National Premier Leagues Strategy Development Project (NPL Strategy)

Transcription

1 National Premier Leagues Strategy Development Project (NPL Strategy) Football West People Places Planet Pty Ltd Wembley WA 6014 PO Box 944 Subiaco WA 6904 Australia 10/62 Moondine, Drive ACN Telephone

2 People Places Planet acknowledges the time and contribution made by all people who attended the various workshops and meetings held as part of this project. And in particular we would like to thank the contribution made by the Board Sub-Committee members, the Project Reference Group members and staff from Football West. People Places Planet Pty Ltd This document is the property of People Places Planet Pty Ltd ("People Places Planet"). This document and the information contained in it are solely for the use of the authorised recipient and this document may not be used, copied or reproduced in whole or part for any purpose other than that for which it was supplied by People Places Planet. People Places Planet makes no representation, undertakes no duty and accepts no responsibility to any third party who may use or rely upon this document or the information contained in it. Drafted by: Alan Beattie and Greg McLennan Approved by: Alan Beattie Signed:... Date: 11 July

3 Contents Page Number Executive Summary 8 Key Findings 12 Recommendations Introduction Project Terms of Reference Review Approach / Process Desktop Review Survey Consultations Data Limitations Background General Assessment/Comments Is the NPL working? Strategic Plan Recommendations Development vs Performance The Need to Work Better Together Players vs Clubs (and vice versa) Development Pathway and Regional Areas Recommendations Key Areas Licensing Key Findings Options Recommendations Eligibility Criteria 37 5

4 4.2.1 Key Findings Options Recommendations Number of NPL Senior Clubs Key Findings Options Recommendations Options Recommendations Number of NPL Junior Clubs Key Findings Options Recommendations Promotion and Relegation Key Findings Options Recommendations Women s / Female NPL Key Findings Options Recommendations Salary Cap, Player Payments & Points System Key Findings Options Recommendations Fees and Transparency Key Findings Options Recommendations Other Areas within Scope Game Day Experience Key Findings Options Recommendations Administrative Demands (Football West and FFA) Key Findings Sustainability Key Findings Player Mobility Key Findings 58 6

5 5.4.2 Recommendations Coaching Qualifications Key Findings Recommendations Governance Requirements Key Findings Options Recommendations Feedback and Implementation Recommendations 61 Appendices Appendix A Project Terms of Reference Appendix B NPLWA Survey, Feedback Summary 7

6 Executive Summary The National Premier Leagues (NPL) is the national second tier competition in Australia that underpins the Hyundai A-League. Every member federation with the exception of Football Northern Territory has introduced an NPL competition. The NPL in Western Australia commenced in 2014 and is managed by Football West. The NPL is a direct outcome of the National Competition Review (NCR) announced by Football Federation Australia (FFA) in May 2012 which aimed to: Address key gaps in the elite player pathway Ensure the sustainability of league competitions nationally Improve the quality of youth development by clubs of all levels. The first NPLWA was run in 2014 and consisted of a premier top-tier competition and other competitions at the U20, U18, U16, U15, U14, U13 and U12 levels. This basic structure has not changed. According to FFA s NPL Women s Strategic Plan, NPL competitions for women should commence by In 2014 and 2015, the JNPL had a total of 12 teams, as did the SNPL. These were: Armadale Balcatta Bayswater City Cockburn City ECU Joondalup Floreat Athena Inglewood United Perth Glory Perth SC Sorrento Stirling Lions Subiaco 2016 saw the inclusion of eight teams which only compete at the U16 level and below. This was done to provide more development opportunities for players outside of the SNPL structure. The new teams included in this change were: Ellenbrook United Melville City Fremantle City Quinns Joondalup City Rockingham City Mandurah City South West Phoenix In 2017, Joondalup United and Mandurah City were promoted to the Senior NPLWA, which was expanded to 14 clubs. Joondalup United also joined the Junior NPL, expanding that competition to 21 clubs. The Project Terms of Reference was developed by Football West. Its stated purpose being The National Premier Leagues Strategy Development Project (NPL Strategy) is designed to establish the framework for the National Premier Leagues WA for the next 5 years. The key focus areas for the project being: Design o o o Number of NPL clubs Licensing and eligibility criteria Promotion and relegation 8

7 o o Women s NPL (implementation, age groups) Junior NPL (tiering, pathways) Game day experience Administrative demands (Football West and FFA) Sustainability Player Mobility Coaching Qualifications Governance requirements People Places Planet was appointed by Football West to undertake the Project on 13 February With the project report due June The Project consisted of several key processes: Desktop review of existing quantitative data Development and delivery of a survey to Football West members and the broader community Facilitation of consultation workshops As 2017 is only the fourth year for the NPL in Western Australia it is too early to tell if the goal to improve standards across the board is succeeding and is it resulting in better players, which in turn results in improved performance by Australia at the international level. It will take a minimum of five (5) years, more likely 7-10 years before this assessment can be made. It is apparent though, particularly at the junior level, that the introduction of the NPL has resulted in increased interest at the elite level, with both parents and children/youth now seeing a clearer pathway to becoming an elite or professional footballer. Overall there is evidence that would indicate that football as a whole has benefitted from the introduction of the NPL. The report identified a number of key findings related to the key focus areas, in summary these being: Licensing There was little to no consensus with regard to if a licensing arrangement should be adopted in W.A. and similarly with regard to if a licensing arrangement would benefit the NPL. Eligibility Criteria There is a need for the eligibility criteria to be as clear as possible, communicated well to and understood and accepted by all stakeholders in particular the NPL and State League 9

8 clubs. In addition should the recommendation to fully de-couple the Senior and Junior NPL be adopted a separate eligibility criteria is required for Senior and Junior NPL clubs. Number of NPL Senior Clubs There was general consensus to move to 12 teams for NPL, State League 1 and 2 in Number of NPL Junior Clubs There was general consensus that the expansion from 12 to 21 clubs has occurred too quickly resulting in a significant number of games where one team is considerably stronger than the other and this in turn resulting in games with significant score differentials. There was also general consensus that expansion was required in order to cater for areas that were not catered for (geographically) with only 12 teams. Promotion and Relegation There was strong support for promotion and relegation at the Senior level both for NPL and State League 1 and 2. This was not the case in Junior NPL as there were differing views. However given the focus on development at the Junior level promotion and relegation was seen as factor that could negatively impact the focus on skill development. Women s / Female Football There has been a far greater focus on men s rather than women s football in W.A.. There is a need to develop a Female Football Strategy, as part of the Football West Strategic Plan. This should include an examination regarding the establishment of a Women s NPL in W.A. Salary Cap, Player Payments and Player Points System NPL Senior clubs reported that their greatest expense was player payments. There was a general view that the salary cap is not being adhered and measures should be put in place to better monitor this. With regard to the Player Points System this is supported with varying views with regard to if the current 200 points allocation should be decreased so at to greater promote the development of local players. Fees and Transparency The introduction of the NPL has seen a significant increase in fees, particularly with NPL Junior clubs. The need for greater transparency regarding where fees are spent was very apparent and needs to be built into the eligibility criteria for all NPL Senior and Junior clubs. Game Day experience Similar to other team-based sports, in recent years there has been a significant decline in attendance. A marketing and communications plan that in part looks at the game day experience is required. As is the development of a Facilities Master Plan that includes but is not limited to the shared use of facilities Administrative Demands (Football West and FFA) The introduction of the NPL has resulted in increased administrative demands on NPL clubs. This is further exacerbated by NPL clubs largely being volunteer run and the general decline in volunteers in the community and sport/recreation sector. In addition the increase 10

9 in Junior NPL fees has resulted in many parents having a view that the amount they are paying should mean that they are not required to volunteer. Sustainability The key sustainability issue from a financial perspective appears to be player payments and how these can be kept at a level that does not place clubs in financial jeopardy. Player Mobility Issues such as but not limited to the frequency of transfers and the capacity or availability for players to transfer requires further examination and is linked to player payments and player contracts. Coaching Qualifications There is generally an accepted view that the requirement for specific coaching licence accreditation has resulted in improved coaching standards, with recognition that there is still significant room for improvement and adherence to the National Football Curriculum Governance Requirements The current Standing Committee structure excludes Junior-only NPL clubs from the NPL decision-making process. The Junior NPL is controlled by an NPL Standing Committee consisting entirely of clubs with a Senior NPL component, which, in 2017, meant seven Junior NPL clubs were not represented in the governance structure. An alternative structure must be considered to ensure all clubs are represented. Feedback and Implementation Comprehensive feedback needs to be provided to all stakeholders once Football West has determined which recommendations it will accept. In addition there is a need for Football West and the football community to work together to make the necessary changes. The report has 46 recommendations, all with the view to delivering an NPL strategy that establishes the framework for the NPL competitions (both short and long term). Of note is that the introduction of an additional 9 Junior Clubs in 2016 resulted in the partial de-coupling of NPL Senior and Junior Clubs. This along with geographical, Senior NPL promotion and relegation considerations and the different focus for Juniors (development) and Seniors (performance) needs to be factored into the NPL strategy. Ideally a club (all clubs) would be able to balance Development and Performance, however there is strong evidence to support that is currently not always the case and is unlikely to be the case moving forward. Football West has consulted broadly with all key stakeholders and provided anyone and everyone in the football community to contribute and provide comment. This dialogue with the football community in W.A. needs to continue after the completion of this review. Firstly so that the outcomes of this review are communicated in an open and transparent manner to all stakeholders (including those who chose not to participate in the review process), and secondly for football to progress all stakeholders need to be invested and involved in the implementation process, with the primary aim being To better football in W.A. 11

10 Key Findings Licensing There was little to no consensus with regard to introducing a licensing arrangement or if this would provide benefits to football or the NPLWA Eligibility Criteria The eligibility criteria needs to be as clear as possible and communicated well to all clubs (both those already in the NPL and those seeking to enter the NPL) All clubs seeking to enter or remain in the NPL should have their eligibility determined as early into the season as possible, preferably prior to the season commencing The documentation and processes implemented by Football West during the 2017 season have clarified the eligibility criteria, including dates clubs must achieve each element That no matter how clear or unambiguous, clubs may decide upon legal action in a bid to either remain in the NPL or be promoted to the NPL FFA is currently in the process of developing a Star System as way of measuring and recognising a club s overall qualities. The Star System is due to be piloted in Victoria in This Star System may impact upon and replace the NPL eligibility criteria At the commencement of the NPL, all clubs were required to have Senior and Junior components. In 2016, additional Junior-only NPL clubs were introduced, which partially decoupled the Junior and Senior components Number of NPL Senior Clubs As a result of complications with promotion and relegation, the number of NPL teams has increased from 12 to 14 since the commencement of the NPL in 2014 There is general agreement that if the number of teams is decreased it should be phased in and not implemented at the start of the 2018 season. The Project Reference Group agreed by consensus that the optimum arrangement at the current time would be for three (3) competitions each with 12 teams Although not directly related to the number of teams in the Senior NPL the following key findings relate to the Senior NPL: There is currently a requirement that all Senior NPL clubs must have a team in all Junior NPL age groups. There was mixed views with regard to the merit of maintaining this requirement There appears to be little appetite for each senior NPL club to have formally designated junior feeder clubs - either junior NPL or other non-npl junior clubs. Currently, trial days are held which allow NPL clubs to recruit from the whole player base within junior football 12

11 Number of NPL Junior Clubs There is general consensus that the expansion from 12 to 21 clubs has occurred too quickly resulting in a significant number of games where one team is considerably stronger than the other and this in turn resulting in games with significant score differentials There is general consensus that some expansion was required in order to cater for areas of population growth in the Perth metropolitan area (and the Peel / South West), however the level of expansion was too great There is general consensus that it would be difficult to reduce the number of clubs in the Junior NPL There is general consensus, and it is Football Federation Australia s recommendation, that the U/12 s should be changed to playing on a smaller pitch with nine (9) a side. This being the case the U/12 s would be removed from the Junior NPL Although not directly related to the number of teams in the Junior NPL the following key findings relate to the Junior NPL: A consistent level of concern was expressed with regard to the number of players that Perth Glory has in its squads. In many instances this was more than the maximum number of 16. This was confirmed by Perth Glory, who advised they require more than 16 squad members due to players trying out overseas during school holidays, injuries and players go away during school holidays. These issues are not exclusive to Perth Glory Perth Glory also advised that in most age groups they have train-on players (of up to 5 players) who train one night at week with Perth Glory but play with their own NPL Junior club. Of note is that these train-on players are not covered by Football West insurance when they are training with Perth Glory. The Football West insurance applies only to players at their own club or those training with a club they intend to join During our consultations it became evident that Football West need to continue to work with the school system, both private and public, to ensure that participants are not disadvantaged by unnecessary impediments such as strict competition rules that may see them not being involved in the NPL in their school years There was general consensus that Football West and clubs (possibly via their Technical Directors) need to better inform and educate parents (and significant others i.e. others who come along to watch) on the principles of talent development and how these are reflected in the coaching and playing methodologies at the various age groups: o Skill Acquisition Phase (SAP) age groups U9 - U13 o Game Training Phase (GTP) age groups U14 U16 o Performance Phase (PP) age groups U/18 and above as seniors This information/education needs to be provided in the written form and verbally, prior to and during the season 13

12 Promotion and Relegation There was general consensus that promotion and relegation should apply for both the NPL Senior and the State League Senior competitions Promotion and relegation is part of the FIFA Statutes. 1 Page 73: 9 Principle of Promotion and Relegation, in part states: A club s entitlement to take part in a domestic league championship shall depend principally on sporting merit. A club shall qualify for a domestic league championship by remaining in a certain division or by being promoted or relegated to another at the end of a season. That the rules associated with promotion and relegation need to be clear to all clubs at both NPL and State League levels That the FFA is in favour of a model at the Junior level that does not include promotion and relegation as this can negatively impact player development There wasn t general agreement regarding should the Junior NPL have promotion and relegation Women s / Female Football That Football West has significantly greater focused its attention in the past and since the introduction of the NPL in 2014 on the men s game rather than female football Far more resources are provided by both Football West and the football clubs in general to the men s game rather than the women s or female game That the majority of the women s/female clubs/teams are not aligned with the NPL Senior clubs Although female children/youth can participate in the NPL Junior competition very few are doing so: Under 12 s 7 Under 13 s 9 Under 14 s 10 Under 15 s 3 Under 16 s 1 Under 18 s 1 Under 20 s 1 TOTAL 32 That there has been very significant developments with elite women s team sports in past 1-2 years in Australia both nationally and internationally (in particular cricket and AFL) which has already started to impact female participation in football particularly at the elite level 1 FIFA Statutes, April 2016 edition pg

13 Salary Cap, Player Payments and Player Points System Clubs reported that their biggest operating cost was senior player payments There is a general view that most Senior NPL clubs are in breach of the salary cap, however clubs provide Football West a statutory declaration of payments each year that show they are not paying beyond the financial cap. (NOTE. Not all States set a salary cap, this is not a FFA requirement) The Project Reference Group was of the view that if a system could be established that resulted in greater accountability and transparency with regard to player payments that this would be beneficial (NOTE. this is a problem being experienced and addressed by other sporting codes) There was a general view that a salary cap is required (1) for player payment expenditure to be kept at a level where clubs can still operate, and (2) without a salary cap (and player points system) the club with the most money would simply by the premiership Players expressed the view that there should be no salary cap and market forces should determine the rate a player is paid Only one player in the NPL is on a player contract however it is highly likely that all players playing senior NPL are receiving some form of player payment There was anecdotal evidence to support the assertion that fees paid by Junior NPL players were being used to pay/supplement Senior NPL player payments Associated with the salary cap and player payments is the question of whether NPL players are professionals or amateurs? According to the FFA National Registration Regulations: Section 3.1 Amateur or Professional Player A Player participating in football is either an Amateur or a Professional. A Professional is a Player who has a written contract with a Club, under which he or she is paid to play football for that Club. (c) An Amateur is any Player that is not a Professional. A Club may pay or reimburse a Player any expenses incurred by that Player without affecting the amateur status, including for travel, kit, equipment or insurance premiums. If, however, an Amateur is paid or reimbursed more than $100 a week by a Club, the onus is on that Club to satisfy the Competition Administrator that the amount paid accurately reflects the expenses incurred by that Amateur. If the Club fails to satisfy this onus, that Player will be deemed to be a Professional Points System There was quite varied views with regard to how effective the current points system is (currently set at 200 points, however varies in other States e.g. Northern NSW is 180 points and NSW Division 3 is 270 points) There was however general consensus (not necessarily the players) that a points system is beneficial and should be retained (NOTE. Some form of points system is mandated by FFA) There was general consensus that the rules associated with the Player Points System should be reviewed as there are some anomalies that negatively impact players and clubs and are against the spirit of the Player Points System 15

14 Discussions with FFA indicated that FFA was likely to move to 180 points at some point Fees and Transparency The introduction of the Junior NPL has seen a significant increase in fees for Junior players in the NPL (fees vary from $390 to $1,150) There was very strong feedback during the consultation workshops with regard to What are our fees being spent on? In addition many have made the assumption that significant proportion of the fees they pay is being spent on NPL Senior player payments There was sufficient feedback during the consultation process to confirm that the level of fees is impacting those able to afford to play in the Junior NPL. Resulting in some players with the ability to play NPL Juniors not playing in the elite competition The comparative cost per session for Junior NPL with other sports is favourable, although this is not necessarily reflected in public perception Game Day experience Similar to other elite sports at the State level (e.g. the WAFL), there has been a significant decline in attendance in recent years. This is more likely due to work/life pressures, more leisure options now being available and the capability now to watch elite level sports (e.g. the English Premier League on television) rather than there being a decline in the quality of football now being played in the NPL There has been little change in the fixturing, playing times etc. as a way of increasing game day attendance That there is currently a lack of direction and guidance provided by Football West with regard to facility management and planning. If government is requested to invest into higher quality football facilities it is essential that Football West work with local and state government to provide the expertise required in the planning, design, construction and ongoing management of these facilities. Government is keen to support football but critically require guidance from Football West Administrative Demands (Football West and FFA) The introduction of the NPL has resulted in increased administrative demands on NPL clubs. This includes but is not limited to technology requirements (hardware and more significantly volunteer capacity/knowledge) and compliance requirements. The recommendations of this project, if implemented will result in more administrative demands on both Football West and the NPL clubs The NPL clubs are predominately operated by volunteers and are not in the position financially for this to change in the foreseeable future The number of volunteers, similar to other community and sporting clubs, is decreasing placing greater demands on those whom are willing to volunteer their services 16

15 That the workload on volunteers associated with NPL clubs has increased with the introduction of the NPL. Given the challenge with recruiting and retaining volunteers is this sustainable? With the introduction of higher fees, in particular with the Junior NPL, many people (parents) who would have volunteered in the past now have an expectation that with the level of fees they are paying they should not have to also contribute in a volunteer capacity Sustainability The Project Terms of Reference included player payments and salary cap, as such please refer to Section 4.7 of this report. Player Mobility There was representation from players that the transfer window, transfer deadline and other such matters require further examination Most players are not currently on contracts. It was also reported that some players are being asked by clubs to take pay cuts post the transfer window Coaching Qualifications The introduction of the NPL has resulted in all NPL Junior coaches having to have a C licence accreditation and all NPL first team head coaches and Technical Directors having to have a B licence accreditation The general consensus is that this has resulted in better coaching, however this is not the case across the board and there is still significant room for improvement and adherence to the National Football Curriculum o Skill Acquisition Phase (SAP) age groups U9 - U13 o Game Training Phase (GTP) age groups U14 U16 o Performance Phase (PP) age groups U/18 and above as seniors The cost to acquire coaching accreditation was reported by individuals and clubs as a barrier to coaching development. As was the time component, particularly for the level B qualification That the workload on Technical Directors (paid for a part-time role) and coaches (some paid for a part-time role, some as volunteers) has increased. This has resulted in many Technical Directors performing these roles for a limited period of time and then resigning which may well be inhibiting coach development and in-turn player development. In addition is this resulting in people who would be good Technical Directors or coaches now not being willing to take on these roles? Governance Requirements The current Standing Committee structure excludes Junior-only NPL clubs from the NPL decision-making process. The Junior NPL is controlled by an NPL Standing Committee consisting entirely of clubs with a Senior NPL component, which, in 2017, meant seven Junior NPL clubs were not represented in the governance structure. An alternative structure must be considered to ensure all clubs are represented 17

16 Recommendations General Assessment/Comments Recommendation 1 That Football West develop a Strategic Plan that provides the vision, sets the direction for football in Western Australia in the short, mid and long term and has key performance indicators to measure its performance. Recommendation 2 That as part of Football West s Strategic Plan consideration is made for the development of football in regional W.A. including talent identification and a talent pathway that is accessible by regional junior players and support personnel. Licensing Recommendation 3 That Football West at this point not enter into a licensing arrangement with any NPL clubs and over the next two years (2018 and 2019) undertake a more detailed analysis into the merits of establishing a licensing system for the NPL in Western Australia. Eligibility Criteria Recommendation 4 That Football West set an eligibility criteria to be a senior NPL club and a separate set of eligibility criteria to be a junior NPL club. Recommendation 5 That all NPL senior clubs, including those currently in the NPL and those who advise they would like to enter the NPL via promotion at the end of the coming season be assessed/audited on an annual basis. This should include announced and unannounced visits for assessment/audit. Recommendation 6 That all NPL junior clubs be assessed/audited on an annual basis. This includes announced and unannounced visits for assessment/audit. Recommendation 7 That these assessments/audits (seniors and juniors) be conducted by an independent person or body. This removes any perception of bias and also allows Football West to focus on development and performance rather than compliance (it separates the developer and the regulator). Recommendation 8 That a dispute resolution process be established so that in the event that a club is deemed as not meeting the eligibility criteria and they dispute this finding, that a clear process known and agreed to by all parties is undertaken. Recommendation 9 That any club can apply to be an NPL accredited club (seniors and/or juniors). Any club, senior or junior, that is deemed to have met the eligibility criteria will be authorised and can advertise itself as an NPL accredited club. Recommendation 10 Football West develop a model club profile to guide clubs in their development towards becoming an NPL Senior or Junior accredited club and also to maintain their accreditation. 18

17 Recommendation 11 That the eligibility criteria be reviewed and modified as required during the 2020 season for implementation in the 2021 season. Number of NPL Senior Clubs Recommendation 12 That for the 2018 season the NPL remain at 14 teams, 11 in State League division 1 and 11 in State League division 2. Recommendation 13 That all clubs be advised prior to the commencement of the 2018 season that the NPL, State League division 1 and 2 will move to 12 team format s in This provides all clubs with more than 12 months notice of the impending change. Recommendation 14 That in the 2019 season there should be 12 teams in the NPL and 12 teams in both the competitions below the NPL. Recommendation 15 That the requirement for an NPL Senior club to have a Junior NPL team in all age groups be removed (NOTE. Senior NPL clubs would still be required to have an U/20 s and U/18 s team). Recommendation 16 That the structure remain NPL, State League division 1 and State League division 2. Recommendation 17 That the number of teams and the structure for the NPL be reviewed and modified as required during the 2020 season for implementation in the 2021 season. Number of NPL Junior Clubs Recommendation 18 That the Junior NPL move to 24 teams for the 2018 season (as per the structure and format in section of the report). Recommendation 19 That Football West invite clubs who are not currently in the NPL to nominate to join the Junior NPL for the 2018 season and undertake an assessment and selection process based upon the new Junior NPL eligibility criteria. Recommendation 20 As per recommendation 6, that all Junior NPL clubs be assessed/audited in relation to the new Junior NPL criteria with all clubs needing to meet this criteria by the mid-point of the 2019 season in order to remain in the NPL Junior competition. Recommendation 21 That both the number of teams and the structure for the Junior NPL be reviewed and modified as required during the 2020 season for implementation in the 2021 season. Recommendation 22 That from the 2018 season on the NPL Junior competition commence with U/13 s. With U/12 s to play on a smaller pitch with nine (9) a side. Recommendation 23 That Football West develop a package for parents and significant others that explains the principles of talent development and how these are reflected in the coaching and playing methodologies at the various age groups: o Skill Acquisition Phase (SAP) age groups U9 - U13 o Game Training Phase (GTP) age groups U14 U16 19

18 o Performance Phase (PP) age groups U/18 and above as seniors And part of the Technical Directors role be to meet with all teams (parents and significant others) both prior to and during the season to explain these principles and how these are reflected in the coaching and playing methodologies at the various age groups. Promotion and Relegation Recommendation 24 That promotion and relegation apply at NPL, State League division 1 and State League division 2. Recommendation 25 That the bottom team in the Senior NPL automatically be relegated. In the event that the winner of State League division 1 does not meet/comply with the Senior NPL eligibility criteria, the second team in State League division 1 (subject to compliance) and the side relegated from the Senior NPL will play off to determine which club will play in the Senior NPL in the following season. In the event that neither the winner nor the 2 nd team in the State League division 1 (subject to compliance) meet/comply with the Senior NPL eligibility criteria that the third team in State League division 1 and the side relegated from the Senior NPL play off to determine which club will play in the Senior NPL in the following season. In the event that neither the winner nor the 2 nd or 3 rd teams in the State League division 1 meet/comply with the Senior NPL eligibility criteria, the side relegated from the Senior NPL will be invited to remain in the Senior NPL in the following season. Recommendation 26 That as per recommendation 18, no promotion and relegation apply to the NPL Junior competition (Note. Recommendations 19 and 21 also apply). Recommendation 27 That the promotion and relegation policies and procedures for both the NPL Senior and Junior competitions be reviewed and modified as required during the 2020 season for implementation in the 2021 season. Women s / Female Football Recommendation 28 That a separate review should be conducted as soon as practicable into Women s / Female Football in Western Australia, including but not limited to the feasibility of establishing a Women s / Female NPL. Salary Cap, Player Payments and Player Points System Recommendation 29 That the salary cap be retained with measures put into place so that there is greater accountability and transparency (clubs and players). Recommendation 30 That Football West further investigate and implement the Statutory Declaration concept and also measures similar to the WACFL. And that this be applied in all competitions where there is a salary cap mandated by Football West. 20

19 Recommendation 31 Football West work with the NPL Standing Committee to highlight any suggested amendments to the rules associated with the Player Points System, with a focus on changes that promote the development of local players. And these be presented to FFA with the view to any agreed changes coming into effect at the start of the 2018 NPL season. Recommendation 32 That the Senior NPL competition move to 180 player points for the 2019 season. This gives all Clubs time to plan and recruit so that this reduced allocation can be complied with. Fees and Transparency Recommendation 33 That Football West as part of the eligibility criteria make it mandatory for all NPL clubs (Senior and Junior) to provide all members with financial statements (profit and loss and balance sheets), such that all members can clearly see the income and expenditure for the club including but not limited to player payments. In addition provide a breakdown on what the fees are used for. For example: $100 on general admin, $300 coaching, $50 ground maintenance, $200 on kit = $650 And that a meeting open to all members must be held on an annual basis prior to the 30 June at which this information is presented and members provided with an opportunity to raise queries. All members must be advised a minimum of one (1) month prior to this meeting. Recommendation 34 That Football West must also be advised one (1) month prior to the meeting and they (Football West) have the option to attend or for an independent representative appointed by Football West to attend. Recommendation 35 Football West itself and/or in association with the NPL Junior clubs examine ways that scholarships or some other form of financial assistance can be provided where an individual or family is unable to pay the required fees. Recommendation 36 Football West in association with the NPL Junior clubs and the Department of Local Government, Sport and Cultural Industries (formerly the Department of Sport and Recreation) work to ensure that all potential NPL players and their families are aware of and where eligible apply for KidSport funding. Game Day experience Recommendation 37 Football West in association with the NPL Senior clubs develop and implement a marketing and communications plan. Recommendation 38 Football West in association with the NPL Senior clubs examine ways to provide a game day experience that results in increased. attendance Recommendation 39 Football West introduce an award for NPL Senior Club of the Year, NPL Junior Club of the Year and NPL Club of the Year. Recommendation 40 Football West in association with the NPL Senior clubs and other key stakeholders such as the Department of Local Government, Sport and 21

20 Cultural Industries (formerly the Department of Sport and Recreation) and Local Government s develop and implement a Facilities Master Plan that includes but is not limited to the shared use of facilities. Administrative Demands (Football West and FFA) No specific recommendations. Player Mobility Recommendation 41 Football West consult with NPL Senior clubs, the Professional Footballers Australia and NPL Senior players and further examine issues such as the frequency of player movement between clubs, the capacity / availability for players to move clubs, transfer windows etc. Coaching Qualifications Recommendation 42 Football West in association with clubs re-assess coach accreditation requirements. The aim being to improve standards within the capacity of the clubs. Recommendation 43 Football West determine its own position and then if appropriate consult with FFA regarding ways to reduce costs and time but not impact quality regarding coach accreditation. Including but not limited to some of the content and assessment being on-line. This may result in decreasing the cost and should result in decreasing the time required. Governance Requirements Recommendation 44 That Football West establish a separate Junior NPL Standing Committee to represent the interests of all clubs involved in the Junior NPL. This committee shall be solely responsible for making recommendations to the Football West Board regarding, and in the best interests of the Junior NPL competition. Feedback and Implementation Recommendation 45 Football West provide feedback meetings/workshops to ensure that all stakeholders receive feedback on the project report and recommendations, which recommendations Football West will endorse and implement and the general direction and vision for football in Western Australia for the next 5-10 years. Recommendation 46 Football West develop an implementation plan and as part of this consider continuing with either or both the Board Appointed Sub-Committee and the Project Reference Group. 22

21 1. Introduction 1.1 Project Terms of Reference The Project Terms of Reference was developed by Football West. Its stated purpose being The National Premier Leagues Strategy Development Project (NPL Strategy) is designed to establish the framework for the National Premier Leagues WA for the next 5 years. The Project Management structure included a Board Appointed Sub-Committee and a Project Reference Group. The key focus areas for the project being: Design o o o o o Number of NPL clubs Licensing and eligibility criteria Promotion and relegation Women s NPL (implementation, age groups) Junior NPL (tiering, pathways) Game day experience Administrative demands (Football West and FFA) Sustainability Player Mobility Coaching Qualifications Governance requirements The deliverable for the project being the delivery of an NPL strategy that establishes the framework for the NPL competitions (both short and long term). The full Project Terms of Reference is provided in Appendix A. 1.2 Review Approach / Process People Places Planet was appointed by Football West to undertake the Project on 13 February With the project report due by early June The Project Terms of Reference included the following with regard to the process for how the project was to be undertaken: The Project Sub-Committee will utilise several key processes for the development of the NPL Strategy. These will include: 23

22 Desktop review of existing quantitative data Development and delivery of a survey to Football West members and the broader community Facilitation of consultation workshops Throughout the project Football West had a highly visible link on the homepage of the Football West website related to the review. Information included: Details for all workshops Access to the survey/s Access to a Discussion Paper related to the NPL Access to written summaries from all Board Appointed Sub-Committee and Project Reference Group meetings 24

23 1.2.1 Desktop Review Leading into and ongoing throughout the project Football West provided People Places Planet with a range of background information related to the establishment of the NPL and its operations since the NPL commenced in Western Australia in 2014.This included but was not limited to: NPLWA Discussion Paper NPLWA Survey Feedback Summary FFA and Football West Technical Summary Member Federation Technical Director Assessment Women s football discussion document NPLWA Compliance By-Law NPLWA Competition Rules State League Competition Rules FIFA Statutes Survey Several surveys were developed and made available via the Football West website. All 46,339 people on the Football West database were also ed, inviting them to provide a response to the survey. Four tailored surveys were available via the Football West website during the period 31 March to 17 May 2017: Junior NPL players Junior NPL Participants Senior NPL Participants Non National Premier League participants A total of 211 responses were received. 25

24 Overall Summary Strong support for promotion and relegation across the board; some support for geographic split among those not involved in the NPLWA General agreement across the surveys that junior NPLWA is about development Most in the NPLWA didn t mind travel distances when NPLWA participants did have an issue with travel, this was generally with travel to matches and not their club A number of open comments criticised the 2017 junior NPLWA structure Some disagreements between parents and junior participants on whether or not NPL should be separate from community competitions Fees were raised as an issue for both seniors and juniors, BUT juniors also highlighted inadequate quality of football; whereas seniors highlighted inadequate quality of coaching and facilities While there is support for attracting skilled coaches, there is disagreement over whether or not they should have B licence minimums A copy of the NPLWA Survey, Feedback Summary is provided in Appendix B Consultations An extensive consultation process was undertaken. This included: 8 consultation workshops: o NPL Senior and Junior clubs o Junior clubs o State League clubs o Women s clubs o Referee s o Coaches o Junior Players/Parents o Open Forum (open to anyone who wanted to attend) 8 workshops with the Project Reference Group 26

25 Meetings with key stakeholders (primarily face to face, discussions with FFA were held face to face and over the phone) o Football Federation Australia o Perth Glory o Football West o Players Association (and individual meetings with senior players whom wished to provide input) o Local Government (City of Armadale, City of Stirling and City of Joondalup) o Department of Local Government, Sport and Cultural Industries (formerly the Department of Sport and Recreation) 1.3 Data Limitations A review of this nature has a number of inherent limitations/challenges associated with the data collected and analysed. Some of these limitations include: Wide range of stakeholders The review has obtained perspectives and views from a wide range of stakeholders with quite differing views. From an analysis perspective the challenge is to ascertain is there a general consensus and if yes what is the general consensus? Survey Response 211 survey responses were received. This is a limited response given the number of people directly involved with the NPL and in particular the broader football community in Western Australia. Quantitative analysis has been based upon the survey response, however this is limited by the response rate. 27

26 2. Background The National Premier Leagues (NPL) is the national second tier competition in Australia that underpins the Hyundai A-League. Every member federation with the exception of Football Northern Territory has introduced an NPL competition. The NPL in Western Australia commenced in 2014 and is managed by Football West. The NPL is a direct outcome of the National Competition Review (NCR) announced by Football Federation Australia (FFA) in May 2012 which aimed to: Address key gaps in the elite player pathway Ensure the sustainability of league competitions nationally Improve the quality of youth development by clubs of all levels. A Player Points System operates in first team squads that incentivises clubs to develop players through their youth team structure as well as produce talent that progresses to national pathway programmes (including Skilleroos, NTC and FFA Centre of Excellence) and the Foxtel National Youth League, Hyundai A-League and FFA National Teams. The NPL represents an important step in the realisation of FFA's strategic vision to make Australia a world class football nation and to better connect elite player development and the wider football community. The establishment of the NPL across Australia is ambitious and is to be commended but its implementation is not without difficulty. Its basic framework is prescriptive and therefore the adage not one shoe fits all could be used to describe the root cause of some of the difficulties faced in its implementation. Critical impacts come from, but are not limited to, the following: Geographic and demographic spread of the participation base of football across the country the tyranny of distance needs to be considered in the longer term. The capability of clubs to meet the demands of the NPL varies considerably. The capacity of clubs in terms of resources required to be included in the NPL varies considerably. The capacity of the State based peak body to ensure compliance to the NPL criteria and rules. Although this project is focused on the NPL, it should be noted that the number of participants at the NPL level constitutes a fraction of those participating in football in Western Australia. A breakdown of registered Football West players by demographic information is presented in Figure 1, below. 28

27 Figure 1: Demographics of Registered Football Players 2 Gender Male 32,948 Female 6,486 Age Junior 29,078 Senior 10,356 NPL or Outdoor? NPL 2,330 Outdoor 3 2,330 The majority of players do not play at an elite level. As Figure 1 shows, the majority of registered players are juniors. This may be related to broader trends, which suggest that involvement in organised sport tends to decrease during the teenage years. 4 For a broader comparison, the proportion of all players involved in the NPL is shown below. Figure 2: Proportion of Registered Players in the NPL The NPL aimed to improve player development by allowing players to access an elite competition and providing a clear progression pathway. The first NPLWA was run in 2014 and consisted of a premier top-tier competition and other competitions at the U20, U18, U16, U15, U14, U13 and U12 levels. This basic structure has not changed. According to FFA s NPL Women s Strategic Plan, NPL competitions for women should commence by In 2014 and 2015, the JNPL had a total of 12 teams, as did the SNPL. These were: Armadale Balcatta Bayswater City Cockburn City ECU Joondalup Floreat Athena Inglewood United Perth Glory Perth SC Sorrento Stirling Lions Subiaco 2 Data retrieved from Football West member registration database, as at 31/10/ Note: Does not include players registered in social competition. 4 AusPlay, AusPlay: Participation Data for the Sports Sector Summary of Key National Findings October 2015 to September 2016 Data, (Australian Sports Commission, 2016). 29

28 However, 2016 saw the inclusion of eight teams which only compete at the U16 level and below. This was done to provide more development opportunities for players outside of the SNPL structure. The new teams included in this change were: Ellenbrook United Melville City Fremantle City Quinns Joondalup City Rockingham City Mandurah City South West Phoenix While some of these clubs have good junior development programs, some do not have a SNPL team to aspire to. This is illustrated in Figure 3, below: Figure 3: 2016 Team Pathway Model The gap between senior and junior teams could potentially expand indefinitely through senior promotion and relegation. Every time a senior club achieves promotion, its junior teams are also promoted unless they already have teams in the JNPL. However, every time a senior club is relegated, the junior teams retain their position in the JNPL. This creates a potential for the number of junior teams to expand indefinitely as senior clubs achieve promotion. NOTE The background information provided in this report is largely based upon the Project Terms of Reference and the NPLWA Discussion Paper. 30

29 3. General Assessment/Comments Having undertaken a comprehensive consultation process with a range of stakeholders directly involved in the NPL (e.g. NPL clubs, coaches, players), associated with the NPL (e.g. State League Clubs) and external to the NPL (e.g. Local Government, Department of Sport & Recreation) and having met multiple times with the Project Reference Group, the following general assessment and comments are provided. 3.1 Is the NPL working? As 2017 is only the fourth year for the NPL in Western Australia it is too early to tell if the goal to improve standards across the board is succeeding and is it resulting in better players, which in turn results in improved performance by Australia at the international level. It is the consultants view that it will take a minimum of five (5) years, more likely 7-10 years before this assessment can be made. It is apparent though, particularly at the junior level that the introduction of the NPL has resulted in increased interest at the elite level, with both parents and children/youth now seeing a clearer pathway to becoming an elite or professional footballer. Overall there is evidence that would indicate that football as a whole has benefitted from the introduction of the NPL. 3.2 Strategic Plan Football West does not have a current Strategic Plan that provides direction for all areas of the game both in the short, mid and long term. It is essential that this be developed as a priority. Without this the football community at all levels and other key stakeholders such as the Western Australian government (and Agencies) and the various Local Governments are not sure what or how to move forward, what to invest into etc. In this Strategic Plan there needs to be strategic Key Performance Indicators developed for the NPL. This then would ensure that effective and efficient performance measures are developed and implemented Recommendations Recommendation 1 That Football West develop a Strategic Plan that provides the vision, sets the direction for football in Western Australia in the short, mid and long term and has key performance indicators to measure its performance. 31

30 3.3 Development vs Performance In broad terms the NPL was established to develop quality players to feed into the Hyundai A-League, leading to Australia performing better at the international level. As such there is a balancing act between development and performance. This gradual shift in emphasis from development to performance is highlighted in the FFA s National Curriculum: Or put another way there is a spectrum moving from Development to Performance: Development Performance U/12 U/13 U/14 U/15 U/16 U/18 U/20 Seniors At the club level, some NPL clubs are able to effectively deliver both the Junior development and the Senior performance focuses. However some clubs are strongly focused on their seniors and winning the Premiership (performance) to the detriment of their juniors. Whereas some clubs are content to be a development pathway for juniors and don t provide a pathway to the elite senior competition. Ideally any new model would allow clubs to focus on the area where they have expertise and desire to focus. This could be: Development with a focus on juniors Performance with a focus on seniors Ideally a club (all clubs) would be able to balance Development and Performance, however there is strong evidence to support that is currently not always the case and is unlikely to be the case moving forward. 32