Strategic Plan Shaping in 2016 - 2025 Part 1 Frame-Up

Football is one of New Zealand’s favourite games. It is the highest participation team sport1 and provides experiences Strategic Plan and opportunities for all – male and female, young and not so young, talented athletes and community level players. The custodians of football; New Zealand Football, Federations, Clubs and Schools are passionate and talented Shaping Football in New Zealand people who are striving to make football the nation’s favourite game.

2016 - 2025 This strategic plan details the objectives we are setting out to achieve and where we need to focus our efforts in order to achieve them. It presents a desired outlook for 2025 and works back in three year cycles of establishing priorities that contribute to the 2025 outcomes. CONTENTS

1 FRAME-UP 3 2 FOUNDATIONS - Where have we come from? 4 3 THE HORIZON - Where are we going to? 5 4 THREE YEAR PRIORITIES 2016-2019 - This is how we get there 6 5 KEY INITIATIVES 2016-2019 - This is what we will do to achieve those goals 8 6 CORE FOOTBALL DELIVERY - This carries on 10 7 THE DELIVERY MODEL - Right peg in the right hole 12 8 RESPONSIBILITIES - What will we be responsible for? 14 9 RESOURCES - How are we going to resource? 16 10 TIMELINE - When will all this take place? 18 11 CONCLUSION 19

1 2013/14 Active New Zealand Survey Imagery supplied by Photosport. Printed March 2016. Design by Sidekick Creative Ltd. © New Zealand Football

2 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 3 Part 2 Foundations Part 3 The Horizon

WHERE HAVE WE COME FROM? WHERE ARE WE GOING TO?

This strategic plan builds on the foundations of the 2013 – 2015 plan. The enduring ethos of New Zealand Football New Zealand Football aims to achieve the outcomes described in Table 1 below by 2025. All of our work and our (and football in New Zealand) remain in our expressed Vision, Purpose and Values: monitoring of progress will be designed around fulfilment of these outcomes.

OUR VISION: Incredible performances on and off the field STRATEGIC OUTCOMES WHAT WILL THE OUTCOMES LOOK LIKE? FOUNDATION OUR MISSION: To lead, inspire and deliver football in New Zealand OUR VALUES: Unity, Pride, Passion and Respect More New Zealanders playing 1. Participation in men’s football, traditional format, increases New Zealand Football and loving football from 90,000 to 96,000 by 2020, then to 102,000 by 2025. Whole of Football Plan We are a small part of a global sport, and we operate in a competitive sport and recreational environment in New 2. Participation in women’s football, traditional format, increases Zealand where football is not the national game. Living our values in our behaviours, actions and decisions is from 27,000 to 30,000 by 2020, then to 33,000 by 2025. fundamental to fulfilling our vision and achieving our mission for football in New Zealand. 3. Participation across lifestyle football formats2, increases from The key building blocks that this strategic plan inherits, and plans forward from are: 18,000 to 27,000 by 2020, then to 36,000 by 2025.

1. The Whole of Football Plan 2. Beyond Football Our elite teams winning at 4. The Ferns secure and maintain consistent top 10 FIFA New Zealand Football global pinnacle events ranking from 2019. Beyond Football Plan

5. All Whites perform at World Cups 2018, 2022.

Table 1 - Our Outcomes

The custodians of football in New Zealand have achieved significant progress for community football and the elite game through these plans. The foundational thinking and momentum remain in place as we work towards 2025. The purpose of this plan is to establish clarity on what we are setting out to achieve and to guide our focus and priorities within the Whole of Football Plan and Beyond Football.

There are many ambitious ideas for advancing football, yet we cannot fund and resource everything. To ensure we create the best chance of realising our aspirations, the plan establishes priorities for the custodians of the game to work towards in an aligned and purposeful manner. We will not fall into the trap of trying to do everything; this means some initiatives, programs and campaigns will be more important than others.

While the plan has a 2025 outlook, it is prepared around three year cycles, whereby we review, reset and refresh the priorities in order to continue progress towards the 2025 outcomes.

2 Lifestyle football formats refers to Futsal, Beach Football, Social and Corporate Leagues, Seven Aside etc.

4 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 5 Part 4 Three Year Priorities 2016-2019

THIS IS HOW WE GET THERE

In order to realise our outcomes, particular areas of focus have been identified for the next 3 years. New Zealand OUTCOMES: OUR ELITE TEAMS WINNING AT PINNACLE EVENTS Football will continue to oversee the delivery of football in all core areas; it is just that these are the areas elevated from core activities to receive attention because this is where we can respond with most impact to the needs of, and opportunities for, football in New Zealand. The 3 year strategic priorities are outlined in Table 2a & 2b.

OUTCOME: MORE NEW ZEALANDERS PLAYING AND LOVING FOOTBALL

LIFESTYLE COMPETITIONS YOUTH WOMEN Ongoing co-funded investment in and development of the Ongoing development of the All Whites performance FORMAT Ferns performance program so that the Ferns secure and program (so that All Whites qualify for FIFA Confederations maintain consistent top 10 FIFA Ranking from 2019. and World Cups 2016, 2017). Fulfilment of phased Invest in Youth3 football as Invest in Girls Football Invest in Futsal as the key 2016 -2019 recommendations in the a growth vehicle for men’s (Junior) as a growth vehicle growth vehicle for lifestyle Women’s football is a growth game, and the Ferns success Contributes to the ‘more New Zealanders playing and National Competitions and women’s traditional for traditional women’s formats (contributing to the Strategic Priorities at World Cups and Olympics will create a genuine high loving football outcome’. Review (NCSR2015). football, (contributing to the football, (contributing to the lifestyle football formats profile NZ ‘shop window’ boost - providing leverage for That is: invest in current men’s and women’s football women’s football outcome). outcome). sustained participation growth. The national men’s team has demonstrated competing in structure, confirm aims for outcomes). World Cups creates a genuine high profile New Zealand

2016 -2019 an integrated single season There are financial rewards for success i.e. FIFA for ‘shop window’ boost - providing leverage for sustained national competitions

Strategic Priorities reinvestment in the game in New Zealand (thereby participation growth. structure; complete feasibility contributing to New Zealanders playing and loving football). and operational plan. Also: Significant financial rewards for success i.e. FIFA for reinvestment in the game in New Zealand. National Sport Organisation This is Stage 2 of the Participation numbers in There has been significant • It provides support/leverage for New Zealand provision and oversight WOFP - growth by retention Junior women’s football growth in Futsal participation Government partnerships (High Performance Sport New It provides genuine global competitions – a point of of engaging competition ‘pull through’ (i.e. Junior to have grown steadily over (circa 18,000 players) – there Zealand and Sport New Zealand). difference in New Zealand. structures is a fundamental Youth, Youth to Senior). the past five years (circa is momentum. Why is this a priority? stakeholder value driver Currently numbers drop 8,500 players), however • Advancement of the women’s game is a FIFA priority. and participant benefit in from 42,000 footballers to participation numbers are still Futsal meets changing mainstream team sports. 26,000 between Junior and significantly lower than some market consumption trends • It provides genuine global competitions – a point of This strategy is driven by Youth levels. It seeks to other codes. (pay for play, flexible, non- difference in New Zealand. fulfilling the WOFP and address that drop. club based experiences, NCSR2015. That is: Women’s football is indoor but able to be played Ferns medal at Rio Olympics 2016 and Tokyo Olympics All Whites qualify in 2016 for the Confederations Cup, and a competitive point of outdoors on many surfaces). 2020. in 2017 for FIFA World Cup 2018 (aligned to the 3 year • Establishment of a unified difference for football in New strategic cycle). national football pathways Zealand – i.e. significant Futsal presents football

Goals Ferns reach quarter finals of FIFA World Cups 2019 and framework available to male and female participation with a genuine participation 2023. players, coaches, referees pathways. and revenue diversification and football administration platform. Why is this a priority? (WOFP). Table 2b - Our strategic priorities - International.

• A national competitions structure as the pinnacle of WOFP, representing the top of the pathway available to domestic players, coaches, referees and football administration. It is also the fundamental link between the WOFP and the Beyond Football Plan (NCSR2015).

Launch an integrated national 30,000 Youth footballers by 10,000 Junior footballers by 27,000 Futsal players by competitions structure in the 2020 and 35,000 by 2025. 2020 (women) and 12,500 2020 and 36,000 by 2025. next strategic planning cycle. by 2025. Goals

Table 2a - Our strategic priorities.

3 Junior (ages 4 -12), Youth (ages 13 – 17), Senior (ages 18 +)

6 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 7 Part 5 Key Initiatives 2016-2019

THIS IS WHAT WE WILL DO TO ACHIEVE OUR GOALS

For each priority, particular initiatives have been identified that New Zealand Football will undertake with the support of all stakeholders, in order to achieve the goals set out in Table 1. The initiatives are outlined in Table 3a and 3b below.

LIFESTYLE COMPETITIONS YOUTH WOMEN

Area FORMATS: FUTSAL Priority Beyond Football strategies: Beyond Football strategies: Improving the current WOFP Stage 2: • A national Women’s • Provide an all-inclusive, structure and the clubs that football committee all-encompassing • Player Development: • Player Development: play in it: • Community Recreation: focused on progressing pathway (opportunities Providing recreational the game. for every level of Futsal – - Maximising contact time – increasing contact with - Maximising contact time – increasing contact with • Improve delivery in Clubs opportunities. recreational, community the Ferns and increasing their activity. the All Whites and increasing their activity. by setting, monitoring and • Women’s football and talent, junior-senior). - Align talent with their development needs and - Developing our unique team culture (our point of enforcing development • Community Participation: development officers implement a talented player programme. difference - a clear style of play – our ‘identity’). criteria. Improving Club and in each Federation are • Improving the Futsal - Succession planning, creating competition for School experiences. working with clubs to delivery systems – taking • Coach Development: Full time coaching staff places and an aligned playing style in developing • Market the competition, develop and enable a strategic approach. development. including increasing its • Talent: Implementing women’s football. players. profile, and identifying/ a National Youth Includes development • Actively promoting this • Creating the right environment (internal and external): cementing commercial Development League. of club based football form of the game – Regular competition in competitive environments and • Coach Development: Full time coaching staff partnerships. coordinators, best practise ensuring Futsal is seen, development of the Home of Football, with Regional development. for the women’s game experienced and talked Hubs. • Confirming the long term and training/professional about.

What we’re doing • Creating the right environment (internal and external): vision and aims of the development for leaders • Strategic Relationships: Building relationships regular competition in competitive environments and competition, to ensure its within women’s and girl’s with overseas clubs, where talent may be sent for development of the Home of Football, with Regional sustainability. football. development. Hubs.

• Development of women’s • Strategic Relationships: Building relationships specific football events with overseas clubs, where talent may be sent for and products –and development. improve visibility of the game. Table 3b: Our initiatives for each strategic priority - International. • Attract and retain quality coaches and referees for women’s and girl’s football.

Table 3a: Our initiatives for each strategic priority.

8 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 9 Part 6 Core Football Delivery

THIS CARRIES ON

Although there are particular strategic priorities (with supporting initiatives as outlined), core football is not compromised. The components of core delivery are outlined in Table 4 below, including any changes to delivery of the core activities.

Table 4: Our core activities

PATHWAYS CAPABILITY CAPACITY COMPETITIONS NATIONAL TEAMS NEW ZEALAND FOOTBALL ADMINISTRATION

Coach Development Facility Development Premiership The Beyond Football Plan elite • Commercial planning: Junior pathway • Appropriate coach education opportunities at every level. - A National Facilities football pillars: Increasing funding available - Delivery of the WOFP Junior Framework. • Provision of the Coaching Development system. strategy, featuring a needs Women’s National League to the sport. • Accessible, delivered both locally and nationally - providing analysis of facilities within Player Development formal learning via courses and informal learning through each District and outlining Youth National League Developing and promoting a • Financial Planning: Careful a National Coaching Network. facility development. player pathway (development monitoring and allocation of Youth pathway • Provision of ongoing support to develop expertise. Futsal National League to elite), a talent blueprint for resources. - Delivery of the WOFP Youth Framework. Workforce national teams, and player profiles Referee Development - A national workforce plan, (aligning talent with development • Regulatory work – ensure • Deliver a cohesive referee development pathway identifying the number needs). compliance with football Senior pathway for community and talented referees (reviewed and of people and specific obligations (e.g. FIFA rules). - Delivery of the WOFP Senior Framework. refreshed annually). roles/key skills required Coaching Development • Provision of formal and informal (fortnightly coaching to continue to deliver Developing coaching pathways • Operations and risk and mentoring) development opportunities at local the WOFP in paid and (aligned to players), transitioning management – ensure Females in football Federation training centres for Referees, Assistant voluntary roles. We will to full time coaches and improving compliance with - Engaging women in football across all Referees, Assessors & Instructors. recruit, retain and develop coach qualification standards. organisational obligations parts of the WOFP (Junior - Senior), a quality, motivated and (e.g. HR etc.) and ensure including “girls only” opportunities. Quality Club Mark inclusive paid workforce Investment in resources preventative risk mitigation Development and delivery of a tiered and progressive that is recognised and Improving facilities (development measures in place. QCM programme to drive standards of best practice in rewarded for excellence. of the Home of Football and What does this include? Ethnic engagement club administration and community engagement (creating regional training hubs), as well • Governance – ensure high - Targeting immigrants, refugees and viable, community focused entities, delivering meaningful - Increasing our Coach as personnel (and obtaining the quality robust governance of migrants by including them in football participation opportunities). Educator Workforce funding for this). the game. programmes in partnership with other to improve capacity organisations. Injury prevention nationally and within our Strategic Partnerships Implementation of the FIFA 11+ injury prevention (warm Federations and clubs. Building relationships with up) programme in conjunction with ACC. stakeholders and investment Futsal partners - including overseas - Delivery of the Futsal Framework. Development of GoalNet clubs. • Simplification of administration surrounding the game. • Provision of consistent, accurate and aligned data on Aligning competitions (men’s, all activity for clubs, players, coaches and referees. women’s, youth and junior – • Enable participants to have a unique National ID included above). Number, ability to track performance, provide valuable This drives our elite national insights on data trends, participant history that will help teams (Ferns, All Whites, Futsal us shape future targeted delivery across a variety of Whites and age grades). participation levels.

Less central delivery - Clubs will have New Zealand Football’s qualifications will become In relation to facilities, Elevation to a strategic A cycle by cycle approach Improve our effectiveness and greater responsibility for delivery of internationally transferable – recognised in other the Federations will priority: to investment based on efficiency across these areas. the Junior, Youth, Senior and Female jurisdictions and able to be used as proof of training. develop regional plans performance on and off the field. pathways, supported by the Federations. (aligned to the national Implementation of the Introduction of new governance ACC is partnering long term, and investing in New strategy) and an annual recommendations in the Opportunities for partnering- framework. New Zealand Football will partner with Zealand Football on injury prevention. advocacy framework Competitions Review. outsourcing sought in talent agencies to deliver programmes. will be implemented development. This partnership reflects football’s genuine capacity to driving a more aligned Club licensing regulations Elevation of Youth, Women and Futsal help significant stakeholders achieve their goals, while and coordinated LTA will be utilised to ensure as strategic priorities: helping football achieve its aspirations. engagement approach. clubs participating have best practice in • The Youth Pathway will be a strategic club administration and priority area (moving up from Junior community engagement.

Will anything change which was the focus from 2011 - 2015). • Increasing girls football participation as a growth vehicle for traditional women’s football. • Futsal will also be a strategic priority.

10 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 11 Part 7 The Delivery Model

RIGHT PEG IN THE RIGHT HOLE

Our community needs confidence that football is being delivered and is advancing effectively and efficiently - with the CHANGES TO DELIVERY OF WHOLE OF FOOTBALL right organisation in the right place, and without duplication. We need to make the best use of limited resources as we build towards the 2025 outcomes. Figure 1: The indicative change to delivery of the Whole of Football Plan Clarifying respective roles and responsibilities by identifying the areas that each organisation is best placed to undertake will help us deliver football in the most effective way – using the positions and functions of New Zealand

Football, Federations and Clubs to the best effect. 2025

The process of preparing the 2016-2018 plan identified a need to shift the delivery of some activities/strategic priorities to better reflect the roles and positions of each organisation. 2015

This will of course have an impact on resources, which we discuss in Part 8. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

NZF FEDERATIONS CLUBS OTHER PROVIDERS DELIVERY OF WHOLE OF FOOTBALL STRATEGIC PRIORITIES & CORE ACTIVITIES

The key change to delivery of the pathways within the WOFP relates to a shift away from delivery by New Zealand Football and Federations towards the Clubs. Clubs are at the “coalface” with our footballing community and are critical DELIVERY WITHIN BEYOND FOOTBALL to quality delivery. This means: The key change to the delivery of the elite programmes relates to New Zealand Football’s resourcing (discussed in • Greater responsibility on Clubs for implementation of the WOFP pathways and programmes (Junior, Youth and Part 8). There will be greater emphasis on a cycle by cycle approach to investment based on performance on and off Senior). the field. New Zealand Football will consider external providers to support delivery of parts of the elite programme. • Support from Federations to Clubs with this including QCM, monitoring, education (coach/referee), administration, Figure 2 below captures an indicative shift in delivery of Beyond Football. systems etc. Figure 2: The indicative change to delivery of the Beyond Football Plan • Development of the WOFP programmes by New Zealand Football, including development of policies.

• Oversight of the support aspects of the pathway by New Zealand Football, including coach and referee education

and pathways. 2025

If the Clubs do not have the capacity or capability to deliver, this may mean more reliance on other providers. Figure 1 (top right) captures an indicative delivery shift. 2015

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

NZF OTHER PROVIDERS

12 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 13 Part 8 Responsibilities

WHAT WILL WE BE RESPONSIBLE FOR?

Given these changes to the delivery of our core activities and strategic priorities, we set out the key responsibilities for each organisation. Table 5 below summarises our core activities, indicating which of us is responsible for delivery.

Table 5: Our respective roles and responsibilities. NEW ZEALAND FOOTBALL FEDERATIONS CLUBS

ROLE “leading, promoting, developing, enhancing and ROLE “promoting, developing, enhancing and ROLE “delivering Football in their area” protecting the sport of Football in New Zealand” protecting the sport of Football in their Region”

• Oversight of football in New Zealand. • Guide and support clubs, schools and providers with the • Deliver the Junior, Youth and Senior pathways effective and nationally aligned delivery of Junior, Youth and (including any additional strategic initiatives with • Maintaining relationships with national and international agencies. Senior pathways. Women, Futsal and Youth) under Federation direction. • Development of strategy, policies and systems. • Development of products/programmes for all aspects of the game including coach and • Delivery of New Zealand Football strategic initiatives, • Put in place everything necessary to obtain the Quality referee development. policies, products and programmes in the region. Club Mark. • Managing the national elite domestic competitions. • Consideration/planning for facilities and workforce. • Assisting and supporting New Zealand Football. • Monitoring and enforcement of standards. • Arranging and implementing Football tournaments, • Guiding Federations in delivering strategies, policies, programmes and initiatives. competitions, events and activities in their Region, and with • Assisting and supporting the Federations. other Federations. • Agreeing the systems, processes and standards should be common across all Football in New Zealand. • Facilitating coach educational programs, young player development programs, referee development programs and • Developing/implementing initiatives to encourage the continual increase in the number of WHOLE OF facilities development on behalf of members. individuals participating. FOOTBALL PLAN

• Delivery of the elite programmes, with support from other providers as necessary. • Support the development and education of players and • Development of players and coaches who may coaches who may achieve international football. achieve international football. • Managing all international activity involving national teams and International events. • Development of referees who may achieve international • Strategic Partnerships – building relationships with stakeholders and investment partners – football. including overseas clubs (for player development purposes). • Development of regional performance hubs. • Player Development – developing and promoting a player pathway (development to elite), a talent blueprint for national teams, and player profiles (aligning talent with development needs).

• Coaching Development – developing coaching pathways (aligned to players), transitioning to full-time coaches and improving coach qualification standards.

• Investment in resources – improving facilities through development of the Home of Football and regional training hubs, as well as personnel (and obtaining the funding to do this). THE BEYOND FOOTBALL PLAN

OUR OTHER • Implementation and improvement of systems. • Implementation and improvement of systems. • Implementation and improvement of systems. RESPONSIBILITIES

• Seeking and securing revenue, funding, grants, and sponsorship for the delivery of its • Securing regional funding and sponsorship for the activities national strategies, programmes and initiatives. in the Region.

• Commissioning research on development issues for Football in New Zealand. • Ensuring all local participants are properly ‘affiliated’ and contribute financially to the game for the value they receive • Ensure all participants are properly affiliated and contribute financially to the game for the from the game, as well as collecting participant data. value they receive from the game.

14 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 15 Part 9 Resources

HOW ARE WE GOING TO RESOURCE? 3 YEAR INVESTMENT CYCLES

As we are changing our delivery mechanisms for both core activities as well as the strategic priorities, we thought Three examples of what could happen over the next 3 years are set out below: carefully about the impact this would have on resourcing. The resourcing plan will follow the strategic delivery cycle (i.e. a 3 year investment cycle). By taking a 3 year approach, if any changes to revenue do occur, adjustments can be made to delivery (increasing/decreasing expenditure). EXAMPLE 1: THE ALL WHITES QUALIFY... FROM 2016 - 2018

We anticipate that the ratio of our allocation to the community and elite games will shift, with a greater allocation of funding going to the WOFP4. This is in light of the potential change in delivery of the elite programme, which New 3 year may include outsourcing or partnering options. Figure 3 below captures an indicative, potential shift in allocation of All Whites All Whites priority setting resources. 2017 qualify for 2018 2018 perform in 2019+ in context of FIFA World Cup FIFA World Cup traditional FIFA funding

Figure 3: An indicative shift in allocation of resourcing across pillars.

CURRENT EXPENDITURE EXPENDITURE ON PILLARS (2016-18)

EXAMPLE 2: ADDITIONAL SOURCES OF FUNDING ARE SECURED...

New Beyond New 3 year All Whites Football priority setting do not qualify 2017 2018 funding 2019+ in context of for 2018 FIFA received - new NZ generated World Cup model funding

EXAMPLE 3: THERE IS NO QUALIFICATION, OR ADDITIONAL FUNDING...

BEYOND FOOTBALL COMPETITIONS WHOLE OF FOOTBALL PLAN

No new All Whites New 3 year Beyond do not qualify priority setting 2017 2018 Football 2019+ for 2018 FIFA in context of no AFTER 2018 funding World Cup funding for elite received game We have taken a 3 year investment cycle approach, as we will not rely on any windfall that we would get from qualification by the All Whites into the World Cup. We will monitor:

• Qualification in 2016 for the 2017 Confederations Cup by All Whites

• Qualification in 2017 for the 2018 FIFA World Cup by All Whites The operationalisation of this strategic plan will commence with the preparation of annual business plans and budgets • Additional funding New Zealand Football can generate for elite programmes from other sources. for New Zealand Football and the Federations. These plans will be aligned to the strategic plan and will specify programs, initiatives and actions, including the prioritisation of required resources and budgets (funding/revenue and We will invest in the elite programme until 2018 (aligned to our 3 year strategic and investment cycles) and assess our operational expenditure). resource allocation between Beyond Football and the Whole of Football Plan after that point.

4 Note: This will not necessarily result in more funding to WOFP, it is simply a greater proportion of funds allocated to this area.

16 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 17 Part 10 Timeline Part 11 Conclusion

WHEN WILL ALL THIS TAKE PLACE?

NEW STRATEGIC This strategic plan looks towards 2025 and takes a practical 3 year cyclical investment approach - partly influenced 2016 2017 2018 PLANNING CYCLE: ASSESS ENVIRONMENT by funding dependencies (e.g. FIFA World Cup Qualifications). In the plan, six strategic priorities are identified that will help us achieve specific outcomes in 2025. These priority areas are: Continue with core Continue with core Continue with core 1. Competitions JUNIOR investment. investment. investment. PATHWAY 2. Youth (including 3. Futsal (as part of the lifestyle formats) coaches, 4. Women’s football referees, 5. Ferns administrators) 6. All Whites

In an environment of constrained resources, and with a large volunteer workforce, it is important to be aligned around Strategic initiatives Strategic initiatives Strategic initiatives Assess/evaluate a handful of priorities that can generate the biggest impact on advancing the game. By focusing on the above strategic YOUTH implemented (where implemented (where implemented (where outcomes. priorities, we will progress the game towards the 2025 outcomes: PATHWAY resourcing allows), resourcing allows), resourcing allows), (including aimed at bringing junior aimed at bringing junior aimed at bringing junior • Participation in men’s football (traditional format) increases from 90,000 to 102,000 by 2025. coaches, numbers into youth. numbers into youth. numbers into youth. referees, • Participation in women’s football (traditional format) increases from 27,000 to 33,000 by 2025. administrators) Check in on initiatives Check in on initiatives - what do numbers - what do numbers • Participation across lifestyle football formats, increases from 18,000 to 36,000 by 2025. indicate? indicate? • The Ferns secure and maintain consistent top 10 FIFA ranking from 2019.

Continue with core Continue with core Continue with core May become a • All Whites perform at World Cups 2018, 2022. SENIOR investment. investment. investment. strategic priority in PATHWAY 2019 - Stage 3 of (including Part of the journey will be to transition to more appropriate delivery roles for the key stakeholder organisations, where the WOFP. coaches, the delivery of the game is resourced closer to the participant and NZF can invest in agreed strategic priority areas. referees, This means that while New Zealand Football continues leading and developing core elements of the game under the administrators) WOFP, clubs will play a greater role in delivery.

This strategic plan will provide the direction and guidance necessary to make football the nation’s favourite game.

LIFESTYLE Strategic initiatives Strategic initiatives Strategic initiatives Assess/evaluate FORMATS: implemented (where implemented (where implemented (where outcomes. FUTSAL resourcing allows), resourcing allows), resourcing allows), Should another (including aimed at increasing aimed at increasing aimed at increasing lifestyle format receive coaches, participation in Futsal. participation in Futsal. participation in Futsal. strategic attention? referees, Summer 7’s? administrators) Check in on initiatives Check in on initiatives - what do numbers - what do numbers indicate? indicate?

Strategic initiatives Strategic initiatives Strategic initiatives Assess whether the ELITE implemented (Home implemented (Home implemented (Home elite programmes (including of Football, Overseas of Football, Overseas of Football, Overseas will still receive player/coach Clubs and Player/Coach Clubs and Player/Coach Clubs and Player/Coach full investment, development, development), aimed at development), aimed at development), aimed at or whether the strategic improving performance improving performance improving performance programme may partnerships & resource of elite teams. of elite teams. of elite teams. require retrenchment. investment) Check in on other funding Check in on other funding sources / Qualification for sources / Qualification for Confederation Cup World Cup

NEW Continue with core Continue with core Continue with core Assess/evaluate ZEALAND investment. investment. investment. based on FOOTBALL performance. organisational administration

18 Strategic Plan - Shaping Football in New Zealand Strategic Plan - Shaping Football in New Zealand 19 New Zealand Football would like to acknowledge the strategic and planning expertise of advisory firm O’Connor Sinclair. We thank O’Connor Sinclair for facilitating the development of this strategic plan, and the preparation of this document.