FFA Governance

Fall out continues when Lowy connections burn

 

When James Johnson delivers his first press conference on Wednesday after taking up the position of Football Federation Australia chief executive he will not feel the need to explain the offside rule or disclose his favourite foreign team to show that he is a football man.

New FFA CEO backs second tier comp

https://www.ftbl.com.au/news/new-ffa-ceo-backs-second-tier-comp-536517

Nikou: Of course football is secondary to what is going on around the country at the moment. Our thoughts are with those affected by the bushfires.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: It is a privilege for me to lead the FFA> I take this responsibility very seriously. I am happy to be coming hom to the football community - which is the community which I come from.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: Everybody has been through a very challenging period, a period in our history in Australian Football that is probably one of the most transformational that we've been through.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: Everybody has been through a very challenging period, a period in our history in Australian Football that is probably one of the most transformational that we've been through.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: The challenge is how do we transform the organization into one that is fit for purpose. But with any challenge comes opportunities. I see an opportunity to draft a new chapter of the Australian football history.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: Some themes that I'd like to put on the table at the moment are as follows. First of all I'd like to see the organization, become a real unifying sport. Really unifying organization.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: I'd like to see the FFA be able to connect again together, but also connect the different stakeholders, with each other. Connect government Connect commercial partners. I think that this is a role that the FFA can play

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: I'd also like to see the FFA become a football first organization. Okay. I'd like the organization to eat to sleep to talk to debate football and really drive the football agenda for Australian football.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: Football is our core business and it has to be our first and foremost, core business.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: The third point is I'd really like to see the organization transform into from an organization that is local to one that is able to act local, but also think and act globally.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ: What I would really like to drive is ensuring that we're having these discussions with our stakeholders and we don't move forward without having listened to and consulted with in a meaningful way these types of discussions with with our stakeholders.

— Kevin Airs (@KevinAirs) January 15, 2020

JJ wants a second tier but won’t express a preference for its format (pro/rel and existing clubs vs reserve league) until having spoken more to clubs and coaches.

— Kevin Airs (@KevinAirs) January 15, 2020

I think I am getting a migraine.

JJ Live         

https://www.smh.com.au/sport/soccer/ffa-set-to-call-for-expressions-of-interest-in-a-league-second-tier-20200304-p546on.html

Football Federation Australia is set to take its national second-division blueprint to the market to gauge the interest and financial capability of clubs outside the A-League - and chief executive James Johnson believes it should be "full steam ahead" if the response is strong enough.

It has been three months since FFA's steering committee for the ambitious project, led by board member and former National Soccer League boss Remo Nogarotto, was due to release firmer details on how the proposed second tier - a necessary precursor to A-League promotion and relegation - can get off the ground.

Johnson concedes some vital questions remain unanswered, including how much it will cost clubs annually to participate, and whether the competition should be played in parallel with the A-League in summer or the NPL season in winter.

But Johnson believes the next step is to "test the market", most likely through an informal EOI-style process, to further understand what sort of money interested clubs are able to spend and use that information to help complete financial modelling.

"If we can find sufficient interest, then why not do it? I am a big believer in playing more football matches at a national level, at a higher level, because I think that will help stimulate game development," Johnson told the Herald.

"I don't think five national-level competition games per week is enough - not when we're competing internationally.

"We're at the stage where we have a nice concept, the working group's done some great work, and now we have to test the market."

Johnson conceded much more "number-crunching" was needed, but an equilibrium had to be found between the positions of different stakeholders, who hold contrasting opinions on what should be required financially from clubs in a second tier.

"There's two views - obviously we need to be pragmatic and set the player costs and the running of a club at a lower level so that more matches can be played. Then there's another view which is we need to set it at a higher level because we need a higher product," he said.

"On one hand, we don't want to create a competition that's not going to add any value - it needs to be quality. But we don't want to set the bar so high that we can't do it, because the reality is the vast majority of countries around the world have a second-tier competition. Why is it that we can't?"

FFA chief executive James Johnson believes it's time to test the market for interest in a national second division.
FFA chief executive James Johnson believes it's time to test the market for interest in a national second division.CREDIT:SAM MOOY

In 2017, the Association of Australian Football Clubs (AAFC) released a rough framework for a second-tier league called 'The Championship'. It proposed an annual working budget for clubs of $2.5 million - $3 million short of what Professional Footballers Australia's projections suggest would be needed.

While the two organisations have worked closely together on the steering committee, sources close to the project told the Herald they still remain some distance apart. Key figures at FFA also remain privately sceptical about whether enough clubs will have enough money to make a second division worthwhile, sources said.

Johnson has flagged tweaks to other competitions in the event a second tier does not eventuate to provide more national-level matches, including beefing up the FFA Cup or end-of-season NPL finals series to tournaments more closely resembling a continental Champions League.


"We could quite simply change the format of the FFA Cup or NPL so we have group stages instead of knockout competitions. I think we have to explore all these different avenues," he said.

AAFC chairman Nick Galatas believes that won't be necessary, and that "more than enough" suitable candidates for a 14 or 16-team league will emerge.

"We think there's easily enough, but you never know until you know - until there's formal applications based on a formal set of criteria," Galatas told the Herald.

"That's why we're going back and honing it a little bit to fine-tune the numbers. We're working both ways, what the clubs can do and what has been identified by the steering committee to date as a good starting point, and working towards what is the best way to start."

‘Frustrated’ FFA technical director quits —- Not the job for Rob - FFA technical chief quits after just nine months https://t.co/YZKZfVIe18

— David Lewis (@lewieatlarge) March 12, 2020

  The national body (NZF) earlier this month announced Sherman would be stepping down for personal reasons from the role he started in October last year.

NZF is doing well under Hudson (Dec 2016) - LMAO

https://www.ffa.com.au/news/james-johnsons-message-australias-football-family

To our football family across Australia,

This weekend marks the first weekend since the temporary suspension of grassroots football activity across the nation came into effect due to the ongoing COVID-19 situation. As the largest club-based participation sport in Australia, with almost two million participants, football has an important role to play as a good and responsible citizen in slowing the spread of the virus.

Suspending grassroots football across the country was one of the hardest decisions the organisation has ever had to make, but it was necessary and done so in the interests of the health and wellbeing of all those that love and participate in our game.

However, we understand that this weekend, and over the coming weeks, grassroots players, coaches, volunteers, and officials will be longing for the sport they love – football – and the unrivalled camaraderie, connection, and sense of community that comes with it.

As our organisation now focuses on placing the game first, we want you to know that despite tough times, we are doing all we can to ensure that we all still have every opportunity to engage and connect through the game.

One such initiative which we have been working on is a suite of digital content activations that we anticipate will go live next week.

This platform will provide social and beginner-to-amateur footballers especially with a virtual place to learn new skills and engage with the game by sharing their #PlayAtHomeChallenge efforts (I might have to dust off my old Copa Mundial’s!).

This suite will be housed on the PlayFootball.com.au website, with content also shared across all of FFA’s primary social media channels including Facebook, Twitter, and Instagram.

We ask that you keep up to date via our website and other media platforms so you have the latest information on our initiatives.

Don’t forget that despite the suspension, we still have access to some excellent football via various digital platforms. On Saturday, Melbourne City FC and Sydney FC will contest the Westfield W-League Grand Final.

It will be a fantastic game of football and a timely reminder of why we love this game so much – I wish both teams the very best of luck! The Hyundai A-League also enters its final regular season rounds before the Finals Series gets underway, so please continue to support your teams.

We appreciate the level of uncertainty this situation is having on the football community, and can only thank you for your understanding, patience, and commitment to the game and one another as this unprecedented situation evolves.

Football is taking strong measures in response to the ongoing threat of COVID-19, but we encourage those in our family to stay calm and connected, so that when the suspension is ultimately lifted everyone is ready to return to the pitch.

Get fudgeed.

https://www.ffa.com.au/news/james-johnsons-message-australias-football-family

To our football family across Australia,

This weekend marks the first weekend since the temporary suspension of grassroots football activity across the nation came into effect due to the ongoing COVID-19 situation. As the largest club-based participation sport in Australia, with almost two million participants, football has an important role to play as a good and responsible citizen in slowing the spread of the virus.

Suspending grassroots football across the country was one of the hardest decisions the organisation has ever had to make, but it was necessary and done so in the interests of the health and wellbeing of all those that love and participate in our game.

However, we understand that this weekend, and over the coming weeks, grassroots players, coaches, volunteers, and officials will be longing for the sport they love – football – and the unrivalled camaraderie, connection, and sense of community that comes with it.

As our organisation now focuses on placing the game first, we want you to know that despite tough times, we are doing all we can to ensure that we all still have every opportunity to engage and connect through the game.

One such initiative which we have been working on is a suite of digital content activations that we anticipate will go live next week.

This platform will provide social and beginner-to-amateur footballers especially with a virtual place to learn new skills and engage with the game by sharing their #PlayAtHomeChallenge efforts (I might have to dust off my old Copa Mundial’s!).

This suite will be housed on the PlayFootball.com.au website, with content also shared across all of FFA’s primary social media channels including Facebook, Twitter, and Instagram.

We ask that you keep up to date via our website and other media platforms so you have the latest information on our initiatives.

Don’t forget that despite the suspension, we still have access to some excellent football via various digital platforms. On Saturday, Melbourne City FC and Sydney FC will contest the Westfield W-League Grand Final.

It will be a fantastic game of football and a timely reminder of why we love this game so much – I wish both teams the very best of luck! The Hyundai A-League also enters its final regular season rounds before the Finals Series gets underway, so please continue to support your teams.

We appreciate the level of uncertainty this situation is having on the football community, and can only thank you for your understanding, patience, and commitment to the game and one another as this unprecedented situation evolves.

Football is taking strong measures in response to the ongoing threat of COVID-19, but we encourage those in our family to stay calm and connected, so that when the suspension is ultimately lifted everyone is ready to return to the pitch.

FFA struggling to find a solution for Australian State border closures. Press conference this afternoon.

NIX Screwed - Stuck in limbo is most likely

What a shock. Who could've predicted that!!!

A-League set to shut down on Tuesday, but Monday night match to go ahead

March 23, 2020 7:27pm
by STAFF WRITERS
Source: FOX SPORTS


UPDATE: The A-League will follow other major codes by shutting down the competition on Tuesday morning, according to reports.
Football Federation Australia (FFA) announced head James Johnson will make a “significant announcement” at 10am AEDT on Tuesday morning.

The Daily Telegraph reports that the press conference will announce the suspension of the competition.

But, incredibly, one final match will still go ahead on Monday night - between Newcastle Jets and Melbourne City - despite the impending shutdown.

Officials had been hoping to avoid suspending the season, with plans for a NSW-only, condensed fixture list floated in order to finish the season as quickly as possible.

But fresh restrictions on insterstate travel - combined with New Zealand’s ban on foreign arrivals - meant continuing the season became increasingly untenable.

The A-League earlier on Monday postponed Perth Glory’s match against Western United, set for Monday night, after government restrictions on non-essential travel were enacted on Sunday.

But City had remained in NSW following Friday night’s victory over the Central Coast, helping the Victorian side avoid potential travel headaches.

According to the Sydney Morning Herald, the FFA, the 11 A-League clubs and the players’ union (PFA) were expected to hold crisis meetings on Monday afternoon in relation to new federal and state restrictions on necessary travel and public gatherings.

Granted, suspending or even cancelling the competition is still a possibility, but it’s understood the clubs are willing to conform to a condensed season and the possibility of playing the remainder of the games in New South Wales.

However, New Zealand’s strict travel restrictions on foreign passengers poses a major problem for Wellington Phoenix side, who potentially could see themselves locked out of returning to their home country. The side - as well as Perth Glory - had previously shown their willingness to complete the season away from home.

Western United had delayed their travel to Perth for the game, with the team originally due to fly on Sunday before postponing their flight until Monday to wait on any further developments.

The decision comes in the wake of the suspension of the AFL season and following the government’s announcement that from midday Monday pubs, clubs, cinemas, places of worship and other mass gathering sites will be closed.

Before the announcement, several states including Victoria, NSW, South Australia and Western Australia declared they were implementing partial shutdown measures early next week to tackle the pandemic.

FFA chief executive James Johnson released a statement on Sunday, saying: “The health and wellbeing of the players continues to remain our top priority and we will not be afraid to make decisions to ensure this, no matter how hard they might be.

“We were very comfortable to take the initial decision to allow the Leagues to continue with additional measures in place and have worked through a number of scenarios to facilitate the completion of the A-League season.

“However, we remain under no illusions as to how fluid this situation is so we will remain agile and responsive to the challenges this pandemic brings. We are continuously assessing our position based on the latest directives and advice from the Government and Chief Medical Officer, and in consultation with our National COVID-19 Working Committee.

“We are taking every precaution in line with Government advice and working closely with the League and clubs which have implemented additional measures to ensure players remain healthy and in good physical and mental condition.

“Our priority is to ensure that this remains the case to give the clubs and players the best chance of achieving their sporting aspirations.”

https://www.foxsports.com.au/f...

Last week, clubs across the state refused to forward registration fees to Football NSW after its 24 regional associations were invoiced by the governing body.

Clubs run on the smell of an oily rag face tough times as coronavirus hits community sport | https://t.co/nQGktyX7U9 pic.twitter.com/kJyxYx9UgD

— Daryl Adair (@DarylAdair) April 4, 2020

?️ Message from CEO James Johnson

“We are not alone in some of the difficulties Australian football is facing. The lesson I have learned though, is when we are faced with challenges, we need to look and find the opportunities.” pic.twitter.com/J6LxN2CBge

— Football Federation Australia (@FFA) April 9, 2020

Meanwhile Rob Sherman has a crack at FFA and publishes his nearly 4,000 word manifesto.

Rob Sherman leaves scathing manifesto in his wake

...Outgoing Football Federation Australia technical director Rob Sherman has revealed he quit because his pleas for reform were ignored by the governing body, releasing a seven-page manifesto which slams the sport's "political, bureaucratic and administrative mindset" and details the case for radical change.

A highly respected figure in football and coaching education globally, Sherman self-published his vision for the game through LinkedIn, declaring that the coronavirus crisis is a rare opportunity to "rewrite" the future of football in Australia and cannot be wasted.

....Sherman called for the A-League to be moved to a winter season, in line with most Asian leagues and all community football in Australia, citing "enormous" operational benefits, and saying the pause to the current campaign presented an ideal chance to make it happen.

...He said a second division with strict participation criteria for clubs should be up and running by 2022, run by the independent A-League body, and could be made cost-effective by the use of state-based conferences.

Rob Sherman's manifesto, 'Out of Crisis', (for those who don't have a Linked In account)

Introduction

People may read this and say it’s a bit rich of me to offer an opinion when I’ve elected to leave my role in Australian Football. However, everything outlined within this article are things I proposed from day 1 in my initial discussions with the board. Over the last 11 months I’ve been pushing the areas outlined within this article, but they have fallen on deaf ears, largely because the people who actually have years of football experience working in the industry aren’t listened to. Thus, my departure, however, that doesn’t mean I don’t care. If any of what I outline resonates with the game (Clubs, Coaches, Players, Administrators, Fans) then you need to demand change. The window offered by the COVID crisis is an ideal opportunity to rewrite Australia’s football future, don’t waste it!

Background

The current governance structure and financial model has been exposed by the crisis. The siloed approach, where each state operates independently with differing structural models and strategies, makes the game hugely inefficient. The recent standing down of all technical staff clearly illustrates where the administrators of the game view the football experts. The dominant political, bureaucratic and administrative mindset is focused on revenue and making money, which in itself is not a bad thing so long as the football direction is clear. That direction needs to be set by the technical experts and quite simply it’s not!

The game is governed in Australia through boards of management. This places non-football experts in decision making positions so enabling them to promote the interests of a few vocal constituents and protect their own football position. This then in-turn places CEO’s and administrators in a position that in order to protect their jobs they bow to the board’s direction. So, in practice the game is run by a small number of people who can dictate the direction of the game instead of ensuring that good governance and propriety is followed. Whilst many of the board have been involved in football as volunteers and some have actually played the game, few have actually worked in the game as coaches, developers or administrators so their perspective is very narrow. The football direction should be left to those employed for their expertise. The administrators should focus on establishing long term planning, excellent administrative process, resourcing, securing and managing finance. Instead we have a culture that focuses on appeasing boards and convincing the stakeholders and media of what a good job they are doing in an effort to hold onto position and power. This places the whole game in a vulnerable, volatile and reactive position.

Football and sport is a turbulent ocean, there are few moments of calm, it’s generally gusty with regular storms and occasional hurricanes. Much of the turbulence in Australian football is self-inflicted and the game operates at a level way under its potential. The current COVID 19 crisis although presenting a set of unique circumstances, highlights the current approach of the organization and administration of the game in Australia and its weakness. More of this later, in truth we must put ‘Football First’, [the game we actually play, and build a sustainable, connected football ecosystem].

We need to build the game which has robust CLUBS (ships) led by intelligent and resourceful COACHES (captains) so the PLAYERS (passengers) reach their destination safe and sound. The competition structure is the key supported by the right governance and administration model.

This is the opportunity to change and change radically.

Rob Sherman

Competition

The priority has to be the maintenance of the A league and ensuring its continued existence. Given the uncertainty of when the crisis will end and the potential cancellation of the current season perhaps this is an ideal time to review a number of facets within the league.
The first consideration should be the potential to align the A league season with the rest of Asia. This will also allow the A league clubs to operate in sync with the remainder of the game, present a genuine off- season for the whole game and increase the ability to secure overseas talent (especially from Asia) and sell Australian talent overseas, as contracts will lapse in the same window. Whilst TV will see this as a challenge to their traditional markets the likely hood of increased crowds will present a much more vibrant TV spectacle, additional gate receipts which in turn becomes more attractive for sponsors. It would also ensure that facilities are readily available which in turn increases the opportunity to play mid- week games and instigate additional competitions. We as a priority need to ensure that our talented 17 – 23-year-old players can gain the senior experience necessary to transition into professionals and an aligned season overcomes difficult contractual scenarios thus allowing them multiple competitions in one aligned season. Aligning the season can enable the expansion of FFA Cup and this will have a considerable impact on the game which in-turn promotes strong club and youth development.

Should the current season be cancelled it could be completed as the precursor to a new season and as a means to align with the rest of the game. The final unfinished rounds completed in October/November/December. The final series in December/Jan (with those knocked out playing friendlies or FFA Cup). The regular season starting in February along with the remainder of football. The benefits operationally would be enormous.

The hiatus also offers a chance to align all competitions from a regulatory position and instigate a 2nd tier in 2022. The current situation of 3 working groups discussing the A league separation, national second division and NPL, is endemic of the siloed and self-interest approach and needs to be stopped. The current competition model is inefficient and having one body to run the professional game would make much more sense economically and structurally. FFA would still retain its competitions department who would focus on the FFA Cup and the regulatory aspect of National Competitions. The National Second Division could be bought to life in a relatively easy step. Instead of trying to run a parallel format to the A league the formation of a conference-based approach could be implemented quickly and offer a cost- effective model. By setting tough criteria existing clubs would self-select and the conferences or existing state leagues utilized depending on the number of clubs meeting the standards. The NSD could fall under the Leagues group and provide the A league with the clubs from which to expand and incentivize all clubs that aspire to raise their standards to be ready for the future introduction of promotion and relegation across all competitions. This NSD model might also provide the women’s game with the framework to grow and could include the current W league sides providing a season long competition and overcoming the massive difficulties faced by emerging players who are forced to jump from club to club and often end up playing football 12 months a year. The federations would have complete ownership on the N.P.L. and clubs would have transparent oversight on the means to progress into the second and top tier. An integrated competition structure is essential.

It should be a priority to establish a National Competitions working group with substantial technical representation from FFA and the professional clubs and representation from key parties.

Governance and Finance

As stated earlier the current governance structure and financial model has been exposed by the crisis. Whilst I have no doubt that people are working tirelessly to protect the game financially and working under stressful circumstances the fact the game has arrived at such a dire situation so quickly indicates something is drastically wrong with the current model.

Rob Sherman

A fundamental question should be, does the game actually need Member Federations? Do we need everything replicated by nine? Nine federation boards, nine CEO’s, nine CFO’s.... or would the game be better served having nine regional offices of the National Body each bringing the National Strategy to life within their region. The means to ensure a democratic representation and stakeholder input cannot be that difficult but the current position where the interests in the ‘good of the game’ can and are hijacked by an individual who represents a small constituency, simply oppresses the game and doesn’t work!

A number of measures need to be considered and could include

• A reconstitution of the governance of the game
• Establishing a structure and operational model at FFA which is mirrored in every Member
  Federation (regional office) with strong technical/football departments operating to a national
  directive, supported by operational and business model.
• Shared services in term of Media, Commercial and Digital all selling one message
• Uniform platforms and support services
• Nationalised programs delivered in partnership between the FFA/MF’s Associations and Pro
  clubs
• A single National Football and Business Strategy
• Development officers strategically placed throughout Australia to support areas where club
  support is limited
  The current crisis has exposed the financial vulnerability of the game. The focus over recent years has been to secure TV money, sponsorship and government funding. While totally understandable, this external funding approach is flawed as it is vulnerable to market influences and changes in social focus. Whilst the income from the participant is threatened currently, under normal circumstances it is guaranteed and steady.
  Fundamentally people pay to play and watch football. Along with the Development of Players as assets the game itself is a financial asset and a means by which the base income and subsequent reinvestment should be based.
  The traditional moneys derived from player registrations needs an immediate overhaul. This must be allied to capturing the football activities that take place outside of the registration model.
  Grabbing social football and developing this stream should be a high priority.
  The cost of football is rightly highlighted as an area of concern. Ironically FFA gets an average of $14 per player of which they give back an average of $11 per player to the federations. Currently the amount of income derived from registered players is ambiguous and varies from state to state and seldom seems to be accounted for. What the federations and associations actually take from players and how they spend this money seems to be a mystery that is unacceptable. These parties derive income and spend this in any way they see fit. Serious consideration should be given to a centralized and standard registration fee. For example, if each player paid a $100 registration fee, regardless of age or gender, then the game would have a flat line income of in excess of $50 million per annum. This can then be allocated back through the regional offices (Federations and Associations) and tagged in a way that enables the running of competitions and finances targeted development. If this is allied to the restructuring of FFA the MF’s and Associations so they are staffed in an efficient football focused style, then the impact of this funding would be profound.
  To fully leverage the social side of the game FFA could establish Social and Fun Football department that would drive national initiatives. A Licence fee could be charge to the relevant deliverers which would become part of the base income. Of the often-quoted figure of 2 million participants about 1.5 million

Rob Sherman

partake in social football and most of this income falls outside of the game and into private pockets. Imagine the impact if the revenue came back to the game!
Add to this, nominal licence fees for Academy’s, Club competition fees, a National Skill initiative and a streamlining of the governance of the game, then football becomes sustainable without external income. Therefore, every dollar of external income can be spent directly on the area it is given for and not used as a buffer for internal inefficiency.

The major cost to the player however often comes from clubs. Much of the cost maybe justified but a much more transparent mechanism by which parents can judge whether the money they are paying is being spent on their child or being directed into the pockets of the first team needs to be in place. There are players earning huge amounts in under the table payments for a relatively ordinary level of football at the expense of investment in development. These are the type of issues those governing the game need to address not embroil themselves in football decisions.

Sustainability across the whole game has to be a priority but equally Professional football is an absolute essential in the Australian ecosystem! Australian clubs do not have the luxury of owning stadia and a long-established fan bases. Therefore, they are missing two key income streams, so it is vital that the professional game can capitalize on its lure, IP, on player development and player sales. Inhibitors that diminish the club’s potential to become football businesses must be removed so the professional game can flourish.

If the basic funding model is addressed, Member Federations do not need to derive income directly from delivering all development. If FFA adopts a national social and fun football framework, the professional game and clubs operating at the highest levels will become a revenue stream by being the major partners in the delivery of these programs. MF’s and associations can then provide the safety net from a development perspective until such time the game as a whole is operating at the highest level. This would allow the Member Federation’s to focus on initiatives in regional areas, which has been neglected.

A technical advisory group needs to be established to review, refine and develop a range of products and programs that increase participation socially, through fun football, football in schools and Clubs. If we can improve access to better coaching, then players and parents will see the value of FFA and its regional bodies. The technical advisory group should be made up of A league TD’s, State TD’s, Association representatives and selected football operation managers from across those bodies. This process can be overseen by key FFA personnel the group can establish the operational criteria and standards, monitoring process and fees for these programs, therefore, a national standard can be set and licence fees agreed. The game can finance the game whilst developing itself! The TAG should make recommendations to the FFA board on all development and be made up of today’s practitioners and not those from yesteryear.

Role and responsibilities of all parties in the game need to be absolutely clear. The role of FFA, MF’s and Associations is primarily to run competitions. They should be seeking to develop clubs so they can deliver the quality environment for players. There will be gaps in the development framework that they will need to fill. Co-operation across the governors of the game and clubs is the way, not competition and patch protection.

Player Development

As a fundamental principle the starting point for the professional game must be the development of high-quality players. There is a correlation between international success and the level of leagues and clubs in which young players play. Quality youth development will increase the player market value. Therefore, a collaborative approach between the national body and professional clubs can ensure that the A League becomes a league which can generate substantial future player sales, increase the leagues

Rob Sherman

sustainability whilst becoming the breeding ground for Australia’s next generation of top professional players. This income can filter down through the game via an internal transfer and training compensation system ensuring the work of grassroots football is fully recognized.

The role out of the Academy program with the A league clubs can be undertaken remotely during the shut-down so when the green light is given, they can quickly be accredited. AFC can then be invited to accredit Australia’s youth development program and the rest of the game given the opportunity to become accredited through 2021 for a 2022 start.

This is less likely now that technical staff have been stood down and once again illustrates the lack of appreciation of the work the technical teams do. There is a mistaken believe that ‘no football’ means no work. The planning, resource development, management process just happens apparently.

A key factor in players progressing into professional football and subsequently top football is the number of games accumulated at ages 17 – 21. This structure ensures that youth players at professional clubs get the quality competition required to transition into professional contracts, into A League starting line- ups and eventually transfers to top football clubs.

Aligning all professional leagues under the Leagues organization will be much more efficient in terms of staffing, commerce and the pathway. This would also ensure the structure doesn’t become a battlefield in terms of kudos with clubs electing to focus on meeting standards and winning the right for promotion.

The contracts for young professionals also needs to be addressed. Australia is one of the few countries where there is a minimum wage placed on the professional game when signing a young player. Aligned to the rule that says three players must by U21 on the A league roster this approach is stifling opportunities for young players to progress into the professional ranks. The national minimum wage should be the guideline with market forces determining what the player is offered. The setting of the minimum age to U23 and allowing clubs to sign as many U23’s as they like would vastly benefit and raise the opportunities for young players. The offering of scholarships to player who are still attending school has to stop and a training compensation scheme be introduced quickly to protect the club’s investment in young players.

The reserve sides of the professional league must as a minimum be allowed to play at the highest level of NPL as this presents a realistic challenge and is financially viable. This has to be a major initiative for the restart of football as the evidence is overwhelming that the gap in exposing young players to regular senior football is having a major impact on players progressing.

Talent Support Programs are essential so that players with potential that have been overlooked or live in remote and regional areas have an opportunity to develop. The member federations along with their zones and associations can undertake this role. A National standard is being developed so the quality of experience and delivery is the same in Melbourne as in Wagga Wagga.

NTC for girls is also being standardized and plans need to be in place for the initiation of Girls Academies so there is a collective and cooperative approach that places the player first .

Underpinning programs that present a quality coaching opportunity to players aged 7 – 12 are essential. These also need to be agreed upon on a national level and clear standards put in place for Pre-Academy and Player Development Programs.

The Academy Panel must remain in place and meet regularly during this period to ensure that these player development initiatives don’t stagnate.

Rob Sherman

Coach Development

It has become evident there are some major holes in the Coach Development framework. FFA Coach Development staff identified & communicated these needs up to 3 years ago but have not been resourced adequately enough to implement the changes in a timely manner. This hiatus presents an ideal opportunity to develop and write a range of courses to address these key areas. These include:

• C and B Licence Junior for coaches of players in the SA Phase
• B and A Licence Youth for Coaches and players in the Game Training Phase
• Support for coach learning in the workplaceo TechnicalDirectorsCourseo ClubCoachCoordinatortraining
• Workshops for ongoing informal coach development
  There is a significant global market for these courses which is aligned to much of the existing criteria for NPL and the Cat Academy scheme, so the business case is strong. A significant amount of online instructor training could have been completed during the shutdown so the workforce is upskilled and able to meet the demand that will be inevitable on the introduction of these additional offerings. A good proportion of revenue from coach development should be invested back into coach development so an opportunity to increase the investment model has been lost, as all these staff have been stood down.
  Development Modelling
  There is a significant need for a development model due to regional variations and inefficiencies. To truly transition people into regular participants isolated programs generally have a minimal long-term impact.
  Establishing an operational development model that links school’s programs to clubs is a must. A focus on club and club coach development to build upskilling opportunities for players of all abilities would then help retain players and grow the game even more.
  In terms of Junior engagement specifically, we need to establish a junior framework. This would include the alignment of a school’s initiative, a club, coach and player development program so that players in the Skill Acquisition Phase can get the introduction they need. This and a Fun Football program would be delivered by professional clubs, MF’s and associations which would ensure full geographical coverage and in turn build a connection to the professional game whilst transitioning young people into life-long participants
  Skill Acquisition is a phase of development not a program. The current structure employed in some states with SAP licences and SAP leagues completely misunderstands the principle of the phase in that, all players should be developed so the talent pool is as wide as possible. Who can really spot the best 9 year old? Why not give them all the opportunity to improve?
  Who are the technicians actually driving the grassroots development? Generally, we have, once again, administrators leading the way instead of technicians shaping and driving these programmes with administrators managing the process.
  Summary
  When discussing the games challenges, technicians quickly find the common ground because they put the ‘game that is played’ first. This is what ‘football first’ means to them, this is not evident when dealing with the game’s administrators.

Rob Sherman

Waiting to hold a summit with only the games administrators attending and wasting the opportunity presented by COVID 19 to plan for a changed football landscape is a mistake. All of this could have been organized during the current hiatus and the reinstatement of key technical personnel should be a priority so these football elements can be developed immediately. Technical groups can be established so that consensus from key stakeholders is attained and the delivery models and programs established. This could place the game in a recovery ready position and allow for Football to lead the Australian Sporting landscape.

Change cannot be cosmetic it must be radical. I have heard so many times over the last year that “it’s been like this for years Rob”. That surely indicates that its time the game was driven by those who have the knowledge to put ‘Football First’ and the administrators and politicians undertake the important task of managing the operational and finance aspects to help bring that to life. Synergy is the key!

A selection of comments in response to the manifesto on the Linked In platform...

Brendon Santalab Commercial Football Manager at Caroline Springs George Cross FC

Different class Rob!! Spot on. All the best with your next mission, was a pleasure to meet you! Hope to cross paths again one day soon.

Bruce Djite Director of Football at Adelaide United FC | Former Socceroo | Leadership | Strategy | Advocacy

Thank you for sparking such a critical and healthy discussion.

Sean Douglas Head of Coach Education at Football Federation Australia

Technicians, what are your thoughts? Are there areas you disagree with? Are there areas you think are critically important? Share your thoughts - and for those discussing those thoughts, withhold judgement until you really understand what the person is trying to say - don't fall into the social media trap of jumping straight to judgement.

Joey Peters Former Matilda now Championing Kids Sport | Sports Facilitator | Coach Developer | SBS Football Analyst | Founder and Facilitator of GPL The GAME PLAY LEARN Philosophy

Thankyou so much for sharing publicly Rob! I appreciate insight into Finances and Governance which makes fantastic sense I do have to disagree with priorities and would personally flip his list to put ‘Junior Development’ and Participation at the top of the list with Competitions and A-League at the bottom. For me the current crisis shows just how much Pro Sport is a luxury not an essential? Also statement that pro players come from high-quality juniors misses the other more important truth that it comes from more participants as said can’t predict the future of a young player which again doesn’t make sense to bring in ‘Pre-Adacemy Programs’? Surely there’s enough knowledge now it’s less coaching at a younger age that encourages intrinsic motivation and creativity (street football). And the aim should be As Many as Possible for As Long as Possible (Mark O’Sullivan and Norway leading the way with this) I like ideas of Fun Football and joining schools with club but it should be Fun for all, why do we have to separate Participation and Performance for kids? When will we be open to the idea that if players are having fun, they will actually be better performers ? So many more thoughts, again much respect to you Rob!

Peter Paleologos Team Leader, Lawyer & Investigator at ASIC and Owner of Libero Consulting

Very insightful article Rob!

Antony Hudson Service Delivery Manager at Konica Minolta

Makes lots of much sense, well put together and please stay involved in the game, we need people like you.

>>> (EDIT, no not THAT one, missing an H)

Plus, some LIKES from...

FFA hires Pell barrister amid stand-off with Fox over A-League rights https://t.co/TCcpyiXBac via @smh

— Vince Rugari (@VinceRugari) April 10, 2020

Just great! Fox is going to dump us. Optus don't want HAL so i cant see any future at all for us. Maybe Sky Sports can buy the A-League rights then on sell them to Fox.

COVID-19 pandemic a chance for truly unify football in Australia
Marco Monteverde, The Courier-Mail
April 12, 2020 11:43am

The coronavirus pandemic has meant James Johnson’s start to life as Football Federation Australia CEO has taken an unexpected course. However the proud Queenslander tells Marco Monteverde that it has presented an opportunity to truly unify the sport nationwide.

Monteverde: Your first three months as FFA CEO has coincided with the spread of COVID-19 and the effect it has had on not only football, but all sport and the whole society. How have you found the challenge of running football in these unprecedented times?

Johnson: COVID-19 has knocked the wind out of the game, it’s really tested the game, but largely Australian football has responded very well to it and come together. I’m very pleased about that, particularly because from day one I called for unity in the game as a starting point. Unfortunately there will always be people that will try to divide during a time of crisis, but in Australian football in this case, that’s been largely the exception and almost non-existent. The big challenge, but also a great opportunity going forward out of the virus era is creating a new vision and new chapter for the FFA administration.

M: How does the new chapter begin?

J: It starts with an honest assessment of what we’ve done well and what we’ve not done so well over the past decade and a half. What we’ve done well is received mainstream support for the A-League and the W-League, moved into the AFC and qualified for consecutive World Cups. What I don’t think we’ve done well has been the disconnect between different levels of football within the game and possibly different eras within the game. The other thing we haven’t done well is player development. This is an opportunity we have going forward to maintain what was good about the past 15 years and focus on what we can do better.

M: Former Socceroo captain Mark Viduka last week commented on Australia’s recent failure to develop players and the need to get ex-playing greats involved with running the game in Australia. Was he right?

J: The simple answer is yes. Mark is a legend of the game. He makes a very valid point around player development. I think there is a great opportunity for Australian football to be a serious producer a talent. The production of player talent is something that we need to take a serious look at in this new chapter of Australian football. In relation to getting players involved, I believe players need to be at the heart of decision making. Already in my first couple of weeks, you’ve seen a very player-centric approach that was taken towards the Matildas. If you look at our current (FFA) board we have Mark Bresciano and Amy Duggan, a former Socceroos and former Matilda respectively, I’ve elevated Sarah Walsh in our management team, another former Matilda, and I’ve recently brought in Robbie Middleby (general manager of member federations), who is my first signing so to speak and a former Socceroo. I would like to see more former players involved than we already have and that will be the case under my watch.

M: Maybe someone like Socceroos great Craig Moore, who has had past roles with FFA and national teams?

J: Moorey’s a legend of the game. He’s someone that I’ll always pick the phone up to. He’s got great knowledge, he’s got great experience and he’s played a number of roles within the game.

M: The A-League season, currently in suspension because of coronavirus, can be completed in the space of a month. How confident are you of finishing the 2019-20 campaign?

J: We’re optimistic that the season’s going to be completed, but the reality is we’ve got to monitor the latest advice from the different levels of government. We had a COVID-19 working committee in place, which has representatives of FFA, the clubs, the PFA and member federations. We want to ensure at all times that the health and wellbeing of the football community, in particular the players in the case of recommencing the league, is paramount. We have a review date on April 22 when we’ll announce our next step. At this stage we’re not able to play, but as soon as we are and it’s safe for our players, they’ll be out there playing again.

M: FIFA has recommended that player contracts, which in the A-League’s case run until May 31, be extended because of the likelihood that no football will be played before then, What is the FFA’s stance on this matter?

J: It’s a recommendation of FIFA not a direction but it’s one that’s being considered by the A-League clubs and the PFA (the players’ union). It needs to be considered. I’ve been pleased that the A-League clubs and the PFA have been in discussions about playing contracts, about the stand down of players at various clubs, and about this recommendation from FIFA. That’s healthy. We’ve been clear that if the clubs and the PFA cannot resolve player matters with stand downs, then we would intervene. Those discussions are going along smoothly.

M: Some argue that state and member federations should be scrapped. How is the relationship between FFA and the state and member federations?

J: We’re working very well with them. That’s a strategic priority for me. We have to have better alignment with our member federations. They’re the base of the pyramid. What we need to avoid is where we have duplicate and too many layers of administration, too many people doing the same thing. We can streamline our operations and work more efficiently but that requires working closer and in a more collegiate spirit with our member federations, which we’ve started to do in the past three months. I see the member federations’ role going forward as crucial because they’re closer to the ground than FFA is. That closer relationship to grassroots football is important.

M: Are you confident state NPL and community competitions will recommence this year?

J: I am. Because the state and territories have also put in place various measures, the spread and the flattening of the virus will be different in each state. What’s important for us is that football is played as soon as possible at grassroots level all over the country, but it can only happen once it’s safe to do so.

M: With different recommencement dates likely for community and state competitions, and the A-League, will the FFA Cup be too hard to run this year?

J: It’s something we’re looking at right now. It’s become an important part of the Australian football calendar. I’m a big believer in the FFA Cup and part of the vision going forward will be to optimise and take that competition to a new level. The FFA Cup connects people and connects different levels of football, so that will be a priority if we can get that up and going.

M: The Socceroos were set to take part in the 2020 Copa America before it was postponed until next year. Are Australia still invited to compete in the tournament in 2021?

J: We’re in discussions with CONMEBOL (South American Football Confederation) as to whether or not we would participate. We haven’t been formally invited yet but if we expressed interest then we would be. We’ve got to consider the whole national team calendar.

https://www.couriermail.com.au...

"...our thoughts and prayers..."

Didn't search Pell in Australia with out adding barrister or his first name at the moment. :-(

best to play it safe!

FFA chief James Johnson rules out early season return-“This is not just abt⚽️,it’s bigger than that.We believe that⚽️will have an important role to play in recovery of Aust society &we want to be a reliable partner in government's efforts towards this” https://t.co/9u9PHRFm5E

— Elia Santoro ? (@Elia_Santoro) April 15, 2020

"We need to be the 90% during the COVID-19 pandemic"

The football community is doing it's part as a good citizen to help slow the spread of Coronavirus.

➡ https://t.co/fC7B9dI7wn

— Football Federation Australia (@FFA) April 16, 2020

So the FFA didn't get there money from Foxtel, But dont the FFA have to pay the clubs anyway?

No comment from either FFA or Fox

However, it appears FFA is already gearing up for a possible legal stoush, having sought advice from prominent barrister Bret Walker SC, who recently worked on the appeal of George Pell and will oversee the special commission of inquiry into the Ruby Princess cruise ship saga.

https://www.ftbl.com.au/news/sherman-i-did-nothing-at-the-ffa-546971

Former Football Federation Australia technical director Rob Sherman admits the role was so compromised by competing factions he could do nothing during his 10 months in the job.

Sherman shocked the football community by quitting in frustration less than a year after leaving Melbourne Victory to take up the powerful position.

But he admitted to the FTBL Year Zero podcast: "I would actually say I've done nothing since I've been in the building.

"It was very frustrating actually getting things off the ground with some traction. I'm a doer – and in essence I found that inability to really progress things just massively frustrating."

Sherman says while the FFA was keen to back him and his plans, his vision was blocked by other forces within the football community including the member federations.

But the upheaval within the FFA over the change in management and structure meant Sherman's ambitious programme of change was left to gather dust.

"I was convinced that there'd be an opportunity to drive things," Sherman told the podcast. "So I was particularly keen to drive things in the international department and the elite pathway for academies.

"In essence, through a number of circumstances, obviously David Gallop departing and the hiatus that was left around that, the unbundling of the league, put priorities and then uncertainty in place."

Complicating matters was the decision to split the immediate future of Australian football into three separate working groups within the FFA.

"[There are] some very excellent people in roles and yet quite often the outcome of what the recommendations are, isn't as recommended," said the former player and coach, now back living in New Zealand.

"People further up the chain decide that x is better than y, [but] based on what? What experience do they actually have have at the coalface?"

He added: "That became evident when you were talking around the competition structures.

"You have three groups working – NPL review, new Second Division group, and you have the new leagues Working Group, which is working through the unbundling.

"But ultimately, the competition structure is one structure. It needs one conversation, of which there's probably three streams, but there's one conversation.

"Actually getting the information and insights and updates from each and having input into each was extremely difficult. And that's only one facet.

"If you talk about grassroots, it's the same.'

He added: "There aren't football departments.

"They have a thing called the technical department, which is predominantly pathways and coach aid, you have national teams in the context of the FFA, and you have community – and they don't actually talk much.

"We were definitely improving that, and there was a willingness to do that. But it's still not as it should be. It became overwhelming in the sense of how little progress you seem to be making.

"And ultimately, you know, I'm not 30, I'm down the other end of the scale – and my patience is not what it was..."

The one project Sherman got underway was a rewrite of academy criteria for clubs across the country - but that had stalled since December with no feedback in the months that followed.

"You can't just implement these things overnight," he said. "There's a process you have to go through, you have to prepare people. The likelihood of that getting rolled out this year would become more difficult.

"Looking at the international sphere and the finances of the FFA, and doing what we wanted to do, was looking more and more difficult.

"I could just see barrier after barrier."

By the time the Covid crisis hit, Sherman had already resigned – but the opportunities created for a massive reset of Australian football during the lockdown only frustrated him further.

While working out his notice, he saw a chance to use the shutdown to reinvent the way the sport was run.

"There was a window of opportunity because of the lack of activity," he said.

"Generally what happens – because the football side of the game is under resourced – the technical people are so busy that they don't have time to build resources, redefine and refine programs, because they're so busy just delivering what they've got to do.

"It was a perfect opportunity to co-ordinate a whole raft of things and get input from a whole raft of people across the game in this hiatus and actually get yourself lined up so that when restart happens all the ducks are in in place.

"And that hasn't happened."

Sherman sees potential in the Japanese model which puts the football first and commercial input is simply there to support the rest of the sport.

In Australia, he believes it has been the other way around for too long - and there's no vision to change it.

"Japan's often used as a model," he said. "If you look at their model as a diagram, they've got this rather large oval called football and supporting that is operations and business.

"And so the way the game looks – structured, delivered, coached and programs in schools – is all in place. Business and operations are the support mechanism to bring that to life.

"And I'm a firm believer that that's the way that is the most beneficial long term."

Australia, however, works in reverse, says Sherman. He added: "I just think that there's a mindset that they're in which is around the business model.

"Operations being primary, and the football almost secondary.

"Just shifting that [was difficult] in terms of [being] the lone voice because actually there aren't that many from the technical side represented in those conversations..."

Seems to be highly respected, esp for his knowledge re technical/coaching pathways of football.

But like one of the guys on the latest podcast, I can't get past his call for the A League to switch from summer to winter. Commercially would just seem a complete no go.

Is today D Day for the A League decision?

I don't think so...

A "formal status assessment" of the A-League is scheduled for today.

https://www.perthnow.com.au/sport/a-league/newcastle-jets-veteran-nigel-boogaard-lashes-a-league-owners-and-ffa-for-silence-surrounding-leagues-future-ng-b881525962z

Any idea on what time we could expect an announcement?

There is no word on whether there will be any announcement from FFA (or the Phoenix) today.

Interesting, thanks AV.

https://www.ftbl.com.au/news/year-zero---a-new-dawn-for-the-post-fox-masterplan-for-australian-football-547060The A-League faces a future without any big money TV deals – but former FFA technical director Rob Sherman has a plan for its survival because “…it’s absolutely vital”.

Nothing as of 8.15pm NZ time (6.15pm AEST). Not great to chuck April 22 as the next key date then deliver nothing whatsoever.