beyond football winning at fifa world cups · transition to full time head coaches for all...

Beyond FootballWinning at FIFA World Cups

New Zealand Football High Performance Plan

CONTENTS

1 EXECUTIVE SUMMARY 41.1 Football is our international game 41.2 Beyond Football through High Performance 61.3 High Performance is a Business: New Zealand Football is Under Capitalised 71.4 We achieve what we expect to achieve 71.5 Priorities and Plans 8

2 INTRODUCTION 102.1 New Zealand and the Beautiful Game 102.2 New Zealand Football Strategic Plan 122.3 High Performance Plan 2014 13

3 PURPOSE AND VISION 143.1 DefiningHighPerformanceSuccess 163.2 Winning at FIFA World Cups 183.3 Winning at the Olympics 19

4 COMPETITIVE SITUATION 204.1 All Whites 204.2 Football Ferns 21

5 CRITICAL SUCCESS FACTORS 225.1 Drivers of Success 225.2 Obstacles to Success 24

6 STRATEGIC PRIORITIES 266.1 Introduction 266.2 Referees 276.3 Strategic Partnerships 306.4 Invest in Resources 326.5 Coaching Development 366.6 Alignment of Competition Structures 386.7 Player Development Pathways 40

7 RISKS 44

APPENDIX A SITUATION ASSESSMENT 46

APPENDIX B CURRENT COMPETITIONS 48 Men’sDomesticFootballCompetitions 48 Women’sDomesticFootballCompetitions 49 APPENDIX C FOOTBALL PATHWAY 50

Beyond FootballWinning at FIFA World Cups

New Zealand Football High Performance Plan

2 3Beyond Football - Winning at FIFA World Cups New Zealand Football High Performance Plan

Part 1 Executive Summary1.1 FOOTBALL IS OUR INTERNATIONAL GAME

‘TheBeautifulGame’asaphrase todescribe footballwaspopularisedinthelate1950’sbyanEnglishfootballcommentator and also by the most iconic player of the world’smost popular sport, the greatBrazilian playerPele,whose1977autobiographywasentitled‘MyLifeandTheBeautifulGame’.

Football is a true global sport with authentic worldwide reach.Footballistheworld’snumberoneparticipationsport with an estimated 265 million players worldwide1. TheFIFAWorldCup is themostpopular singlesport

eventontheplanet.TheFIFAWorldCup2014featured32 competing national teams, qualified from 209national federations, and is expected to draw a TVaudience surpassing the FIFA World Cup 2010 of 3.2 billion2.

New Zealand has a proud tradition in The BeautifulGame both in terms of community reach (approximately 500 football clubs and increasing presence in schools) andin internationalachievements(e.g.qualifyingandhosting FIFA world tournaments).

RUGBY IS OUR NATIONAL GAME FOOTBALL IS OUR INTERNATIONAL GAME

WhileNewZealand has a proud tradition in football,thereare tremendous,asyetuntapped,opportunitiesto achieve greater societal and economic impacts for the people of New Zealand through football. Football has the potential to inspireNewZealanders, provideworldwideprofileforthecountryandcreatesignificant

Government and business opportunities through football relationshipswithNewZealand’stradingpartners(e.g.Asia and SouthAmerica). The way to realise this isthrough achieving improved and sustained on-fieldinternational success.

1 Kunz, Matthias. Big Count - 265 Million Playing Football. FIFA Magazine.

2 FromonlineCNNarticleathttp://edition.cnn.com/2014/06/21/sport/football/world-cup-broadcasting-stats/.Thefigureof3.2billion iscomprisedoftotal in-home audience reach, as set out in the 2010 FIFA World Cup South Africa, Television Audience Report produced for FIFA TV by KantarSport.


ThisPlanwaspreparedbyNewZealandFootballandadvisoryfirmO’ConnorSinclairundertheguidanceofaSteeringCommitteecomprisedofrepresentativesfromNewZealandFootball,FootballFederations,SeniorNationalTeamCoachesand High Performance Sport New Zealand (HPSNZ). A process of assessment and consultation formed the basis of the High Performance Plan.

ThefundamentalshiftthePlanpresentsisthatNewZealandFootballseekstoinspireNewZealandersbypreparingandimplementing a High Performance Plan that extends beyond aiming to win international football matches. It is prepared with the aims of high performance success:

1. FulfillingtheNewZealandFootballStrategicPlanpurposeandvision;

2. BeingthecatalystandconduitforconsiderablesocietalandeconomicimpactbenefitswithinNewZealand;

3. RaisingtheprofileofNewZealandinternationally.

Regarding2and3above,internationalsuccessinfootballpresentsuniquescopeandopportunitiesthatnoothersportcanclaim,depictedinFigure1below.

Part 1 Executive Summary1.2 BEYOND FOOTBALL THROUGH HIGH PERFORMANCE 1.3 HIGH PERFORMANCE IS A BUSINESS

1.4 WE ACHIEVE WHAT WE EXPECT TO ACHIEVE

Thecurrent‘sizeofbusiness’oftheNewZealandFootballHighPerformanceProgramis$3.8M.Ithassomewaytogotoachieveitskeygoalsandrequiresasustainedfocusonacoherentsetofstrategicpriorities.

Totransitionfromabackgroundofinconsistencyandlackofdirection,theHighPerformanceProgramneedstomovefrombeing campaign/team based to being based on a structure and system that invests over the long term for sustained success atthehighestlevelofTheBeautifulGame.

Thisrequiresconsiderablymoreinvestment.

To credibly develop the All Whites and Football Ferns towardsthe goals outlined in this Plan, the New Zealand Football HighPerformance Program needs to (notionally) increase its annual operationalcommitmentfrom$3.8Mtonearly$7M4 as depicted in Figure 2.

UnlikeothermainstreamNewZealandsports,thepotentialfinancialreward for increasing the investment in the High Performance Program is considerable FIFA prize-money and New ZealandFootball reinvestment in New Zealand via football.

Aiming High

ForMen’sfootball inNewZealand,theFIFAWorldCupistheplacewhereachievingincredibleperformanceswill leadand inspireNewZealanders,willactasacatalyst forsocietalandeconomicbenefitsandwill raise theprofileofNewZealandinternationally.TheAllWhites1982and2010FIFAWorldCupqualificationsinspiredNewZealandersinawaythattranscendedsport.TheAllWhitesresultsofparticipatingattheseFIFAWorldCupsareasfollows:

FIFA World Cup 1982 - 3 losses; FIFA World Cup 2010 - 3 draws.

IfqualifyingfortheFIFAWorldCupsof1982and2010inspiredNewZealand,thenclearlyqualifyingandwinningmatchesatfutureFIFAWorldCupsrepresentsnotonlyaspirationandprogression,butalsothekeyopportunitytoaccruesocietaland economic benefits forNewZealand.Therefore thisPlan clarifies the fundamental goal of theNewZealandHighPerformance Plan as:

Winning at FIFA World Cups

TheNewZealandFootball successexpectationof ‘WinningatWorldCups’ includes theFootballFerns.However, theopportunityfortheFootballFernstotranscendsport(wherewinningwouldinspireNewZealand)istheOlympics.ThisPlanclarifiesthefundamentalgoalsoftheFootballFernsintheNewZealandHighPerformancePlanas:

Winning Olympic Medals and Winning at FIFA World Cups

Figure1shows‘uniquetofootball’dualopportunitypathwaysofNewZealandFootballsuccessasdescribedabove.

Ononeopportunitypathway,suchsuccesswould:

• Lead todirectmulti-milliondollarFIFA investment3 in football in New Zealand. In other words investment in the New Zealandcommunity;

• GenerateenormousprideamongaverywidecrosssectionofNewZealandsociety;thiswouldtranscendsport.

Onthesecondopportunitypathway,suchsuccesswould:

• ProvidetremendousprofileforNewZealandthroughouttheworld;

• Createsignificantgovernmentrelationsandtradeandindustryleverageopportunitiesleadingtopotentialforeignearnings.

4ThisfigureisderivedfrominitialestimatesofsomeoftheimplementationcostsassociatedwiththisHighPerformancePlan.Theseestimatesarenotbasedon detailed scoping and budgeting processes and so should be considered as notional only.

3 ThefinancialrewardforAllWhitesqualificationin2010wasaFIFAinvestmentinthegameinNewZealandof$NZ6.0M.

New Zealand Football is Undercapitalised

Figure 1: Opportunities Created for New Zealand by International Football Success.

Figure 2: Required Increase in New Zealand Football High Performance Annual Operational Commitment.


Part 1 Executive Summary1.5 PRIORITIES & PLANS

Thebasis of forming the strategicpriorities and supporting plan initiatives was to identify critical success factors in the context of the aspirations for FIFA World Cup and Olympic success, as well asthe consequent strengths NewZealand Football needs to develop in the High Performance System. Five strategic priority areas were identified, discussed further inSection 6, and 15 key work-streams and supporting initiatives have been outlined.

Each of the 15 work-streams are outlined further in tables provided in Section 6, where initial actions, responsibilities, risks and initial cost estimates are identified. These tables will require more information and analysis for completion, particularly in regards to estimated costs.

Aligning talent with their development needs -Developprofilesofplayerskillsandattributes(technical,physical,tactical,psychological,etc.)foreachpositionrequiredtosupporttheblueprintforNew Zealand style of play.-Trackbacktheskillsandattributesfromworld’sbest(benchmark)tocreateplayerprofilesforeachlevelofdevelopmentbacktoU17.

- Create a player development program that details the stages of development for age group players and what players need to be achieving at each stage of development depending on their position.

- Clarify the purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.-Engagewithappropriatestakeholders(Federations,clubs,schoolsetc.)toestablishandpromotethetraining and game hours that optimise player developmentandminimiseriskoffatigueandinjury.-Establishoverseascompetitionaspartoftheplayer

pathway by ensuring age group talent is exposed to the international playing environment with minimum levels of overseas games per year.

Develop high performance training hubs including the ‘Home of Football’.-Establishadiscreetfacilitiesprojectteamtopursuefacilitylocation,fundingandpartnershipopportunities.

- Develop 2 functional briefs (Home of Football and Hubs)outliningfacilityrequirementsforexample,pitches,storage,shower/lockerrooms,gymtrainingfacilities,recoveryfacilities,offices,meetingspace,ITand football technology. -Explorelocation,facilityandpartnershipopportunities

by engaging with the following parties:•RegionalFacilitiesAuckland;•WellingtonPhoenix;•RegionalSportsTrusts;•HPSNZandSportNZ;•TerritorialLocalAuthorities;• Others. -Complete(orcontributeviapartnership)location,

development and operational feasibility studies.-MakeappropriatedecisionsandcommitmentstoestablishingHubsandHomeofFootball,includingstakeholderengagement.

Transition to full time head coaches for all international teams supported by increased support staff resources.

- Prepare position scopes and descriptions for each newfulltimecoachposition(U17s,U20s,FootballFerns and All Whites).

- Recruit full time head coaches for all international teams(U17s,U20s,FootballFernsandAllWhites).

- Increase coaching and support staff resources for all international teams.

Extend and strengthen competitions for improved female player development:

-ExtendandadequatelyresourcetheASBWomen’sLeaguetoincreasethenumberofclubs,roundsandNZ eligible players.

-EstablishthefeasibilityofandintroduceasappropriateaNewZealandwomen’steamintheAustralian W-league.

-IntroduceaWomen’sYouthLeague.

Articulate and promote the blueprint of talent required for Senior National teams.

-ExamineNewZealandstrengthsandweaknessesinfootballstrategy,tacticsandcompetenciesrelativetoother nations.

-DefinetheplayingphilosophiesandstyleoftheAllWhitesandFootballFernsandthetypesofplayers’competenciesandattributesrequiredateachlevel,byposition,highlightingthedifferencesbetweenmaleand female players.

-Communicateplayingphilosophies,styleandplayerattributes at all levels to ensure clarity on what types ofplayersinternationalcoachesseek.

Fill the resource gap required to deliver high performance structure and systems.

-Assesscurrenthighperformancefunction,confirmresource gaps given the new High Performance Plan:

•HighPerformanceCoachDevelopmentManager;

•HighPerformanceAthleteDevelopmentManager;

• Other high performance or New Zealand Football roles.

- Prepare position scopes and descriptions to address these gaps.

- Restructure / recruit as appropriate.

Improve coach qualification standards and opportunities.

- Set and ensure adherence to minimum coaching level standardsthroughoutalllevelsofthegame;

-ExpandcoacheducationsystembeyondthecurrentNewZealandFootballlevel3,withinternationalexposure for select coaches e.g. OFC A license.

Realign and develop new competitions for improved young player development.

-RealigntheageoftheASBYouthLeaguetobemoreappropriate for development of younger players (approx. U18/U17).

- Introduce a Junior national competition for youngest development age group players (approx. U15/U16).

Prepare and implement a stakeholder engagement program.

- Clarify mutual expectations and roles and accountabilitiesinplayerdevelopmentwithkeystakeholders:

•Federations/clubs/franchises;

•WellingtonPhoenix;

•Schools;

•ProfessionalFootballersAssociation;

• High Performance Sport New Zealand.

-Establishdisciplineandformalprocessesaroundongoing relationship management and development.

Longer term, develop relationships with overseas clubs/academies/Universities for development opportunities for New Zealand talent.

-Establishcriteriaforselecting/formingpartnershipswith overseas clubs/academies along with New Zealand Football value proposition.

-Identifyappropriateoverseasorganisationsandkeydecision-makers.

-Establishdisciplineandformalprocessaroundongoing relationship management and development.

- Secure appropriate partnerships.

Increase and broaden base of funding including Government investment.-Confirmfundingneedsbasedontherequirementsof

the new High Performance Plan. - Create a High Performance Plan funding strategy to:•Clarifythebenefits,valuepropositionsandreturnforinvestors;

• Prepare business case based investment propositions for select partners including Government Sport and non-sport departments.

• Secure increased commitment from HPSNZ includinginvestmentadditionaltoFootballFerns;

• Secure new Government investment outside the traditional HPSNZ/SNZ Government sport investmentchannels;

•Ensureidentificationofcommercialisationprospectsas High Performance Plan is implemented e.g. Hubs/HomeofFootball,competitions,highperformance IP.

- Invest in consistent engagement with potential investors on the basis of establishing relationships (as opposed to focusing on pitching sponsorship).

Develop a high performance coaching pathway aligned to the high performance player pathway.

-EstablishaHighPerformanceCoachingPlanthatclearlydetailsthevisionandobjectivesoftheNew Zealand Football High Performance Coach Development Program.

- Design and implement a high performance Coach Development Program to develop and accelerate NewZealand’stopcoaches.

- Identify and recruit coaches to be enrolled in the Coach Development Programme and ensure each has an Individual Coaching Plan that enables them to deliver the coaching the players need.

-Createasupportnetworkamongcoacheswheretheycan learn from and be inspired by each other.

-Ensureappropriatecoachesareprovidedateachlevel of player development.

- Align the playing philosophy among all coaches.

Extend and strengthen competitions for improved player development.-ExtendandadequatelyresourcetheASBpremiershiptoincreasethenumberofclubs,roundsandNZeligible players. -WorkwiththePhoenixtocreatedevelopmentteamsintheASBPremiershipandNationalYouthLeague.-Longterm,supportasappropriatetheestablishmentofasecondHyundaiALeagueteaminNZ.-Establishthefeasibilityofandintroduceas

appropriate three levels of teams for the franchises beinga1stteam,anU18/U17youthleagueteamandanU16/U15juniorleagueteam.

- Research the training and game hours that optimise playerdevelopmentandminimiseriskoffatigueandinjury.-Developandpromotetheplanasadecisionmakingtoolclearlyidentifyingwhichtrainingsessions,gamesand competitions players at each level should be attending.

Confirm and promote a New Zealand Football endorsed high performance talent development to performance pathway -FormaTechnicalAdvisoryGrouptodeterminethestructure,processesandpromotionofthehighperformanceathletepathway,itslinktotheWholeof Football Plan and to clarify the optimum supply of players in the pathways for talented development players.-Engagewithkeyathletedevelopmentstakeholders(Federations,franchises,clubs,schoolsandprivateproviders) on the implementation and delivery of the athlete development pathway.-Inthelongterm,transitionhighperformance

academies from central delivery to federation/franchise delivery with New Zealand Football oversight.

- Clarify purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.

- Continue to support Futsal within New Zealand Football and invest further as appropriate.

Develop relationships with current and potential investment partners to secure funding to sustain the High Performance System.-Clarifyandaligninvestmentpartnerobjectivesand

New Zealand Football value propositions with:•FIFA;•OFC;•HPSNZ–AllWhites;•SNZ;•Centralgovernment(otherthanSNZandHPSNZ);•TerritorialLocalAuthorities;• Commercial partners.-Identifykeydecision-makersandinfluencersinstakeholderorganisations.-Establishdisciplineandformalprocessaround

ongoing relationship development.- Secure new funding partnerships.

INVEST IN RESOURCES COACHING DEVELOPMENT ALIGNMENT OF COMPETITIONS PLAYER DEVELOPMENTSTRATEGIC PARTNERSHIPS

Funding Pathways Men’s Competitions Pathway Supply Structure

Facilities Full Time Coaches Women’s Competitions Talent Blueprint

Personnel Standards Youth & Junior Competitions Player Profiles

Investment Partnerships

Stakeholder Engagement

Overseas Clubs


Part 2 Introduction2.1 NEW ZEALAND & THE BEAUTIFUL GAME

‘TheBeautifulGame’asaphrasetodescribefootballwaspopularised from the late 1950’s by an English footballcommentatorandalsobythegreatBrazilianplayerPele,whose1977autobiographywasentitled‘MyLifeandThe

NewZealandhasaproudtraditioninTheBeautifulGameboth in terms of community reach6 (approximately 500

5 FromonlineCNNarticleathttp://edition.cnn.com/2014/06/21/sport/football/world-cup-broadcasting-stats/.Thefigureof3.2billion iscomprisedoftotal in-home audience reach, as set out in the 2010 FIFA World Cup South Africa, Television Audience Report produced for FIFA TV by KantarSport.

6 FromDominionPost09/2012(re:SportNZsurvey):‘…thesurprisefindingwasthatfootballhadbecomethemostpopularteamsportforboysandgirls…..Amongboysaged5to10,73.8%reportedplayingfootballintheprevious12months,whereasrugbywassixth(65.6%).

7 FromonlineTwitterDatapostathttps://twitter.com/TwitterData/status/488486954602733568.

8 From online Telegraph article at http://www.telegraph.co.uk/sport/football/world-cup/10966372/World-Cup-2014-BBC-pulls-in-four-times-as-many-viewers-as-ITV.html

The final game of the 2014 Brazil World Cup broke worldwide records with 618,725 tweets per minute7

and an estimated audience of 1 billion people8.

That translates to approximately 1/7th of the entire world watching a single game of football.

Table 2: Differentiating Attributes of Football in the New Zealand Sporting Context.

DIFFERENTIATING ATTRIBUTES OF FOOTBALL (NEW ZEALAND)

Governedbyarguablythemostinfluentialinternationalsportingfederationintheworld(i.e.FIFA).

ConsiderableinternationalbodyinvestmentinNewZealandsocietyandeconomy,e.g.directprojectfundingtoNewZealandFootball,WorldCupfinancialrewards,WorldCuphosting.

Theworld’strulyglobalteamsport(e.g.32nationsattheFIFAWorldCup2014,qualifiedfrom209nationalfederations,withaTVaudienceexpectedtosurpasstheFIFAWorldCup2010of3.2billion5).

Themostethnicallydiversesportintermsofparticipationandfollowing;morelikelytoconnectwithimmigrantcommunitiesin New Zealand.

Veryaccessiblesportintermsofsocio-economicreach.

Strong structures and systems for both male and female participation at community level (not to mention international opportunities at higher levels).

Skillbasedratherthanphysical,confrontationbased.

Itisgenuinelyagameforpeopleofallsizes.

Beautiful Game’. In the New Zealand sporting context,some of the differentiating attributes of The BeautifulGamearelistedinTable2below.

football clubs and increasing presence in schools) and in internationalachievements(e.g.qualifyingforandhostingFIFA World Cup tournaments).


ThenationalbodyforfootballinNewZealandisNewZealandFootball.

NewZealandFootballoperatesundertheFootballinNewZealandStrategicPlan2013-2015(formallyratifiedin2012).TheStrategicPlanbuildsonthenationalWholeofFootballPlan,whichestablishedaunifiednationalframework/modelofthefootballpathwaysavailabletoplayers,coaches,refereesandfootballadministration.

TheStrategicPlanconfirmedNewZealandFootball’scommitment toplayer retentionandconfirmed theorganisationalvaluesofUnity,Pride,PassionandRespect.OnekeyaspectofNewZealandFootball’sstrategicintentishighperformance.

Part 2 Introduction2.2 NEW ZEALAND FOOTBALL STRATEGIC PLAN 2.3 HIGH PERFORMANCE PLAN 2014

Thedraft2010HighPerformancePlaninterpreted“Success”forthegameastheproductionofworldclassplayers,withthesupportingprioritiesbeingAllWhitesWorldCupqualificationeveryfouryearsanddevelopingtalentedplayers.Theplanwasnot adhered to in execution.

AnewHighPerformancePlanwaspreparedin2013.Whileitwasnotfullyratified,aspectsoftheplanwereprogressed(forexampletherewasafocusuponcompletionoftheAllWhitescampaignforqualificationforthe2014FIFAWorldCupandtheTalentAccelerationProgramwasestablished).The2013planprioritisedplanningaroundteams,players,coachesandrefereesandalsospecialprojects(e.g.campaigns).“Success”wasdefinedaswinningatworldtournaments,includingagegrade FIFA World Cups.

The football community, stakeholdersin high performance and New Zealand Football requireanagreedand ratifiedHigh Performance Plan.

Advisory firm O’Connor Sinclair wasappointed and a Steering Committee was created which consisted of representatives from New Zealand Football, Football Federations, SeniorNational Team Coaches and HPSNZ.The Steering Committee assembledduring the development of the Plan to agree on process, to establish guidingprinciples and to provide feedback asthe Plan progressed.

A process involving current state review and assessment and consultation was undertaken with a particular emphasison engaging and aligning a range of stakeholdersthroughoutthesport.

A range of approximately 20 keystakeholders in football were broughttogether in a full day workshop tocollaborate on the strategic priorities and to create high performance alignment acrossthesport.Theoutputs fromthisworkshopformthestrategicpillarsoftheHighPerformancePlanandfollowupworkwiththeattendeesprovidedinputintothepriorityactionsoftheHighPerformancePlan.

Thisdocumentsetsoutthosegoals,andthepriorityactionstoachievethosegoals,andseekstoberatifiedandoperationalby August 2014.

GOAL 1Align the Game

Goal 1.1Keystakeholdersare

strategically aligned

Goal 1.2ThewStrategyforfootballis

understood and embraced byallstakeholders

Goal 1.3Best practice governance policies and consultative processes are in place

Goal 1.4Clubs,serviceprovidersand NZF are strategically alignedtodeliverquality

services

GOAL 2Organise the Game

Goal 2.1Resources are optimised so thatfinancialsurplusesare

expected and achieved

Goal 2.2Bestpracticefinancial

systems and processes for monitoring and reporting

are in place

Goal 2.3ImplementITsolutionsthatintegrate the game in areas ofcoaching,competitionsand member management

Goal 2.4Best practice administrative

systems and processes are established across the

game

GOAL 4Succeed at the Game

Goal 4.1EnsuretheNZteamsqualify

for all World Cups and progress through the group

stages

Goal 4.2Implement a National High

Performance program for talentindentificationand

development

Goal 4.3Develop coaching structures

that support the needs of the high performance

program

Goal 4.4Develop refereeing structures

that support the needs of the high performance

program

GOAL 5Expand the Game

Goal 5.1Implement a strategy for Women’sfootballthatwillmakeitatoptiersport

option

Goal 5.2Implement a strategy for Futsalthatwillmakeitatop

tier sport option

Goal 5.3ToorganisetheFIFAU-20World

Cup to the highest international standard,deliveranoutstandingexperiencetoallparticipants,and showcase New Zealand

football and this country

GOAL 3Develop the Game

Goal 3.1Increase the number and

qualityofcoaches

Goal 3.2Environmentsandfacilities

are in place that enhance the football experience

Goal 3.3Increase the numbers and qualityofrefereesand

facilitators

Goal 3.4Pathways are in place that

allow football participants and progress as far as

possible

Goal 3.5Competition structures are in place that support

participants at all levels and move the game forward

Goal 3.6Promotionandmarketing

of the game enhances perception and encourages

participation

VISION: Incredible performances on and off the fieldPURPOSE: To lead inspire and deliver football

VALUES: Unity, Pride, Passion, Respect.


Part 3 Purpose & Vision

ThepurposeandvisionofNewZealandFootballasoutlinedintheStrategicPlanare:

HighPerformancefootballdoesnotoperatealongsideNewZealandFootball; it ispartofandencompassedwithinNewZealandFootball.TheHighPerformancePlanisinextricablylinkedtoachievingincredibleperformancesandinspiringNewZealanders.

PURPOSE - TO LEAD, INSPIRE AND DELIVER FOOTBALL IN NEW ZEALAND

VISION - TO ACHIEVE INCREDIBLE PERFORMANCES ON AND OFF THE FIELD

NewZealandFootball’sStrategicPlanspecifiedfivecoregoals,theseare:

1. Align the game

2. Organise the game

3. Develop the game

4. Succeed at the game

5. Expand the game

TheHighPerformancePlanwilldirectlyimpactfulfilmentofStrategicGoal4.Itwillalsoinfluencetheachievementofgoals1 and 5.


Prior to considering the question of how the High Performance Plan can achieve success, two questions need to beaddressed.Theseare:

1. What is high performance (i.e. what is the High Performance Plan aimed at)?

2. What does high performance success look like?

FortheHighPerformancePlan,“highperformance”isdefinedasthetoplevel,orelitepartofthesport.Thisisdemonstratedin Figure 3 below.

Theaspirationof theHighPerformancePlan is inherentlyaboutwhatNewZealandcanachieve internationally,andso,thedefinitionofsuccessmustbeoutwardlookingratherthaninwardlooking.Lookingwithinleadstoconsiderationofthesystemsrequiredtobesuccessfulfromgrassrootsfootballalongthepathway,solelyfromaNewZealandperspective.Thisis not the responsibility of High Performance Football.

Rather,HighPerformanceFootballmust look‘upandout’ totheinternationalstageandfocusitsattentiononachievingincredible performances in that environment.

ForMen’sfootballinNewZealand,theplaceontheinternationalstagetoachievegenuinelyincredibleperformancesistheFIFA World Cup held every four years.

ThisisevidencedbytheAllWhites1982and2010FIFAWorldCupqualifications,whichinspiredNewZealandersinawaythat transcended sport. No other All Whites or New Zealand Football team success has inspired New Zealand in this way.

Part 3 Purpose & Vision3.1 DEFINING HIGH PERFORMANCE SUCCESS

Figure 3: Level of High Performance Football. Figure 4: Focus of the High Performance Plan


Footballistheworld’snumberoneparticipationsport9.TheFIFAWorldCupisthehighestlevelofinternationalcompetitionforfootball and is the most popular single sport event in the world. It had 3.2 billion television viewers for the 2010 FIFA World Cup inSouthAfricaandthe2014FIFAWorldCupinBrazilisexpectedtobe“themostwatchedsportingeventever10. ”

TheAllWhitesqualificationcampaignsfortheFIFAWorldCupsin1982and2010arearguablyamongNewZealand’sfavouritesportingmoments.TheAllWhitesresultsfromparticipatingattheseFIFAWorldCupsareoutlinedinFigure5below.

ItshouldbeacknowledgedthattheFIFAWomen’sWorldCupdoesnottranscendsportinthesamewaythattheFIFAWorldCupdoesforthemen’sgame.

TheopportunityfortheFootballFernsthatdoestranscendsport,andwherewinningwouldinspireNewZealand(includingnon-footballNewZealand), istheOlympics.TheOlympicsisthelargestmostprestigiousmulti-sportstournament intheWorld.

Investing in podium success at the Olympics is the fundamental strategic priority of Government agency High Performance SportNewZealand(HPSNZ).HPSNZinvestsinthewomen’snationalfootballteam(i.e.theFootballFerns)forthepurposeofachievingpodiumsuccessat theOlympics. Ifsuchsuccesswasachieved, thiswouldbehighlyacclaimedandcouldinspireNewZealandinasimilarwaytopastfemaleOlympicmedallists(e.g.Carrington,Evers-Swindells,Williams,Ulmeret al).

What is New Zealand Football High Performance Success?

Winning Olympic Medals

TheOlympics(liketheFIFAWorldCup)transcendsport.

‘…a podium at the Olympics is where the big fanfare for the Football Ferns will come from and it will really put the players on the New Zealand sports map, making them part of our history of Olympic success’. - Andy Martin, CEO New Zealand Football

IntermsofclarifyinganddefiningtheexpectationsofhighperformancesuccessforinclusionintheNewZealandFootballHighPerformancePlan,ifitisacceptedthat:

1. NewZealandFootballiscommittedtoinspiringNewZealandersthroughincrediblefootballperformances;and

2. IncredibleperformancesinHighPerformanceFootballareachievedontheFIFAWorldCupstage;and

3. FootballinNewZealandiscommittedtolivingthevaluesreferredtointheStrategicPlan(especiallyUnityandPride);then…

‘…It becomes very clear that a truly aspiration expectation of New Zealand Football High Performance success has to be about the All Whites winning at FIFA World Cups. That is, inspiring New Zealand not only through the process of qualifying, but through winning games when we get there’. - Fred De Jong, New Zealand High Performance Director, June 2014

What is New Zealand Football High Performance Success?

Winning at FIFA World Cups

Atapragmaticlevel,AllWhitessuccessinqualifyingforFIFAWorldCupsandthensucceedingatFIFAWorldCupsresultsinsignificantFIFAfinancialrewardsforNewZealandFootball.Thesereinvestmentandrewardfactorsarealsostrongreasonswhy success at FIFA World Cups is important.

TheNewZealandFootballsuccessexpectationof‘WinningatWorldCups’includestheFootballFerns.FIFAWomen’sWorldCupsuccesswouldhavesignificantstatusinthefootballworldanditwouldinspiretheNewZealandfootballcommunity,includingyounggirlsconsideringtheirsportingoptions.FIFAWorldCupfinancialrewardsapplyalsofortheFootballFerns(albeitatasignificantlylowerlevel).

Part 3 Purpose & Vision3.2 WINNING AT FIFA WORLD CUPS 3.3 WINNING AT THE OLYMPICS

Figure 5: Results of the All Whites’ Two World Cup Performances in 1982 and 2010.

9 Kunz, Matthias. Big Count - 265 Million Playing Football. FIFA Magazine. 10Burns,Zac.Brazil2014SettoSmashTVRecords.CNNMoney.2014

19New Zealand Football High Performance Plan18 Beyond Football - Winning at FIFA World Cups

As stated earlier, the competitive context for the HighPerformance Plan is international in scope, with thepinnacle event for the All Whites being the four yearly FIFA World Cup.

TheAll Whites have qualified twice for the FIFAWorldCup;in1982whenallthreematcheswerelostandagainin 2010 when all three matches were drawn. While no FIFAWorldCupgameshavebeenwon,qualifying isanoutstanding achievement in its own right. However, thislevelofachievementhasnotbeensustained,withtheAllWhites failing toqualify for thesixWorldCups following1982,andthenthe2014WorldCupinBrazil.

TheAllWhitesarecurrently97th11 on the FIFA Coca-Cola WorldRanking.TheAllWhiteshavebeenashighas49in

Of thesixFIFAWomen’sWorldCupsheld, theFootballFernshavequalified three times;1991,2007and2011.Theyqualifiedforthe2008OlympicsinBeijing,andalsoqualifiedandachievedatop8finishintheLondon2012Olympics.

OntheFIFACoca-ColaWorldRankingtheFootballFernsare currently number 2013,rankingashighas16in2013andaslowas24in2008/2006withanaveragerankingof22. New Zealand Football notes that the Football Ferns should be striving towards consistently defeating teams rankedinthetop20.

2002 and as low as 132 in 1996 with an average position of95sinceFIFAWorldRankingbegan12.

We note there was only one team (South Korea) at the FIFA2014WorldCup that is ranked outside the top 50rankings.Whilerankingsatanyonetimearenotalwaysanentirelyaccuratemeasureoftruecompetitiveposition,over time they do provide some indication of success.

TheAll Whites FIFAWorld Ranking needs to be 50 orbetteriftheyaretoconsistentlyqualifyfortheWorldCupand create the opportunity to Win at the World Cup.

The Football Ferns FIFA World Ranking needs to beconsistentlyinthetopteniftheyaretoconsistentlyqualifyforand create the opportunity to Win at the World Cup and also if they are to achieve medal winning outcomes at the Olympics.

Part 4 Competitive Situation4.1 ALL WHITES 4.2 FOOTBALL FERNS

11FIFACoca-ColaWorldRankingasof16/06/2014.12The rankings are updated every twomonths and represent amoving

average over four years.13FIFACoca-ColaWorldRankingasof16/06/2014.


ToprepareaHighPerformancePlanwiththereasonableexpectation of achieving success as described in Section 3above,itisimportanttoidentifycriticalsuccessfactors.Thecurrentstateassessmentandstakeholderworkshop

Part 5 Critical Success Factors

14CampaignsareasubsetoftheHighPerformancestructure,systemandplan.

5.1 DRIVERS OF SUCCESS

1. Developing the football playing talent pool in New Zealand

• Successinhighperformanceteamsportsrequiresastrongbaseoftalentedathletesaspiring,andbeingsupported,toachievehighperformancesuccess;

• Thetalentbaseneedstobewideenoughtosecuresuccessintheshortterm(wide=competitionforplaces,multipleselectionoptionsbyposition,coverforunavailability/injury);

• Thetalentbaseneedstobedeepenoughtosecuresuccessinthelongterm.Thatissystematicidentificationandnurturing a pipeline of talent to ensure succession planning so that success is not reliant on a current group of players or a campaign.

2. Developing the football coaching talent pool in New Zealand

• Theplayingtalentpoolrequiresastrongbaseofsuitablycapableandsupportedcoachesateachlevel.Poorcoaches,poor players.

• Investing in coach development and recognising coaches in high performance (as well as those aspiring to high performance)iscritical,asiseffectivelyaligningcoacheswiththeirstrengthsandinterests;

• Havingaccesstotechnicalandspecialistcoaches(i.e.notteam/squad)isoftenafeatureofsuccessfulhighperformancesystems.

3. Developing sustainable high performance systems, structures and services around the playing and coaching talent.

• TowinatFIFAWorldCupsandwinOlympicmedals,and to thensustainsuchsuccess, requires investment inanddevelopmentofhighperformancesystems,structuresandservicesaroundtheplayingandcoachingtalent(asopposedto investment in teams or campaigns14).

processesidentifiedthecriticalsuccessfactorsoutlinedin5.1and5.2.Thesewerebasedontheunderlyingdriversof,andobstaclesto,NewZealandFootballachievinghighperformance success.


ThecriticalchallengesorobstaclestoNewZealandFootballachievingsuccessasdefinedinSection3above,whichthereforelogicallyneedtobeaddressedintheHighPerformancePlan,havebeenidentifiedasfollows:

1. Relative lack of resources (compared to competing nations)

a. Funding: Bigprizesintheglobalgamerequirebiginvestment;NewZealandFootballhasanarrowbaseofhighperformancefunding,withHPSNZfundingonlytheFootballFernsprogram;

b. Human Resources: TheNewZealandFootballhighperformanceteamlacksdepthofresourcestoadequatelyestablisheffectivehighperformance structuresand systems (e.g. coaching, athleteplanningand technicalexpertise);

c. Facilities: TheNewZealandFootballHighPerformanceProgramdoesnothaveaccesstoadequatefacilities,typicallyusing facilities thatarecommunitybased.Atapractical level thiscan lead todifficulty insecuringsuitabletrainingfacilitiesandatsystemlevelthisisasignificantconstraintincreatingahighperformance environment.

Part 5 Critical Success Factors5.2 OBSTACLES TO SUCCESS

2. Coaching Challenges

a. Part Time: It is not realistic to expect to achieve the goals outlined in Section 3 above from a system based predominantly on part time coaching.

b. Alignment: Currently there is not a national view or guidelines for high performance coaching in New Zealand. Coaches largely apply their own philosophies and strategies based on their experience. An effective learningsystemwillalwaysallowforthis,however,itwillalsohaveguidingprinciplesandknowledgesharing/transfer.

c. Funding: To compete on the global stage, coaches will be required to gain overseas experiences andqualifications for top level, international high performance coaching development. This requiresinvestment.

3. The pathway for talented players is unclear

a. Pathway: Thedevelopmentandcompetitionpathway for talented footballers inunclear; therearea lotofmixed messages being received by players and parents.

b. Development: This includeswhereplayersshouldgo fordevelopment,whichprogrammesensureeligibility toprogress,whichcompetitionswillprovidesuitableopportunities.


ThebasisofformingtheHighPerformancePlanstrategicpriorities, including the key work-streams and thesupportinginitiatives,wastoconsiderthecriticalsuccessfactors set out in Section 5 in the context of:

1. TheaspirationsoutlinedinSection3;

2. ThecompetitivesituationinSection4;and

3. TheSituationAssessmentTableinAppendixA.

Weaskedworkshopattendeeswhatproblemsdoweneedtoaddress,whatstrengthsdoweneedtodevelopintheHigh Performance System and what do we need to do in order to be successful?

Attraction of, investment in, and support of the footballrefereeing community is critical for the health of the game and indeed the footballing experience. Developing referees is a high priority of the New Zealand Football Whole of Football Plan and having highly capable and experienced referees in our top domestic competitions is important for the development of talented football players.

For the purposes of this high performance plan, weacknowledge New Zealand Football’s investment inrefereedevelopment;however,wealsoacknowledgethat

Part 6 Strategic Priorities6.1 INTRODUCTION 6.2 REFEREES

From this process, the five strategic priority areaswereidentified and 15 key work streams and supportinginitiativeswereoutlined.ThesearesummarisedinTable3over the page and described further in Sections 6.3 - 6.7.

The key point to note about the five strategic priority areas is their coherence and interdependence. Each strategic priority area represents a domain of critical success factors in its own right, however, the real strength is that together they present the opportunity to create a high performance structure and system to win FIFA World Cup matches and Olympic medals.

referees transitioning into the high performance phase of their career enter the FIFA development pathway. Therefore, this high performance plan does not seek toduplicate investment in this area.


Part 6 Strategic Priorities

Table 3: Strategic Priority Areas and Supporting Initiatives.

Aligning talent with their development needs -Developprofilesofplayerskillsandattributes(technical,physical,tactical,psychological,etc.)foreachpositionrequiredtosupporttheblueprintforNew Zealand style of play.-Trackbacktheskillsandattributesfromworld’sbest(benchmark)tocreateplayerprofilesforeachlevelofdevelopmentbacktoU17.

- Create a player development program that details the stages of development for age group players and what players need to be achieving at each stage of development depending on their position.

- Clarify the purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.-Engagewithappropriatestakeholders(Federations,clubs,schoolsetc.)toestablishandpromotethetraining and game hours that optimise player developmentandminimiseriskoffatigueandinjury.-Establishoverseascompetitionaspartoftheplayer

pathway by ensuring age group talent is exposed to the international playing environment with minimum levels of overseas games per year.

Develop high performance training hubs including the ‘Home of Football’.-Establishadiscreetfacilitiesprojectteamtopursuefacilitylocation,fundingandpartnershipopportunities.

- Develop 2 functional briefs (Home of Football and Hubs)outliningfacilityrequirementsforexample,pitches,storage,shower/lockerrooms,gymtrainingfacilities,recoveryfacilities,offices,meetingspace,ITand football technology. -Explorelocation,facilityandpartnershipopportunities

by engaging with the following parties:•RegionalFacilitiesAuckland;•WellingtonPhoenix;•RegionalSportsTrusts;•HPSNZandSportNZ;•TerritorialLocalAuthorities;• Others. -Complete(orcontributeviapartnership)location,

development and operational feasibility studies.-MakeappropriatedecisionsandcommitmentstoestablishingHubsandHomeofFootball,includingstakeholderengagement.

Transition to full time head coaches for all international teams supported by increased support staff resources.

- Prepare position scopes and descriptions for each newfulltimecoachposition(U17s,U20s,FootballFerns and All Whites).

- Recruit full time head coaches for all international teams(U17s,U20s,FootballFernsandAllWhites).

- Increase coaching and support staff resources for all international teams.

Extend and strengthen competitions for improved female player development:

-ExtendandadequatelyresourcetheASBWomen’sLeaguetoincreasethenumberofclubs,roundsandNZ eligible players.

-EstablishthefeasibilityofandintroduceasappropriateaNewZealandwomen’steamintheAustralian W-league.

-IntroduceaWomen’sYouthLeague.

Articulate and promote the blueprint of talent required for Senior National teams.

-ExamineNewZealandstrengthsandweaknessesinfootballstrategy,tacticsandcompetenciesrelativetoother nations.

-DefinetheplayingphilosophiesandstyleoftheAllWhitesandFootballFernsandthetypesofplayers’competenciesandattributesrequiredateachlevel,byposition,highlightingthedifferencesbetweenmaleand female players.

-Communicateplayingphilosophies,styleandplayerattributes at all levels to ensure clarity on what types ofplayersinternationalcoachesseek.

Fill the resource gap required to deliver high performance structure and systems.

-Assesscurrenthighperformancefunction,confirmresource gaps given the new High Performance Plan:

•HighPerformanceCoachDevelopmentManager;

•HighPerformanceAthleteDevelopmentManager;

• Other high performance or New Zealand Football roles.

- Prepare position scopes and descriptions to address these gaps.

- Restructure / recruit as appropriate.

Improve coach qualification standards and opportunities.

- Set and ensure adherence to minimum coaching level standardsthroughoutalllevelsofthegame;

-ExpandcoacheducationsystembeyondthecurrentNewZealandFootballlevel3,withinternationalexposure for select coaches e.g. OFC A license.

Realign and develop new competitions for improved young player development.

-RealigntheageoftheASBYouthLeaguetobemoreappropriate for development of younger players (approx. U18/U17).

- Introduce a Junior national competition for youngest development age group players (approx. U15/U16).

Prepare and implement a stakeholder engagement program.

- Clarify mutual expectations and roles and accountabilitiesinplayerdevelopmentwithkeystakeholders:

•Federations/clubs/franchises;

•WellingtonPhoenix;

•Schools;

•ProfessionalFootballersAssociation;

• High Performance Sport New Zealand.

-Establishdisciplineandformalprocessesaroundongoing relationship management and development.

Longer term, develop relationships with overseas clubs/academies/Universities for development opportunities for New Zealand talent.

-Establishcriteriaforselecting/formingpartnershipswith overseas clubs/academies along with New Zealand Football value proposition.

-Identifyappropriateoverseasorganisationsandkeydecision-makers.

-Establishdisciplineandformalprocessaroundongoing relationship management and development.

- Secure appropriate partnerships.

Increase and broaden base of funding including Government investment.-Confirmfundingneedsbasedontherequirementsof

the new High Performance Plan. - Create a High Performance Plan funding strategy to:•Clarifythebenefits,valuepropositionsandreturnforinvestors;

• Prepare business case based investment propositions for select partners including Government Sport and non-sport departments.

• Secure increased commitment from HPSNZ includinginvestmentadditionaltoFootballFerns;

• Secure new Government investment outside the traditional HPSNZ/SNZ Government sport investmentchannels;

•Ensureidentificationofcommercialisationprospectsas High Performance Plan is implemented e.g. Hubs/HomeofFootball,competitions,highperformance IP.

- Invest in consistent engagement with potential investors on the basis of establishing relationships (as opposed to focusing on pitching sponsorship).

Develop a high performance coaching pathway aligned to the high performance player pathway.

-EstablishaHighPerformanceCoachingPlanthatclearlydetailsthevisionandobjectivesoftheNew Zealand Football High Performance Coach Development Program.

- Design and implement a high performance Coach Development Program to develop and accelerate NewZealand’stopcoaches.

- Identify and recruit coaches to be enrolled in the Coach Development Programme and ensure each has an Individual Coaching Plan that enables them to deliver the coaching the players need.

-Createasupportnetworkamongcoacheswheretheycan learn from and be inspired by each other.

-Ensureappropriatecoachesareprovidedateachlevel of player development.

- Align the playing philosophy among all coaches.

Extend and strengthen competitions for improved player development.-ExtendandadequatelyresourcetheASBpremiershiptoincreasethenumberofclubs,roundsandNZeligible players. -WorkwiththePhoenixtocreatedevelopmentteamsintheASBPremiershipandNationalYouthLeague.-Longterm,supportasappropriatetheestablishmentofasecondHyundaiALeagueteaminNZ.-Establishthefeasibilityofandintroduceas

appropriate three levels of teams for the franchises beinga1stteam,anU18/U17youthleagueteamandanU16/U15juniorleagueteam.

- Research the training and game hours that optimise playerdevelopmentandminimiseriskoffatigueandinjury.-Developandpromotetheplanasadecisionmakingtoolclearlyidentifyingwhichtrainingsessions,gamesand competitions players at each level should be attending.

Confirm and promote a New Zealand Football endorsed high performance talent development to performance pathway -FormaTechnicalAdvisoryGrouptodeterminethestructure,processesandpromotionofthehighperformanceathletepathway,itslinktotheWholeof Football Plan and to clarify the optimum supply of players in the pathways for talented development players.-Engagewithkeyathletedevelopmentstakeholders(Federations,franchises,clubs,schoolsandprivateproviders) on the implementation and delivery of the athlete development pathway.-Inthelongterm,transitionhighperformance

academies from central delivery to federation/franchise delivery with New Zealand Football oversight.

- Clarify purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.

- Continue to support Futsal within New Zealand Football and invest further as appropriate.

Develop relationships with current and potential investment partners to secure funding to sustain the High Performance System.-Clarifyandaligninvestmentpartnerobjectivesand

New Zealand Football value propositions with:•FIFA;•OFC;•HPSNZ–AllWhites;•SNZ;•Centralgovernment(otherthanSNZandHPSNZ);•TerritorialLocalAuthorities;• Commercial partners.-Identifykeydecision-makersandinfluencersinstakeholderorganisations.-Establishdisciplineandformalprocessaround

ongoing relationship development.- Secure new funding partnerships.

INVEST IN RESOURCES COACHING DEVELOPMENT ALIGNMENT OF COMPETITIONS PLAYER DEVELOPMENTSTRATEGIC PARTNERSHIPS

Funding Pathways Men’s Competitions Pathway Supply Structure

Facilities Full Time Coaches Women’s Competitions Talent Blueprint

Personnel Standards Youth & Junior Competitions Player Profiles

Investment Partnerships

Stakeholder Engagement

Overseas Clubs


Table 4: Strategic Partnerships Key Work Streams, Supporting Initiatives and Initial Actions.

Prepare and implement a stakeholderengagement

program.

Develop relationships with current and potential

investment partners to secure funding to sustain the High

Performance System.

Longerterm,developrelationships with overseas

clubs and academies for development opportunities for

New Zealand talent.

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Chairman,CEO,HPD

Misalignmentofexpectationsandobjectives.

Demands of business as usual hinder consistent implementation.

Unable to establish a connection/ relevance from stakeholderpointofview.

Demands of business as usual hinder consistent implementation.

Competing interests.

Resource and business as usual time commitments.

• Clarify mutual expectations and roles and accountabilities in player developmentwithkeystakeholders:

-Federations/clubs/franchises; -WellingtonPhoenix; -Schools; -ProfessionalFootballersAssociation; - High Performance Sport New Zealand (HPSNZ).

• Establish discipline and formal processes around ongoing relationshipmanagement and development.

• ClarifyandalignstakeholderobjectivesandNewZealandFootballvaluepropositions with:

-FIFA; -OFC; -HPSNZ–AllWhitesandOlympicprograms; -SportNZ; -Centralgovernment(otherthanSportNewZealandandHPSNZ); -TerritorialLocalAuthorities.

• Identifykeydecision-makersandinfluencersinstakeholderorganisations.

• Establish discipline and formal process around ongoing relationshipdevelopment.

• Secure new funding partnerships.

• Establishcriteriaforselecting/formingpartnershipswithoverseasclubs/academies along with New Zealand Football value proposition.

• Identifyappropriateoverseasorganisationsandkeydecision-makers.

• Establish discipline and formal process around ongoing relationshipmanagement and development.

• Secure appropriate partnerships.

STRATEGIC PRIORITY: STRATEGIC PARTNERSHIPS

SUPPORTING INITIATIVE INITIAL ACTIONS RESPONSIBILITY RISKS Initial Cost Estimates p.a.15

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Part 6 Strategic Priorities6.3 STRATEGIC PARTNERSHIPS

ThefundamentalpillarfortheHighPerformancePlan(giventheveryhighaspirationsfromasmall, resourceconstrained, islandnation),will bestrongstakeholderand investmentpartnerships.

Notwithstanding Section 6.4 below (which calls for significant investment in additionalresources)NewZealandFootballwillneverhavethedepthofresourcesinitsownright,when compared to many of the nations it needs to compete with to achieve success.

High performance success for New Zealand Football will be based at least in part on leveraging strong and productive partnerships with:

• Footballstakeholders: -Organisationswhoseactivitiescanaide(orhinder)NewZealandFootballinachievingitsgoals;

• Investmentpartners; -Government(includingnon-sport)andnon-Governmentinvestors;

• Internationalpartners; - Overseas clubs are a genuine pathway for talented players.

ThekeyshiftputforwardinthisHighPerformancePlanisthatitseekstorecogniseandplaceemphasisupfrontontheneedtoinvestresourcesinformingandmaintainingmutuallybeneficialpartnerships.

15Tobeverified,NZFpersonneltimenotvalued.


EXPENSES

PersonnelCosts $669,779

EventManagementCosts $2,330,169

InternationalTeamCosts $674,769

Gov,Comms,FinCosts $30,465

Total Expenses $ 3,705,182

INCOME

Grants(FIFA,OFC,Trusts) $1,400,000

NZFParticipationFunding $1,200,000

HPSNZFundingFootballFerns $1,000,000

NZFEventReceipts(Gate,TV) $280,000

Total Income $ 3,880,000

Part 6 Strategic Priorities6.4 INVEST IN RESOURCES

Investment in resourcing the New Zealand Football High Performance Plan is a somewhat obvious priority; the question becomes how does New Zealand Football invest mosteffectively?

BasedonthecriticalsuccessfactorsthePlanputsforward,wenotethatasignificantrisktoHighPerformanceProgramisundercapitalisation.Thereforethefirstpriorityisaroundshiftingtheperspectivesof,anddialoguewith,currentandpotentialGovernmentpartners.

Wealsonote the lackofappropriate facilitiesatbothapractical leveland in relation tocreating a high performance environment, and the need for additional personnel andexpertise in the high performance team.

Undercapitalisation

Table5belowsetsoutthesummaryoperationalbudgetfortheNewZealandFootballHighPerformancePlanasitcurrentlyoperates.Thetableshowsthatthecurrent‘sizeofthebusiness’isapproximately$3.8M.

Table 5: 2014 Projected Financial Statements of New Zealand Football Operational Expenditure.

Figure 6: The current high performance budget alongside the potential operating budget, should this High Performance Plan be implemented.

16ThisisbasedonthesummationoftheestimatedcostsinTables6,7,10and11.Theseareinitialestimatesonly,notyetbackedbydetailedresearchandanalysis.

ThegraphpresentedinFigure6belowpresentsthecurrenthighperformancebudgetwiththepotentialoperatingbudgetrequiredshouldthisHighPerformancePlanbeimplemented.16

While the future ‘size of business’ depicted in Figure 6represents an approximate notional estimate (requiringfurtherdetailedanalysis),thekeypointthatcanbemadeis that relative to the goals of the new High Performance Plan, the New Zealand Football High PerformanceProgramispotentiallysignificantlyunder-capitalised.

To credibly develop the All Whites and Football Fernstowards the goals of FIFA World Cup and Olympic success, as outlined in Section 3 above, considerablymore investment in the New Zealand Football High PerformanceProgramwillberequired.

UnlikeothermainstreamNewZealandsports,thepotentialfinancialrewardforincreasingtheinvestmentintheHighPerformanceProgram isconsiderableFIFAprize-moneyand New Zealand Football reinvestment in New Zealand via football.

ItisestimatedthatiftheAllWhitesqualifiedforandwonamatchattheFIFA2018WorldCup,andtheFootballFernsattheFIFA2015Women’sWorldCup,theFIFApaymentwouldbebetween$10Mand$12M.

Government partnerships

Rugby is our national game: Football is our international game

Currently,governmenthighperformancefundinginvestmentismainlylimitedtoHPSNZstrictlyfundingtheFootballFernsprogram and not the All Whites.

A strong case can be built to substantiate broadening the base of government partnership funding by leveraging the inherent strengths of football (especially relative to other New Zealand sports) to help Government achieve some of its goals.

Footballisthe(ora)keysportanduniversallanguagewithinthecommunitiesofmanyofNewZealand’stradingpartners.FIFAWorldCupsuccessalsoearnsconsiderableFIFAfinancialrewardsforthegameinNewZealand(notethereinvestmentingrassrootsfootballfollowingtheAllWhitequalificationfortheFIFAWorldCup2010andthealignmentwithGovernmentaims in participation).

Facilities

WhileNewZealandFootballhasaccessonlytodisparatesharedcommunityfacilities,theHighPerformanceProgramiscompromised.TheHighPerformanceProgramrequiresconsistentaccesstofacilitiesthatenablethecreationofagenuinehigh performance environment and culture. In short:

We need to create the home of football

Thehomeoffootballwouldsupportahighperformanceenvironmentbyprovidingandbringingtogetherallofthephysicalelementsrequiredtoprepareandtodeliverhighperformanceoutcomes.Thiswouldincluderegularandreliableaccesstoqualityfieldswithadjacentstorage,lockerrooms,offices,trainingandrecoveryfacilities,playerlounges/kitchen.Theexactrequirementswouldbedetailedinafunctionalbrief.

Typically, potential highperformance footballersare identifiedanddevelopedat a youngage - before it is sensible torelocatethemawayfromhomeatonecentralisedtraininghub.ThereforeNewZealandFootballputsforwardtheconceptofcreatingaHomeofFootball,aswellastwohighperformancetraininghubsdistributedappropriatelythroughoutthecountryaccordingtogeographyandpopulation(i.e.Auckland,WellingtonandChristchurch).Potentialpartnershipsandfundingopportunities will be investigated for each of these locations.

Personnel

TheNewZealandFootballhighperformanceteamrequiresnewpersonneltofillthecurrentgapinresourcesrequiredtodeliverahighperformancestructureandsystems.Theserolesare:

1. High Performance Coach Development Manager;

2. High Performance Athlete Development Manager;

TheHighPerformanceCoachDevelopmentManagerwillberesponsiblefordrivingthehighperformancecoachdevelopmentprogrambyidentifying,developingandacceleratingNewZealand’stopcoaches.

TheHighPerformanceAthleteDevelopmentManagerwillberesponsibleformanagingtheNewZealandFootballplayerdevelopmentpathwayintohighperformance.TheywillpartnerwithFederationstoensurealignmentandwillworkcloselywithaTechnicalDirectoroperatinginthecommunityspace,tohelpdevelopNewZealand’stopfootballers.

Thesentenceundertable5ismissingthereferencetofootnote16whichshouldbeattachedtothefinalword‘...implemented.’


Table 6: Invest in Resources Key Work Streams, Supporting Initiatives and Initial Actions

17Tobeverified,NZFpersonneltimenotvalued

Increase and broaden base of funding including Government

investment.

Develop high performance training hubs including the

‘HomeofFootball’.

Filltheresourcegaprequiredto deliver high performance

structure and systems.

CEO,HPD

CEO,CFO,CMO

CEO,NZFChair

HPD

HPD,FacilitiesProjectLeader

FacilitiesProjectLeader

FacilitiesProjectLeader

CEO,HPD

HPD

HPD

HPD

Beyond New Zealand Football resources to establish new program.

New Zealand Football unable to establish how it can serve the objectivesof investors i.e.notable toalignNewZealandFootballvalue propositions with investor needs.

• Investorshaveotherprioritiesthat theyarecommittedto;andnocapacity to support New Zealand Football facilities.

• Dependence/reliance on investor/stakeholder timing and political/bureaucratic processes.

Lackofresourceandsubjectmatterknowledge.

Discerningneedsfromwants(nicetohave’s).

New Zealand Football unable to establish how it can serve the objectivesofpotentialpartners i.e.notable toalignNewZealandFootball value propositions with partner needs.

Sunkcosti.e.feasibilitiescompleted,nodevelopmentfollows.

Failure to secure capital funding.

Lackofpreparednesstostopdoingsomethings.

Scopecreep,unrealisticexpectations.

• Lackofsuitablyqualifiedpeopletofillroles.• Stakeholderresistancegivennewroles.• Constraint on resources to support new personnel. • Scope of roles stretch beyond intent of position descriptions.

$30K

$10Kinmaterials and

travel.

$150-$250K

• ConfirmfundingneedsbasedontherequirementsofthenewHighPerformancePlan.

• Create a High Performance Plan funding strategy to:- Clarifythebenefits,valuepropositionsandreturnforinvestors;- Prepare business case based investment propositions for select partners including

Government Sport and non-sport departments.- Secure increased commitment from HPSNZ including investment additional to

FootballFerns;- Secure new Government investment outside the traditional HPSNZ/SNZ

Governmentsportinvestmentchannels;- EnsureidentificationofcommercialisationprospectsasHighPerformancePlanis

implementede.g.Hubs/HomeofFootball,competitions,highperformanceIP.

• Invest in consistent engagement with potential investors on the basis of establishing relationships (as opposed to focusing on pitching sponsorship).

• Establishadiscreet facilitiesproject team topursue facility location, fundingandpartnership opportunities.

• Develop2functionalbriefs(HomeofFootballandHubs)outliningfacilityrequirementsforexample,pitches,storage,shower/lockerrooms,gymtrainingfacilities,recoveryfacilities,offices,meetingspace,ITandfootballtechnology.

• Explorelocation,facilityandpartnershipopportunitiesbyengagingwiththefollowingparties:

- RegionalFacilitiesAuckland(evolvingopportunityatNorthHarbourStadium);- OceaniaFootball;- WellingtonPhoenix;- RegionalSportsTrusts;- HPSNZ&SportNZ;- TerritorialLocalAuthorities;- Others.

• Complete (or contribute via partnership) location, development and operationalfeasibility studies.

• Make appropriate decisions and commitments to establishing Hubs & Home ofFootballincludingstakeholderengagement.

• Assesscurrenthighperformance function, confirm resourcegapsgiven thenewHigh Performance Plan:- HighPerformanceCoachDevelopmentManager;- HighPerformanceAthleteDevelopmentManager;- Other high performance or New Zealand Football roles.

• Prepare position scopes and descriptions to address these gaps.

• Restructure/recruit as appropriate.

STRATEGIC PRIORITY: INVEST IN RESOURCES


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Part 6 Strategic Priorities6.4 INVEST IN RESOURCES cont...


Table 7: Coaching Development Key Work Streams, Supporting Initiatives and Initial Actions.

Develop a high performance coaching pathway aligned to the high performance player

pathway.

Transitiontofulltimeheadcoaches for all international

teams supported by increased support staff resources

Improvecoachqualificationstandards and opportunities.

High Performance Coach Development Manager (HP CDM)

HP CDM

HPD,HPCDM,InternationalCoachesand Federation Development Managers

HP CDM

HP CDM

HPD,HPCDM,InternationalCoaches,TechnicalDirector

HPD,HPCDM

HPD

HPD

HP CDM

HPCDM,TechnicalDirector

Constraint on resources to effectively implement desired change.

Lackofsuitablyqualifiedandcommittedcoachesforeachlevel.

Resistance to change in personal coaching style/methods.

Positiondescriptionsandhiredecisionsdonotadequatelyemphasise the role of age grade coaches in player development (as opposed to winning).

• Constraint on resources to support full time coaches.• Lackofsuitablyqualifiedandcommittedcoachesfor

each international team.

• Constraint on resources to support personnel. • Lackofsuitablyqualifiedandcommittedpersonnelfor

each international team.

Complexity of delivering and overseeing the new standards.

Investmentdoesnotaccruethebenefitsanticipated(e.g.retention of coaches once trained or coaches not able to integrate learnings into New Zealand system).

$30k

$100k

$600k

$300k

• EstablishaHighPerformanceCoachingPlanthatclearlydetailsthevisionand objectives of theNew Zealand Football High PerformanceCoachDevelopment Program.

• Design and implement a High Performance Coach Development Program todevelopandaccelerateNewZealand’stopcoaches.

• Identify and recruit coaches to be enrolled in the Coach Development Programme and ensure each has an Individual Coaching Plan that enables them to deliver the coaching the players need.

• Createasupportnetworkandbuildacollaborativecultureamongcoacheswhere they can learn from and be inspired by each other.

• Ensure appropriate coaches are provided at each level of playerdevelopment and that mentoring and succession plans are put in place.

• Align and implement a common playing philosophy across all international teams that influences all coaches in the CDP.

• Prepare position scopes and descriptions for each new full time coach position(U17s,U20s,FootballFernsandAllWhites).

• Recruit full timeheadcoaches forall international teams (U17s,U20s,Football Ferns and All Whites).

• Increase coaching and support staff resources for all international teams.

• Set and ensure adherence to minimum coaching level standards throughout all elite levels of the game.

• Expand coach education system beyond the current New ZealandFootball level 3 with international exposure for selected coaches e.g. OFC A license.

STRATEGIC PRIORITY: COACHING DEVELOPMENT


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18Tobeverified,NZFpersonneltimenotvalued.

Part 6 Strategic Priorities6.5 COACHING DEVELOPMENT

Coaching plays a critical role in developing international teams and players.

Thequalityof coachingcanbe thedifferentiating factorbetweensuccessfulandnot sosuccessful playing nations, both in terms of results and number of quality footballerstransitionedintohighperformance.Toattract,retainanddevelopthebestfootballcoaches,coaching must be viewed as a respected and supported career path.

High performance success for New Zealand Football will be based at least in part on effective investment in and support of coaches in the following areas:

• Pathways:

-Cleardevelopmentpathwayswithappropriatetraining,alignedcoachingphilosophies,andacoachsupportnetwork;

• FulltimeCoaches;

-Tocompeteintheglobalgame,investinginfulltimecoachingisanecessarystep;

• Standards;

-Setstandards,educationandinternationalqualifications.

-Settingandadheringtocoachingqualificationsforalllevelsofthegame.


Part 6 Strategic Priorities6.6 ALIGNMENT OF COMPETITION STRUCTURES

Table 8: Men’s domestic football competitions in New Zealand.

Table 9: Women’s domestic football competitions in New Zealand.

Table 10: Alignment of Competitions Key Work Streams, Supporting Initiatives and Initial Actions.

19MoreinformationisprovidedoncurrentcompetitionsinAppendixB.20Tobeverified,NZFpersonneltimenotvalued.

AustralianProfessionalLeaguewith one NZ team (Wellington Phoenix) and no development teams.

Topdomesticcompetitionwith8specialcategoryclubs,eachwith3yearlicense,2rounds+finalseries. 50% NZ eligible players in matchdaysquad.NZU20teamincluded to prepare for 2015 U20 World Cup.

12 clubs from across Oceania with 2 NZ teams from ASB Premiership.

Pathway development competition with 8 special category clubs as well as 4 additional clubs.

Does not currently exist.

Grass roots football competition with 124 clubs.

NZ not currently participating in W-League.

Topdomesticcompetitionincluding 7 Federation teams (occasionally an 8th New Zealand Football team). One nationalround,7matches.IncludesNZWomen’sagegroup team.

Does not currently exist.

17 clubs across NZ play within regions.

TwoNZteamsintheleague(PhoenixplusanAuckland-basedteam).Eachorganisationwouldhave development teams in the ASB andNationalYouthLeague.

10+clubs.3rounds+finalseries.Maximise NZ eligible players. NZ U20teamnotincludedtoreflecttherequirementonanyA-leaguefranchise. Invite Oceania teams to compete.

OFC enforcing one NZ team qualifyingpercountrywithapossibilityofasecondteamqualifyingthroughaplayoff competition.

Realign age of youth league to be more appropriate for development (younger). Approximately U17/U18.

New Junior national competition for youngest development age group. Approximately U15/U16.

Grass roots football competition with 124 clubs. Maintain tradition.

One team in Australian W-LeaguewithASBWomen’sLeagueteamandaWomensYouthLeagueteam.

10+clubs.3rounds+finalseries. Does not include the NZ Womens U17 team.

Pathway development competitionwith10+specialcategory clubs.

All eligible clubs across New Zealand.

EVENT EVENT

HyundaiA League

Australian W-League

ASB Premiership

ASBWomen’s League

OFCChampions

League

New Women’s Youth League

ASBYouth League

U-20

ASB Women’s Knockout Cup

NewJunior League

ASBChatham Cup

CURRENT STATE19 CURRENT STATEDESIRED FUTURE STATE DESIRED FUTURE STATE

Extendandstrengthencompetitions for improved

player development.

Extendandstrengthencompetitions for improved

female player development.

Realign and develop new competitions for improved

young player development.

HPD,CompetitionsManager,HPADM


CEO,HPD

CEO,HPD


• Funding constraints. • Commitmentof coaches,playersandadministrators

to increased demands.

Ability of Franchise organisations to cater for additional capacity.

Feasibility.

Budget.

Budget.

• Budget constraints. • Capacity to deliver.• Scheduling and player commitment clashes.

$200k

$500k

$60k

$100k

$100k

$400k

• Extend and adequately resource theASB premiership to increase thenumberofclubs,roundsandNZeligibleplayers.

• Work with the Phoenix to create development teams in the ASBPremiershipandNationalYouthLeague.

• Longterm,supportasappropriatetheestablishmentofasecondHyundaiALeagueteaminNZ.

• Establish the feasibility of and introduce as appropriate three levels ofteamsforthefranchisesbeinga1stteam,anU17/U18youthleagueteamandanU15/U16youthjuniorleagueteam.

• Research the training and game hours that optimise player development andminimiseriskoffatigueandinjury.

• Developandpromotetheplanasadecisionmakingtoolclearlyidentifyingwhich trainingsessions,gamesandcompetitionsplayersateach levelshould be attending.

• ExtendandadequatelyresourcetheASBWomen’sLeaguetoincreasethenumberofclubs,roundsandNZeligibleplayers.

• Establishthefeasibilityofand introduceasappropriateaNewZealandwomen’steamintheAustralianW-league.

• IntroduceaWomen’sYouthLeague.

• Realign the age of theASBYouth League to bemore appropriate fordevelopment of younger players (approx. U17/U18).

• Introduce a Junior national competition for youngest development age group players (approx. U15/U16).

STRATEGIC PRIORITY: ALIGNMENT OF COMPETITION STRUCTURES


KEYWORK

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Com

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Player development needs to be supported with strong domestic competition structures and targeted international experience opportunities.

Theaimistoaligncompetitionswithhighperformanceneedssothattherightquantityandqualityofcompetitionopportunitiesfortalentedplayersareavailableateachstageoftheirdevelopment.

TheHighPerformancePlan for improvingplayerdevelopment throughcompetitionsaresummarisedinTables8and9andthekeyinitiativesandactionsfollowinTable10.


Part 6 Strategic Priorities6.7 PLAYER DEVELOPMENT PATHWAYS

Figure 7 below present the current player development pathways for football. It is a relative strengththattherearemultipleoptionsfordevelopingplayers.However,itisaweaknessif providers in different parts of the pathway are narrow and/or isolated in their views and methodspertainingtoplayerdevelopment.Thatisthereisalackofalignmentthatformsthe basis of an effective pathway system.

TherearethreefundamentalprioritiesforNewZealandFootballinrelationtothedevelopmentpathways:

1. New Zealand Football needs to clarify the optimum supply of players in the pathways for talented development players and lead the transition to that pathway supply structure;

2. New Zealand Football needs to lead an aligned view or philosophy among providers as to both roles and responsibilities in player development, and a playing style ‘blueprint’ for talent is required (per 6.4.2) which directly impacts player profiling, identification and program design;

3. Over the long term, strengthen the high performance supply pathway by ensuring football becomes stronger at the franchise and club level, so that a decentralised model (for talent development, high performance programs, academies etc.) evolves.

Regarding3above,thetypicalinternationalplayerdevelopmentmodelinprofessionalfootballisclubbased.Thatisthenational associations do not operate centralised high performance systems and programs. Professional clubs run the high performancepartofthegamearoundtheirneeds,tobesuccessfulinhighlycompetitivelongitudinalcompetitions.NationalAssociations select players from clubs for national teams as they need them.

Football in New Zealand has been built domestically on the amateur game and the logical evolution has been to centralise highperformancearoundthenationalsquads.NewZealandFootball’svisionisthatfootballbecomesstrongeratfranchiseandclublevel,sothatinfutureadecentralisedmodel(fortalentdevelopment,highperformanceprograms,academiesetc.)evolves,creatingamoreeffectiveearlyplayerdevelopmentsystemandultimatelyimprovingthestrengthoftheoverallhigh performance system.

ItshouldbenotedthatFutsalisacredible,andincreasinglyimportant,partoftheplayerdevelopmentpathway.TherearereportsofevidencefromstrongfootballnationsthatexposuretoFutsalforyoungplayersisbeneficialforskilldevelopmentand this translates well into the main football discipline.

Figure 7: The current player development pathway and player numbers for men and women.


Part 6 Strategic Priorities6.7 PLAYER DEVELOPMENT PATHWAYS cont...

Table 11: Player Development Key Work Streams, Supporting Initiatives and Initial Actions

*Tobeverified,NZFpersonneltimenotvalued

ConfirmandpromoteaNewZealand Football endorsed

high performance talent development to performance

pathway

Articulate and promote the blueprintoftalentrequiredfor

Senior National teams.

Aligning talent with their development needs

SeniorNationalTeamHeadCoaches,High Performance Athlete Development

Manager and HPSNZ.

HPD,HPADM,TD

HPD,HPADM

HPD,HPADM

HPD,FutsalDevelopmentManager

HPD,TDandSeniorInternationalTeamHead Coaches.

HPD,TD,SeniorInternationalTeamHead Coaches.

HPADM,TD

SeniorNationalTeamHeadCoachesand HPD

SeniorNationalTeamHeadCoaches,HPD and HPSNZ.

HPADM,TD

HPD,HPADM

HP ADM

HPD

Lackofbuyinfromstakeholders.

Lackofdepthincapabilityandresources(coaches,supportservices,players)tocreateaneffectivedecentralisedhighperformance academy system. (Best with best?)

Compromising high performance through dilution of resource and focus

• Establishingclarityandcommitment.

• Differing opinions on philosophies and style of play.

Disagreement throughout the game on views of International Coaches

Clarity of purpose – this is about development, not amethod for player selection.

Coaches taking a campaign view rather than a playerdevelopment view.

$600k

• FormaTechnicalAdvisoryGrouptodeterminethestructure,processesand promotion of the high performance athlete pathway, its link to theWhole of Football Plan and to clarify the optimum supply of players in the pathways for talented development players.

• Engage with key athlete development stakeholders (Federations,franchises,clubs,schoolsandprivateproviders)ontheimplementationand delivery of the athlete development pathway.

• In the long term, transition high performance academies from centraldelivery to federation/franchise delivery with New Zealand Football oversight.

• Clarify purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.

• Continue to support Futsal within New Zealand Football and invest further as appropriate.

• Examine New Zealand strengths and weaknesses in football strategy,tactics and competencies relative to other nations.

• DefinetheplayingphilosophiesandstyleoftheAllWhitesandFootballFerns and the types of players, competencies and attributes requiredat each level by position highlighting the differences between male and female players.

• Communicateplayingphilosophies,styleandplayerattributesatalllevelstoensureclarityonwhattypesofplayersinternationalcoachesseek.

• Developprofilesofplayerskillsandattributes(technical,physical,tactical,psychological,etc.)foreachpositionrequiredtosupporttheblueprintforNew Zealand style of play.

• Track back the skills and attributes fromWorld’s best (benchmark) tocreateplayerprofilesforeachlevelofdevelopmentbacktoU17.

• Create a player development program that details the stages of development for age group players and what players need to be achieving at each stage of development depending on their position.

• Clarify purpose of New Zealand Football international teams and align selection with player and High Performance System development needs.

• Engagewithappropriatestakeholders(Federations,clubs,schoolsetc.)to establish and promote the training and game hours that optimise player developmentandminimiseriskoffatigueandinjury.

• Establishoverseascompetitionaspartoftheplayerpathwaybyensuringage group talent is exposed to the international playing environment with minimum levels of overseas games per year.

STRATEGIC PRIORITY: PLAYER DEVELOPMENT

SUPPORTING INITIATIVE INITIAL ACTIONS RESPONSIBILITY RISKS Initial Cost Estimates p.a.*

KEYWORK

STREAMS

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ThereareinherentrisksassociatedwithimplementingthisHighPerformancePlanthatmustbeacknowledged.ThemostnotablestrategicrisktoNewZealandFootballisthatit cannot control the outcomes of this plan entirely. Rather itdependsonseveralexternalstakeholderstohelpdrivesuccessfulimplementation.Theplancreates:

Part 7 Risks

• Dependence on expanding partnerships and forming newpartnerships;

• Dependenceonincreasinganddiversifyingfunding;

• Dependenceonstakeholdercommitmentandalignment through the system.

Inadditiontothisstrategicrisk,therearerisksassociatedwith the actions involved in operationalising the plan. An initiallistofthesepotentialrisksisincludedinTables4,6,7,10and11inSection6.

If this High Performance Plan is not adopted and implemented, andNewZealand Football continueswithplansbasedsubstantiallyonthecurrentstate,thereisriskaround alignment of goals with feasibility.

IftheHighPerformanceprogramremainsundercapitalised,the goals for success of the All Whites and Football Ferns must be adjusted downwards to reflect the current sizeofthebusinessrelativetocompetitors,e.g.understatusquomodel,theAllWhitesdidnotqualifyforthe2014FIFAWorldCup(letalonequalifyandwinattheWorldCup).

Undercapitalisation and a lack of ambition for FIFAWorld Cup successes introduces the opportunity cost of foregoingsignificantpotentialFIFAfunding.Forexample,if the goals of this plan were achieved at one FIFA World Cup, up to $10M could be received from FIFA, whichleads to significant reinvestment back into the footballcommunity in New Zealand.

Status quo also has risks related to dependency onexternalstakeholders.

The Football Ferns program is fully funded by HPSNZ.If the Football Ferns underperform, there is a risk thatHPSNZ will not renew funding, cutting 100% of theFootball Ferns funding and 27% of the total HP program (i.e. dollars invested).

New Zealand Football increasingly values the role of the Wellington Phoenix in the All White development pathway. ThefinancialsustainabilityoftheWellingtonPhoenixhasnot been assessed, however, there is a theoretical riskthat the Phoenix ceases to operate. Implementing the HPplandoesnotreducethisriskbut itdoesstrengthenthe rest of the system to reduce the impact on the player development pathway for men.

High Performance Risks Status Quo: Opportunity Cost Risks


Table12belowoutlinesthestrengths,weaknesses,opportunitiesandthreatsofNewZealandFootball,particularlyhighperformance,relativetoothernationalsportingorganisationsinNewZealand.

Appendix A Situation Assessment

Table 12: Relative Strengths, Weaknesses, Opportunities and Threats of New Zealand Football.

• Football is a genuinely global game.

• Football has strong male and female participation.

•FIFAhassignificantfundingprogramsavailablewhich can help New Zealand Football provide football opportunities throughout New Zealand.

•TopNewZealandFootballersareoverseasgaining invaluable experience and training.

•TheWholeofFootballPlanissuccessfulat promoting and managing the game at grassroots.

•Thereareamultitudeofpathwaysavailabletodevelop football talent including New Zealand Footballagegrouprepresentativeteams,Federations,thePhoenix,overseasclubs,American scholarships and academies.

•Footballiseveryone’sgame.Youngandold,maleandfemale,tallandshort,richandpoor;all new Zealanders can play football.

• Broaden relationship with central government by using Football as a tool for economic relationswithNewZealand’stradingpartners.

•Leveragethefactthatfootballistheglobalgame,includingusingthistoattractNewZealand athletes to football.

• Unify the game around high performance.

• Broaden funding sources.

•HPSNZfundswomen’sfootballonly.

•TraditionalNewZealandsports(e.g.netballand rugby) are entrenched ahead of football intermsofparticipation,mediacoverageandemphasis at schools.

•TopNewZealandFootballersareoverseas.It is costly to have access to these players to play for New Zealand teams and contribute to a high performance environment.

•Footballlackshighperformancefacilitiesandconsistent/regular access to training facilities in general.

•Thereisalackoffootballhighperformanceunderstanding and resources in New Zealand. Topexpertiseandtalentinfootballislocatedoverseas(unlikeNetballandRugby).

• World success in football is intermittent (e.g. qualifiedfor1982and2010WorldCupsbutnotbetween or after these two successes)

•KeyfootballteamsandplayerslackvisibilityinNew Zealand.

•ThereputationofFIFA(allegationsofcorruption,lackofcoherence/unity).

•TheFootballFernsdonotperformasexpectedand lose HPSNZ funding.

•InabilitytosecuredecentfixturescheduleinNew Zealand for the All Whites and Football Ferns.

• Inability to consistently engage with and involve top players in New Zealand Football programs (as they are overseas).

STRENGTHS OPPORTUNITIESWEAKNESSES THREATS(of New Zealand Football relative to other NSO’s)

(for New Zealand Football)(of New Zealand Footballrelative to other NSO’s)

(for New Zealand Football)


Appendix B Current CompetitionsMEN’S DOMESTIC FOOTBALL COMPETITIONS WOMEN’S DOMESTIC FOOTBALL COMPETITIONS

Table 13: Men’s domestic football competitions in New Zealand.

Australasian professional league – NZ has one Wellington based team

Topdomesticcompetition for top domestic amateur players

TwoNZteamsfromASB Premiership

Thisisapathway/development competition

Thisisthepinnacleofgrassrootsfootball,hasa 91 year history.

Not a pathway development competition

EquivalentforwomentotheASB Premiership Includes 7 Federation teams (occasionally an 8th New Zealand football team)Onenationalround,7matches.

17 clubs across NZ play within regions(Northern,Centraland Southern) until Semi Final round.

Not a pathway development competition

10 teamsPhoenix only New Zealand professional club

Thereare8specialcategoryclubs,eachwith3yearlicense,2rounds+finalseries.

50% NZ eligible players in match day squad.

12 clubs from across Oceania

Thisincludesthe8special category clubs as well as 4 additional clubs

124 clubs across play within regions (Northern,Centraland Southern) until Quarter Final round.

Any club can enter it isaknockoutformat,likeFACup.

AnnualSummer(October-April)


AnnualApril - May


AnnualWinter(April – October)

AnnualOctober-December

AnnualWinter (April-August)

Phoenix have a reserve team in the ASB Premiership

Thiscompetitionisimportant for New ZealandFootballplayer,coach and referee development.

Clubs see it as aspirational.

Overseas players are allowed

TheWanderers(i.e.NZ U20 team) are in the ASB Premiership in 2013/14 and 2014/15 as part of their preparation for the 2015 FIFA U20 World Cup.

Thewinner/squalifyfor OFC Champions League;seebelow.

Some professional teams play in this League.

WinnerqualifiesfortheFIFA Club World Cup Play off.

IncludesNZWomen’sU17team.

EVENT EVENTMAIN PURPOSE FORMAT FORMATTIMING TIMINGOTHER OTHER


Appendix C Football Pathway

Figure 8: The Whole of Football Pathway Model.

* Introduction to Coaching Futsal also available for 9 - 12 Years ** refers to Girls Only Framework

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ImagerysuppliedbyPhotosport.PrintedSept2014.DesignbySidekickCreativeLtd.©NewZealandFootball


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