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Final Wilfred Kwaku Osei Palmer Policy Document

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Final Wilfred Kwaku Osei Palmer Policy Document i Statement From Campaign Manager There are lots of reasons for which we have to choose Mr. Wilfred Kwaku Osei (alias Palmer) to lead the GFA and propel Ghana Football to the desired heights. Mr. Kwaku Osei has gained the requisite experience through his participation in grassroots football development, where he started his career, resulting in the nurturing of many young talents who featured in the various national teams. He has also handled clubs at the Premier, First and Second Division levels and therefore gone through the mill considering that he was appointed into various positions at the Management and the Executive Committees of the GFA. His Performance as the Chairman of the Finance Committee of the GFA, a position he held for a very long time, is par excellent. If persons are being given the opportunity to lead Ghana Football, Mr. Wilfred Kwaku Osei should be the best person to be given the mantle, considering the yeoman’s role he played which ensured that the GFA was not liquidated. Palmer has all the attributes of a great Leader and should therefore be given the nod to lead Ghana Football. John Frederick Mensah has been the Board Member/Board Secretary of Cape Coast Dwarfs F/C since 1984 and was thus honoured by SWAG for his dedication and valour during their Awards Nite Ceremony in the year 2014. He was elected as an Executive Member of the Ghana Football Association in the year 2015. Prior to his election, he had served as a Member of the Ghana Premier League from 2006 to 2015 and a Member of the Players Status Committee from 2015 to 2016. By virtue of his election as an Executive Committee Member, he was appointed to serve as the Vice Chairman of the Board of Directors of the Ghanaman Soccer Centre of Excellence at Prampram and a Member of the Starlets Management Team for the first two (2) years of his membership. Thereafter, J.F was appointed the Chairman of the Finance Committee of the GFA and the Vice Chairman of both the Meteors Management Committee, the Public Interest Committee and once again, the Ghanaman Soccer Centre of Excellence at Prampram. J.F. Mensah Manager, Team Palmer Working Together For Football, For All ii Executive Summary 1 Capability Statement 2 1.0.0 Key Performance Indicators 3 Pillars for the New GFA 7 2.0.0 Development 8 2.1.0 Situational Analysis 9 2.1.1 Player Development 12 2.2.0 Coaching 12 2.2.1 Certifications 12 2.2.2 Upgrading of Coaches 12 2.2.3 Club Coaches 12 2.2.4 National Team Coaches 12 2.3.0 Refereeing 13 2.4.0 Club Licensing 14 2.5.0 Medicine, Science and Nutrition 15 3.0.0 Governance and Administration 16 3.1.0 Situational Analysis 17 3.2.0 GFA Council of Elders 18 18 3.2.1 The GFA President’s Office 3.2.2 Two Deputy General Secretaries 18 3.2.3 GFA Travel & Hospitality 18 CONTENT 3.2.4 Decentralization 19 3.2.5 Women’s Football 20 4.0.0 Finance 21 4.1.0 Situational Analysis 22 4.2.0 Source of Funding 23 4.2.1 Treasury Management at GFA 24 4.2.2 Utilization of Funds 24 4.2.3 Clearing House for Solidarity 24 and Training and Compensation www.oseipalmer.com iii 5.0.0 Infrastructure Development 25 5.1.0 Situational Analysis 26 6.0.0 Safety and Security 27 6.1.0 Situational Analysis 28 7.0.0 Competitions 29 7.1.0 Competitions Commitee and 30 Department 7.2.0 Semi-Autonomous League 31 7.3.0 National 1st Division League 32 7.4.0 Zonal 1st Division League 32 7.5.0 Regional League 32 7.6.0 District League 32 7.7.0 National Women’s League 32 8.0.0 Commercialisation 33 8.1.0 Situational Analysis 34 9.0.0 Re-regulation 38 9.1.0 Ethics and Governance 39 10.0.0 Reforms Implementation 41 Process 11.0.0 Summary and Conclusion 43 CONTENT www.oseipalmer.com 1 Executive Summary Empirical evidence highlighting structural defects in the Functional offices across the regions would be provided development of football in Ghana prior to Anas expose #12 to facilitate correspondence with the general secretariat. which culminated into the Cape Coast summit where All competition venues would be upgraded and previous executive committee made proposals in an equipped with modern gadgets and technology. attempt to resuscitate the development of football in the country. Government would be impressed upon to bid for the hosting rights to international competitions in our quest to The Dr. Kofi Amoah led Normalization Committee as develop basic infrastructure for sporting activities. Com- defined by article 8:2 of the FIFA Statutes were tasked with mercialization is pivotal in business development with specific terms of references which have been pursued but programs and activities capable of generating the for elections yet to be conducted to put finality to the income stream enough to service recurrent and capital transitional period after redrafting the statutes of GFA. expenditure. It is our considered opinion that there is an urgent need for Football is generally fan centric and for that matter monumental reforms to deal with the structural defects economically viable activities revolving around the envisaged in the running of football in the country. These support base would be deployed with the needed com- reforms are operational, administrative, procedural and mercial orientation. Hospitality events, ticketing depart- systemic to the extent that any meaningful level of ment, business development, strategy and innovations progression could only be achieved after embarkation of departments capable of building the commercial founda- such reforms. tion needed to propel the GFA to the next level. There is a pragmatic structured pathway in our youth Financial resources would apply innovative and creative development policies from age 6 to 20 with a defined style ways to raise funds, utilize funds and manage the treas- of play of national character in focus to sustain football as ury of GFA to meet recurrent, current commitments and the number one sport in Ghana. Refereeing, coaching, club obligations. This would involve sources of funds from FIFA licensing regime, medicine and nutrition would be com- forward, gate proceeds, merchandizing, sale of broadcast prehensively pursued to develop Ghana football. right, sale of marketing rights, solidarity, training and compensation clearing house and digital hub that are Governance and administration would reconstruct the estimated at US$ 90.3 (Ninety million, three hundred political and administrative organogram of the GFA capa- thousand US Dollars). ble of institutionalizing systems and procedures that are manned efficiently by competent human resource imbibed with the tenets of corporate governance and deepening This would be disbursed to develop legacy projects, the decentralization processes of rendering regional and infrastructure, recurrent expenditure, governance and district football associations functional. We are advocating administration, capacity building, ultra modern hospital, for a system where there would be two Vice Presidents domestic and international competitions with expendi- assisting the GFA President. ture pegged at US$85.8 (Eighty five million, eight hundred thousand United States Dollars). Safety and Domestic competitions must be structured, managed and security would have to be tailor measured to suit our funded efficiently to make players within our domestic current circumstances. We need to reclassify the risk leagues globally competitive. Premier league would profile of the respective matches to gather a lot of intelli- assume autonomous status whereas the 18-club national gence on matches and match venues. There should be First Division(NFD) league to take national character. Other collaboration with police officers to examine traffic clubs who could not make it into the NFD would constitute congestion within the precincts of the stadium and the four zonal league of twelve clubs in each zone. The outside the stadium to facilitate movement of vehicular regional leagues would consist of 48 clubs that would and human traffic prior to matches and after matches. engage in play offs with other regions for a possible place Trained stewards could be used for some matches with into the zonal leagues whereas district leagues should not low risk profile. Ticketing department would be used to exceed 18 clubs in each districts for the leagues to be ensure that the required maximum of fans do attend efficiently managed through logistical support. In all these matches. Having been able to deal with these reforms leagues, 4 clubs would be promoted and demoted within that are administrative, systemic, procedural and opera- the respective leagues. tional in nature, football would have to be re-regulated to back the initiated reforms through congressional approv- Ghana would build formidable respective teams with a al. The reform implementation processes would consider well-defined style of play to win laurels in international retreats aimed at bringing “football people” together to competitions. Basic infrastructure would be provided own this policy document to allow for bottom up through legacy projects with Professional Footballers approach in resolving structural defects identified. Association of Ghana (PFAG) for the construction of pitches at the respective communities. Futsal would develop five aside pitches within communities to promote the game at Team Palmer schools and colleges level. 2 Capability Statement In May 2005, Wilfred founded Tema Youth Football Club, a league side based in Tema that has carved a WILFRED KWAKU OSEI niche for Youth Development. Wilfred was a member of the Executive Committee of the Ghana Football Associ- Wilfred graduated from the University of Cape Coast ation from 2011 till its dissolution in 2018.
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