players based in Football South. It's
Referees and Administrators. Not only do we want to ensure a great tool to develop core skills, help players fall in love with the
being a volunteer is rewarding and great fun, by providing high quality game, keep fit and develop coaches and referees. We have excellent
opportunities, plans and support we can help everyone reach their participation and our Futsal talent consistently achieves success.
potential and further enhance our collective capability to deliver We want to continue this trend by not only enhancing the activity
amazing experiences throughout Football. already in place, but extending its success throughout the Federation
to make Futsal the region's top small sided game.
3TALENT PATHWAYS
For everyone to be able to reach their potential, our Talent
6 SUSTAINABILITY
We want to ensure that not only can this Strategy be successful, but
the entire Football ecosystem is sustainable for decades to come.
Pathways are incredibly important. This means not only providing
the best development opportunities, but also providing a stage for This means adapting to the changing environment we operate in and
their skills to be honed and displayed throughout New Zealand and developing plans that take into account the future, but leave it in our
beyond. Remember, talent pathways are not only for players but hands to imagine and create. We want Football to be a sport that the
also for coaches, referees and volunteers throughout the Football community, players, coaches, referees,, sponsors and funders get
ecosystem. great enjoyment from being involved in.
STRATEGY
• MORE PEOPLE PLAYING & LOVING F
STRATEGIC OUTCOMES
1
• Increase Winter Football participation by 1000 players
• A player satisfaction rating higher than 80% across all competitions
• Player retention improves by 10%
STRATEGIC PRIORITIES
• Full assessment of WOFP implementation resulting in a strategy to ensure Federation-wide quality implementation
• Implement the Youth Framework successfully Federation-wide
• Align competition regulations to national standards
• Listening to our community and developing a plan to further enhance the experiences across the board
COMPETITIONS • Integrate more programmes into clubs and schools and develop club – school links
• Generate more excitement and publicity around Football, particularly with our pinnacle competitions
& GRASS ROOTS • Ensure that programme resources are frequently updated, widely circulated and easily accessible
• Understanding where players ‘fall out’ and develop a strategies to reduce this
STRATEGIC OUTCOMES
• All coaches have an ‘Intro’ qualification, with 48 active coaches at Level 2 or higher
• Increase Winter referees from 128 to 200
• More than 10 Referee assessors in the Federation
2
• 50% of all clubs have QCM
• Develop 10 community based coach educators
• All clubs involved in pinnacle competitions holding a national C license, and clubs involved in the NYDL holding a
Youth Club license
• 3 additional lit pitches, 2 more all weather turfs, and 2 additional futsal facilities
STRATEGIC PRIORITIES
• Developing dedicated strategies for coach education, facilities and referees
• Use club licensing as a driver for club capability
• Implementing a Club Support Model that sees Football South co-develop, support and deliver on
the club strategic plans
Capability • Implementing solid tracking of volunteers, their qualifications and their aspirations
• Ensuring our Coach & Referee education programmes are accessible, engaging and supported
this through collaborations with education institutions
• Provide more informal opportunities for volunteer education, support and mentoring
• Each Club has a Club Based Referee coordinator and a Technical coordinator
STRATEGIC OUTCOMES
• 20 Football South players involved in NTC by 2021
• 7 Football South origin players have represented New Zealand by 2021
3
• 40 Football South origin players active in the National League or higher
STRATEGIC PRIORITIES
• Grow the quality and number of easily accessible talent programmes resulting in increased participation and
development
• Implement the Youth Development League
• Enhance FTC by developing it into an Academy that not only includes players, but also referees and coaches
• Increase opportunities for competitive events linked with high quality continual training and ID
• Implement value-adding collaborations with Schools and Tertiary Education institutes
pathways • Developing Southern United as our aspirational pathway for Youth, Senior Men and Women, and Futsal
• Implementing additional pathway opportunities, including through to NZ national teams and other
quality opportunities
Y 2017-21
What success looks like
in our Federation and
how we get there.
FOOTBALL • EVERYONE REACHES THEIR POTENTIAL.
STRATEGIC OUTCOMES
• 600 more females playing Winter Football
• Every club has a girls and women’s coordinator
4
• 50 active female coaches, 25 at Level 1 and 10 at Level 2 or higher
• Every region of Football South has a designated Women’s development champion to support the clubs
• 20 active female referees across the Federation
• 20 active Champion Women’s Coaches
• Increase player retention by 15%
STRATEGIC PRIORITIES
• Develop a strategy to implement the WOFP fully into the Women’s space
• Consult with our players and community to grow the quality and volume of easily accessible girls and women’s programmes,
clubs and competitions resulting in increased participation and quality of experience
WOMENS • Develop specific programmes to increase the number of female Referees and Coaches
• Use Futsal as a tool for getting more females involved in the game
FOOTBALL • Create links and collaborations between schools, coaches, and clubs
• Change the culture and raise the profile around Women’s Football
• Implement the female mentoring programme
STRATEGIC OUTCOMES
• Increase Futsal participation from 950 teams to 1200
5
• 80 Futsal coaches with a level 1 qualification, 20 with Level 2
• Go from 74 to 200 Futsal Referees with 50% Level 2 or higher
STRATEGIC PRIORITIES
• Developing Junior, Youth and Senior futsal competitions throughout the Federation, eventually resulting in intra-regional
competitions and events
• Grow the quality and number of easily accessible Futsal talent programmes resulting in increased participation and
development
• Develop a strategy to increase the number of qualified referees and coaches and where desired, help them transition
into Winter Football
FUTSAL • Develop Futsal links between Clubs and Schools
• Launch other social football opportunities (e.g. Beach Football, Summer 7’s)
• Continue and expand the NCEA programme
STRATEGIC OUTCOMES
• The Football ecosystem is financially sustainable, affordable and accessible
• Football South has $500k of cash reserves
• Financial assistance fund in place for the community
• Monthly club communication and quarterly member communications are delivered
6
STRATEGIC PRIORITIES
• Clubs become the hub by delivering programmes and services
• Run like clockwork: Develop a framework for effective planning and delivery across the entire business which improves quality,
efficiency, accountability and provides insights and metrics so we can communicate this impact to members and stakeholders
• Understanding the latest sporting trends and develop plans for our programmes and clubs to ensure we don’t get left behind
• Football is positioned as a sport that the community, sponsors, government, funders and businesses want to be involved in
• Develop a plan for a financially and workforce sustainable model for delivering this strategy in the Federation
• Develop a technology plan that ensures we can measure, report and communicate effectively, and that technology is an
SusTAINABILITY essential enabler and not a burden
• Provide more detail and transparency to members around the flow and use of finances
• In conjunction with New Zealand Football, conduct the Affiliation Review project to ensure that the game is sustainable and
accessible moving forward
• In conjunction with the national Affiliation Fee review, ensure that the affiliation and competitions fees are sustainable in our
Federation and in line with National levelsVALUES
CREATE AMAZING EXPERIENCES CHAMPIONS OF EXCEPTIONAL
AND LASTING MEMORIES CULTURE THROUGHOUT THE GAME
There is something magical and unique about the Kiwi way….
Whilst facts and figures fade from our mind with time, the
defiance in the face of challenges, a can-do attitude and an
memories of how we felt at a particular moment stays with
eternal optimism – all whilst being able to have a laugh. We see
us for life. We believe, core to everything we do is to create
this culture throughout Football every day and we’re making it
amazing football experiences. This is what we’ll continually
our mission to spread this attitude. We’ll champion a culture
strive and aspire towards. Whether it’s a friendly game with
that productively solves problems, does the right things in the
your mates, a kids’ holiday programme, community coaching
right way, demonstrates respect for each other, and keeps
in schools, or player elite development – our aim is to have fun
rivalries alive on the pitch and encourages collaboration off it.
and feed your love for the game.
The Football community’s collective power and desire to see
our game succeed is our biggest asset, and we can only truly
find success if we’re on the same page and working together
towards common goals.
FEDERATION-WIDE
Having the largest geographical Federation with the smallest
population is both a challenge and an opportunity. Our aims A PASSIONATE AND PROACTIVE TEAM
are to always think Federation-wide, whether it’s a city of
100,000 or a town of 1,000 – we will strive to make available, At Football South we aspire to be a passionate and unified
and for the needs of your community to be met. We must team who the Football community can rely on to be proactive
use the nature of our Federation to our benefit and find and deliver on the needs of the Federation. We’ll be as open
ways of bringing everyone together, working smart, fostering and transparent as possible, celebrate success publicly, and
collaboration, and creating opportunities and experiences of learn from our mistakes. We’re proud of what we do and will
which we can all be a part. work as one team for the greater good of Football.footballsouth.co.nz
CONTACT:
CHRIS WRIGHT MATTHEW HOLDRIDGE
CEO Football South Chairman
E: ceo@footballsouth.co.nz E: matthew.holdridge@alliedpress.co.nz
or M: 021 100 6841 or M: 0275 349 986You can also read
