Post by paoktzi on Sept 16, 2011 15:03:30 GMT 10
This is a post off another forum, interesting....
Creating a Stronger VPL
The need for changes to the current VPL competition
Some people have noticed the crowd for the grand final of the VPL was only 4,000.The expectation is that the crowd for a Grand Final should be higher. The need to have an understanding of why the game in this State in this situation and the possible remedies is self apparent.
The game presently does not offer the thousands of Victorians interested in soccer the opportunity to attend and follow a high quality national competition.
Not only is the establishment of a quality competition necessary for the growth of the commercial game, it is essential if the FFV is to achieve the fundamental objectives of:
•Engaging the games fan base.
•Further development of the game at grass roots.
•Increased player participation.
•Further development of elite players.
•Success at National Club level.
Historical Background
The VPL or similar has existed since 1909 any various guises, Victorian premier League, State League or Division 1.
Since 1977 with the start of the NSL there existed and informal promotion and relegation system until the end of the NSL in 2004 with the return of South Melbourne and Melbourne Knights to the competition in 2005.
The competition is subject to promotion and relegation with seven levels of competition. The competition is managed, marketed and regulated solely by the FFV. All Clubs must be Incorporated Associations and cannot by privately owned.
The competition is controlled by the Football Federation Victoria and it is not clear how much interest the current board and administration in maintaining the VPL as the “Premier” State Competition. The FFV has in the recent past proposed a select entry competition, the V-League in 2008and the Zonal competition the “Summer League” in 2009.
The FFV has instituted changes to the VPL in Club composition and promotion with little success. In fact the effects have been negative in terms of spectator and media interest.
The strategies implemented have not provided the VPL with mainstream credibility or credibility with in the footballing fan base, that it has been seeking because of a number of factors, which include:
•Under-capitalisation of the VPL.
•Under-capitalisation of the clubs.
•Reduction in playing standards because of the outflow of players to the Gay Leagueand overseas, the influx of “back packer” players, the narrow player development focus, leading to a perception that the League is sub-standard
•Negligible marketing spend by the FFV and almost all clubs.
•Lack of central approach to marketing.
•Lack of suitable media coverage Television, Radio and Print.
Notwithstanding its lack of success, the VPL has proven resilient, though this appears to be as a result of the commitment and passion of club members and benefactors rather than through successful club business models.
In comparison to other football codes, there is no downward flow of funds from the FFV, instead clubs have to contribute to the FFV’s and VPL’s operating expenses.
The question of reform has been on the agenda for a number of years without any real progress being made.
Structural conditions and recommended changes between VPL Clubs and the FFV
Presently, the VPL sits within the structure of the FFV. There are common employees of the VPL and FFV. The FFV controls the operations of the VPL, including influencing the league’s development, funding, sponsorship, broadcast/media contracts, player conditions and player transfers.
The VPL has been reported to be floundering through lack of financial resources, collapse or financial difficulties of clubs, reducing spectator numbers, lack of television exposure and an exodus of many of the elite players to the A-League, Europe and elsewhere to pursue their football careers. The VPL is understood to require considerable resources of the FFV while the participating Clubs pay large fees to in the VPL.
I believes the VPL (State 1 should be included when discussing the VPL) has a better chance of success if it is allowed to operate as a stand-alone body with its own board and constitution, and able to set its own rules and regulations, with the VPL clubs as members. However, because the FFV has responsibility for the wellbeing and development of the game at State level, there is potential for overlap between the objectives of the FFV and a stand-alone VPL.
It is vital therefore for the FFV and the VPL to work together and not against one another to maximise the value of any opportunities going forward. My recommending that the VPL be reconstituted as a separate body, it is fundamental that the authority conduct its affairs, be subject to a licence from the FFV.
The licence agreement would cover such areas as:
•formalisation of the relationship between the parties
•availability of players for State team duty
•contractual arrangements, including competition clauses for sponsorship, marketing, broadcasting and television rights and intellectual property
•protection of pre-existing intellectual property of the parties
•game development responsibilities
•funding, including assurances that the licensee is in a sound financial position and that the State body will not be called on to fund the competition
•revenue and expenditure responsibilities and sharing arrangements
•resource requirements, including administration and technology
•reporting requirements, including financial and operational
•strategic planning
•communication protocols
•conflict of interest management
•dispute resolution
•cross-representation on participants’ boards
•Other standard contractual terms such as insurance, indemnity, compliance with laws, etc.
•Structural and governance matters.
Under such a licence, the FFV can retain a level of influence in the VPL in those areas it deems important. This could include:
•media/broadcast agreements
•sponsorship and marketing
•funding
•Game development.
This then enables the FFV to focus on its core responsibilities of game development, at grassroots and elite levels, and State teams meeting the expectations of stakeholders in these areas.
Participating Clubs Benchmarks
To ensure that these standards are maintained and enhanced, the League itself must have a well-resourced central administration, which will provide direct assistance to all clubs. Additionally, continuous monitoring of clubs against criteria and benchmarks must occur.
First step, based on geographical criteria, is the identification of the number of markets that constitute the initial competition, to enable clubs or new entities to apply for a position in a specified market.
The following factors should be considered:
•Existence of a suitable local ownership group.
•Size and demographics of the market.
•Level of support for soccer in the market.
•The availability of a suitable stadium.
Next assessment of the applicant’s business plan in each market.
Thirdly addressing the criteria and benchmarks that the applicants must demonstrate they can achieve.
Those benchmarks and criteria will include the following areas:
•Financial Criteria
One of the major problems of the current VPL clubs is that of under-capitalisation. Initial club requirements for the VPL will be $500K each for the establishment costs of the League. And $1Mil in capitalisation of each team.
Budgets to be determined by central body though salary cap to be based on 50% of revenues.
•Venues
Boutique stadiums with capacities of 5,000-10,000 meeting minimum standards. Stadiums to be well serviced by public transport. Stadiums should provide clean signage, as well as concession rights, to maximise revenues.
•Management and Staff
Each Club must employ appropriately qualified key personnel and support staff within a proper infrastructure.
•Branding Strategies
With the assistance of the League’s central administration, each club must put in place strategies and emotional links between local communities and the club.
•Community Relationships
Each Club will be required to establish and enhance links and relationships with their respective local communities and relationships with their respective local communities.
•Teams
Each Club shall field a Senior Men’s team, a Senior Women’s team, an Under 21 Men’s team, an Under 18 youth team boys and girls, and an U16 youth team boys and girls. These teams shall be fixtured so as to compete in their own competition and shall be subject to promotion and relegation within their competitions.
That’s pretty much how I see it. And it only took about seven years to write.As these reforms are obvious I can't help but think there is something I'm not aware of which is holding them up. Probably self interest and the ethnic cleansing isn't finished yet.
Creating a Stronger VPL
The need for changes to the current VPL competition
Some people have noticed the crowd for the grand final of the VPL was only 4,000.The expectation is that the crowd for a Grand Final should be higher. The need to have an understanding of why the game in this State in this situation and the possible remedies is self apparent.
The game presently does not offer the thousands of Victorians interested in soccer the opportunity to attend and follow a high quality national competition.
Not only is the establishment of a quality competition necessary for the growth of the commercial game, it is essential if the FFV is to achieve the fundamental objectives of:
•Engaging the games fan base.
•Further development of the game at grass roots.
•Increased player participation.
•Further development of elite players.
•Success at National Club level.
Historical Background
The VPL or similar has existed since 1909 any various guises, Victorian premier League, State League or Division 1.
Since 1977 with the start of the NSL there existed and informal promotion and relegation system until the end of the NSL in 2004 with the return of South Melbourne and Melbourne Knights to the competition in 2005.
The competition is subject to promotion and relegation with seven levels of competition. The competition is managed, marketed and regulated solely by the FFV. All Clubs must be Incorporated Associations and cannot by privately owned.
The competition is controlled by the Football Federation Victoria and it is not clear how much interest the current board and administration in maintaining the VPL as the “Premier” State Competition. The FFV has in the recent past proposed a select entry competition, the V-League in 2008and the Zonal competition the “Summer League” in 2009.
The FFV has instituted changes to the VPL in Club composition and promotion with little success. In fact the effects have been negative in terms of spectator and media interest.
The strategies implemented have not provided the VPL with mainstream credibility or credibility with in the footballing fan base, that it has been seeking because of a number of factors, which include:
•Under-capitalisation of the VPL.
•Under-capitalisation of the clubs.
•Reduction in playing standards because of the outflow of players to the Gay Leagueand overseas, the influx of “back packer” players, the narrow player development focus, leading to a perception that the League is sub-standard
•Negligible marketing spend by the FFV and almost all clubs.
•Lack of central approach to marketing.
•Lack of suitable media coverage Television, Radio and Print.
Notwithstanding its lack of success, the VPL has proven resilient, though this appears to be as a result of the commitment and passion of club members and benefactors rather than through successful club business models.
In comparison to other football codes, there is no downward flow of funds from the FFV, instead clubs have to contribute to the FFV’s and VPL’s operating expenses.
The question of reform has been on the agenda for a number of years without any real progress being made.
Structural conditions and recommended changes between VPL Clubs and the FFV
Presently, the VPL sits within the structure of the FFV. There are common employees of the VPL and FFV. The FFV controls the operations of the VPL, including influencing the league’s development, funding, sponsorship, broadcast/media contracts, player conditions and player transfers.
The VPL has been reported to be floundering through lack of financial resources, collapse or financial difficulties of clubs, reducing spectator numbers, lack of television exposure and an exodus of many of the elite players to the A-League, Europe and elsewhere to pursue their football careers. The VPL is understood to require considerable resources of the FFV while the participating Clubs pay large fees to in the VPL.
I believes the VPL (State 1 should be included when discussing the VPL) has a better chance of success if it is allowed to operate as a stand-alone body with its own board and constitution, and able to set its own rules and regulations, with the VPL clubs as members. However, because the FFV has responsibility for the wellbeing and development of the game at State level, there is potential for overlap between the objectives of the FFV and a stand-alone VPL.
It is vital therefore for the FFV and the VPL to work together and not against one another to maximise the value of any opportunities going forward. My recommending that the VPL be reconstituted as a separate body, it is fundamental that the authority conduct its affairs, be subject to a licence from the FFV.
The licence agreement would cover such areas as:
•formalisation of the relationship between the parties
•availability of players for State team duty
•contractual arrangements, including competition clauses for sponsorship, marketing, broadcasting and television rights and intellectual property
•protection of pre-existing intellectual property of the parties
•game development responsibilities
•funding, including assurances that the licensee is in a sound financial position and that the State body will not be called on to fund the competition
•revenue and expenditure responsibilities and sharing arrangements
•resource requirements, including administration and technology
•reporting requirements, including financial and operational
•strategic planning
•communication protocols
•conflict of interest management
•dispute resolution
•cross-representation on participants’ boards
•Other standard contractual terms such as insurance, indemnity, compliance with laws, etc.
•Structural and governance matters.
Under such a licence, the FFV can retain a level of influence in the VPL in those areas it deems important. This could include:
•media/broadcast agreements
•sponsorship and marketing
•funding
•Game development.
This then enables the FFV to focus on its core responsibilities of game development, at grassroots and elite levels, and State teams meeting the expectations of stakeholders in these areas.
Participating Clubs Benchmarks
To ensure that these standards are maintained and enhanced, the League itself must have a well-resourced central administration, which will provide direct assistance to all clubs. Additionally, continuous monitoring of clubs against criteria and benchmarks must occur.
First step, based on geographical criteria, is the identification of the number of markets that constitute the initial competition, to enable clubs or new entities to apply for a position in a specified market.
The following factors should be considered:
•Existence of a suitable local ownership group.
•Size and demographics of the market.
•Level of support for soccer in the market.
•The availability of a suitable stadium.
Next assessment of the applicant’s business plan in each market.
Thirdly addressing the criteria and benchmarks that the applicants must demonstrate they can achieve.
Those benchmarks and criteria will include the following areas:
•Financial Criteria
One of the major problems of the current VPL clubs is that of under-capitalisation. Initial club requirements for the VPL will be $500K each for the establishment costs of the League. And $1Mil in capitalisation of each team.
Budgets to be determined by central body though salary cap to be based on 50% of revenues.
•Venues
Boutique stadiums with capacities of 5,000-10,000 meeting minimum standards. Stadiums to be well serviced by public transport. Stadiums should provide clean signage, as well as concession rights, to maximise revenues.
•Management and Staff
Each Club must employ appropriately qualified key personnel and support staff within a proper infrastructure.
•Branding Strategies
With the assistance of the League’s central administration, each club must put in place strategies and emotional links between local communities and the club.
•Community Relationships
Each Club will be required to establish and enhance links and relationships with their respective local communities and relationships with their respective local communities.
•Teams
Each Club shall field a Senior Men’s team, a Senior Women’s team, an Under 21 Men’s team, an Under 18 youth team boys and girls, and an U16 youth team boys and girls. These teams shall be fixtured so as to compete in their own competition and shall be subject to promotion and relegation within their competitions.
That’s pretty much how I see it. And it only took about seven years to write.As these reforms are obvious I can't help but think there is something I'm not aware of which is holding them up. Probably self interest and the ethnic cleansing isn't finished yet.
