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2020-2023 Strategic Plan Paramaribo, Januari 2020 CONTENT Foreword

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2020-2023 Strategic Plan Paramaribo, Januari 2020 CONTENT Foreword Surinaamse Voetbal Bond - 2020-2023 Strategic Plan Paramaribo, Januari 2020 CONTENT Foreword...............................................................................................................................................................3 Our vision, mission and core values......................................................................................................................5 Our core values............................................................................................................................................. 6 Our Country - Our Football................................................................................................................................... 7 Demography of Suriname..................................................................................................................... 7 Population.............................................................................................................................................7 Government and society.......................................................................................................................8 Economy................................................................................................................................................9 The Surinamese Football Association - Sport..................................................................................................... 10 The National Competition and international tournaments........................................................................11 The FIFA Men's Ranking......................................................................................................................11 The FIFA Women's Ranking.................................................................................................................11 Technical and infrastructure projects.........................................................................................................12 Current projects.................................................................................................................................. 12 Scheduled Projects..............................................................................................................................13 Cash-flow projection after construction and commissioning of the new A. Kamperveen Stadium.......... 13 SWOT Analysis.....................................................................................................................................................16 PEST Analysis....................................................................................................................................................... 17 Our Stakeholders.................................................................................................................................................18 Identifying our stakeholders....................................................................................................................... 18 Scaling our stakeholders............................................................................................................................. 19 Understanding our stakeholders................................................................................................................ 21 Conclusion...................................................................................................................................................22 Resource analysis................................................................................................................................................24 SFA Key priorities for 2020-2023........................................................................................................................ 26 Main objective of the Strategic Plan..................................................................................................................27 Deliverables of the Strategic Plan.............................................................................................................. 28 Strategies, Priorities and Projects.......................................................................................................................30 SFA Financially Self-sufficient......................................................................................................................30 Professionalization Football........................................................................................................................32 Restructuring Football Development and Football Talents........................................................................34 Adequate Facilities......................................................................................................................................35 Effective Relationship with the Government..............................................................................................36 Necessary Regulations................................................................................................................................ 37 Estimated Financing requirement 2020-2023.................................................................................................... 39 Board Members.................................................................................................................................................. 41 Annex: Key subjects in Contract of Agreed Objectives.......................................................................................43 2 Foreword Dear friends of the Surinaamse Voetbal Bond (SFA). At the end of the foreword to the 2016-2019 Strategic Plan of the SFA, it was stated that “The ingredients of hard work, cooperation, planning, commitment, communication, investment in human resources and infrastructure will lead us to long-term success, and also, individual and collective improvement coupled with our ability to increase our financial resources, will enable us all to maximize our ability to achieve success in meeting all our set goals.” This principle has delivered the intended result. The “SFA 2016-2019 Strategic Plan” has been met in the sense that 80-90% of the goals planned for that period have been achieved. Of course, there are a number that has a continuous character or that may need to be refined or that we need to reformulate. It is therefore inevitable that the SFA 2020-2023 Strategic Plan builds further on matters that were realized in the previous planning period, because they simply have a cause-and-effect relationship with each other. Investments and their objectives achieved in the 2016-2019 planning period must now be cashed in in the 2020-2023 planning period, thereby providing a basis for new prospects that are on the horizon for our sport. Of course, there are also a few projects that extend beyond this planning period. The efforts and investments made in our accommodations; in a licensed and new set-up of our National Competition; the investments made in the National Selection; the realization of dual nationality, etcetera; all sub goals that formed the preconditions for the then main goal formulated at the time, which in short consisted of being able to qualify for the FIFA World Cup Qatar 2022, have paid off in the sense that for the Surinamese National Football Selection this main goal in the new planning period seems to be within reach. In the planning period covered by this Strategic Plan, the realization of the following goals will be central in three consecutive years, namely: 1. Year 2020-2021: Qualifying the National Selection for participation in the FIFA World Cup Qatar 2022. 2. Year 2021: Finishing in the top four of the CONCACAF Gold Cup championships. 3. Year 2022: Participation in the FIFA World Cup Qatar 2022. What we have to understand in this planning period is that these aspirations should not lead to the development of the remaining football in Suriname coming to a halt because of the financial pressure that will be put on the SFA funds as a result of the qualification for and 3 participation in these ‘Key Events’ in each of the aforementioned years. We will also have to continue to give substance to the philosophy that top football requires top facilities. Making some major investments in our football infrastructure, such as the construction of a new National André Kamperveen stadium, also remains a requirement in this planning period. Investing in a Sports Medical facility, where our football players and other athletes can undergo the necessary tests, or can be monitored, will become a pressing necessity along with the realization of a Professional League. In the 2020-2023 planning period, a strong commitment will be made to a holistic approach to women's football. Growth will not only have to be achieved in ‘length and width’, but even more so by ‘branding’ and image enhancement of women's football, a sport that is still seen too often as a men's sport in Suriname. The development of a women's football league with its own identity, which has its own coaches and referees, will also have to be part of this development. It is unfortunate to have to conclude that after almost 30 years, of which 20 years within the SFA, we have not made much of women's football. If we want to change this in the coming planning period and certainly this coming decade, to a very large extent we will have to make use of the top expertise that is present within the KNVB and CONCACAF. Finally, I
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