FOOTBALL IN

NEW ZEALAND
THE STRATEGIC DIRECTION
2020-2026
 Our purpose drives our work:
To enrich lives and connect
FOOTBALL IN people through positive
NEW ZEALAND experiences to build
strong communities
THE STRATEGIC DIRECTION
2020-2026

THE GAME WILL Football in New Zealand is in a good This strategy provides both the
place and we need to celebrate strategic outcomes for New Zealand
GROW AND DEVELOP football in all its forms, from traditional Football as an organisation and the
THROUGH A CLEAR 11-a-side and futsal through to beach strategic direction for the game as a
and backyard football and those whole. People across the game told
SENSE OF PURPOSE who play pick-up games in the park. us they wanted a clear purpose and
AND POSITIVE VALUES In its organised form, football has a positive values to unite the game and
thriving membership base, passionate also drive New Zealand Football’s
Football in New Zealand is the biggest people involved in the game and, most behaviour in the future. They also
game in the country and its greatest importantly, people wanting to play it. wanted common outcomes and a clear
resource is its people. This strategy direction that all custodians of the
was informed by a range of people However, there are significant game could work towards.
from across New Zealand and involved challenges ahead, such as a rise in
in the game at all levels. It represents sedentary lifestyles, rapidly-changing By working together as a football
the football family’s aspirations for demographics and a variety of activities community we will change football
football. Football is a global sport with available to young people. This means in New Zealand for the better and
a unique competitive advantage in that that football has to work hard to adapt, the sport will continue to go from
it appeals to all New Zealanders. In turn change and partner with all those strength-to-strength.
it can help grow good people and bind involved in the game to ensure the
communities together like no other needs of participants are met and to
sport can. provide a quality experience for all who
want to be involved.

2 FOOTBALL IN NEW ZEALAND THE STRATEGIC DIRECTION 2020-2026 3

 STRONG VALUES
DRIVE THE
FOOTBALL
EXPERIENCE
INCLUSIVE New Zealand’s biggest game
thrives on diversity. All people regardless of
background or beliefs have equal opportunities
to engage in the game

RESPECT Everyone involved in the game

is valued and respected. A culture of respect
means abusive or demeaning behaviour is not
tolerated anywhere, anytime

ENJOYMENT Football is fun

COLLABORATION We work
together for shared outcomes with schools,
clubs, federations and other stakeholders

AMBITION Striving for improvement INCLUSIVE RESPECT COLLABORATION ENJOYMENT AMBITION

and success at every level • Ensure our staff and governance teams are • Ensure transparency in our decision-making • Consult and partner with our Federations and the • Promote a positive image of the game, and • Design and deliver national competitions that meet
reflective of the wider community football community celebrate the history and achievements of the aspirations of competitors and supporters
• Address instances of disrespectful or demeaning football in New Zealand
• Promote equal opportunities and resources for behaviour in the game • Forge connections and share best practice and • Implement pathways for players, coaches, referees
WHAT WE’LL DO TO all people in the game innovations across the football system • Be a positive and progressive  place to work and and administrators to achieve their ambitions
IMPLEMENT THE VALUES • Ensure a culture of respect among all staff and good people to deal with
• Ensure policies align with Treaty of Waitangi representatives of NZ Football • Create support for the All Whites and Football Ferns
We’ll take the following actions to ensure principles to be successful
• Diligently manage our environmental footprint
the values drive how we operate. We’ll also
• Advocate for inclusiveness at OFC and FIFA levels
encourage everyone who delivers football to
respond to the following values:

4 FOOTBALL IN NEW ZEALAND THE STRATEGIC DIRECTION 2020-2026 5

 KEY RESPONSIBILITIES OF STRATEGIC PRIORITIES | 2020 - 2026
NEW ZEALAND FOOTBALL
• Forge effective connections and
partnerships across the game to
strengthen the football system

• Deliver well-supported national

competitions
1. ENRICH LIVES 2. STRENGTHEN 3. INSPIRING 4. A HIGH
THROUGH FOOTBALL CAPABILITY AND PERFORMANCES ON PERFORMING
• Select, coach, manage and fund
New Zealand national teams LEADERSHIP THE INTERNATIONAL ORGANISATION
OUTCOME: Football is
• Develop capability across the the most inclusive sport in
ACROSS FOOTBALL STAGE
• Promote the positive image of OUTCOME: NZ Football
the game and implement the game, supporting and valuing New Zealand, and continues to has excellent governance
the effort of officials, coaches, OUTCOME: Football at every OUTCOME: Achievements
football values grow in popularity and quality and operational delivery
managers and all others who level benefits from the work create excitement, pride
• Represent and connect New contribute to the game of well-supported match and connection among
Zealand to international GOALS GOALS
• Support good governance
officials, coaches, managers New Zealanders
football organisations
across the game • Football values drive positive and administrators • We are regarded as setting the
• Build the systems that enhance experiences across the game GOALS standard for governance and
football experiences • Support effective national GOALS management of a national sport
development pathways • Diversity increases across the game • All Whites and Football Ferns
organisation
• Promote and support in all roles and at all levels • Leaders across all roles at all levels qualify for and win at World Cups
participant wellbeing and • Operate sustainably and feel valued and well supported • Generate new revenue
support sustainability in the • Sustained growth in participation • Create a world-leading high
safety through long-term sustainable
game through a focus on quality • Education of leaders keep pace performance environment for
partnerships and ensure there is
• Set, promote and enforce with and enable the growth of national teams
a strong and secure financial base
the laws of the game in New • Operate in accordance with, the game
Zealand and respect of, the Treaty of • A clear talent pathway for players
Waitangi principles and coaches

• More New Zealanders feature in

the global professional game

6 FOOTBALL IN NEW ZEALAND THE STRATEGIC DIRECTION 2020-2026 7

 A CLOSER LOOK AT HOW WE’LL
IMPLEMENT THE PRIORITIES
ACTIONS MEASURES AND 2. STRENGTHEN ACTIONS MEASURES AND
INDICATORS CAPABILITY AND INDICATORS
• Promote the game, role models • Promote and recognise the value
within football values and • By 2022 NZ Football LEADERSHIP of administrators, coaches and • Feedback of those
the benefits to families and Executive Committee and referees as leaders participating in Whole
whanau NZF membership have
ACROSS FOOTBALL of Football education
• Update the Whole of Football
1. ENRICH LIVES • Promote true equality in the
no less than 40% female OUTCOME: Plan to ensure pathways are
and support indicates
THROUGH game, reducing participation
representation on their
respective boards
Football at every level meeting participant's needs
increasing levels of
satisfaction and quality
FOOTBALL barriers with equal access for benefits from the work of
all to opportunities, resources, • Set the standards for excellence
• By 2026 the leadership and well-supported officials, in administration, coaching and
• By 2026, leadership in
OUTCOME: facilities, development, membership of NZ Football coaches, managers and all levels of affiliated
competitions and rewards refereeing while innovating and
Football is the most affiliated bodies reflect the administrators simplifying processes
football, including
inclusive sport in New demographic makeup of the coaches, referees and
• Facilitate youth pathways that
communities in which they • Provide quality education and administrators, reflects
Zealand, and continues meet participant needs with
operate 2026 GOALS support for coaches, referees, the demographic make-up
to grow in popularity an emphasis on partnerships
of New Zealand
between clubs and schools administrators and parents
and quality • The Voice of the Participant • Leaders across all roles at all focused on quality experiences
surveys indicate a year on levels feel valued and well
• Continue to invest in and for participants
year increase in perceived supported
promote women, girls and
2026 GOALS futsal as areas for quality
quality experiences in football • Promote diversity in leadership
• Education of leaders keeps roles at all levels
• The football values drive growth
pace with and enables the
positive experiences across growth of the game • Build a national community /
• Work to ensure family-friendly
the game online forum of leaders to enable
environments where children
engage with the game direct communications and
• Diversity increases across
feedback channel
the game in all roles and at
• Leverage e-football to engage
all levels • Encourage, promote and
with new members
support leaders to major roles in
• Sustained growth in
international football
participation through a
focus on quality

8 FOOTBALL IN NEW ZEALAND THE STRATEGIC DIRECTION 2020-2026 9

 3. INSPIRING ACTIONS MEASURES AND 4. A HIGH ACTIONS MEASURES AND
INDICATORS INDICATORS
PERFORMANCES • Focus on coaching as the key PERFORMING • Ensure NZ Football’s financial
ON THE to success, implementing • The All Whites and Football ORGANISATION sustainability through excellent • Commercial revenue for
an integrated development Ferns qualify for and win planning processes and effective NZF doubles by 2026
INTERNATIONAL programme for high performance games at World Cups and OUTCOME: management
STAGE coaches Olympics New Zealand Football • Grow our revenue base through
• NZ Football brand is
regarded as market
• Focus on implementing a system- • Senior national team surveys has excellent strong commercial partnerships leading by sentiment
OUTCOME:
wide talent development approach indicate an increasing level governance and surveys
Achievements create • Maintain effective
of professionalism and a operational delivery
excitement, pride and • Prioritise All Whites and Football
positive team culture is
communications to ensure
connection among Ferns for national team funding
established
excellent relationships with all
New Zealanders stakeholders and partners
• Facilitate the sharing of ideas and 2026 GOALS
• An increase in the number
methods between coaches and • Ensure our policies and practices
of New Zealanders playing • We are regarded as setting
technical experts protect the integrity of data
2026 GOALS in high-quality professional the standard for governance
• Focus on developing a distinct football environments and management of a national • Build high awareness and a
• All Whites and Football identity for international squads, sport organisation positive image of the brand of NZ
Ferns qualify for and win at with culture and behaviours a Football and football as a sport
World Cups and Olympics • Generate new revenue
source of competitive advantage
through long term sustainable • Be regarded as an employer of
• Create a world-leading high • Host international fixtures for partnerships and ensure choice, attracting and retaining a
performance environment the Football Ferns and All Whites there is a strong and secure diverse and talented staff team
and culture for national matches in New Zealand financial base
teams • Attract and retain a diverse and
• Design and deliver sustainable talented governance team
• A clear talent pathway national competitions to expose a
for players, coaches and large pool of talented players to a • Manage our operations with care
referees high level of competitive football for the environment

• More New Zealanders • Create an aligned approach to

feature in the global age-group national teams to best
professional game prepare them for senior national
teams

10 FOOTBALL IN NEW ZEALAND THE STRATEGIC DIRECTION 2020-2026 11