Strategic Plan
Shaping Football in New Zealand
2016 - 2025
Part 1 Frame-Up
Football is one of New Zealand’s favourite games. It is the highest participation team sport1 and provides experiences
and opportunities for all – male and female, young and not so young, talented athletes and community level players.
The custodians of football; New Zealand Football, Federations, Clubs and Schools are passionate and talented
people who are striving to make football the nation’s favourite game.
Strategic Plan
Shaping Football in New Zealand
2016 - 2025
This strategic plan details the objectives we are setting out to achieve and where we need to focus our efforts in order
to achieve them. It presents a desired outlook for 2025 and works back in three year cycles of establishing priorities
that contribute to the 2025 outcomes.
CONTENTS
1FRAME-UP
3
2
FOUNDATIONS - Where have we come from?4
3
THE HORIZON - Where are we going to?5
4
THREE YEAR PRIORITIES 2016-2019 - This is how we get there6
5
KEY INITIATIVES 2016-2019 - This is what we will do to achieve those goals8
6
CORE FOOTBALL DELIVERY - This carries on10
7
THE DELIVERY MODEL - Right peg in the right hole12
8RESPONSIBILITIES - What will we be responsible for?14
9RESOURCES - How are we going to resource?16
10TIMELINE - When will all this take place?18
11CONCLUSION
Imagery supplied by Photosport. Printed March 2016. Design by Sidekick Creative Ltd. © New Zealand Football
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1 Sport New Zealand 2013/14 Active New Zealand Survey
Strategic Plan - Shaping Football in New Zealand
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Part 2 Foundations
Part 3 The Horizon
WHERE HAVE WE COME FROM?
WHERE ARE WE GOING TO?
This strategic plan builds on the foundations of the 2013 – 2015 plan. The enduring ethos of New Zealand Football
(and football in New Zealand) remain in our expressed Vision, Purpose and Values:
New Zealand Football aims to achieve the outcomes described in Table 1 below by 2025. All of our work and our
monitoring of progress will be designed around fulfilment of these outcomes.
OUR VISION: Incredible performances on and off the field
STRATEGIC OUTCOMES
WHAT WILL THE OUTCOMES LOOK LIKE?
FOUNDATION
OUR MISSION: To lead, inspire and deliver football in New Zealand
OUR VALUES: Unity, Pride, Passion and Respect
More New Zealanders playing
and loving football
2.Participation in women’s football, traditional format, increases
from 27,000 to 30,000 by 2020, then to 33,000 by 2025.
We are a small part of a global sport, and we operate in a competitive sport and recreational environment in New
Zealand where football is not the national game. Living our values in our behaviours, actions and decisions is
fundamental to fulfilling our vision and achieving our mission for football in New Zealand.
2. Beyond Football
New Zealand Football
Whole of Football
Plan
3.Participation across lifestyle football formats2, increases from
18,000 to 27,000 by 2020, then to 36,000 by 2025.
The key building blocks that this strategic plan inherits, and plans forward from are:
1. The Whole of Football Plan
1.Participation in men’s football, traditional format, increases
from 90,000 to 96,000 by 2020, then to 102,000 by 2025.
Our elite teams winning at
global pinnacle events
4.The Ferns secure and maintain consistent top 10 FIFA
ranking from 2019.
New Zealand Football
Beyond Football Plan
5.All Whites perform at World Cups 2018, 2022.
Table 1 - Our Outcomes
The custodians of football in New Zealand have achieved significant progress for community football and the elite
game through these plans. The foundational thinking and momentum remain in place as we work towards 2025. The
purpose of this plan is to establish clarity on what we are setting out to achieve and to guide our focus and priorities
within the Whole of Football Plan and Beyond Football.
There are many ambitious ideas for advancing football, yet we cannot fund and resource everything. To ensure we
create the best chance of realising our aspirations, the plan establishes priorities for the custodians of the game to
work towards in an aligned and purposeful manner. We will not fall into the trap of trying to do everything; this means
some initiatives, programs and campaigns will be more important than others.
While the plan has a 2025 outlook, it is prepared around three year cycles, whereby we review, reset and refresh the
priorities in order to continue progress towards the 2025 outcomes.
2 Lifestyle football formats refers to Futsal, Beach Football, Social and
Corporate Leagues, Seven Aside etc.
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Part 4 Three Year Priorities 2016-2019
THIS IS HOW WE GET THERE
In order to realise our outcomes, particular areas of focus have been identified for the next 3 years. New Zealand
Football will continue to oversee the delivery of football in all core areas; it is just that these are the areas elevated
from core activities to receive attention because this is where we can respond with most impact to the needs of, and
opportunities for, football in New Zealand. The 3 year strategic priorities are outlined in Table 2a & 2b.
Fulfilment of phased
recommendations in the
National Competitions
Review (NCSR2015).
That is: invest in current
structure, confirm aims for
an integrated single season
national competitions
structure; complete feasibility
and operational plan.
Invest in Youth3 football as
a growth vehicle for men’s
and women’s traditional
football, (contributing to the
men’s and women’s football
outcomes).
National Sport Organisation
provision and oversight
of engaging competition
structures is a fundamental
stakeholder value driver
and participant benefit in
mainstream team sports.
This strategy is driven by
fulfilling the WOFP and
NCSR2015. That is:
This is Stage 2 of the
WOFP - growth by retention
‘pull through’ (i.e. Junior to
Youth, Youth to Senior).
Currently numbers drop
from 42,000 footballers to
26,000 between Junior and
Youth levels. It seeks to
address that drop.
• Establishment of a unified
national football pathways
framework available to
players, coaches, referees
and football administration
(WOFP).
WOMEN
Invest in Girls Football
(Junior) as a growth vehicle
for traditional women’s
football, (contributing to the
women’s football outcome).
Participation numbers in
Junior women’s football
have grown steadily over
the past five years (circa
8,500 players), however
participation numbers are still
significantly lower than some
other codes.
Women’s football is
a competitive point of
difference for football in New
Zealand – i.e. significant
male and female participation
pathways.
LIFESTYLE
FORMAT
Invest in Futsal as the key
growth vehicle for lifestyle
formats (contributing to the
lifestyle football formats
outcome).
There has been significant
growth in Futsal participation
(circa 18,000 players) – there
is momentum.
Strategic Priorities
2016 -2019
YOUTH
Why is this a priority?
COMPETITIONS
Futsal presents football
with a genuine participation
and revenue diversification
platform.
Ongoing co-funded investment in and development of the
Ferns performance program so that the Ferns secure and
maintain consistent top 10 FIFA Ranking from 2019.
Ongoing development of the All Whites performance
program (so that All Whites qualify for FIFA Confederations
and World Cups 2016, 2017).
Women’s football is a growth game, and the Ferns success
at World Cups and Olympics will create a genuine high
profile NZ ‘shop window’ boost - providing leverage for
sustained participation growth.
Contributes to the ‘more New Zealanders playing and
loving football outcome’.
There are financial rewards for success i.e. FIFA for
reinvestment in the game in New Zealand (thereby
contributing to New Zealanders playing and loving football).
Also:
• It provides support/leverage for New Zealand
Government partnerships (High Performance Sport New
Zealand and Sport New Zealand).
The national men’s team has demonstrated competing in
World Cups creates a genuine high profile New Zealand
‘shop window’ boost - providing leverage for sustained
participation growth.
Significant financial rewards for success i.e. FIFA for
reinvestment in the game in New Zealand.
It provides genuine global competitions – a point of
difference in New Zealand.
• Advancement of the women’s game is a FIFA priority.
Futsal meets changing
market consumption trends
(pay for play, flexible, nonclub based experiences,
indoor but able to be played
outdoors on many surfaces).
• It provides genuine global competitions – a point of
difference in New Zealand.
Goals
Why is this a priority?
Strategic Priorities
2016 -2019
OUTCOME: MORE NEW ZEALANDERS PLAYING AND LOVING FOOTBALL
OUTCOMES: OUR ELITE TEAMS WINNING AT PINNACLE EVENTS
Ferns medal at Rio Olympics 2016 and Tokyo Olympics
2020.
Ferns reach quarter finals of FIFA World Cups 2019 and
2023.
All Whites qualify in 2016 for the Confederations Cup, and
in 2017 for FIFA World Cup 2018 (aligned to the 3 year
strategic cycle).
Table 2b - Our strategic priorities - International.
Goals
• A national competitions
structure as the pinnacle of
WOFP, representing the top
of the pathway available to
domestic players, coaches,
referees and football
administration. It is also the
fundamental link between
the WOFP and the Beyond
Football Plan (NCSR2015).
Launch an integrated national
competitions structure in the
next strategic planning cycle.
30,000 Youth footballers by
2020 and 35,000 by 2025.
10,000 Junior footballers by
2020 (women) and 12,500
by 2025.
27,000 Futsal players by
2020 and 36,000 by 2025.
Table 2a - Our strategic priorities.
3 Junior (ages 4 -12), Youth (ages 13 – 17), Senior (ages 18 +)
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Part 5 Key Initiatives 2016-2019
THIS IS WHAT WE WILL DO TO ACHIEVE OUR GOALS
Priority
Area
For each priority, particular initiatives have been identified that New Zealand Football will undertake with the support of
all stakeholders, in order to achieve the goals set out in Table 1. The initiatives are outlined in Table 3a and 3b below.
COMPETITIONS
Improving the current
structure and the clubs that
play in it:
What we’re doing
• Improve delivery in Clubs
by setting, monitoring and
enforcing development
criteria.
• Market the competition,
including increasing its
profile, and identifying/
cementing commercial
partnerships.
YOUTH
WOFP Stage 2:
• Community Recreation:
Providing recreational
opportunities.
• Community Participation:
Improving Club and
School experiences.
• Talent: Implementing
a National Youth
Development League.
• Confirming the long term
vision and aims of the
competition, to ensure its
sustainability.
WOMEN
• A national Women’s
football committee
focused on progressing
the game.
• Women’s football
development officers
in each Federation are
working with clubs to
develop and enable
women’s football.
Includes development
of club based football
coordinators, best practise
for the women’s game
and training/professional
development for leaders
within women’s and girl’s
football.
• Development of women’s
specific football events
and products –and
improve visibility of the
game.
• Attract and retain quality
coaches and referees
for women’s and girl’s
football.
LIFESTYLE
FORMATS: FUTSAL
• Provide an all-inclusive,
all-encompassing
pathway (opportunities
for every level of Futsal –
recreational, community
and talent, junior-senior).
• Improving the Futsal
delivery systems – taking
a strategic approach.
• Actively promoting this
form of the game –
ensuring Futsal is seen,
experienced and talked
about.
Beyond Football strategies:
Beyond Football strategies:
• Player Development:
• Player Development:
- Maximising contact time – increasing contact with
the Ferns and increasing their activity.
- Maximising contact time – increasing contact with
the All Whites and increasing their activity.
- Align talent with their development needs and
implement a talented player programme.
- Developing our unique team culture (our point of
difference - a clear style of play – our ‘identity’).
• Coach Development: Full time coaching staff
development.
• Creating the right environment (internal and external):
Regular competition in competitive environments and
development of the Home of Football, with Regional
Hubs.
• Strategic Relationships: Building relationships
with overseas clubs, where talent may be sent for
development.
- Succession planning, creating competition for
places and an aligned playing style in developing
players.
• Coach Development: Full time coaching staff
development.
• Creating the right environment (internal and external):
regular competition in competitive environments and
development of the Home of Football, with Regional
Hubs.
• Strategic Relationships: Building relationships
with overseas clubs, where talent may be sent for
development.
Table 3b: Our initiatives for each strategic priority - International.
Table 3a: Our initiatives for each strategic priority.
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Part 6 Core Football Delivery
THIS CARRIES ON
Although there are particular strategic priorities (with supporting initiatives as outlined), core football is not compromised.
The components of core delivery are outlined in Table 4 below, including any changes to delivery of the core activities.
Table 4: Our core activities
PATHWAYS
Junior pathway
- Delivery of the WOFP Junior Framework.
What does this include?
Youth pathway
- Delivery of the WOFP Youth Framework.
Senior pathway
- Delivery of the WOFP Senior Framework.
Females in football
- Engaging women in football across all
parts of the WOFP (Junior - Senior),
including “girls only” opportunities.
Ethnic engagement
- Targeting immigrants, refugees and
migrants by including them in football
programmes in partnership with other
organisations.
Futsal
- Delivery of the Futsal Framework.
Will anything change
Less central delivery - Clubs will have
greater responsibility for delivery of
the Junior, Youth, Senior and Female
pathways, supported by the Federations.
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New Zealand Football will partner with
agencies to deliver programmes.
Elevation of Youth, Women and Futsal
as strategic priorities:
• The Youth Pathway will be a strategic
priority area (moving up from Junior
which was the focus from 2011 - 2015).
• Increasing girls football participation as
a growth vehicle for traditional women’s
football.
• Futsal will also be a strategic priority.
Strategic Plan - Shaping Football in New Zealand
CAPABILITY
Coach Development
• Appropriate coach education opportunities at every level.
• Provision of the Coaching Development system.
• Accessible, delivered both locally and nationally - providing
formal learning via courses and informal learning through
a National Coaching Network.
• Provision of ongoing support to develop expertise.
Referee Development
• Deliver a cohesive referee development pathway
for community and talented referees (reviewed and
refreshed annually).
• Provision of formal and informal (fortnightly coaching
and mentoring) development opportunities at local
Federation training centres for Referees, Assistant
Referees, Assessors & Instructors.
Quality Club Mark
Development and delivery of a tiered and progressive
QCM programme to drive standards of best practice in
club administration and community engagement (creating
viable, community focused entities, delivering meaningful
participation opportunities).
Injury prevention
Implementation of the FIFA 11+ injury prevention (warm
up) programme in conjunction with ACC.
CAPACITY
Facility Development
- A National Facilities
strategy, featuring a needs
analysis of facilities within
each District and outlining
facility development.
Workforce
- A national workforce plan,
identifying the number
of people and specific
roles/key skills required
to continue to deliver
the WOFP in paid and
voluntary roles. We will
recruit, retain and develop
a quality, motivated and
inclusive paid workforce
that is recognised and
rewarded for excellence.
COMPETITIONS
Premiership
Women’s National League
Youth National League
Futsal National League
ACC is partnering long term, and investing in New
Zealand Football on injury prevention.
This partnership reflects football’s genuine capacity to
help significant stakeholders achieve their goals, while
helping football achieve its aspirations.
The Beyond Football Plan elite
football pillars:
Player Development
Developing and promoting a
player pathway (development
to elite), a talent blueprint for
national teams, and player profiles
(aligning talent with development
needs).
Coaching Development
Developing coaching pathways
(aligned to players), transitioning
to full time coaches and improving
coach qualification standards.
Investment in resources
Improving facilities (development
of the Home of Football and
regional training hubs), as well
as personnel (and obtaining the
funding for this).
- Increasing our Coach
Educator Workforce
to improve capacity
nationally and within our
Federations and clubs.
NEW ZEALAND FOOTBALL
ADMINISTRATION
• Commercial planning:
Increasing funding available
to the sport.
• Financial Planning: Careful
monitoring and allocation of
resources.
• Regulatory work – ensure
compliance with football
obligations (e.g. FIFA rules).
• Operations and risk
management – ensure
compliance with
organisational obligations
(e.g. HR etc.) and ensure
preventative risk mitigation
measures in place.
• Governance – ensure high
quality robust governance of
the game.
Strategic Partnerships
Building relationships with
stakeholders and investment
partners - including overseas
clubs.
Development of GoalNet
• Simplification of administration surrounding the game.
• Provision of consistent, accurate and aligned data on
all activity for clubs, players, coaches and referees.
• Enable participants to have a unique National ID
Number, ability to track performance, provide valuable
insights on data trends, participant history that will help
us shape future targeted delivery across a variety of
participation levels.
New Zealand Football’s qualifications will become
internationally transferable – recognised in other
jurisdictions and able to be used as proof of training.
NATIONAL TEAMS
Aligning competitions (men’s,
women’s, youth and junior –
included above).
This drives our elite national
teams (Ferns, All Whites, Futsal
Whites and age grades).
In relation to facilities,
the Federations will
develop regional plans
(aligned to the national
strategy) and an annual
advocacy framework
will be implemented
driving a more aligned
and coordinated LTA
engagement approach.
Elevation to a strategic
priority:
Implementation of the
recommendations in the
Competitions Review.
Club licensing regulations
will be utilised to ensure
clubs participating
have best practice in
club administration and
community engagement.
A cycle by cycle approach
to investment based on
performance on and off the field.
Opportunities for partneringoutsourcing sought in talent
development.
Improve our effectiveness and
efficiency across these areas.
Introduction of new governance
framework.
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Part 7 The Delivery Model
RIGHT PEG IN THE RIGHT HOLE
The process of preparing the 2016-2018 plan identified a need to shift the delivery of some activities/strategic priorities
to better reflect the roles and positions of each organisation.
This will of course have an impact on resources, which we discuss in Part 8.
Figure 1: The indicative change to delivery of the Whole of Football Plan
2025
Clarifying respective roles and responsibilities by identifying the areas that each organisation is best placed to
undertake will help us deliver football in the most effective way – using the positions and functions of New Zealand
Football, Federations and Clubs to the best effect.
CHANGES TO DELIVERY OF WHOLE OF FOOTBALL
2015
Our community needs confidence that football is being delivered and is advancing effectively and efficiently - with the
right organisation in the right place, and without duplication. We need to make the best use of limited resources as
we build towards the 2025 outcomes.
0%
NZF
DELIVERY OF WHOLE OF FOOTBALL STRATEGIC PRIORITIES & CORE ACTIVITIES
• Support from Federations to Clubs with this including QCM, monitoring, education (coach/referee), administration,
systems etc.
• Development of the WOFP programmes by New Zealand Football, including development of policies.
• Oversight of the support aspects of the pathway by New Zealand Football, including coach and referee education
and pathways.
If the Clubs do not have the capacity or capability to deliver, this may mean more reliance on other providers. Figure
1 (top right) captures an indicative delivery shift.
CLUBS
50%
60%
70%
80%
90%
100%
OTHER PROVIDERS
The key change to the delivery of the elite programmes relates to New Zealand Football’s resourcing (discussed in
Part 8). There will be greater emphasis on a cycle by cycle approach to investment based on performance on and off
the field. New Zealand Football will consider external providers to support delivery of parts of the elite programme.
Figure 2 below captures an indicative shift in delivery of Beyond Football.
Figure 2: The indicative change to delivery of the Beyond Football Plan
10%
NZF
Strategic Plan - Shaping Football in New Zealand
FEDERATIONS
40%
DELIVERY WITHIN BEYOND FOOTBALL
0%
12
30%
2025
• Greater responsibility on Clubs for implementation of the WOFP pathways and programmes (Junior, Youth and
Senior).
20%
2015
The key change to delivery of the pathways within the WOFP relates to a shift away from delivery by New Zealand
Football and Federations towards the Clubs. Clubs are at the “coalface” with our footballing community and are critical
to quality delivery. This means:
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
OTHER PROVIDERS
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Part 8 Responsibilities
WHAT WILL WE BE RESPONSIBLE FOR?
Given these changes to the delivery of our core activities and strategic priorities, we set out the key responsibilities
for each organisation. Table 5 below summarises our core activities, indicating which of us is responsible for delivery.
Table 5: Our respective roles and responsibilities.
NEW ZEALAND FOOTBALL
ROLE “leading, promoting, developing, enhancing and
protecting the sport of Football in New Zealand”
• Oversight of football in New Zealand.
• Maintaining relationships with national and international agencies.
• Development of strategy, policies and systems.
• Development of products/programmes for all aspects of the game including coach and
referee development.
• Managing the national elite domestic competitions.
• Consideration/planning for facilities and workforce.
• Monitoring and enforcement of standards.
• Guiding Federations in delivering strategies, policies, programmes and initiatives.
• Assisting and supporting the Federations.
• Agreeing the systems, processes and standards should be common across all Football in
New Zealand.
WHOLE OF
FOOTBALL PLAN
• Developing/implementing initiatives to encourage the continual increase in the number of
individuals participating.
• Delivery of the elite programmes, with support from other providers as necessary.
• Managing all international activity involving national teams and International events.
• Strategic Partnerships – building relationships with stakeholders and investment partners –
including overseas clubs (for player development purposes).
• Player Development – developing and promoting a player pathway (development to elite), a
talent blueprint for national teams, and player profiles (aligning talent with development needs).
FEDERATIONS
ROLE “promoting, developing, enhancing and
protecting the sport of Football in their Region”
CLUBS
ROLE “delivering Football in their area”
• Guide and support clubs, schools and providers with the
effective and nationally aligned delivery of Junior, Youth and
Senior pathways.
• Deliver the Junior, Youth and Senior pathways
(including any additional strategic initiatives with
Women, Futsal and Youth) under Federation direction.
• Delivery of New Zealand Football strategic initiatives,
policies, products and programmes in the region.
• Put in place everything necessary to obtain the Quality
Club Mark.
• Assisting and supporting New Zealand Football.
• Arranging and implementing Football tournaments,
competitions, events and activities in their Region, and with
other Federations.
• Facilitating coach educational programs, young player
development programs, referee development programs and
facilities development on behalf of members.
• Support the development and education of players and
coaches who may achieve international football.
• Development of players and coaches who may
achieve international football.
• Development of referees who may achieve international
football.
• Development of regional performance hubs.
• Coaching Development – developing coaching pathways (aligned to players), transitioning to
full-time coaches and improving coach qualification standards.
THE BEYOND
FOOTBALL PLAN
OUR OTHER
RESPONSIBILITIES
• Investment in resources – improving facilities through development of the Home of Football
and regional training hubs, as well as personnel (and obtaining the funding to do this).
• Implementation and improvement of systems.
• Implementation and improvement of systems.
• Seeking and securing revenue, funding, grants, and sponsorship for the delivery of its
national strategies, programmes and initiatives.
• Securing regional funding and sponsorship for the activities
in the Region.
• Commissioning research on development issues for Football in New Zealand.
• Ensure all participants are properly affiliated and contribute financially to the game for the
value they receive from the game.
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Strategic Plan - Shaping Football in New Zealand
• Implementation and improvement of systems.
• Ensuring all local participants are properly ‘affiliated’ and
contribute financially to the game for the value they receive
from the game, as well as collecting participant data.
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Part 9 Resources
HOW ARE WE GOING TO RESOURCE? 3 YEAR INVESTMENT CYCLES
As we are changing our delivery mechanisms for both core activities as well as the strategic priorities, we thought
carefully about the impact this would have on resourcing. The resourcing plan will follow the strategic delivery cycle
(i.e. a 3 year investment cycle). By taking a 3 year approach, if any changes to revenue do occur, adjustments can be
made to delivery (increasing/decreasing expenditure).
FROM 2016 - 2018
We anticipate that the ratio of our allocation to the community and elite games will shift, with a greater allocation
of funding going to the WOFP4. This is in light of the potential change in delivery of the elite programme, which
may include outsourcing or partnering options. Figure 3 below captures an indicative, potential shift in allocation of
resources.
Three examples of what could happen over the next 3 years are set out below:
EXAMPLE 1: THE ALL WHITES QUALIFY...
2017
All Whites
qualify for 2018
FIFA World Cup
2018
All Whites
perform in
FIFA World Cup
2019+
New 3 year
priority setting
in context of
traditional FIFA
funding
Figure 3: An indicative shift in allocation of resourcing across pillars.
CURRENT EXPENDITURE
EXPENDITURE ON PILLARS (2016-18)
EXAMPLE 2: ADDITIONAL SOURCES OF FUNDING ARE SECURED...
2017
All Whites
do not qualify
for 2018 FIFA
World Cup
2018
New Beyond
Football
funding
received - new
model
2019+
New 3 year
priority setting
in context of
NZ generated
funding
EXAMPLE 3: THERE IS NO QUALIFICATION, OR ADDITIONAL FUNDING...
BEYOND FOOTBALL
COMPETITIONS
WHOLE OF FOOTBALL PLAN
AFTER 2018
We have taken a 3 year investment cycle approach, as we will not rely on any windfall that we would get from
qualification by the All Whites into the World Cup. We will monitor:
2017
All Whites
do not qualify
for 2018 FIFA
World Cup
2018
No new
Beyond
Football
funding
received
2019+
New 3 year
priority setting
in context of no
funding for elite
game
• Qualification in 2016 for the 2017 Confederations Cup by All Whites
• Qualification in 2017 for the 2018 FIFA World Cup by All Whites
• Additional funding New Zealand Football can generate for elite programmes from other sources.
We will invest in the elite programme until 2018 (aligned to our 3 year strategic and investment cycles) and assess our
resource allocation between Beyond Football and the Whole of Football Plan after that point.
The operationalisation of this strategic plan will commence with the preparation of annual business plans and budgets
for New Zealand Football and the Federations. These plans will be aligned to the strategic plan and will specify
programs, initiatives and actions, including the prioritisation of required resources and budgets (funding/revenue and
operational expenditure).
4 Note: This will not necessarily result in more funding to WOFP, it is simply a greater proportion of funds allocated to this area.
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Part 11 Conclusion
Part 10 Timeline
WHEN WILL ALL THIS TAKE PLACE?
2016
JUNIOR
PATHWAY
(including
coaches,
referees,
administrators)
YOUTH
PATHWAY
(including
coaches,
referees,
administrators)
Continue with core
investment.
2017
Continue with core
investment.
Strategic initiatives
implemented (where
resourcing allows),
aimed at bringing junior
numbers into youth.
Strategic initiatives
implemented (where
resourcing allows),
aimed at bringing junior
numbers into youth.
Check in on initiatives
- what do numbers
indicate?
Check in on initiatives
- what do numbers
indicate?
2018
NEW STRATEGIC
PLANNING CYCLE:
ASSESS ENVIRONMENT
Continue with core
investment.
Strategic initiatives
implemented (where
resourcing allows),
aimed at bringing junior
numbers into youth.
This strategic plan looks towards 2025 and takes a practical 3 year cyclical investment approach - partly influenced
by funding dependencies (e.g. FIFA World Cup Qualifications). In the plan, six strategic priorities are identified that will
help us achieve specific outcomes in 2025. These priority areas are:
1.Competitions
2.Youth
3. Futsal (as part of the lifestyle formats)
4. Women’s football
5.Ferns
6. All Whites
Assess/evaluate
outcomes.
In an environment of constrained resources, and with a large volunteer workforce, it is important to be aligned around
a handful of priorities that can generate the biggest impact on advancing the game. By focusing on the above strategic
priorities, we will progress the game towards the 2025 outcomes:
• Participation in men’s football (traditional format) increases from 90,000 to 102,000 by 2025.
• Participation in women’s football (traditional format) increases from 27,000 to 33,000 by 2025.
• Participation across lifestyle football formats, increases from 18,000 to 36,000 by 2025.
• The Ferns secure and maintain consistent top 10 FIFA ranking from 2019.
SENIOR
PATHWAY
(including
coaches,
referees,
administrators)
Continue with core
investment.
Continue with core
investment.
Continue with core
investment.
May become a
strategic priority in
2019 - Stage 3 of
the WOFP.
• All Whites perform at World Cups 2018, 2022.
Part of the journey will be to transition to more appropriate delivery roles for the key stakeholder organisations, where
the delivery of the game is resourced closer to the participant and NZF can invest in agreed strategic priority areas.
This means that while New Zealand Football continues leading and developing core elements of the game under the
WOFP, clubs will play a greater role in delivery.
This strategic plan will provide the direction and guidance necessary to make football the nation’s favourite game.
LIFESTYLE
FORMATS:
FUTSAL
(including
coaches,
referees,
administrators)
ELITE
(including
player/coach
development,
strategic
partnerships
& resource
investment)
NEW
ZEALAND
FOOTBALL
organisational
administration
18
Strategic initiatives
implemented (where
resourcing allows),
aimed at increasing
participation in Futsal.
Strategic initiatives
implemented (where
resourcing allows),
aimed at increasing
participation in Futsal.
Check in on initiatives
- what do numbers
indicate?
Check in on initiatives
- what do numbers
indicate?
Strategic initiatives
implemented (Home
of Football, Overseas
Clubs and Player/Coach
development), aimed at
improving performance
of elite teams.
Strategic initiatives
implemented (Home
of Football, Overseas
Clubs and Player/Coach
development), aimed at
improving performance
of elite teams.
Check in on other funding
sources / Qualification for
Confederation Cup
Check in on other funding
sources / Qualification for
World Cup
Continue with core
investment.
Continue with core
investment.
Strategic Plan - Shaping Football in New Zealand
Strategic initiatives
implemented (where
resourcing allows),
aimed at increasing
participation in Futsal.
Assess/evaluate
outcomes.
Should another
lifestyle format receive
strategic attention?
Summer 7’s?
Strategic initiatives
implemented (Home
of Football, Overseas
Clubs and Player/Coach
development), aimed at
improving performance
of elite teams.
Assess whether the
elite programmes
will still receive
full investment,
or whether the
programme may
require retrenchment.
Continue with core
investment.
Assess/evaluate
based on
performance.
Strategic Plan - Shaping Football in New Zealand
19
New Zealand Football would like to acknowledge the strategic and planning
expertise of advisory firm O’Connor Sinclair. We thank O’Connor Sinclair for
facilitating the development of this strategic plan, and the preparation of this
document.