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National Premier Leagues Strategy Development Project (NPL Strategy)
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National Premier Leagues Strategy Development Project
(NPL Strategy)
Football West
People Places 10/62 Moondine, Drive
Planet Pty Ltd Wembley WA 6014
PO Box 944 Subiaco WA 6904
Australia
Telephone 0426 105 351
ACN 163 962 810 Email: abeatt13@outlook.com
National Premier Leagues Strategy Development Project (NPL Strategy)
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People Places Planet Pty Ltd
This document is the property of People Places Planet Pty Ltd ("People Places Planet"). This document and the information contained in it are solely for the use of the authorised recipient and this document may not be used, copied or reproduced in whole or part for any purpose other than that for which it was supplied by People Places Planet. People Places Planet makes no representation, undertakes no duty and accepts no responsibility to any third party who may use or rely upon this document or the information contained in it.
Drafted by: Alan Beattie and Greg McLennan
Approved by: Alan Beattie
Signed: ..................................................................................................
Date: 11 July 2017
People Places Planet acknowledges the time and contribution made by all people who attended the various workshops and meetings held as part of this project. And in particular we would like to thank the contribution made by the Board Sub-Committee members, the Project Reference Group members and staff from Football West.
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Contents
Page Number
Executive Summary 8
Key Findings 12
Recommendations 18
1. Introduction 23
1.1 Project Terms of Reference 23
1.2 Review Approach / Process 23
1.2.1 Desktop Review 25
1.2.2 Survey 25
1.2.3 Consultations 26
1.3 Data Limitations 27
2. Background 28
3. General Assessment/Comments 31
3.1 Is the NPL working? 31
3.2 Strategic Plan 31
3.2.1 Recommendations 31
3.3 Development vs Performance 32
3.4 The Need to Work Better Together 33
3.5 Players vs Clubs (and vice versa) 33
3.6 Development Pathway and Regional Areas 34
3.6.1 Recommendations 34
4. Key Areas 35
4.1 Licensing 35
4.1.1 Key Findings 36
4.1.2 Options 36
4.1.3 Recommendations 36
4.2 Eligibility Criteria 37
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4.2.1 Key Findings 37
4.2.2 Options 37
4.2.3 Recommendations 39
4.3 Number of NPL Senior Clubs 39
4.3.1 Key Findings 39
4.3.2 Options 40
4.3.3 Recommendations 41
4.3.4 Options 41
4.3.5 Recommendations 42
4.4 Number of NPL Junior Clubs 42
4.4.1 Key Findings 42
4.4.2 Options 43
4.4.3 Recommendations 44
4.5 Promotion and Relegation 48
4.5.1 Key Findings 48
4.5.2 Options 48
4.5.3 Recommendations 49
4.6 Women’s / Female NPL 50
4.6.1 Key Findings 50
4.6.2 Options 50
4.6.3 Recommendations 51
4.7 Salary Cap, Player Payments & Points System 51
4.7.1 Key Findings 51
4.7.2 Options 52
4.7.3 Recommendations 54
4.8 Fees and Transparency 54
4.8.1 Key Findings 54
4.8.1 Options 54
4.8.2 Recommendations 55
5. Other Areas within Scope 56
5.1 Game Day Experience 56
5.1.1 Key Findings 56
5.1.2 Options 56
5.1.3 Recommendations 57
5.2 Administrative Demands (Football West and FFA) 57
5.2.1 Key Findings 57
5.3 Sustainability 58
5.3.1 Key Findings 58
5.4 Player Mobility 58
5.4.1 Key Findings 58
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5.4.2 Recommendations 58
5.5 Coaching Qualifications 58
5.5.1 Key Findings 58
5.5.2 Recommendations 59
5.6 Governance Requirements 59
5.6.1 Key Findings 59
5.6.1 Options 59
5.6.2 Recommendations 60
6. Feedback and Implementation 61
6.1.1 Recommendations 61
Appendices
Appendix A – Project Terms of Reference
Appendix B – NPLWA Survey, Feedback Summary
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Executive Summary
The National Premier Leagues (NPL) is the national second tier competition in Australia
that underpins the Hyundai A-League. Every member federation with the exception of
Football Northern Territory has introduced an NPL competition. The NPL in Western
Australia commenced in 2014 and is managed by Football West.
The NPL is a direct outcome of the National Competition Review (NCR) announced by
Football Federation Australia (FFA) in May 2012 which aimed to:
Address key gaps in the elite player pathway
Ensure the sustainability of league competitions nationally
Improve the quality of youth development by clubs of all levels.
The first NPLWA was run in 2014 and consisted of a premier top-tier competition and other competitions at the U20, U18, U16, U15, U14, U13 and U12 levels. This basic structure has not changed. According to FFA’s NPL Women’s Strategic Plan, NPL competitions for women should commence by 2018.
In 2014 and 2015, the JNPL had a total of 12 teams, as did the SNPL. These were:
Armadale
Balcatta
Bayswater City
Cockburn City
ECU Joondalup
Floreat Athena
Inglewood United
Perth Glory
Perth SC
Sorrento
Stirling Lions
Subiaco 2016 saw the inclusion of eight teams which only compete at the U16 level and below. This was done to provide more development opportunities for players outside of the SNPL structure. The new teams included in this change were:
Ellenbrook United
Fremantle City
Joondalup City
Mandurah City
Melville City
Quinns
Rockingham City
South West Phoenix
In 2017, Joondalup United and Mandurah City were promoted to the Senior NPLWA, which
was expanded to 14 clubs. Joondalup United also joined the Junior NPL, expanding that
competition to 21 clubs.
The Project Terms of Reference was developed by Football West. Its stated purpose being
“The National Premier Leagues Strategy Development Project (NPL Strategy) is designed
to establish the framework for the National Premier Leagues WA for the next 5 years”.
The key focus areas for the project being:
Design
o Number of NPL clubs
o Licensing and eligibility criteria
o Promotion and relegation
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o Women’s NPL (implementation, age groups)
o Junior NPL (tiering, pathways)
Game day experience
Administrative demands (Football West and FFA)
Sustainability
Player Mobility
Coaching Qualifications
Governance requirements
People Places Planet was appointed by Football West to undertake the Project on 13
February 2017. With the project report due June 2017.
The Project consisted of several key processes:
Desktop review of existing quantitative data
Development and delivery of a survey to Football West members and the
broader community
Facilitation of consultation workshops
As 2017 is only the fourth year for the NPL in Western Australia it is too early to tell if the
goal to improve standards across the board is succeeding and is it resulting in better
players, which in turn results in improved performance by Australia at the international
level.
It will take a minimum of five (5) years, more likely 7-10 years before this assessment can
be made.
It is apparent though, particularly at the junior level, that the introduction of the NPL has
resulted in increased interest at the elite level, with both parents and children/youth now
seeing a clearer pathway to becoming an elite or professional footballer.
Overall there is evidence that would indicate that football as a whole has benefitted from
the introduction of the NPL.
The report identified a number of key findings related to the key focus areas, in summary
these being:
Licensing
There was little to no consensus with regard to if a licensing arrangement should be
adopted in W.A. and similarly with regard to if a licensing arrangement would benefit the
NPL.
Eligibility Criteria
There is a need for the eligibility criteria to be as clear as possible, communicated well to
and understood and accepted by all stakeholders in particular the NPL and State League
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clubs. In addition should the recommendation to fully de-couple the Senior and Junior NPL
be adopted a separate eligibility criteria is required for Senior and Junior NPL clubs.
Number of NPL Senior Clubs
There was general consensus to move to 12 teams for NPL, State League 1 and 2 in 2019.
Number of NPL Junior Clubs
There was general consensus that the expansion from 12 to 21 clubs has occurred too
quickly resulting in a significant number of games where one team is considerably stronger
than the other and this in turn resulting in games with significant score differentials.
There was also general consensus that expansion was required in order to cater for areas
that were not catered for (geographically) with only 12 teams.
Promotion and Relegation
There was strong support for promotion and relegation at the Senior level both for NPL and
State League 1 and 2. This was not the case in Junior NPL as there were differing views.
However given the focus on development at the Junior level promotion and relegation was
seen as factor that could negatively impact the focus on skill development.
Women’s / Female Football
There has been a far greater focus on men’s rather than women’s football in W.A.. There is
a need to develop a Female Football Strategy, as part of the Football West Strategic Plan.
This should include an examination regarding the establishment of a Women’s NPL in W.A.
Salary Cap, Player Payments and Player Points System
NPL Senior clubs reported that their greatest expense was player payments. There was a
general view that the salary cap is not being adhered and measures should be put in place
to better monitor this. With regard to the Player Points System this is supported with
varying views with regard to if the current 200 points allocation should be decreased so at
to greater promote the development of local players.
Fees and Transparency
The introduction of the NPL has seen a significant increase in fees, particularly with NPL
Junior clubs. The need for greater transparency regarding where fees are spent was very
apparent and needs to be built into the eligibility criteria for all NPL Senior and Junior clubs.
Game Day experience
Similar to other team-based sports, in recent years there has been a significant decline in
attendance. A marketing and communications plan that in part looks at the “game day
experience” is required. As is the development of a Facilities Master Plan that includes but
is not limited to the shared use of facilities
Administrative Demands (Football West and FFA)
The introduction of the NPL has resulted in increased administrative demands on NPL
clubs. This is further exacerbated by NPL clubs largely being volunteer run and the general
decline in volunteers in the community and sport/recreation sector. In addition the increase
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in Junior NPL fees has resulted in many parents having a view that the amount they are
paying should mean that they are not required to volunteer.
Sustainability
The key sustainability issue from a financial perspective appears to be player payments
and how these can be kept at a level that does not place clubs in financial jeopardy.
Player Mobility
Issues such as but not limited to the frequency of transfers and the capacity or availability
for players to transfer requires further examination and is linked to player payments and
player contracts.
Coaching Qualifications
There is generally an accepted view that the requirement for specific coaching licence
accreditation has resulted in improved coaching standards, with recognition that there is
still significant room for improvement and adherence to the National Football Curriculum
Governance Requirements
The current Standing Committee structure excludes Junior-only NPL clubs from the NPL
decision-making process. The Junior NPL is controlled by an NPL Standing Committee
consisting entirely of clubs with a Senior NPL component, which, in 2017, meant seven
Junior NPL clubs were not represented in the governance structure. An alternative
structure must be considered to ensure all clubs are represented.
Feedback and Implementation
Comprehensive feedback needs to be provided to all stakeholders once Football West has
determined which recommendations it will accept. In addition there is a need for Football
West and the football community to work together to make the necessary changes.
The report has 46 recommendations, all with the view to delivering an NPL strategy that
establishes the framework for the NPL competitions (both short and long term).
Of note is that the introduction of an additional 9 Junior Clubs in 2016 resulted in the partial
de-coupling of NPL Senior and Junior Clubs. This along with geographical, Senior NPL
promotion and relegation considerations and the different focus for Juniors (development)
and Seniors (performance) needs to be factored into the NPL strategy. Ideally a club (all
clubs) would be able to balance Development and Performance, however there is strong
evidence to support that is currently not always the case and is unlikely to be the case
moving forward.
Football West has consulted broadly with all key stakeholders and provided anyone and
everyone in the football community to contribute and provide comment.
This dialogue with the football community in W.A. needs to continue after the completion of
this review. Firstly so that the outcomes of this review are communicated in an open and
transparent manner to all stakeholders (including those who chose not to participate in the
review process), and secondly for football to progress all stakeholders need to be invested
and involved in the implementation process, with the primary aim being “To better football
in W.A.”
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Key Findings
Licensing
There was little to no consensus with regard to introducing a licensing
arrangement or if this would provide benefits to football or the NPLWA
Eligibility Criteria
The eligibility criteria needs to be as clear as possible and communicated well to
all clubs (both those already in the NPL and those seeking to enter the NPL)
All clubs seeking to enter or remain in the NPL should have their eligibility
determined as early into the season as possible, preferably prior to the season
commencing
The documentation and processes implemented by Football West during the
2017 season have clarified the eligibility criteria, including dates clubs must
achieve each element
That no matter how clear or unambiguous, clubs may decide upon legal action in
a bid to either remain in the NPL or be promoted to the NPL
FFA is currently in the process of developing a “Star System” as way of
measuring and recognising a club’s overall qualities. The Star System is due to
be piloted in Victoria in 2018. This Star System may impact upon and replace
the NPL eligibility criteria
At the commencement of the NPL, all clubs were required to have Senior and
Junior components. In 2016, additional Junior-only NPL clubs were introduced,
which partially decoupled the Junior and Senior components
Number of NPL Senior Clubs
As a result of complications with promotion and relegation, the number of NPL
teams has increased from 12 to 14 since the commencement of the NPL in 2014
There is general agreement that if the number of teams is decreased it should be
phased in and not implemented at the start of the 2018 season.
The Project Reference Group agreed by consensus that the optimum
arrangement at the current time would be for three (3) competitions each with 12
teams
Although not directly related to the number of teams in the Senior NPL the
following key findings relate to the Senior NPL:
There is currently a requirement that all Senior NPL clubs must have a team in
all Junior NPL age groups. There was mixed views with regard to the merit of
maintaining this requirement
There appears to be little appetite for each senior NPL club to have formally
designated junior “feeder” clubs - either junior NPL or other non-NPL junior
clubs. Currently, trial days are held which allow NPL clubs to recruit from the
whole player base within junior football
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Number of NPL Junior Clubs
There is general consensus that the expansion from 12 to 21 clubs has occurred
too quickly resulting in a significant number of games where one team is
considerably stronger than the other and this in turn resulting in games with
significant score differentials
There is general consensus that some expansion was required in order to cater
for areas of population growth in the Perth metropolitan area (and the Peel /
South West), however the level of expansion was too great
There is general consensus that it would be difficult to reduce the number of
clubs in the Junior NPL
There is general consensus, and it is Football Federation Australia’s
recommendation, that the U/12’s should be changed to playing on a smaller
pitch with nine (9) a side. This being the case the U/12’s would be removed from
the Junior NPL
Although not directly related to the number of teams in the Junior NPL the
following key findings relate to the Junior NPL:
A consistent level of concern was expressed with regard to the number of
players that Perth Glory has in its squads. In many instances this was more than
the maximum number of 16. This was confirmed by Perth Glory, who advised
they require more than 16 squad members due to players trying out overseas
during school holidays, injuries and players go away during school holidays.
These issues are not exclusive to Perth Glory
Perth Glory also advised that in most age groups they have “train-on” players (of
up to 5 players) who train one night at week with Perth Glory but play with their
own NPL Junior club. Of note is that these “train-on” players are not covered by
Football West insurance when they are training with Perth Glory. The Football
West insurance applies only to players at their own club or those training with a
club they intend to join
During our consultations it became evident that Football West need to continue
to work with the school system, both private and public, to ensure that
participants are not disadvantaged by unnecessary impediments such as strict
competition rules that may see them not being involved in the NPL in their school
years
There was general consensus that Football West and clubs (possibly via their
Technical Directors) need to better inform and educate parents (and significant
others i.e. others who come along to watch) on the principles of talent
development and how these are reflected in the coaching and playing
methodologies at the various age groups:
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
o Performance Phase (PP) age groups U/18 and above as seniors
This information/education needs to be provided in the written form and verbally,
prior to and during the season
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Promotion and Relegation
There was general consensus that promotion and relegation should apply for
both the NPL Senior and the State League Senior competitions
Promotion and relegation is part of the FIFA Statutes. 1 Page 73: 9 – Principle of Promotion and Relegation, in part states: “A club’s entitlement to take part in a domestic league championship shall depend principally on sporting merit. A club shall qualify for a domestic league championship by remaining in a certain division or by being promoted or relegated to another at the end of a season.”
That the rules associated with promotion and relegation need to be clear to all
clubs at both NPL and State League levels
That the FFA is in favour of a model at the Junior level that does not include
promotion and relegation as this can negatively impact player development
There wasn’t general agreement regarding should the Junior NPL have
promotion and relegation
Women’s / Female Football
That Football West has significantly greater focused its attention in the past and
since the introduction of the NPL in 2014 on the men’s game rather than female
football
Far more resources are provided by both Football West and the football clubs in
general to the men’s game rather than the women’s or female game
That the majority of the women’s/female clubs/teams are not aligned with the
NPL Senior clubs
Although female children/youth can participate in the NPL Junior competition
very few are doing so:
Under 12’s 7
Under 13’s 9
Under 14’s 10
Under 15’s 3
Under 16’s 1
Under 18’s 1
Under 20’s 1
TOTAL 32
That there has been very significant developments with elite women’s team
sports in past 1-2 years in Australia both nationally and internationally (in
particular cricket and AFL) which has already started to impact female
participation in football particularly at the elite level
1 FIFA Statutes, April 2016 edition pg. 73
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Salary Cap, Player Payments and Player Points System
Clubs reported that their biggest operating cost was senior player payments
There is a general view that most Senior NPL clubs are in breach of the salary
cap, however clubs provide Football West a statutory declaration of payments
each year that show they are not paying beyond the financial cap. (NOTE. Not
all States set a salary cap, this is not a FFA requirement)
The Project Reference Group was of the view that if a system could be
established that resulted in greater accountability and transparency with regard
to player payments that this would be beneficial (NOTE. this is a problem being
experienced and addressed by other sporting codes)
There was a general view that a salary cap is required (1) for player payment
expenditure to be kept at a level where clubs can still operate, and (2) without a
salary cap (and player points system) the club with the most money would simply
by the premiership
Players expressed the view that there should be no salary cap and market forces
should determine the rate a player is paid
Only one player in the NPL is on a player contract however it is highly likely that
all players playing senior NPL are receiving some form of player payment
There was anecdotal evidence to support the assertion that fees paid by Junior
NPL players were being used to pay/supplement Senior NPL player payments
Associated with the salary cap and player payments is the question of whether NPL
players are professionals or amateurs?
According to the FFA National Registration Regulations:
Section 3.1 Amateur or Professional Player
A Player participating in football is either an Amateur or a Professional.
A Professional is a Player who has a written contract with a Club, under which he or she is paid to play football for that Club. (c)
An Amateur is any Player that is not a Professional. A Club may pay or reimburse a Player any expenses incurred by that Player without affecting the amateur status, including for travel, kit, equipment or insurance premiums. If, however, an Amateur is paid or reimbursed more than $100 a week by a Club, the onus is on that Club to satisfy the Competition Administrator that the amount paid accurately reflects the expenses incurred by that Amateur. If the Club fails to satisfy this onus, that Player will be deemed to be a Professional”
Points System
There was quite varied views with regard to how effective the current points
system is (currently set at 200 points, however varies in other States – e.g.
Northern NSW is 180 points and NSW Division 3 is 270 points)
There was however general consensus (not necessarily the players) that a
points system is beneficial and should be retained (NOTE. Some form of points
system is mandated by FFA)
There was general consensus that the rules associated with the Player Points
System should be reviewed as there are some anomalies that negatively impact
players and clubs and are against the spirit of the Player Points System
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Discussions with FFA indicated that FFA was likely to move to 180 points at
some point
Fees and Transparency
The introduction of the Junior NPL has seen a significant increase in fees for
Junior players in the NPL (fees vary from $390 to $1,150)
There was very strong feedback during the consultation workshops with regard
to “What are our fees being spent on?”
In addition many have made the assumption that significant proportion of the
fees they pay is being spent on NPL Senior player payments
There was sufficient feedback during the consultation process to confirm that the
level of fees is impacting those able to afford to play in the Junior NPL. Resulting
in some players with the ability to play NPL Juniors not playing in the elite
competition
The comparative cost per session for Junior NPL with other sports is favourable,
although this is not necessarily reflected in public perception
Game Day experience
Similar to other elite sports at the State level (e.g. the WAFL), there has been a
significant decline in attendance in recent years. This is more likely due to
work/life pressures, more leisure options now being available and the capability
now to watch elite level sports (e.g. the English Premier League on television)
rather than there being a decline in the quality of football now being played in the
NPL
There has been little change in the fixturing, playing times etc. as a way of
increasing game day attendance
That there is currently a lack of direction and guidance provided by Football
West with regard to facility management and planning. If government is
requested to invest into higher quality football facilities it is essential that Football
West work with local and state government to provide the expertise required in
the planning, design, construction and ongoing management of these facilities.
Government is keen to support football but critically require guidance from
Football West
Administrative Demands (Football West and FFA)
The introduction of the NPL has resulted in increased administrative demands on
NPL clubs. This includes but is not limited to technology requirements (hardware
and more significantly volunteer capacity/knowledge) and compliance
requirements. The recommendations of this project, if implemented will result in
more administrative demands on both Football West and the NPL clubs
The NPL clubs are predominately operated by volunteers and are not in the
position financially for this to change in the foreseeable future
The number of volunteers, similar to other community and sporting clubs, is
decreasing placing greater demands on those whom are willing to volunteer their
services
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That the workload on volunteers associated with NPL clubs has increased with
the introduction of the NPL. Given the challenge with recruiting and retaining
volunteers is this sustainable?
With the introduction of higher fees, in particular with the Junior NPL, many
people (parents) who would have volunteered in the past now have an
expectation that with the level of fees they are paying they should not have to
also contribute in a volunteer capacity
Sustainability
The Project Terms of Reference included player payments and salary cap, as such
please refer to Section 4.7 of this report.
Player Mobility
There was representation from players that the transfer window, transfer
deadline and other such matters require further examination
Most players are not currently on contracts. It was also reported that some
players are being asked by clubs to take pay cuts post the transfer window
Coaching Qualifications
The introduction of the NPL has resulted in all NPL Junior coaches having to
have a “C” licence accreditation and all NPL first team head coaches and
Technical Directors having to have a “B” licence accreditation
The general consensus is that this has resulted in better coaching, however this
is not the case across the board and there is still significant room for
improvement and adherence to the National Football Curriculum
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
o Performance Phase (PP) age groups U/18 and above as seniors
The cost to acquire coaching accreditation was reported by individuals and clubs
as a barrier to coaching development. As was the time component, particularly
for the level B qualification
That the workload on Technical Directors (paid for a part-time role) and coaches
(some paid for a part-time role, some as volunteers) has increased. This has
resulted in many Technical Directors performing these roles for a limited period
of time and then resigning which may well be inhibiting coach development and
in-turn player development. In addition is this resulting in people who would be
good Technical Directors or coaches now not being willing to take on these
roles?
Governance Requirements
The current Standing Committee structure excludes Junior-only NPL clubs from
the NPL decision-making process. The Junior NPL is controlled by an NPL
Standing Committee consisting entirely of clubs with a Senior NPL component,
which, in 2017, meant seven Junior NPL clubs were not represented in the
governance structure. An alternative structure must be considered to ensure all
clubs are represented
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Recommendations
General Assessment/Comments
Recommendation 1 – That Football West develop a Strategic Plan that provides the
vision, sets the direction for football in Western Australia in the short, mid and long
term and has key performance indicators to measure its performance.
Recommendation 2 – That as part of Football West’s Strategic Plan consideration is
made for the development of football in regional W.A. including talent identification
and a talent pathway that is accessible by regional junior players and support
personnel.
Licensing
Recommendation 3 – That Football West at this point not enter into a licensing
arrangement with any NPL clubs and over the next two years (2018 and 2019)
undertake a more detailed analysis into the merits of establishing a licensing system
for the NPL in Western Australia.
Eligibility Criteria
Recommendation 4 – That Football West set an eligibility criteria to be a senior NPL
club and a separate set of eligibility criteria to be a junior NPL club.
Recommendation 5 – That all NPL senior clubs, including those currently in the NPL
and those who advise they would like to enter the NPL via promotion at the end of
the coming season be assessed/audited on an annual basis. This should include
announced and unannounced visits for assessment/audit.
Recommendation 6 – That all NPL junior clubs be assessed/audited on an annual
basis. This includes announced and unannounced visits for assessment/audit.
Recommendation 7 – That these assessments/audits (seniors and juniors) be
conducted by an independent person or body. This removes any perception of bias
and also allows Football West to focus on development and performance rather
than compliance (it separates the developer and the regulator).
Recommendation 8 – That a dispute resolution process be established so that in the
event that a club is deemed as not meeting the eligibility criteria and they dispute
this finding, that a clear process known and agreed to by all parties is undertaken.
Recommendation 9 – That any club can apply to be an NPL accredited club (seniors
and/or juniors). Any club, senior or junior, that is deemed to have met the eligibility
criteria will be authorised and can advertise itself as an NPL accredited club.
Recommendation 10 – Football West develop a “model club” profile to guide clubs in
their development towards becoming an NPL Senior or Junior accredited club and
also to maintain their accreditation.
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Recommendation 11 – That the eligibility criteria be reviewed and modified as
required during the 2020 season for implementation in the 2021 season.
Number of NPL Senior Clubs
Recommendation 12 – That for the 2018 season the NPL remain at 14 teams, 11 in
State League division 1 and 11 in State League division 2.
Recommendation 13 – That all clubs be advised prior to the commencement of the
2018 season that the NPL, State League division 1 and 2 will move to 12 team
format’s in 2019. This provides all clubs with more than 12 months’ notice of the
impending change.
Recommendation 14 – That in the 2019 season there should be 12 teams in the
NPL and 12 teams in both the competitions below the NPL.
Recommendation 15 – That the requirement for an NPL Senior club to have a Junior
NPL team in all age groups be removed (NOTE. Senior NPL clubs would still be
required to have an U/20’s and U/18’s team).
Recommendation 16 – That the structure remain NPL, State League division 1 and
State League division 2.
Recommendation 17 – That the number of teams and the structure for the NPL be
reviewed and modified as required during the 2020 season for implementation in the
2021 season.
Number of NPL Junior Clubs
Recommendation 18 – That the Junior NPL move to 24 teams for the 2018 season
(as per the structure and format in section 4.3.3 of the report).
Recommendation 19 – That Football West invite clubs who are not currently in the
NPL to nominate to join the Junior NPL for the 2018 season and undertake an
assessment and selection process based upon the new Junior NPL eligibility
criteria.
Recommendation 20 – As per recommendation 6, that all Junior NPL clubs be
assessed/audited in relation to the new Junior NPL criteria with all clubs needing to
meet this criteria by the mid-point of the 2019 season in order to remain in the NPL
Junior competition.
Recommendation 21 – That both the number of teams and the structure for the
Junior NPL be reviewed and modified as required during the 2020 season for
implementation in the 2021 season.
Recommendation 22 – That from the 2018 season on the NPL Junior competition
commence with U/13’s. With U/12’s to play on a smaller pitch with nine (9) a side.
Recommendation 23 – That Football West develop a package for parents and
significant others that explains the principles of talent development and how these
are reflected in the coaching and playing methodologies at the various age groups:
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
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o Performance Phase (PP) age groups U/18 and above as seniors
And part of the Technical Directors role be to meet with all teams (parents and
significant others) both prior to and during the season to explain these principles
and how these are reflected in the coaching and playing methodologies at the
various age groups.
Promotion and Relegation
Recommendation 24 – That promotion and relegation apply at NPL, State League
division 1 and State League division 2.
Recommendation 25 – That the bottom team in the Senior NPL automatically be
relegated.
In the event that the winner of State League division 1 does not meet/comply with
the Senior NPL eligibility criteria, the second team in State League division 1
(subject to compliance) and the side relegated from the Senior NPL will play off to
determine which club will play in the Senior NPL in the following season.
In the event that neither the winner nor the 2nd team in the State League division 1
(subject to compliance) meet/comply with the Senior NPL eligibility criteria that the
third team in State League division 1 and the side relegated from the Senior NPL
play off to determine which club will play in the Senior NPL in the following season.
In the event that neither the winner nor the 2nd or 3rd teams in the State League
division 1 meet/comply with the Senior NPL eligibility criteria, the side relegated
from the Senior NPL will be invited to remain in the Senior NPL in the following
season.
Recommendation 26 – That as per recommendation 18, no promotion and
relegation apply to the NPL Junior competition (Note. Recommendations 19 and 21
also apply).
Recommendation 27 – That the promotion and relegation policies and procedures
for both the NPL Senior and Junior competitions be reviewed and modified as
required during the 2020 season for implementation in the 2021 season.
Women’s / Female Football
Recommendation 28– That a separate review should be conducted as soon as
practicable into Women’s / Female Football in Western Australia, including but not
limited to the feasibility of establishing a Women’s / Female NPL.
Salary Cap, Player Payments and Player Points System
Recommendation 29 – That the salary cap be retained with measures put into place
so that there is greater accountability and transparency (clubs and players).
Recommendation 30 – That Football West further investigate and implement the
Statutory Declaration concept and also measures similar to the WACFL. And that
this be applied in all competitions where there is a salary cap mandated by Football
West.
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Recommendation 31 – Football West work with the NPL Standing Committee to
highlight any suggested amendments to the rules associated with the Player Points
System, with a focus on changes that promote the development of local players.
And these be presented to FFA with the view to any agreed changes coming into
effect at the start of the 2018 NPL season.
Recommendation 32 – That the Senior NPL competition move to 180 player points
for the 2019 season. This gives all Clubs time to plan and recruit so that this
reduced allocation can be complied with.
Fees and Transparency
Recommendation 33 – That Football West as part of the eligibility criteria make it
mandatory for all NPL clubs (Senior and Junior) to provide all members with
financial statements (profit and loss and balance sheets), such that all members can
clearly see the income and expenditure for the club including but not limited to
player payments.
In addition provide a breakdown on what the fees are used for. For example: $100
on general admin, $300 coaching, $50 ground maintenance, $200 on kit = $650
And that a meeting open to all members must be held on an annual basis prior to
the 30 June at which this information is presented and members provided with an
opportunity to raise queries. All members must be advised a minimum of one (1)
month prior to this meeting.
Recommendation 34 – That Football West must also be advised one (1) month prior
to the meeting and they (Football West) have the option to attend or for an
independent representative appointed by Football West to attend.
Recommendation 35 – Football West itself and/or in association with the NPL Junior
clubs examine ways that scholarships or some other form of financial assistance
can be provided where an individual or family is unable to pay the required fees.
Recommendation 36 – Football West in association with the NPL Junior clubs and
the Department of Local Government, Sport and Cultural Industries (formerly the
Department of Sport and Recreation) work to ensure that all potential NPL players
and their families are aware of and where eligible apply for KidSport funding.
Game Day experience
Recommendation 37 – Football West in association with the NPL Senior clubs
develop and implement a marketing and communications plan.
Recommendation 38 – Football West in association with the NPL Senior clubs
examine ways to provide a game day experience that results in increased.
attendance
Recommendation 39 – Football West introduce an award for NPL Senior Club of the
Year, NPL Junior Club of the Year and NPL Club of the Year.
Recommendation 40 – Football West in association with the NPL Senior clubs and
other key stakeholders such as the Department of Local Government, Sport and
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Cultural Industries (formerly the Department of Sport and Recreation) and Local
Government’s develop and implement a Facilities Master Plan that includes but is
not limited to the shared use of facilities.
Administrative Demands (Football West and FFA)
No specific recommendations.
Player Mobility
Recommendation 41 – Football West consult with NPL Senior clubs, the
Professional Footballers Australia and NPL Senior players and further examine
issues such as the frequency of player movement between clubs, the capacity /
availability for players to move clubs, transfer windows etc.
Coaching Qualifications
Recommendation 42 – Football West in association with clubs re-assess coach
accreditation requirements. The aim being to improve standards within the capacity
of the clubs.
Recommendation 43 – Football West determine its own position and then if
appropriate consult with FFA regarding ways to reduce costs and time but not
impact quality regarding coach accreditation. Including but not limited to some of the
content and assessment being on-line. This may result in decreasing the cost and
should result in decreasing the time required.
Governance Requirements
Recommendation 44 – That Football West establish a separate Junior NPL
Standing Committee to represent the interests of all clubs involved in the Junior
NPL. This committee shall be solely responsible for making recommendations to the
Football West Board regarding, and in the best interests of the Junior NPL
competition.
Feedback and Implementation
Recommendation 45 – Football West provide feedback meetings/workshops to
ensure that all stakeholders receive feedback on the project report and
recommendations, which recommendations Football West will endorse and
implement and the general direction and vision for football in Western Australia for
the next 5-10 years.
Recommendation 46 – Football West develop an implementation plan and as part of
this consider continuing with either or both the Board Appointed Sub-Committee and
the Project Reference Group.
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1. Introduction
1.1 Project Terms of Reference
The Project Terms of Reference was developed by Football West. Its stated
purpose being “The National Premier Leagues Strategy Development Project (NPL
Strategy) is designed to establish the framework for the National Premier Leagues
WA for the next 5 years”.
The Project Management structure included a Board Appointed Sub-Committee and
a Project Reference Group.
The key focus areas for the project being:
Design
o Number of NPL clubs
o Licensing and eligibility criteria
o Promotion and relegation
o Women’s NPL (implementation, age groups)
o Junior NPL (tiering, pathways)
Game day experience
Administrative demands (Football West and FFA)
Sustainability
Player Mobility
Coaching Qualifications
Governance requirements
The deliverable for the project being the “… delivery of an NPL strategy that
establishes the framework for the NPL competitions (both short and long term).”
The full Project Terms of Reference is provided in Appendix A.
1.2 Review Approach / Process
People Places Planet was appointed by Football West to undertake the Project on
13 February 2017. With the project report due by early June 2017.
The Project Terms of Reference included the following with regard to the process for
how the project was to be undertaken:
The Project Sub-Committee will utilise several key processes for the
development of the NPL Strategy. These will include:
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Desktop review of existing quantitative data
Development and delivery of a survey to Football West members and the
broader community
Facilitation of consultation workshops
Throughout the project Football West had a highly visible link on the homepage
of the Football West website related to the review. Information included:
Details for all workshops
Access to the survey/s
Access to a Discussion Paper related to the NPL
Access to written summaries from all Board Appointed Sub-Committee
and Project Reference Group meetings
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1.2.1 Desktop Review
Leading into and ongoing throughout the project Football West provided People
Places Planet with a range of background information related to the
establishment of the NPL and its operations since the NPL commenced in
Western Australia in 2014.This included but was not limited to:
NPLWA Discussion Paper
NPLWA Survey Feedback Summary
FFA and Football West Technical Summary
Member Federation Technical Director Assessment
Women’s football discussion document
NPLWA Compliance By-Law
NPLWA Competition Rules
State League Competition Rules
FIFA Statutes
1.2.2 Survey
Several surveys were developed and made available via the Football West
website. All 46,339 people on the Football West database were also emailed,
inviting them to provide a response to the survey. Four tailored surveys were
available via the Football West website during the period 31 March to 17 May
2017:
Junior NPL players
Junior NPL Participants
Senior NPL Participants
Non National Premier League participants
A total of 211 responses were received.
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Overall Summary
Strong support for promotion and relegation across the board; some support
for geographic split among those not involved in the NPLWA
General agreement across the surveys that junior NPLWA is about
development
Most in the NPLWA didn’t mind travel distances – when NPLWA participants
did have an issue with travel, this was generally with travel to matches and not
their club
A number of open comments criticised the 2017 junior NPLWA structure
Some disagreements between parents and junior participants on whether or
not NPL should be separate from community competitions
Fees were raised as an issue for both seniors and juniors, BUT juniors also
highlighted inadequate quality of football; whereas seniors highlighted
inadequate quality of coaching and facilities
While there is support for attracting skilled coaches, there is disagreement over
whether or not they should have B licence minimums
A copy of the NPLWA Survey, Feedback Summary is provided in Appendix B.
1.2.3 Consultations
An extensive consultation process was undertaken. This included:
8 consultation workshops:
o NPL Senior and Junior clubs
o Junior clubs
o State League clubs
o Women’s clubs
o Referee’s
o Coaches
o Junior Players/Parents
o Open Forum (open to anyone who wanted to attend)
8 workshops with the Project Reference Group
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Meetings with key stakeholders (primarily face to face, discussions with
FFA were held face to face and over the phone)
o Football Federation Australia
o Perth Glory
o Football West
o Players Association (and individual meetings with senior players
whom wished to provide input)
o Local Government (City of Armadale, City of Stirling and City of
Joondalup)
o Department of Local Government, Sport and Cultural Industries
(formerly the Department of Sport and Recreation)
1.3 Data Limitations
A review of this nature has a number of inherent limitations/challenges associated with the data collected and analysed. Some of these limitations include: Wide range of stakeholders – The review has obtained perspectives and views from a wide range of stakeholders with quite differing views. From an analysis perspective the challenge is to ascertain is there a general consensus and if yes what is the general consensus? Survey Response – 211 survey responses were received. This is a limited response given the number of people directly involved with the NPL and in particular the broader football community in Western Australia. Quantitative analysis has been based upon the survey response, however this is limited by the response rate.
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2. Background
The National Premier Leagues (NPL) is the national second tier competition in
Australia that underpins the Hyundai A-League. Every member federation with the
exception of Football Northern Territory has introduced an NPL competition. The
NPL in Western Australia commenced in 2014 and is managed by Football West.
The NPL is a direct outcome of the National Competition Review (NCR) announced
by Football Federation Australia (FFA) in May 2012 which aimed to:
Address key gaps in the elite player pathway
Ensure the sustainability of league competitions nationally
Improve the quality of youth development by clubs of all levels.
A Player Points System operates in first team squads that incentivises clubs to
develop players through their youth team structure as well as produce talent that
progresses to national pathway programmes (including Skilleroos, NTC and FFA
Centre of Excellence) and the Foxtel National Youth League, Hyundai A-League
and FFA National Teams.
The NPL represents an important step in the realisation of FFA's strategic vision to
make Australia a world class football nation and to better connect elite player
development and the wider football community.
The establishment of the NPL across Australia is ambitious and is to be commended
but its implementation is not without difficulty. Its basic framework is prescriptive and
therefore the adage “not one shoe fits all” could be used to describe the root cause
of some of the difficulties faced in its implementation. Critical impacts come from,
but are not limited to, the following:
Geographic and demographic spread of the participation base of football
across the country – the “tyranny of distance” needs to be considered in the
longer term.
The capability of clubs to meet the demands of the NPL varies considerably.
The capacity of clubs in terms of resources required to be included in the
NPL varies considerably.
The capacity of the State based “peak” body to ensure compliance to the
NPL criteria and rules.
Although this project is focused on the NPL, it should be noted that the number of
participants at the NPL level constitutes a fraction of those participating in football in
Western Australia.
A breakdown of registered Football West players by demographic information is presented in Figure 1, below.
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Figure 1: Demographics of Registered Football Players2
Gender Male 32,948
Female 6,486
Age Junior 29,078
Senior 10,356
NPL or Outdoor? NPL 2,330
Outdoor3 2,330
The majority of players do not play at an elite level. As Figure 1 shows, the majority of registered players are juniors. This may be related to broader trends, which suggest that involvement in organised sport tends to decrease during the teenage years.4 For a broader comparison, the proportion of all players involved in the NPL is shown below.
Figure 2: Proportion of Registered Players in the NPL The NPL aimed to improve player development by allowing players to access an elite competition and providing a clear progression pathway. The first NPLWA was run in 2014 and consisted of a premier top-tier competition and other competitions at the U20, U18, U16, U15, U14, U13 and U12 levels. This basic structure has not changed. According to FFA’s NPL Women’s Strategic Plan, NPL competitions for women should commence by 2018.
In 2014 and 2015, the JNPL had a total of 12 teams, as did the SNPL. These were:
Armadale
Balcatta
Bayswater City
Cockburn City
ECU Joondalup
Floreat Athena
Inglewood United
Perth Glory
Perth SC
Sorrento
Stirling Lions
Subiaco
2 Data retrieved from Football West member registration database, as at 31/10/2016.
3 Note: Does not include players registered in social competition.
4 AusPlay, AusPlay: Participation Data for the Sports Sector – Summary of Key National Findings – October 2015 to
September 2016 Data, (Australian Sports Commission, 2016).
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However, 2016 saw the inclusion of eight teams which only compete at the U16 level and below. This was done to provide more development opportunities for players outside of the SNPL structure. The new teams included in this change were:
Ellenbrook United
Fremantle City
Joondalup City
Mandurah City
Melville City
Quinns
Rockingham City
South West Phoenix
While some of these clubs have good junior development programs, some do not have a SNPL team to aspire to. This is illustrated in Figure 3, below:
Figure 3: 2016 Team Pathway Model
The gap between senior and junior teams could potentially expand indefinitely through senior promotion and relegation. Every time a senior club achieves promotion, its junior teams are also promoted unless they already have teams in the JNPL. However, every time a senior club is relegated, the junior teams retain their position in the JNPL. This creates a potential for the number of junior teams to expand indefinitely as senior clubs achieve promotion. NOTE – The background information provided in this report is largely based upon the Project Terms of Reference and the NPLWA Discussion Paper.
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3. General Assessment/Comments
Having undertaken a comprehensive consultation process with a range of
stakeholders directly involved in the NPL (e.g. NPL clubs, coaches, players),
associated with the NPL (e.g. State League Clubs) and external to the NPL (e.g.
Local Government, Department of Sport & Recreation) and having met multiple
times with the Project Reference Group, the following general assessment and
comments are provided.
3.1 Is the NPL working?
As 2017 is only the fourth year for the NPL in Western Australia it is too early to tell
if the goal to improve standards across the board is succeeding and is it resulting in
better players, which in turn results in improved performance by Australia at the
international level.
It is the consultants view that it will take a minimum of five (5) years, more likely 7-10
years before this assessment can be made.
It is apparent though, particularly at the junior level that the introduction of the NPL
has resulted in increased interest at the elite level, with both parents and
children/youth now seeing a clearer pathway to becoming an elite or professional
footballer.
Overall there is evidence that would indicate that football as a whole has benefitted
from the introduction of the NPL.
3.2 Strategic Plan
Football West does not have a current Strategic Plan that provides direction for all
areas of the game both in the short, mid and long term. It is essential that this be
developed as a priority. Without this the football community at all levels and other
key stakeholders such as the Western Australian government (and Agencies) and
the various Local Governments are not sure what or how to move forward, what to
invest into etc. In this Strategic Plan there needs to be strategic “Key Performance
Indicators” developed for the NPL. This then would ensure that effective and
efficient performance measures are developed and implemented.
3.2.1 Recommendations
Recommendation 1 – That Football West develop a Strategic Plan that provides the
vision, sets the direction for football in Western Australia in the short, mid and long
term and has key performance indicators to measure its performance.
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3.3 Development vs Performance
In broad terms the NPL was established to develop quality players to feed into the
Hyundai A-League, leading to Australia performing better at the international level.
As such there is a balancing act between development and performance. This
gradual shift in emphasis from development to performance is highlighted in the
FFA’s National Curriculum:
Or put another way there is a spectrum moving from Development to Performance:
Development Performance
U/12 U/13 U/14 U/15 U/16 U/18 U/20 Seniors
At the club level, some NPL clubs are able to effectively deliver both the Junior
development and the Senior performance focuses. However some clubs are
strongly focused on their seniors and winning the Premiership (performance) to the
detriment of their juniors. Whereas some clubs are content to be a development
pathway for juniors and don’t provide a pathway to the elite senior competition.
Ideally any new model would allow clubs to focus on the area where they have
expertise and desire to focus. This could be:
Development – with a focus on juniors
Performance – with a focus on seniors
Ideally a club (all clubs) would be able to balance Development and Performance,
however there is strong evidence to support that is currently not always the case
and is unlikely to be the case moving forward.
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The following observations became apparent during the project, however they do
not fit directly into any particular aspect of the Project Terms of Reference.
3.4 The Need to Work Better Together
Football like other sports evokes emotions, it brings out the best and at times the
worst in people. Also, like many other sports the traditions and rivalries that exist at
clubs can both have positive and negative impacts.
It is apparent that at times the biggest inhibitor to football in W.A. is football itself,
and the various parties inability to work cooperatively together for the “good of the
game”.
One particular positive from this project/review is that Football West has consulted
broadly with all key stakeholders and provided anyone and everyone in the football
community to contribute and provide comment.
This dialogue with the football community in W.A. needs to continue after the
completion of this review. Firstly so that the outcomes of this review are
communicated in an open and transparent manner to all stakeholders (including
those who chose not to participate in the review process), and secondly for football
to progress all stakeholders need to be invested and involved in the implementation
process, with the primary aim being “To better football in W.A.”
3.5 Players vs Clubs (and vice versa)
There are a number of factors at play that result in clubs and players not always
being in unison.
“Losing Players” – we often heard from clubs that they were losing players to
other clubs, Perth Glory (relates to juniors), the A-League or overseas. From
this it would appear that some clubs would prefer to retain players in order to
maintain their strength rather than see the player progress. It also raises the
question do clubs have the right to view that they ‘own’ a player? Parents
clearly expressed the view they, the Parents ‘own’ their children/players and
not any individual club
Transfer and Training Fees – if a player is selected by an A-League or
professional overseas club to train or play then the clubs involved in this
players development receive a financial reward/payment. It would appear
that this is another reason clubs have an attitude of “losing players” rather
than basking in the fact they helped this individual achieve this opportunity
Trials – it is evident that at the junior level a significant number trial at a
number of clubs either to increase their odds of being selected by an NPL
club or so that they can play for what they (or their parents) perceive to a
better club or coach
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3.6 Development Pathway and Regional Areas
The current pathway model is almost exclusively focused on players developing into
elite players (Senior NPL and higher) via the Junior NPL (primarily via Perth Glory).
This in essence means that a young person residing out of the Perth metropolitan
area, Mandurah or Bunbury does not have access to this pathway.
There are numerous examples across all sports in Australia of people from regional
and remote areas reaching the highest levels of sport both within Australia and
internationally. Via the current model Football may well not be identify or providing a
pathway for talented juniors/youth from regional and remote areas.
3.6.1 Recommendations
Recommendation 2 – That as part of Football West’s Strategic Plan consideration is
made for the development of football in regional W.A. including talent identification
and a talent pathway that is accessible by regional junior players and support
personnel.
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4. Key Areas
The Project Terms of Reference identified seven key areas:
Design
Game day experience
Administrative demands (Football West and FFA)
Sustainability
Player Mobility
Coaching Accreditation
Governance requirements
Early into the project it became apparent that stakeholders were focusing on Design
element for providing direction for the NPL for the next five (5) years, and associated
with this the focus was on the sub-elements related to Design, these being:
Licensing and eligibility criteria
Number of NPL Clubs
Promotion and relegation
Junior NPL
Women’s NPL
A couple of other focus areas also become apparent during the consultation
process:
Player payments and the Player Points System
Fees and the transparency with regard to what these fees are being used for
Due to the stakeholder focus on the Design sub-elements, the agreed importance of
these sub-elements and the limited time to undertake the project it was agreed by
Football West, the Board Appointed Sub-Committee and the Project Reference
Group that these Design sub-elements be the focus for this project.
4.1 Licensing
During the review process it became apparent that there are differing views with
regard to if Football West did or did not enter into licensing arrangements with any
NPL clubs when the NPL was first established in Western Australia. From what we
have been able to ascertain the original application form to become an NPL club
was headed “Application for Licence”. However there were some who disputed that
what was being provided was a licence, the end result being that to the best of our
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knowledge and the information presented Football West has not entered into any
Licensing arrangements with any NPL clubs.
Some States e.g. Queensland have done so. In Western Australia NPL status has
been dependent upon meeting a specified criteria.
4.1.1 Key Findings
There was little to no consensus with regard to introducing a licensing
arrangement or if this would provide benefits to football or the NPLWA
4.1.2 Options
Benefits and disadvantages of introducing a licensing system are outlined below:
Option 1
Introduce licensing
Pro’s
- Provides those clubs issued with a
licence certainty for the time period that
the licence is issued
- If a licence fee is applied, this could
provide additional revenue beyond the
current registration fee to Football West
to undertake eligibility compliance
related assessments
Con’s
- The issuing of licences in affect locks
those who don’t have a licence out of the
NPL which could impact promotion &
relegation and as such may not meet
FFA requirements with regard to
promotion & relegation
- Clubs are already struggling with the
financial burden of running an NPL club,
meeting the required criteria etc. A
licence fee would add to this burden
Option 2
Not introduce licensing
Pro’s
- Does not impose another level of
complexity to an already complex
situation
- Allows for clubs who are not granted a
licence to enter the NPL for the
specified time period, no matter their
performance on and off the field
Con’s
- A club’s NPL status is not guaranteed
beyond a single season
4.1.3 Recommendations
Recommendation 3 – That Football West at this point not enter into a licensing
arrangement with any NPL clubs and over the next two years (2018 and 2019)
undertake a more detailed analysis into the merits of establishing a licensing system
for the NPL in Western Australia.
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4.2 Eligibility Criteria
Currently the NPL clubs in Western Australia are required to meet a criteria that is
assessed by Football West in order for the club to be deemed an NPL eligible club.
In essence this eligibility criteria has remained similar since 2014. There have been
changes to some criteria such as facility requirements. There has however been
some confusion, different interpretations and ambiguity resulting in difficulties with
promotion and relegation.
4.2.1 Key Findings
The eligibility criteria needs to be as clear as possible and communicated well to
all clubs (both those already in the NPL and those seeking to enter the NPL)
All clubs seeking to enter or remain in the NPL should have their eligibility
determined as early into the season as possible, preferably prior to the season
commencing
The documentation and processes implemented by Football West during the
2017 season have clarified the eligibility criteria, including dates clubs must
achieve each element
That no matter how clear or unambiguous, clubs may decide upon legal action in
a bid to either remain in the NPL or be promoted to the NPL
FFA is currently in the process of developing a “Star System” as way of
measuring and recognising a club’s overall qualities. The Star System is due to
be piloted in Victoria in 2018. This Star System may impact upon and replace
the NPL eligibility criteria
At the commencement of the NPL, all clubs were required to have Senior and
Junior components. In 2016, additional Junior-only NPL clubs were introduced,
which partially decoupled the Junior and Senior components
4.2.2 Options
All clubs playing in the NPL must comply with the eligibility criteria. The question is
can clubs not playing in the NPL be NPL accredited? i.e. they meet the NPL
eligibility criteria but do not currently have a team playing in the NPL competition.
And, secondly, should there be separate criteria for seniors and juniors? Currently
there are clubs with only NPL juniors. Should they be required to meet/adhere to the
same eligibility criteria as those with clubs who also have teams in the senior NPL?
For example the criteria for a Junior NPL club should include the implementation of
FFA’s “Skill Acquisition Program”. This would not be included in the criteria for a
senior NPL club.
In addition there are a host of options with regard to what should or should not be
part of the eligibility criteria.
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Option 1
Can only be an NPL accredited club if
you are playing in the NPL
Pro’s
- Provides a level of eliteness (Premier)
- Drives clubs to remain as a “playing”
club in the NPL
Option 2
Any club can be an NPL accredited club
if they meet the NPL criteria (Note. this
does not mean that they will be playing
in the NPL competition)
Pro’s
- Provides an incentive for clubs to meet
the NPL eligibility criteria
- Provides recognition for those clubs
that have striven to and now met the
NPL eligibility criteria
- Allows parents at the junior level to
better determine which clubs provide a
quality environment for their children to
participate
- Provides an incentive and recognition
for clubs in country areas to reach and
maintain a high standard even though
they are never likely to play in the NPL
Option 1
There should be one set of eligibility
criteria that applies to both NPL seniors
and juniors
Pro’s
- Provides consistency at all levels
Option 2
There should be a set of NPL eligibility
criteria applicable for NPL seniors and a
separate set of eligibility criteria for NPL
juniors
Pro’s
- Recognises that the focus and
requirements for juniors and seniors is
different
- Allows those clubs that chose to focus
just or mainly on seniors or juniors to
create an environment suitable for that
particular playing group
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4.2.3 Recommendations
Recommendation 4 – That Football West set an eligibility criteria to be a senior NPL
club and a separate set of eligibility criteria to be a junior NPL club.
Recommendation 5 – That all NPL senior clubs, including those currently in the NPL
and those who advise they would like to enter the NPL via promotion at the end of
the coming season be assessed/audited on an annual basis. This should include
announced and unannounced visits for assessment/audit.
Recommendation 6 – That all NPL junior clubs be assessed/audited on an annual
basis. This includes announced and unannounced visits for assessment/audit.
Recommendation 7 – That these assessments/audits (seniors and juniors) be
conducted by an independent person or body. This removes any perception of bias
and also allows Football West to focus on development and performance rather
than compliance (it separates the developer and the regulator).
Recommendation 8 – That a dispute resolution process be established so that in the
event that a club is deemed as not meeting the eligibility criteria and they dispute
this finding, that a clear process known and agreed to by all parties is undertaken.
Recommendation 9 – That any club can apply to be an NPL accredited club (seniors
and/or juniors). Any club, senior or junior, that is deemed to have met the eligibility
criteria will be authorised and can advertise itself as an NPL accredited club.
Recommendation 10 – Football West develop a “model club” profile to guide clubs in
their development towards becoming an NPL Senior or Junior accredited club and
also to maintain their accreditation.
Recommendation 11 – That the eligibility criteria be reviewed and modified as
required during the 2020 season for implementation in the 2021 season.
4.3 Number of NPL Senior Clubs
4.3.1 Key Findings
As a result of complications with promotion and relegation, the number of NPL
teams has increased from 12 to 14 since the commencement of the NPL in 2014
There is general agreement that if the number of teams is decreased it should be
phased in and not implemented at the start of the 2018 season
The Project Reference Group agreed by consensus that the optimum
arrangement at the current time would be for three (3) competitions each with 12
teams
Although not directly related to the number of teams in the Senior NPL the
following key findings relate to the Senior NPL:
There is currently a requirement that all Senior NPL clubs must have a team in
all Junior NPL age groups. There was mixed views with regard to the merit of
maintaining this requirement
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There appears to be little appetite for each senior NPL club to have formally
designated junior “feeder” clubs - either junior NPL or other non-NPL junior
clubs. Currently, trial days are held which allow NPL clubs to recruit from the
whole player base within junior football
4.3.2 Options
There are two options with regard to the number of teams in the highest level of
competition in the NPL. (1) It remain as 14 teams (2) Move to 12 teams as
recommended by the Project Reference Group
Option 1
Remain as a 14 team competition
Pro’s
- Keeps the status quo. No clubs would
be negatively impacted
- Results in more players playing in the
States Premier Football competition
Option 2
Change to a 12 team competition
Pro’s
- Supported by the Project Reference
Group (and at a number of the
workshops that were held)
- Would result in all three (3)
competitions starting and finishing on
the same dates
- All teams would play each other twice
(22 games plus finals)
There are two options with regard to if as part of the Senior NPL eligibility criteria
a Senior NPL club must have a Junior NPL team in all age groups
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Option 1
The requirement to have a Junior NPL
team in all age groups remain as an
eligibility criteria requirement
Pro’s
- Keeps the status quo
- Forces NPL Senior clubs to have a
junior development focus
Con’s
- Can and has resulted in the automatic
expansion of the number of Junior NPL
clubs/teams
- Can and has resulted in the adding of a
Junior NPL club into a location/area
already adequately serviced by Junior
NPL clubs
- Can and has resulted in some clubs
meeting the quantitative targets (teams
in each age group) but not necessarily
with the quality of players
Option 2
The requirement to have a Junior NPL
team in all age groups be removed as an
eligibility criteria requirement
Pro’s
- Means that the number of NPL Junior
clubs/teams is not impacted by a Senior
club being promoted to the NPL Senior
competition
- Would allow those clubs that wish to
focus more on Senior NPL the ability to
do so
Con’s
- NPL Senior clubs who do not have
Junior NPL teams may be impacted over
time due to the player points system
4.3.3 Recommendations
Recommendation 12 – That for the 2018 season the NPL remain at 14 teams, 11 in
State League division 1 and 11 in State League division 2.
Recommendation 13 – That all clubs be advised prior to the commencement of the
2018 season that the NPL, State League division 1 and 2 will move to 12 team
format’s in 2019. This provides all clubs with more than 12 months’ notice of the
impending change.
Recommendation 14 – That in the 2019 season there should be 12 teams in the
NPL and 12 teams in both the competitions below the NPL.
Recommendation 15 – That the requirement for an NPL Senior club to have a Junior
NPL team in all age groups be removed (NOTE. Senior NPL clubs would still be
required to have an U/20’s and U/18’s team).
4.3.4 Options
Currently there is NPL and State League Division 1 and Division 2. Should this
be changed?
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Option 1
NPL, State League 1 and 2
Pro’s
- NPL would be the Premier
competition with 12 teams in
the NPL
- Provides an incentive for
teams to win the State League
to win State League division 1
and gain promotion to the NPL
(should they have meet the
NPL eligibility criteria)
Option 2
NPL 1 and 2, State League 1
Pro’s
- Results in more players playing in
the States Premier Football
competition
Con’s
- Only viable if there is 24 teams
that meet the NPL eligibility criteria
- Does this format recognise the
NPL as the Premier Competition
with only the best teams competing
in the States Premier Football
competition?
Option 3
NPL 1, 2 and 3
Pro’s
- Results in more players playing
in the States Premier Football
competition
Con’s
- Only viable if there is 36 teams
that meet the NPL eligibility
criteria
- Does this format recognise the
NPL as the Premier Competition
with only the best teams
competing in the States Premier
Football competition?
4.3.5 Recommendations
Recommendation 16 – That the structure remain NPL, State League division 1 and
State League division 2.
Recommendation 17 – That the number of teams and the structure for the NPL be
reviewed and modified as required during the 2020 season for implementation in the
2021 season.
4.4 Number of NPL Junior Clubs
4.4.1 Key Findings
There is general consensus that the expansion from 12 to 21 clubs has occurred
too quickly resulting in a significant number of games where one team is
considerably stronger than the other and this in turn resulting in games with
significant score differentials
There is general consensus that some expansion was required in order to cater
for areas of population growth in the Perth metropolitan area (and the Peel /
South West), however the level of expansion was too great
There is general consensus that it would be difficult to reduce the number of
clubs in the Junior NPL
There is general consensus, and it is Football Federation Australia’s
recommendation, that the U/12’s should be changed to playing on a smaller
pitch with nine (9) a side. This being the case the U/12’s would be removed from
the Junior NPL
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Although not directly related to the number of teams in the Junior NPL the
following key findings relate to the Junior NPL:
A consistent level of concern was expressed with regard to the number of
players that Perth Glory has in its squads. In many instances this was more than
the maximum number of 16. This was confirmed by Perth Glory, who advised
they require more than 16 squad members due to players trying out overseas
during school holidays, injuries and players go away during school holidays.
These issues are not exclusive to Perth Glory
Perth Glory also advised that in most age groups they have “train-on” players (of
up to 5 players) who train one night at week with Perth Glory but play with their
own NPL Junior club. Of note is that these “train-on” players are not covered by
Football West insurance when they are training with Perth Glory. The Football
West insurance applies only to players at their own club or those training with a
club they intend to join
During our consultations it became evident that Football West need to continue
to work with the school system, both private and public, to ensure that
participants are not disadvantaged by unnecessary impediments such as strict
competition rules that may see them not being involved in the NPL in their school
years
There was general consensus that Football West and clubs (possibly via their
Technical Directors) need to better inform and educate parents (and significant
others i.e. others who come along to watch) on the principles of talent
development and how these are reflected in the coaching and playing
methodologies at the various age groups:
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
o Performance Phase (PP) age groups U/18 and above as seniors
This information/education needs to be provided in the written form and verbally,
prior to and during the season
4.4.2 Options
With regard to the number of clubs in the NPL Junior competition, there are a
number of options:
o Go to back to a situation where only Senior NPL clubs can have an NPL
Junior team
o Reduce the number of clubs to a number that is more aligned with the
number of top quality juniors
o Remain as is (i.e. stay at 21 clubs/teams)
o Move to a new structure (and number of clubs/teams) that facilitates
player opportunity and limited travel times to training and also facilitates
more even matches/competition
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Option 1
Only Senior NPL Clubs
can have a Junior team
Pro’s
- May result in the
perceived overall quality
of the Junior NPL being
raised
Con’s
- Not seen as a viable
proposition now that the
expansion has taken
place
- Would result in Junior
players spending
significant time having to
travel to & from training
(or some players
remaining with their non
NPL clubs, therefore
failing to address the
quality issues in the NPL)
- Goes against the reason
for expanding the number
of Junior NPL teams
Option 2
Reduce the number of
Junior NPL clubs/teams
Pro’s
- May result in the
perceived overall quality
of the Junior NPL being
raised
Con’s
- Not seen as a viable
proposition now that the
expansion has taken
place
- Would need to be very
carefully & strategically
done or it could result in
players spending
significant time having to
travel to & from training
- Goes against the reason
for expanding the number
of Junior NPL teams
Option 3
Remain as is at 21
clubs/teams
Pro’s
- No change to the
status quo, minimal
impact & likely
backlash
Con’s
- Likely to result in the
continued significant
number of one-sided
games due to the
significant difference in
the overall standard of
players within teams
Option 4
Move to a new structure
(as per below)
Pro’s
- Fosters the opportunity
to play in the NPL
- Provides an
opportunity for players
from the best teams to
play against each other
during the 2nd half of the
season
- Players should be able
to play with an NPL club
within 30 minutes or
less from any residence
within the Perth metro
area
Con’s
- Adding a further 3
teams could further
result in lowering the
perceived overall quality
of the competition
4.4.3 Recommendations
Recommendation 18 – That the Junior NPL move to 24 teams for the 2018 season
(as structure below).
Recommendation 19 – That Football West invite clubs who are not currently in the
NPL to nominate to join the Junior NPL for the 2018 season and undertake an
assessment and selection process based upon the new Junior NPL eligibility
criteria.
Recommendation 20 – As per recommendation 6, that all Junior NPL clubs be
assessed/audited in relation to the new Junior NPL criteria with all clubs needing to
meet this criteria by the mid-point of the 2019 season in order to remain in the NPL
Junior competition.
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Recommendation 21 – That both the number of teams and the structure for the
Junior NPL be reviewed and modified as required during the 2020 season for
implementation in the 2021 season.
Recommendation 22 – That from the 2018 season on the NPL Junior competition
commence with U/13’s. With U/12’s to play on a smaller pitch with nine (9) a side.
Recommendation 23 – That Football West develop a package for parents and
significant others that explains the principles of talent development and how these
are reflected in the coaching and playing methodologies at the various age groups:
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
o Performance Phase (PP) age groups U/18 and above as seniors
And part of the Technical Directors role be to meet with all teams (parents and
significant others) both prior to and during the season to explain these principles
and how these are reflected in the coaching and playing methodologies at the
various age groups.
Proposed Structure for the NPL Junior Competition
Two options for the Junior NPL are provided for consideration. One a revised 21
club format and the second a 24 club format.
Option A: 21 club format for 2018 moving to a two division format in 2019
Year 1: 2018 – 3 groups of 7 teams who play each other twice (one home and one
away), with a bye in each round (12 games). This is followed by a playoff for the top
4 and a playout for the bottom 3, during which each team will play each other once
(the playout teams will need additional games to play the same number of games as
the playout teams). This format would provide each team in the top four places in
each group with 23 games in the season and 20 games for those in the bottom three
of each group.
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Year 2: 2019 – A thorough assessment be conducted during and post the 2018
season including the overall Junior NPL club performance, leading to a NPL 1 and
NPL 2 structure for the 2019 season (24 teams, 12 in each division – requires
additional 3 teams to be admitted to the Junior NPL in 2019).
These teams would then play each twice during the season (22 games), followed by
finals. At the end of the 2019 season the bottom club of NPL 1, based on overall
performance would move to NPL 2, with the top club of NPL 2, based on overall
performance moving to NPL 1.
NOTE – Moving to a tiered structure may be counter-productive given most
NPLWA clubs understand a need to focus on development at junior level rather
than results based outcomes. The establishment of a tiered structure could
promote a win-at-all-costs approach which is not entirely compatible with
development processes, which should be focused on performance rather than
results.
Option B: 24 club format for 2018 and 2019 seasons
This proposed structure has 24 Junior NPL clubs (this format could also be applied
where the competition has 18 or 21 Junior NPL clubs).
The first half of the season would have three groups of 8. Each of these teams
would play each other twice (14 games). All games would be played as a club (i.e.
club 1 would play club 2 across all age groups.
At the end of these 14 games the top 2 teams in each division would play the
remainder of the season in the Junior NPL division 1 (6 teams), the next 2 teams in
each division would play the remainder of the season in the Junior NPL division 2 (6
teams), the next 2 teams in each division would play the remainder of the season in
the Junior NPL division 3 (6 teams), with the remaining 6 teams playing in the
remainder of the season in the Junior NPL division 4. All teams would also play
each other twice during the second half of the season (10 games). During the
second-half of the season, teams would play each other in the respective age
groups, rather on a whole of club basis.
There would be a one week break after the initial 14 games to allow Football West
to develop fixtures and for clubs to arrange grounds for the remainder of the season.
A grand final would be played for each division by the two top teams in each
division. As such the season would be 26 week season – first half 14 games, a bye,
second half 10 weeks, 1 week for grand finals.
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Conf. A Conf. B Conf C. Division 1 Division 2 Division 3 Division 4
Club 1 Club 2 Club 3 Top team Conf A 3rd team Conf A 5th
team Conf A 7th team Conf A
Club 4 Club 5 Club 6 Top team Conf B 3rd team Conf B 5th team Conf B 7th team Conf B
Club 7 Club 8 Club 9 Top team Conf C 3rd team Conf C 5th team Conf C 7th team Conf C
Club 10 Club 11 Club 12 2nd team Conf A 4th team Conf A 6th team Conf A 8th team Conf A
Club 13 Club 14 Club 15 2nd team Conf B 4th team Conf B 6th team Conf B 8th team Conf B
Club 16 Club 17 Club 18 2nd team Conf C 4th team Conf C 6th team Conf C 8th team Conf C
Club 19 Club 20 Club 21
Club 22 Club 23 Club 24
Year Two
At the end of the season every team in each age group would finish between
positions 1 and 24. The total for each club would then be calculated. For example a
club may have teams that finish as follows:
U/13’s – 2nd
U/14’s – 12th
U/15’s – 6th
U/16’s – 23rd
This club would have 43 points.
Each clubs points would be calculated. Club 1 (the club with the least points) would
then be placed in Conference A, club 2 would be placed into Conference B, club 3
would be placed into Conference C etc.
In the consultants view both formats are an advancement on the current format.
Option B, the 24 club format is recommended as it:
Supports increased opportunity to play at the NPL Junior level
Will not result in any of the current NPL Junior clubs being forced out of the NPL
Does not result in any relegation at the end of a season (e.g. to Division 2)
Should result in any individual residing in the Perth metropolitan area wishing to
play in the Junior NPL being able get to training at an NPL Junior club in under
30 minutes
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Allows teams to play each other twice (one home game each both during the 1st
half season format and during 2nd half season format)
Allows Technical Directors to work with all coaches at the one venue during the
first half of the season (14 games)
Allows teams of a more equal level being able to play each other during the 2nd
half of the season resulting in more even games/matches and competition (10
games)
Will produce an overall champion team for each age group
4.5 Promotion and Relegation
4.5.1 Key Findings
There was general consensus that promotion and relegation should apply for
both the NPL Senior and the State League Senior competitions
Promotion and relegation is part of the FIFA Statutes. 5 Page 73: 9 – Principle of Promotion and Relegation, in part states: “A club’s entitlement to take part in a domestic league championship shall depend principally on sporting merit. A club shall qualify for a domestic league championship by remaining in a certain division or by being promoted or relegated to another at the end of a season.”
That the rules associated with promotion and relegation need to be clear to all
clubs at both NPL and State League levels
That the FFA is in favour of a model at the Junior level that does not include
promotion and relegation as this can negatively impact player development
There wasn’t general agreement regarding should the Junior NPL have
promotion and relegation
4.5.2 Options
Given the views of FFA and WA football stakeholders there is only one viable option
with regard to promotion and relegation for both the Senior and Junior competitions.
Senior NPL – Promotion and Relegations applies
Junior NPL – Promotion and Relegation does not apply
The question is at the NPL Senior level should promotion and relegation be
determined solely by where the Senior team finishes or where in an overall context
the Senior, U/20’s and U/18’s finish?
5 FIFA Statutes, April 2016 edition pg. 73
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Option 1
Solely based upon the Senior team
Pro’s
- Keeps the status quo, likely to be more
palatable to general football followers
- Mirrors how most football competitions
operate both within Australia and
internationally
Con’s
- A club could focus on its Seniors
paying little attention to its U/20’s and
U/18’s
Option 2
Based upon an aggregation of the
accumulated point across the Seniors,
U/20’s and U/18’s (Note. a variation on
this is for more point to be allocated to a
Senior win in comparison to an U/20 or
U/18’s win)
Pro’s
- Supports a more even emphasis on all
three (3) teams, Seniors, U/20’s and
U/18’s
Con’s
- Unlikely to be supported by NPL clubs
and football fans
In addition at the Senior NPL level there are several factors related to promotion and
relegation that need to be taken into account.
i. That for any club to be promoted to the NPL is must meet the NPL eligibility
criteria
ii. That the Perth Glory team in the NPL has restrictions on player selection in
addition to those imposed on all other NPL clubs (this is to support player
development). As such should they have the same relegation policy applied
to them?
4.5.3 Recommendations
Recommendation 24 – That promotion and relegation apply at NPL, State League
division 1 and State League division 2.
Recommendation 25 – That the bottom team in the Senior NPL automatically be
relegated.
In the event that the winner of State League division 1 does not meet/comply with
the Senior NPL eligibility criteria, the second team in State League division 1
(subject to compliance) and the side relegated from the Senior NPL will play off to
determine which club will play in the Senior NPL in the following season.
In the event that neither the winner nor the 2nd team in the State League division 1
(subject to compliance) meet/comply with the Senior NPL eligibility criteria that the
third team in State League division 1 and the side relegated from the Senior NPL
play off to determine which club will play in the Senior NPL in the following season.
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In the event that neither the winner nor the 2nd or 3rd teams in the State League
division 1 meet/comply with the Senior NPL eligibility criteria, the side relegated
from the Senior NPL will be invited to remain in the Senior NPL in the following
season.
Recommendation 26 – That as per recommendation 18, no promotion and
relegation apply to the NPL Junior competition (Note. Recommendations 19 and 21
also apply).
Recommendation 27 – That the promotion and relegation policies and procedures
for both the NPL Senior and Junior competitions be reviewed and modified as
required during the 2020 season for implementation in the 2021 season.
4.6 Women’s / Female NPL
4.6.1 Key Findings
That Football West has significantly greater focused its attention in the past and
since the introduction of the NPL in 2014 on the men’s game rather than female
football
Far more resources are provided by both Football West and the football clubs in
general to the men’s game rather than the women’s or female game
That the majority of the women’s/female clubs/teams are not aligned with the
NPL Senior clubs
Although female children/youth can participate in the NPL Junior competition
very few are doing so:
Under 12’s 7
Under 13’s 9
Under 14’s 10
Under 15’s 3
Under 16’s 1
Under 18’s 1
Under 20’s 1
TOTAL 32
That there has been very significant developments with elite women’s team
sports in past 1-2 years in Australia both nationally and internationally (in
particular cricket and AFL) which has already started to impact female
participation in football particularly at the elite level
4.6.2 Options
Although the Project Terms of Reference includes under 7.1 (Design), Women’s
Football, it was agreed early into the Project by Football West, the Board Appointed
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Sub-Committee and the Consultants that a separate, in-depth review and analysis
should be undertaken with regard to Women’s/Female Football and in particular the
possibility of establishing a Women’s NPL competition in Western Australia.
The Consultants held a Women’s/Female football specific forum. This forum had a
greater number of attendees than any other forum showing (1) the female interest in
football and (2) the desire to have a say on how the female game is structured and
ran at all levels and in particular at the NPL level.
The four (4) key points coming from this workshop were:
a. That if women’s/female football was not an integral part of this review
process, then a separate review process should be conducted as a priority
and they wanted to be a key part of this process
b. They were keen to at minimum explore the establishment of an NPL
Women’s / Female competition if not establish a NPL Women’s / Female
competition commencing in 2018
c. That any such exploration or review must include the women’s clubs, players,
administration etc. They need to be a part of the process or the outcome is
highly unlikely to be accepted and implementable
d. They were firmly of the view that Female Juniors / Girls Football should come
under the umbrella of Football West’s Women’s Standing Committee and not
the Junior Standing Committee
4.6.3 Recommendations
Recommendation 28– That a separate review should be conducted as soon as
practicable into Women’s / Female Football in Western Australia, including but not
limited to the feasibility of establishing a Women’s / Female NPL.
4.7 Salary Cap, Player Payments & Points System
4.7.1 Key Findings
Salary Cap & Player Payments
Clubs reported that their biggest operating cost was senior player payments
There is a general view that most Senior NPL clubs are in breach of the salary
cap, however clubs provide Football West a statutory declaration of payments
each year that show they are not paying beyond the financial cap. (NOTE. Not
all States set a salary cap, this is not a FFA requirement)
The Project Reference Group was of the view that if a system could be
established that resulted in greater accountability and transparency with regard
to player payments that this would be beneficial (NOTE. this is a problem being
experienced and addressed by other sporting codes)
There was a general view that a salary cap is required (1) for player payment
expenditure to be kept at a level where clubs can still operate, and (2) without a
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salary cap (and player points system) the club with the most money would simply
by the premiership
Players expressed the view that there should be no salary cap and market forces
should determine the rate a player is paid
Only one player in the NPL is on a player contract however it is highly likely that
all players playing senior NPL are receiving some form of player payment
There was anecdotal evidence to support the assertion that fees paid by Junior
NPL players were being used to pay/supplement Senior NPL player payments
Associated with the salary cap and player payments is the question of whether NPL
players are professionals or amateurs?
According to the FFA National Registration Regulations:
Section 3.1 Amateur or Professional Player
A Player participating in football is either an Amateur or a Professional.
A Professional is a Player who has a written contract with a Club, under which he or she is paid to play football for that Club. (c)
An Amateur is any Player that is not a Professional. A Club may pay or reimburse a Player any expenses incurred by that Player without affecting the amateur status, including for travel, kit, equipment or insurance premiums. If, however, an Amateur is paid or reimbursed more than $100 a week by a Club, the onus is on that Club to satisfy the Competition Administrator that the amount paid accurately reflects the expenses incurred by that Amateur. If the Club fails to satisfy this onus, that Player will be deemed to be a Professional”
Points System
There was quite varied views with regard to how effective the current points
system is (currently set at 200 points, however varies in other States – e.g.
Northern NSW is 180 points and NSW Division 3 is 270 points)
There was however general consensus (not necessarily the players) that a
points system is beneficial and should be retained (NOTE. Some form of points
system is mandated by FFA)
There was general consensus that the rules associated with the Player Points
System should be reviewed as there are some anomalies that negatively impact
players and clubs and are against the spirit of the Player Points System
Discussions with FFA indicated that FFA was likely to move to 180 points at
some point
4.7.2 Options
Salary Cap & Player Payments
It is possible to abandon the salary cap, however there is general consensus that
a salary cap is required. The consultants agree however only if a mechanism
can be put into place that results in accountability and transparency from both
clubs and players
Two potential mechanisms that may facilitate this are:
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i. As part of their agreement to participate players agree to sign a statutory
declaration prior to the season and again at end of the season with regard
to remuneration.
The statutory declaration completed prior to the season would indicate
what remuneration they anticipate they will receive. The statutory
declaration completed at the end of the season would indicate what
remuneration they actually received.
Players would need to be re-assured that their personal information will
not be passed onto clubs. The information will however be used so that
Football West can determine how much individual players from each club
are reporting as being paid in comparison to the player payment
information provided by the club to Football West.
Players would need to be advised that Statutory Declarations are a legal
document and the provision of misleading or incorrect information is an
offence from a legal perspective.
ii. The Western Australian Country Football League (WACFL) is currently in
the process of putting in measures so that each club complies with the
WACFL Paid Player Bylaws (see the following link for full details,
http://wacfl.com.au/resources/117/paid-player-paperwork).
A similar set of measures could be put in place by Football West.
Points System
There are three (3) options. (i) have no player points system (ii) remain at 200
pts (iii) move to an alternate number of points such as 180 points
The first option, no Player Points System would not be supported by FFA, nor by
most stakeholders as such this is not seen as a viable option
Option 2
Remain at 200 points
Pro’s
- 200 points from all reports is
working currently
- In line with current FFA
requirements
Option 3
Change to 180 points
Pro’s
- most clubs are currently quite
comfortably under 200 points
- Would result in a renewed
emphasis on youth development
without negatively impacting a
clubs capacity to recruit a high
impact senior player
National Premier Leagues Strategy Development Project (NPL Strategy)
54
4.7.3 Recommendations
Recommendation 29 – That the salary cap be retained with measures put into place
so that there is greater accountability and transparency (clubs and players).
Recommendation 30 – That Football West further investigate and implement the
Statutory Declaration concept and also measures similar to the WACFL. And that
this be applied in all competitions where there is a salary cap mandated by Football
West.
Recommendation 31 – Football West work with the NPL Standing Committee to
highlight any suggested amendments to the rules associated with the Player Points
System, with a focus on changes that promote the development of local players.
And these be presented to FFA with the view to any agreed changes coming into
effect at the start of the 2018 NPL season.
Recommendation 32 – That the Senior NPL competition move to 180 player points
for the 2019 season. This gives all Clubs time to plan and recruit so that this
reduced allocation can be complied with.
4.8 Fees and Transparency
4.8.1 Key Findings
The introduction of the Junior NPL has seen a significant increase in fees for
Junior players in the NPL (fees vary from $390 to $1,150)
There was very strong feedback during the consultation workshops with regard
to “What are our fees being spent on?”
In addition many have made the assumption that significant proportion of the
fees they pay is being spent on NPL Senior player payments
There was sufficient feedback during the consultation process to confirm that the
level of fees is impacting those able to afford to play in the Junior NPL. Resulting
in some players with the ability to play NPL Juniors not playing in the elite
competition
The comparative cost per session for Junior NPL with other sports is favourable,
although this is not necessarily reflected in public perception
4.8.1 Options
Football West has the option to implement as part of its eligibility criteria for
both NPL Seniors and Juniors (particularly Juniors) that it be mandatory that
all clubs provide all members with a full set of the finances in a manner that
clearly shows all members the income and expenditure for the club including
but not limited to player payments and what this money is being spent on
Football West investigate ways that it can work with the football community
and individuals and families facing financial hardship to ensure the best talent
remains in the game
National Premier Leagues Strategy Development Project (NPL Strategy)
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4.8.2 Recommendations
Recommendation 33 – That Football West as part of the eligibility criteria make it
mandatory for all NPL clubs (Senior and Junior) to provide all members with
financial statements (profit and loss and balance sheets), such that all members can
clearly see the income and expenditure for the club including but not limited to
player payments.
In addition provide a breakdown on what the fees are used for. For example: $100
on general admin, $300 coaching, $50 ground maintenance, $200 on kit = $650
And that a meeting open to all members must be held on an annual basis prior to
the 30 June at which this information is presented and members provided with an
opportunity to raise queries. All members must be advised a minimum of one (1)
month prior to this meeting.
Recommendation 34 – That Football West must also be advised one (1) month prior
to the meeting and they (Football West) have the option to attend or for an
independent representative appointed by Football West to attend.
Recommendation 35 – Football West itself and/or in association with the NPL Junior
clubs examine ways that scholarships or some other form of financial assistance
can be provided where an individual or family is unable to pay the required fees.
Recommendation 36 – Football West in association with the NPL Junior clubs and
the Department of Local Government, Sport and Cultural Industries (formerly the
Department of Sport and Recreation) work to ensure that all potential NPL players
and their families are aware of and where eligible apply for KidSport funding.
National Premier Leagues Strategy Development Project (NPL Strategy)
56
5. Other Areas within Scope
5.1 Game Day Experience
5.1.1 Key Findings
Similar to other elite sports at the State level (e.g. the WAFL), there has been a
significant decline in attendance in recent years. This is more likely due to
work/life pressures, more leisure options now being available and the capability
now to watch elite level sports (e.g. the English Premier League on television)
rather than there being a decline in the quality of football now being played in the
NPL
There has been little change in the fixturing, playing times etc. as a way of
increasing game day attendance
That there is currently a lack of direction and guidance provided by Football
West with regard to facility management and planning. If government is
requested to invest into higher quality football facilities it is essential that Football
West work with local and state government to provide the expertise required in
the planning, design, construction and ongoing management of these facilities.
Government is keen to support football but critically require guidance from
Football West
5.1.2 Options
Options or alternatives may include (but are not limited to):
Playing games at different times to the traditional Saturday afternoon (e.g. on
a Friday night)
Having a double-header at one venue so that fans can see two NPL Senior
games
Promoting a couple of marque games per club per to increase revenue and
raise the clubs and footballs profile
As a way to promote the new structure and recognise the Senior NPL and
Junior NPL as separate entities but also recognise those clubs that have both
Senior and Junior NPL teams three combined points Club awards be
introduced
o Senior NPL Club of the Year – would include the Senior, U/20’s and
U/18’s
It could be you simply add the points up from each of the
competition tables
Or 5 points for a win and 2 points for a draw for the Senior team
and 3 points for a win and 1 point for a draw for the U/20’s and
U/18’s or alternatively given points have already been tallied
according to three points for a win and one for a draw, a better
model might be to add 50% of first team points, to 30% of U20
and 20% of U18
National Premier Leagues Strategy Development Project (NPL Strategy)
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o Junior NPL Club of the Year – would include the U/13’s, U/14’s, U/15’s
and U/16’s
Add the points up from each of the competition tables
(NOTE. This would need to be modified under the proposed
format of splitting the league halfway through because some
teams would be competing against the best teams and others
against weaker opponents. However, points could be weighted
towards the teams that play in the higher pool in the second half of
the season)
o NPL Club of the Year – this would only be open to clubs that have both
Senior and Junior teams in the NPL
Would include the combined totals from both the Seniors and
Juniors
For the Seniors this would recognise clubs that are both focused on
winning the Senior NPL and developing players through their U/20’s
and U/18’s
For the Juniors it would let the football community see which clubs are
providing good coaching and a good overall environment for player
development
The combined award recognises those clubs that provide a pathway
from U/13’s right through to NPL Seniors
5.1.3 Recommendations
Recommendation 37 – Football West in association with the NPL Senior clubs
develop and implement a marketing and communications plan.
Recommendation 38 – Football West in association with the NPL Senior clubs
examine ways to provide a game day experience that results in increased
attendance.
Recommendation 39 – Football West introduce an award for NPL Senior Club of the
Year, NPL Junior Club of the Year and NPL Club of the Year.
Recommendation 40 – Football West in association with the NPL Senior clubs and
other key stakeholders such as the Department of Local Government, Sport and
Cultural Industries (formerly the Department of Sport and Recreation) and Local
Government’s develop and implement a Facilities Master Plan that includes but is
not limited to the shared use of facilities.
5.2 Administrative Demands (Football West and FFA)
5.2.1 Key Findings
The introduction of the NPL has resulted in increased administrative demands on
NPL clubs. This includes but is not limited to technology requirements (hardware
and more significantly volunteer capacity/knowledge) and compliance
National Premier Leagues Strategy Development Project (NPL Strategy)
58
requirements. The recommendations of this project, if implemented will result in
more administrative demands on both Football West and the NPL clubs
The NPL clubs are predominately operated by volunteers and are not in the
position financially for this to change in the foreseeable future
The number of volunteers, similar to other community and sporting clubs, is
decreasing placing greater demands on those whom are willing to volunteer their
services
That the workload on volunteers associated with NPL clubs has increased with
the introduction of the NPL. Given the challenge with recruiting and retaining
volunteers is this sustainable?
With the introduction of higher fees, in particular with the Junior NPL, many
people (parents) who would have volunteered in the past now have an
expectation that with the level of fees they are paying they should not have to
also contribute in a volunteer capacity
5.3 Sustainability
5.3.1 Key Findings
The Project Terms of Reference included player payments and salary cap, as such
please refer to Section 4.7 of this report.
5.4 Player Mobility
5.4.1 Key Findings
There was representation from players that the transfer window, transfer
deadline and other such matters require further examination
Most players are not currently on contracts. It was also reported that some
players are being asked by clubs to take pay cuts post the transfer window
5.4.2 Recommendations
Recommendation 41 – Football West consult with NPL Senior clubs, the
Professional Footballers Australia and NPL Senior players and further examine
issues such as the frequency of player movement between clubs, the capacity /
availability for players to move clubs, transfer windows etc.
5.5 Coaching Qualifications
5.5.1 Key Findings
The introduction of the NPL has resulted in all NPL Junior coaches having to
have a “C” licence accreditation and all NPL first team head coaches and
Technical Directors having to have a “B” licence accreditation
National Premier Leagues Strategy Development Project (NPL Strategy)
59
The general consensus is that this has resulted in better coaching, however this
is not the case across the board and there is still significant room for
improvement and adherence to the National Football Curriculum
o Skill Acquisition Phase (SAP) age groups U9 - U13
o Game Training Phase (GTP) age groups U14 – U16
o Performance Phase (PP) age groups U/18 and above as seniors
The cost to acquire coaching accreditation was reported by individuals and clubs
as a barrier to coaching development. As was the time component, particularly
for the level B qualification
That the workload on Technical Directors (paid for a part-time role) and coaches
(some paid for a part-time role, some as volunteers) has increased. This has
resulted in many Technical Directors performing these roles for a limited period
of time and then resigning which may well be inhibiting coach development and
in-turn player development. In addition is this resulting in people who would be
good Technical Directors or coaches now not being willing to take on these
roles?
5.5.2 Recommendations
Recommendation 42 – Football West in association with clubs re-assess coach
accreditation requirements. The aim being to improve standards within the capacity
of the clubs.
Recommendation 43 – Football West determine its own position and then if
appropriate consult with FFA regarding ways to reduce costs and time but not
impact quality regarding coach accreditation. Including but not limited to some of the
content and assessment being on-line. This may result in decreasing the cost and
should result in decreasing the time required.
5.6 Governance Requirements
5.6.1 Key Findings
The current Standing Committee structure excludes Junior-only NPL clubs from
the NPL decision-making process. The Junior NPL is controlled by an NPL
Standing Committee consisting entirely of clubs with a Senior NPL component,
which, in 2017, meant seven Junior NPL clubs were not represented in the
governance structure. An alternative structure must be considered to ensure all
clubs are represented
5.6.1 Options
A number of options were put forward for consideration by the Project Reference
Group, these being:
1. Maintain the current situation
2. Continue as is with the remaining Junior Clubs invited to participate in and vote
on matters related to the Junior NPL
National Premier Leagues Strategy Development Project (NPL Strategy)
60
3. Extend the current NPL Standing Committee to 21 with all Clubs having the right
to vote on all matters
4. Current Junior Standing Committee to include in its scope the Junior NPL
5. Establish a separate Junior NPL Standing Committee
5.6.2 Recommendations
Recommendation 44 – That Football West establish a separate Junior NPL
Standing Committee to represent the interests of all clubs involved in the Junior
NPL. This committee shall be solely responsible for making recommendations to the
Football West Board regarding, and in the best interests of the Junior NPL
competition.
National Premier Leagues Strategy Development Project (NPL Strategy)
61
6. Feedback and Implementation
A significant number of people have contributed a significant amount of time, energy
and ideas over the three (3) months that this project has been undertaken. It is
essential that once the Football West digests this report and determines what path it
will take with regard to the recommendations and the direction for Football in
Western Australia that it communicates this to all stakeholders. Both in a written
form and via information / feedback workshops.
It is equally if not of even greater importance that Football West work with key
stakeholders in particular the NPL Senior and Junior clubs during the
implementation process. The greater the participation and input from key
stakeholders, in particular the clubs, the better and more smoothly implementation
will be able to take place.
Football West established a process to manage this project. Continuing with both or
one of the Board Appointed Sub-Committee and/or the Project Reference Group to
assist Football West with the implementation could well be prudent and very
beneficial.
6.1.1 Recommendations
Recommendation 45 – Football West provide feedback meetings/workshops to
ensure that all stakeholders receive feedback on the project report and
recommendations, which recommendations Football West will endorse and
implement and the general direction and vision for football in Western Australia for
the next 5-10 years.
Recommendation 46 – Football West develop an implementation plan and as part of
this consider continuing with either or both the Board Appointed Sub-Committee and
the Project Reference Group.
National Premier Leagues Strategy Development Project (NPL Strategy)
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Appendix A
Project Terms of Reference
National Premier Leagues
Strategy Development
Project Terms of Reference – March 2017
1. Purpose
The National Premier Leagues Strategy Development Project (NPL Strategy) is designed to establish the framework for the National Premier Leagues WA for the next 5 years.
2. Background
The National Premier Leagues (NPL) is the national second tier competition in Australia that underpins the Hyundai A-League. Every member federation with the exception of Football Northern Territory has introduced an NPL competition. The NPL in Western Australia commenced in 2014 and is managed by Football West.
The NPL is a direct outcome of the National Competition Review (NCR) announced by Football Federation Australia (FFA) in May 2012 which aimed to:
Address key gaps in the elite player pathway;
Ensure the sustainability of league competitions nationally; and
Improve the quality of youth development by clubs of all levels.
A player points system operates in first team squads to provide incentive to clubs to develop players through their youth team structure as well as produce talent that progresses to national pathway programmes (including Skilleroos, NTC and FFA Centre of Excellence) and the Foxtel National Youth League, Hyundai A-League and FFA National Teams.
The NPL represents an important step in the realisation of FFA's strategic vision to make Australia a world class football nation and to better connect elite player development and the wider football community.
3. Deliverable
The project will deliver an NPL strategy that establishes the framework for the NPL competitions (both short and long term). It is anticipated that the project will be completed by mid-2017 and that the outcomes, where applicable and feasible, will be implemented in 2018.
4. Project Management Structure
The management of the project will be two-tiered and consist of a Board appointed Sub-Committee and a Project Reference Group. These 2 working groups will comprise:
4.1 Board Appointed Sub-Committee
Henry Atturo, Deputy Chairman Football West (Chair of the Sub-Committee)
Jason Petkovic, Director
James Curtis, CEO
Jonathan Cook, General Manager Strategy & Partnerships
Jamie Harnwell, Head of Development
Alex Novatsis, Head of Member Services
Cris Ola, Technical Manager
Mal Impiombato, FFA General Manager Operations - Competitions
Chair of the Project Reference Group
4.2 Project Reference Group
Standing Committee Representatives
NPL Standing Committee – Gabby Valentini, Gary Marocchi, Mark Cheveralls
State League Standing Committee – Campbell Ballantyne, Phil Kelly, Dave Kindness
Amateur Standing Committee – Caesar Aquino
Women’s Standing Committee – Conrad McKelvie
Junior Standing Committee – Dennis Connors
Football West Staff Representatives
Jonathan Cook, General Manager Strategy & Partnerships
Henry Fagan, Strategy and Research Officer
Jamie Harnwell, Head of Development
Alex Novatsis, Head of Member Services
Cris Ola, Technical Manager
External Representatives
Heath Bailey – Netball WA
Phil Gregson – Department of Sport and Recreation
Independent consultants will facilitate meetings of the Project Reference Group.
5. Process
The Project Reference Group will utilise several key processes for the development of the NPL Strategy. These will include:
Desktop review of existing quantitative data;
Development and delivery of a survey to Football West members and the broader community;
Facilitation of consultation workshops.
5.1 Stakeholder groups to be consulted during this process include, but are not limited to:
NPL Standing Committee
State League Standing Committee
Amateur Standing Committee
Zone Representatives
NPL Senior Clubs
NPL Junior Clubs
Community Junior Clubs
Parents of Junior Players
State League Clubs
Women’s Standing Committee
Amateur League Clubs
Women’s Clubs
Broader Football Community
Local Government Authorities
WA Local Government Association
Department of Sport & Recreation
Football Federation Australia
6. Project administration, monitoring and reporting
6.1 Board Appointed Sub-Committee
The Board appointed sub-committee will meet monthly (or such other period as they determine) and report to the board through the submission of a written report.
6.2 The Project Reference Group
The Project Reference Group will meet fortnightly (or such other period as they determine) and report to the Board Appointed Sub-Committee through the submission of a written report prepared by the project manager.
Draft terms of reference for the Board Appointed Sub-Committee and the Project Reference Group will be developed.
7. In scope
The project will consider all aspects of the National Premier Leagues including matters that affect, but are not unique to the NPL. Some of the key considerations to be considered as part of the Strategy include, but are not limited to:
7.1 Design
(a) Number of NPL clubs (b) Licensing and Eligibility Criteria (c) Promotion and relegation (d) Women’s NPL (implementation, age groups) (e) Junior NPL (tiering, pathways)
7.2 Game day experience
(a) Number of spectators at NPL matches (b) Marketing and communications (c) Product quality (d) Facility standards (seating, AV, hospitality etc.)
7.3 Administrative demands (Football West and FFA)
(a) Technology and systems (b) Reducing volunteer burden (c) Compliance
7.4 Sustainability
(a) Player payment model and salary cap (b) Professionals vs amateurs
7.5 Player mobility
(a) Number of roster windows (b) Transfer deadline
7.6 Coaching qualifications
(a) Accreditation levels (b) Course design and delivery (c) Cost and availability
7.7 Governance requirements
(a) NPL Academy Tiers (b) Constitutions (c) NPL Compliance By-Law
8. Out of scope
Aspects of the NPL competition that are controlled by FFA are specifically excluded from the project. These include, but are not limited to the Player Points System, the rules for visa players and the structure of the national finals series. However, feedback on these issues will be provided to FFA for consideration at the national level.
National Premier Leagues Strategy Development Project (NPL Strategy)
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Appendix B
NPLWA Survey - Summary of Responses
NPLWA Surveys - Feedback Summary
General Information
Four surveys were distributed, targeting:
o JNPL Parents.
o JNPL Participants.
o SNPL Participants.
o Non-NPLWA Participants.
Open from March 31 to May 17.
Total = 211 responses.
Overall
Strong support for promotion and relegation across the surveys; some support for
geographic split among those not involved in the NPLWA.
General agreement across the surveys that junior NPLWA is about development.
Most in the NPLWA were not concerned with travel distance– when NPLWA participants did
have an issue with travel, this was generally with travel to matches and not their club.
A number of open comments criticised the 2017 junior NPLWA structure.
Some disagreement between parents and junior participants regarding whether or not NPL
should be separate from community competitions.
Fees were raised as an issue for both seniors and juniors, BUT juniors also highlighted
inadequate quality of football; whereas seniors highlighted inadequate quality of coaching
and facilities.
While there is support for attracting skilled coaches, there is disagreement over whether or
not they should have B licence minimums.
Parents of Juniors
Parents place their children in the NPL because they see it as a better development pathway
with a better standard of football. Most see the main purpose as developing an elite
pathway.
The further you travel to your club, the greater the likelihood that you think NPL should be
separate from community competitions.
People who travel further are also more likely to support increasing coach accreditation.
JNPL Participants
Support for splitting the groups based on the previous season’s performance.
Considerably more disagreement than the parents that JNPL should continue to be separate
from community competitions.
SNPL Participants
Some agreement that the NPLWA should be expanded to multiple divisions.
Strong disagreement that the salary cap achieves its purpose.
o The reasons for this were concerns that it lacks oversight and personal beliefs
against limiting payments.
o Younger participants were less likely to support the salary cap.
More people supported a WNPL than those who do not – younger respondents were more
likely to support a WNPL than older respondents.
Agreement that the NPLWA Night Series should continue.
Non-NPLWA Participants
Largest single group of respondents participated in the State League.
Satisfaction with their current competition was the largest reason why respondents did not
join the NPLWA.
More people disagreed than agreed that joining the JNPL is worth the time, money and
effort.
Interest in the NPLWA driven by higher standard of football, better coaching and access to a
better development pathway.
The largest reason why people wouldn’t join the NPLWA was fees.
The largest group was unsure whether or not FW provides enough support for clubs to join
the NPLWA.
Participation in the State League was associated with the view that Football West does not
provide enough assistance to clubs wanting to enter the NPLWA. It was also associated with
the view that coach accreditation should be increased.
Satisfaction with Travel Distances, including Insights Respondents
Note: All figures are expressed as percentages of the total number of respondents to each question.
Distance Travelled to Club
0
10
20
30
40
50
60
70
80
JNPL Parents JNPL Participants
SNPL Participants
Insights Respondents
(Players)
Insights Respondents
(Parents)
0-10km
11 - 20km
21 - 30km
More than 30km
Maximum Distance to Matches
Satisfaction with Travel Distance
0
10
20
30
40
50
60
JNPL Parents JNPL Participants
SNPL Participants
Insights Respondents
(Players)
Insights Respondents
(Parents)
0-10km
11 - 20km
21 - 30km
31 - 60km
61 - 100km
More than 100km
0
10
20
30
40
50
60
70
80
90
100
Percent Satisfied with Distance to Club
Percent Satisfied with Distance to Matches