THE FA'S STRATEGY FOR WOMEN'S AND GIRLS' FOOTBALL: 2017-2020
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THE FA’S STRATEGY FOR WOMEN’S AND GIRLS’ FOOTBALL: 2017-2020
The FA’s strategy for women’s and girls’ football: 2017-2020
• DOUBLE PARTICIPATION
• DOUBLE FANS
• CONSISTENT SUCCESS
ON THE WORLD STAGE
GOAL TARGET
Double participation Increase number of registered teams from 6,000 to 12,000
Double fans Increase attendances:
• International matches 11,000 to 22,000
• FA WSL average 1,047 to 2,020
Increase peak viewing - FA WSL 46,000 to 92,000
The FA’s Vision and Mission Consistent success Within top three countries across all age groups
on the world stage Potential to win 2023 FIFA World Cup
Vision:
Unite the game. Inspire the nation.
Mission:
Rebuild The FA as a world-class organisation Source FA strategic plan 2016
2 | The FA’s strategy for women’s and girls’ football: 2017-2020
‘Let’s set a new football benchmark’ ‘Time to realise our potential’
Women’s football is the biggest single I am proud that on the back of well- tomorrow’s generation of girls to take This is the time to build on all the great get schools, clubs, Further Education, with a clear pathway to the very top of
opportunity for us to grow our game. targeted investment and capacity- up the game, here and overseas. work done by the women’s football Higher Education, community the game and enables our best players
This strategy will ensure we grasp that building in recent years, women’s pioneers and move the game to the organisations and our County FAs to excel on a world stage, as well as
opportunity. By doubling the reach of football in England now stands In the meantime, whatever your role next level. to work together to drive change. have a parallel education programme
women’s football, from the grassroots to comparison with the world’s best. or remit in football, we’d love you on to support their wellbeing and ensure
the elite, we will transform an emerging But I am also determined that we can board as we seek to create a diverse, So much has been achieved at the We know that girls have many they also achieve in life.
sport, and we will embed it alongside achieve more than parity – I believe the sustainable and successful women’s grassroots and international levels motivations to play – fun, friendship,
men’s football in the heart and mind of time is right to take it to a higher level – game for today and the future. through the determination, courage fitness and family – and we need Our third place finish in the last
our nation’s favourite game. to set a new football benchmark. Doubling its reach, transforming and commitment of individuals but so to ensure the way we promote and FIFA World Cup was a remarkable
women’s football in England, setting much more can be done if we all work deliver our programmes embraces achievement but we are setting an
The global game of football had its This strategy sets out how we intend a new football benchmark, will not together as one team with one clear these differences. This increase in even more ambitious target for 2023.
genesis on these islands. The original to do that, and as we have done in the be easy. It is, though, an opportunity overarching plan. opportunities will only be possible if To achieve this we will be working
Laws of the Game were codified here. men’s game over the years, we also worth grasping. we grow the quality and quantity of tirelessly with the clubs in The FA
Since then, the infrastructure around want to play our role to the full on the We need to change perceptions and men and women from all backgrounds Women’s Super League to create a
the game in England has become the international stage, helping promote social barriers to participation, create who wish to coach and referee the vision for the women’s game that is
blueprint for many football governing the sport everywhere, as inclusive for a strong, inclusive and engaging brand girls and women’s game at community mutually-supportive and will be the
bodies, national and international. everyone. Where we can, we would love and raise the profile of the game for the level. But we also need to ensure that envy of the world.
For the vast majority of the last 150 to lend our experience to other countries serious player and the casual participant. women with the aspiration and desire
years, the focus has been almost just starting on this exciting journey. A Greg Clarke We want to welcome every girl and to work at the top of the game get the The time is right and the time is NOW!
exclusively on the men’s game. But rising global tide for the development of Chairman, The Football Association woman in to the game regardless of development, placements and support
times, societies and attitudes move on a global women’s game. ability, background or age. There has that will help them fulfil their potential.
and we have been too slow to react. never been a more important time for
Whilst competitor nations, like the USA One key way of fulfilling this pledge is football to play its part in supporting girls All of this work will be underpinned by
and Germany, led the way in investing to host a major international women’s and women to become physically active our commitment to supporting fun and
in and supporting women’s football, tournament in the next few years. We and to lead and administer the game. safe participation at every level. Baroness Sue Campbell
we watched on. But we are no longer are currently looking at the feasibility Finally, we want to build a world- Head of Women’s Football,
spectators to the global growth of the of doing just that as we have no doubt Our ambition is to double participation leading, high-performance system that The Football Association
women’s game. it would be a truly inspiring moment for by 2020 which will only be possible if we provides all talented young people
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Page Contents
08 The vision for the women’s and girls’ game
10 Our eight priorities
12 Priority
Build a sustainable and successful high-performance system
14 Priority
Build a world-class talent pipeline
16 Priority
Increase the number and diversity of women coaching, refereeing and administering
20 Priority
Develop participation opportunities and infrastructure
22 Priority
Change perceptions and social barriers to participation and following
24 Priority
Increase the profile of the England team and players
26 Priority
Signpost opportunities to participate, watch or follow
28 Priority
Improve commercial prospects in women’s football
30 Key partners in the women’s game
32 Bringing it all together
34 For more information
The vision for the women’s and girls’ game:
How the women’s game will demonstrate The FA’s values:
Whether competitively or Progressive: We believe it is time for
the women’s game in this country to
Inclusive: We believe football should
be fun, safe and accessible for every
Excellent: We will work together to
ensure all players have an excellent
recreationally, to be the no.1
realise its full potential. girl and woman, embracing our multi- experience. We will support those with
faceted society with its range of the aspiration to achieve their potential
Respectful: We want to build on the cultures, faiths and abilities. That’s to realise their dreams, represent their
success of the many people across the whether they wish to participate, country and compete successfully with
team sport of choice for every
country working hard for the women’s compete, coach, referee or play their the best in the world.
game. In doing so, we will harness their part on boards at club, county and
experience, listen to their views national levels, whether in a voluntary This strategy document sets out how
and provide solutions to drive the or paid capacity. we plan to exhibit these values through
girl and woman in England
game forward. the priority areas we have identified.
Determined: We believe that with the
right vision and strong determination
we can overcome all challenges.
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Our eight priorities The FA in numbers
2016 - 2017 season
89,029
TOTAL NUMBER
To create a World Cup-winning England Build a sustainable and successful Build a world-class talent pipeline OF PLAYERS
11.8M
senior team and double the player and
fan bases, eight priority areas of work
high-performance system
have been set: AFFILIATED
These priorities provide tangible focus
TEAMS TOTAL
for everyone working in the women and
girls’ football sector at The FA – and the
game’s wider football workforce. Increase the number and diversity Develop participation 6.46M 2.05M 2.44M 900,000 24,315 1,544 31,683
opportunities and infrastructure MEN WOMEN BOYS GIRLS
It means everyone knows their
of women coaching, refereeing and
individual work is part of a collective administering the sport at all levels
drive. Everyone’s contribution – no AFFILIATED AFFILIATED AFFILIATED
matter how small – really matters. MEN’S TEAMS WOMEN’S TEAMS BOYS’ TEAMS
Change perceptions and Enhance the profile of the England 48,017 3,504 25,917 2,066
social barriers to participation team and players DISABLED AFFILIATED DISABLED
and following TOTAL TOTAL
PLAYERS 22,165 YOUTH TEAMS
FEMALE TOTAL SOCCER
8.9M 2.9M AFFILIATED
CLUBS
AFFILIATED
GIRLS’ TEAMS
TEAMS
Signpost opportunities to Improve the commercial prospects
participate, watch or follow in women’s football WOMEN’S GAME
1,128 130,000 63,000 45,619 £238,650
1
PEAK
AVERAGE WSL1 TOOK PART PEAK AUDIENCE RECORD SSE WOMEN’S
ATTENDANCE IN THE
GIRLS’
AUDIENCE
FIGURES WSL
BBC WOMEN’S
FOOTBALL SHOW
ATTENDANCE:
ENGLAND v
259 FA CUP
PRIZE
785,000 ENTRIES TO
1
FOOTBALL LIVE GAMES GERMANY FUND
WEEKS ON BT SPORT SSE WOMEN’S
FA CUP
1 Source: AMS group - BARB viewing figures March 2016
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STRATEGIC PRIORITY
Build a sustainable To achieve this priority, we will:
and successful high- ‘The senior England • Appoint a Head of Performance, to: • Develop strong partnerships with
performance system women’s team was
• Build the entire system,
encompassing the FA WSL1
FA WSL1 and FA WSL2 clubs, by:
• Renewing FA WSL licences with
and FA WSL2. FAWSL clubs that meet the criteria
outstanding at the • Create a well-rounded ‘England
and supporting those who join
through promotion;
The elite level of the women’s game has developed rapidly over the last few years. 2015 FIFA Women’s experience’, by:
• Providing players in the England • Drawing up tailored partnership-
The FA Women’s Super League (The FA WSL) has been established. Full -time World Cup in Canada, senior team and all age-group
teams with world-class coaching,
funding agreements which ensure
effective management, improved
England coaches have been appointed at senior and youth levels. There is greater
broadcast coverage and central contracts have been introduced. The senior England finishing third.’ sports science and sports medicine
services, as well as individual
marketing and high-quality player
development. The agreements
women’s team was outstanding at the 2015 FIFA Women’s World Cup in Canada,
finishing third. lifestyle and wellbeing support. will also deliver centralised
professional development to
• Develop a ’winning edge’ at the
The challenge is to build on these foundations. We need to create a world-leading, support club personnel.
game’s elite level, by:
high-performance system for the women’s game with the player at the heart of it. • Establishing a high-performance
multi-sport technical group.
A new focus for existing resources and some additional funding will be required to
create the world-class system required to achieve our ambitions. • Review the competition pyramid
and define the role and purpose of
each level (from The FA WSL to the
County Leagues), by:
• Agreeing each level’s remit
and responsibilities in relation
to player development and/or
recreational participation.
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STRATEGIC PRIORITY
Build a world-class To achieve this priority, we will:
talent pipeline ‘England women’s • Ensure every talented player in
England has access to the talent
senior team is pathway, and the opportunity to
develop within it, by:
Right now, the England women’s senior team is occupying its highest-ranking to
date in world football: no.5.1 This is a great achievement but we want to build on occupying its highest- • Providing high-quality coaching
this and improve our ranking at every age group.
ranking to date in and performance support at every
pathway level;
This will require a seamless talent pathway to allow our diverse and talented
players to be developed and nurtured every step of the way. This talent pipeline world football: no.5.’ • Ensuring every player can
access a dual career pathway
will be supported by the best coaches, sports science and sports medicine. We
alongside football.
will also ensure that the highest standards of welfare and safeguarding are in
place for every player. • Establish a comprehensive
competition structure to support
Alongside our provision for the development of our talent we want to build a player development, by:
comprehensive education programme to ensure that no young person has to • Providing clear profiles for players
abandon their education to achieve their dream. This dual career of football and and coaches, whilst exploring
education/work will be key to the health of our game. talent transfer.
We want to develop the confidence of younger players to play at international level • Create 10 FA Women’s High-
and embed a playing style that is common to all sides. This means transition to the Performance Centres to support
next age group – and ultimately to the senior side – holds no surprises. Players can player and coach development, by:
slot into a winning formula that runs throughout our international teams. • Inviting universities to apply for
selection as one of these Centres;
• Ensuring a nationwide spread
that captures players from
all communities;
• Providing ongoing
quality assurance.
1 Source: FIFA December 2016
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STRATEGIC PRIORITY
Increase the number and To achieve this priority, we will:
diversity of women coaching, ‘We must encourage • Develop our coach development • Develop our refereeing structure, by:
refereeing and administering and support more
structure, by:
• Appointing a Head of Women’s
• Appointing a Women’s Refereeing
Manager. They will develop a
the sport at all levels Coach Development to lead supportive pathway to recruit,
women from all the recruitment, retention and train, deploy and mentor more
deployment of more women women and men to referee at
backgrounds’ coaches across all levels of every level of the women’s game;
the game; • Providing a comprehensive
Effective leadership is imperative to deliver meaningful strategic change. • Appointing 10 Coach Development education and training
Officers based in The FA Women’s programme for all referees (male
We must encourage and support more women from all backgrounds, to enter High-Performance Centres to and female) to ensure that the
coaching, refereeing and wider leadership roles within the game. Coaching and work in collaboration with the officiating of the women’s game is
refereeing in the women’s game should be a prized and rewarding experience for County FAs, FA WSL clubs, FA of the highest standard.
men and women. Charter Standard clubs, colleges • Encourage more women to
and schools. The aim is to recruit, administer or serve as board
The governance of the game at every level will benefit considerably from the train and mentor more women and
inclusion of more women on boards. Over the past 15 years business research has members, by:
men to work in grassroots girls and
consistently demonstrated that competent diverse boards create better, more • Harnessing The FA’s ‘State of Play’
women’s programmes;
successful businesses1. equality monitoring tool to:
• Developing a foundation
• Identify strategic actions,
qualification for ‘football activators’
(e.g. the creation of leadership
to encourage more people to lead
programmes) to ensure board
and volunteer in grassroots girls’
members are effective and
and women’s football.
board-ready;
• Identify diverse talented
women, who can add competence
and different perspectives at
board level.
1 Women Matter: Gender Diversity, A Corporate Performance Driver, P.3, McKinsey & Co. 2007
And: http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters
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STRATEGIC PRIORITY
Develop participation To achieve this priority, we will:
opportunities ‘To increase the • Develop localised women’s football • Launch an introductory programme increase of girls transitioning from
and infrastructure take-up of the
strategies, by:
• Requesting a localised CFA-
developed inclusive workforce plan
for voluntary organisations and
create start-up clubs in areas of
deprivation, by:
school into community provision;
• Launching a new curriculum-
based football programme to be
game by girls and to support more girls and women
to volunteer, coach, referee and
• Introducing a fun , entry-level embedded in PE lessons – focused
programme of resources,
Over the years, The FA has developed many participation-based initiatives and
programmes in schools, colleges, universities and the community.
women, we need administer women’s football; equipment and training for
on the importance of teamwork
and character development;
voluntary organisations to
one coherent • Creating a club toolkit for all clubs
and other providers to ensure a safe, motivate and inspire girls to play • Introducing a ‘Football Youth
To increase the take-up of the game by girls and women, we need one coherent Sport Award’ for secondary-school
strategy that maximises the impact of all this work. The central aim must be to strategy that girl/women-friendly environment. football for the first time;
• Creating an incentive-fund to
pupils. The Award will encourage
ensure every young girl has the opportunity to experience our great game. • Providing appropriate training and participation, leadership
maximises the support for people working with encourage the development of development and community
Some will need a sign-posted pathway from their first taste of the game through to sustainable new clubs in targeted volunteering.
the highest competitive level. Others will prefer a more recreational opportunity to impact of all female players.
areas of deprivation. These clubs
this work.’
play with friends, have fun or simply keep fit. are to attract new participants into
• Create a national network of • Invest in Further and Higher
the game working, in partnership
programmes for girls to take up Education, by:
This can only be achieved through programmes based on individual player needs with community groups;
and continue to play football, by: • Supporting Further and Higher
and motivations. It requires linked opportunities in education and the community • Launching a ‘football activator’
• Working with the CFAs to identify Education ‘football activators’ to
for as wide a range of participants as possible. qualification for leaders to support
partner organisations equipped to provide innovative strategies to
develop customised, local, safe and them in the organisation, planning reach a more diverse audience and
girl-friendly football programmes and delivery of inclusive football encourage greater participation in
for primary-school age girls; sessions for novice players; different football formats;
• Establishing clear criteria around • Developing more female student
the operation and leadership • Create new programmes for leaders, apprentices, coaches and
of these activities – focused on primary and secondary schools, by: referees to work in student sport
friends, fun, fitness and family; • Developing playground-fun and in the wider community;
activity resources for primary • Develop a research programme
• Ensuring clear exit routes into
schools to complement the across The FA Women’s High-
‘girl-friendly’ clubs for a) those
Premier League ‘Primary Stars’ Performance Centres to inform and
who wish to play more competitive
curriculum initiative; investigate innovative solutions to
football and b) suitable recreational
opportunities for those who • Introducing a schools based the challenges we face.
want to play for fun, fitness and programme to support the
friendship.
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girls’ footballSTRATEGIC PRIORITY
Change perceptions To achieve this priority, we will:
and social barriers to ‘We need to • Create an engaging brand • Use influencers and advocates
participation and following continue to
proposition and narrative to attract
young girls to football, by:
• Using research and insights to
to change perceptions, by:
• Building a diverse team of
girls’ football advocates
challenge develop and create distinct brands and influencers;
for girls’ and women’s specific
Stereotypes are hard to break. Particularly ones embedded over generations. perceptions. programmes;
• Developing inclusive content
to challenge perceptions;
That’s why it’s taken a long time for women’s football to gain the acceptance level We’ll do this by • Supporting the girls’ participation
programmes with appropriate
• Accessing mainstream
it currently enjoys. But there is so much more to do. celebrities through new
presenting the marketing collateral for
communication to girls, their
commercial partnerships;
If we are to achieve our aims to get more women and girls playing the game –
and more people watching it – we need to continue to challenge perceptions. reality of women’s parents, carers and teachers from
all backgrounds;
• Using social media to develop
messaging to reach younger
We’ll do this by presenting the reality of women’s and girls’ football.
and girls’ football.’ • Raising the profile of the Lionesses
audiences.
It’s fun, it’s easy to play, it keeps you fit – and is a great way of making new friends, and FAWSL players to create
as well as learning teamwork and communications skills. diverse role models who inspire girls • Make the women’s game
to play football. affordable and accessible for
We also need to highlight the personal stories of our elite players – and use the families, by:
power of influencers via social media to talk to girls in ways that make sense. • Promoting The FAWSL as the
• Co-ordinate messaging and
promotions across existing and affordable/accessible entry point
But it’s not just girls to whom we need to appeal. Crucially, it’s their parents, carers for families into football:
new partners and stakeholders, by:
and teachers, many of whom may still operate by the stereotypes we need to dispel.
To effect this cultural change, we are employing a dedicated Head of Marketing and • Encouraging all stakeholders • Building the SSE Women’s FA
Commercial (women’s football), with support from around the organisation. to consider looking at football Cup and particularly the Final as
‘through a women’s lens; the ultimate event ticket in the
women’s domestic calendar;
• Working with commercial partners
to amplify the narrative of women’s • Positioning women’s matches as
and girls’ football across the variety friendly and sociable with good
of audiences and channels; player accessibility.
• Securing new and innovative
commercial partnerships for
women’s and girls’ football.
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girls’ footballSTRATEGIC PRIORITY
Increase profile of the To achieve this priority, we will:
England team and players ‘Players at elite • Build the Lioness brand into one of • Engage and encourage commercial
the iconic national team brands, by: partners and broadcasters to
level are uniquely • Creating an integrated marketing,
digital and communications plan
activate the women’s game, by:
• Developing assets for commercial
The history of sport – any sport – shows that players at the elite level are uniquely
positioned to positively influence the game at every level below them. positioned to be to build profile and awareness; partners to utilise;
They can be inspirational role models – and become spokespeople for the sport inspirational role • Developing a distinctive
‘Lionesses’ brand identity;
• Ensuring all new commercial
partnerships include marketing
they love. Just look at how other sports have developed female participation
and a following by ensuring those at the top are diverse, accessible, friendly and models’ • Producing toolkits and assets to
value in kind;
support the Lionesses’ narrative. • Working with key rights holding
inspirational. And crucially, how they’ve remained engaged with the grassroots
broadcasters to raise profile of
levels of their sport.
Lionesses.
• Improve engagement with elite
In the case of the women’s game in this country, the apex of the sport is the senior • Ensure we tap into the experience
players and build relationships, by:
England team – the Lionesses. and profile of former England
• Improving elite player support and
players, by:
liaison through a dedicated Player
We want to build the Lioness brand into one of the iconic national team brands. • Creating an England ‘legends
Partnerships Manager;
programme’, with defined benefits
We must, therefore, ensure the Lionesses are connected to their fans and grass • Supporting the lifestyle-training for former international players;
roots players – and not separated from the game. We must also seek relevant and programme, specifically in the
• Encouraging former players
active commercial partnerships, that can help transmit key positive messages growing areas of social and
to become ambassadors and
around the women’s game. digital media;
spokespeople for the game.
• Proactively communicating
in the critical pre- and post-
event periods.
• Develop an engaging and
interactive Lionesses’ Supporters
Programme, by:
• Creating a dedicated membership
club with content, behind-the-
scenes access and exclusive
experiences and competitions.
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Signpost opportunities to To achieve this priority, we will:
participate, watch or follow ‘Once we’ve • Develop a clear season long • Create exciting, affordable,
narrative for the women’s game, by: accessible, quality, family-friendly
engaged • Re-launching the FA WSL season
in autumn 2017 in order to have
football experiences, by:
• Working alongside commercial
Getting to a desired destination needs accurate and relevant signposting. If we are
to fulfil the ambitions of the women’s and girls’ game in England, we have to make participants a strong regular schedule and partners to improve the match
accompanying competition day experience with a range of
it clear how to take the first steps into the game, how to take up a role in football –
and how and where to watch women’s football in action. and fans, we narrative different activities for different
age groups;
This will require a lot of collaborative working – particularly with partners –
need to deliver • Ensuring regular listings to
promote all fixtures at national, • Developing and extending the
commercial and non-commercial – who share our aspirations. top-quality regional and local levels; existing FA WSL Sister Club
programme into more clubs
But there’s another important point about signposting. The destination has got
to be worth the effort. So once we’ve engaged participants and fans, we need to
experiences • Maximising use of social and
digital media on relevant and schools;
deliver top-quality experiences that encourage repeat visits – whether that’s to that encourage channels to reach the
appropriate audiences.
• Exploring new and innovative
event formats that drive new
weekly training sessions or to watch matches.
repeat visits’ and more diverse audiences to
the game;
We must also ensure that we provide defined upward routes for those already in • Deliver relevant content at relevant
the game who want to progress. For example, to take the next level coaching or times on relevant platforms for • Reviewing the potential to bid to
refereeing qualification. target audiences, by: host major international events.
• Reviewing all women’s social
and digital channels, and live-
streaming games and content that
are not on traditional broadcast
media, providing a dedicated
content series and production;
• Developing new lifestyle and
short-form content specifically
around the Lionesses and FA WSL
clubs and players.
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Improve the commercial To achieve this priority, we will:
prospects in women’s football ‘The women • Create a dedicated women’s
commercial programme, with
and girls’ game separation of men’s and women’s
international rights, by:
Every successful enterprise needs a steady income flow – to maintain ‘business as
usual’ and crucially, to grow.
in this country • Creating a distinct and separate
brand identity for the Lionesses;
The women and girls’ game in this country is no different. Financial fuel is key to
is no different. • Re-engineering the current usage
driving the game forward. Financial fuel is of rights by partners with a view to
create new assets and opportunities;
To achieve this, we will create separate commercial programmes for the men’s and key to driving the • Evaluating the commercial
women’s national teams, even though some sponsors may operate accross both.
game forwards structure of FA WSL assets to
support clubs and deliver more
Our partnerships with sponsors to girls’ and women’s football will include specific
marketing support on both sides to achieve our goals. and sustaining it.’ value to new and existing partners.
We will develop concepts and programmes to show women’s football as exciting, • Create innovative broadcast and
skilful and unpredictable – all the attractions which have made the men’s game the event propositions, by:
world’s dominant team sport. • Working with all broadcasters
to introduce new and innovative
formats using social media
influencers and short-form
content to reach younger
audiences and deliver commercial
value for sponsors;
• Working with clubs to provide
regular and consistent fixtures for
the domestic competitions;
• Reviewing the format and timings
of competitions and events to
maximise commercial opportunities.
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girls’ footballKey partners to the women’s and girls’ game We would like to thank all the partners to Commercial partners Broadcast partners Non-commercial partners the women’s and girls’ game. Their input is vital to grow and sustain the game. Such organisations include ‘internal’ partners to the game such as all the clubs and Community Trusts in the game’s current structure – as well as the pivotal role played by County FAs. ‘External’ non-commercial partners include educational bodies at primary, secondary and tertiary levels – and of course, the various government departments and agencies, whose remit the girls’ and women’s game can help fulfil. 30 | The FA’s strategy for women’s and girls’ football: 2017-2020 The FA’s strategy for women’s and girls’ football: 2017-2020 | 31
Bringing it all together
A one-stop look at the priorities and key activities that will create a
World Cup-winning England Senior team and double the player and fan base.
Strategic priorities To achieve each of the priorities, we will:
Build a sustainable Appoint a Head of Performance Create a well-rounded Develop a ‘winning edge’ at the Review the competition pyramid Develop strong partnerships with
and successful high- ‘England experience’ game’s elite level and define the role and purpose FA WSL 1 & 2 clubs
performance system of each level
Build a world-class Ensure every talented player in England Establish a comprehensive Create 10 FA Women’s High-
talent pipeline has access to the talent pathway, and the competition structure to support Performance Centres to support
opportunity to develop within it player development player and coach development
Increase the number Develop our coach development structure Develop our refereeing structure Encourage more women from
and diversity of women all backgrounds to administer or
coaching, refereeing and serve as board members
administering the sport
at all levels
Develop participation Develop localised inclusive women’s Create a national network of Launch an introductory Create new programmes for Invest in Further and
opportunities and football strategies programmes for girls to take up programme for voluntary primary and secondary schools Higher Education
infrastructure and continue to play football organisations and create start-up
clubs in areas of deprivation
Change perceptions Create an engaging brand proposition Co-ordinate messaging and Use diverse influencers and Make the women’s game
and social barriers to and narrative to attract diverse young promotions across partners advocates to change perceptions affordable and accessible
participation and following girls to football and stakeholders for families
Increase profile of the Build the Lioness brand into one of the Improve engagement with elite Engage and encourage Develop an engaging and Ensure we tap into the
England team and players iconic national team brands players and build relationships commercial partners and interactive Lionesses’ experience and profile of
broadcasters to activate the Supporters Programme England players
women’s game
Signpost opportunities to Develop a clear season-long narrative for Deliver relevant content at Create exciting, affordable,
participate, watch or follow the women’s game relevant times on relevant accessible, quality, family-
platforms for target audiences friendly football experiences
Improve the commercial Create a dedicated womens’ commercial Create innovative broadcast and
prospects in women’s programme, with separation of men’s event propositions
football and women’s international rights
32 | The FA’s strategy for women’s and girls’ football: 2017-2020 The FA’s strategy for women’s and girls’ football: 2017-2020 | 33For more information
If you or your organisation wants to know more about how to get involved in the
women’s and girls’ game in this country, please contact your local County FA
Lead Officer for women’s and girls’ football.
A list of the Officers can be found at:
http://www.TheFA.com/womens-girls-football/get-involved/development-officers
If you need to contact someone at The FA then please email:
womens.football@TheFA.com The person most relevant to your enquiry will then respond.
UNFOLD
THE FUTUREThe Football Association Wembley Stadium London HA9 0WS T: +44 (0)800 169 1863 F: +44 (0)800 169 1864 W: TheFA.com REF. 12025
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