Football association of Ireland (FAI) general secretary, Brendan Menton, has tendered his resignation, in response to the 'GENESIS' report completed by the Scotish Sports Consultancy firm.
The following are abstracts from the report
The Irish Football team, in achieving a ranking of 13th in the world, consolidated through their performance (12th place) in the FIFA 2002 World Cup, achieved a credible performance The commercial objective of a surplus of €1m is likely to be achieved.
The ticketing arrangements in particular were considerably better and more professional than in 1994.
The much publicised incidents relating to the late delivery of skips and the quality of the training pitch in Saipan had little technical impact on the performance of the squad in the World Cup.
They did result in Ireland’s Captain and arguably best player going home. They were the final straw in a self fulfilling prophecy.
The seeds which culminated in the captain’s withdrawal from the squad had been sown many years before and well nurtured over an extended period of time
Many observers believed the potential of the Irish squad was not fully realised
The overall planning by the FAI was inadequate for an event the size and scale of the 2002 World Cup. The fact that the eventual outcome was positive (on the field and commercially) was more a matter of luck than effective management practice.
The size, scale and possible impact of the World Cup were under-estimated. Except that carried out by the Team Management and a number of very capable individuals - both groups working almost in isolation from the FAI. The inexperienced Working Group was too informal in its set-up and operation and had little control over the outcome.
No formal learning was captured from previous major tournaments, or deployed to benefit the planning for this tournament and impact of additional workload for the World Cup not considered.
In general there is not a culture of discipline in the management of the FAI, with most basic management disciplines non existent with lots of words written about the FAI, its team and players before and during the 2002 World Cup.
There was, however, little effective communication with stakeholders, the management of the crises which emerged before and during the 2002 World Cup left a lot to be desired.
No management of high performance is practised by the FAI other than that delivered by the Senior Team and other team management while the Development Plan ‘One Game; One Association’ does not address this in any depth. There is no strategy or plans to develop key areas such as sports science and medicine. Given the clear talent emerging from Ireland this represents an opportunity lost
In comparison with other nations the following key points emerged: Country B – full debriefing carried out with players, management and staff
Country C – planning by HQ staff and Head Coach; debriefing planned for later in 2002
Country D - have a World Cup Committee, integrating Team and Technical Management.
The FA (England) began planning in March 2001, with a full time Project Manager. No Journalists, or Officials are allowed to travel with the team. All travel is direct, by charter flight The scope and complexity of the activity carried out by the FAI have grown significantly over the last decade. Little has changed in the governance and management of the Association over that time.
The voluntary leadership and professional management structures of the FAI are designed to govern football domestically, and do not address the needs of the International team competing as it does at the highest level in the world.
They fail even to recognise good organisational practice employed elsewhere in sport, including in Ireland
The FAI can improve its performance by: Accepting the need for change in the way they do things Making a number of modest changes in areas such as travel arrangements, PR/media and the way they treat their players Tightening up on management practices, processes and procedures Improving the management and logistics for major tournaments
This will not improve their competitive capability or performance in the tough and more competitive world of football, or resolve the major issues that emerged during the 2002 World Cup It will also not achieve the ‘new beginning’ desired by almost everyone we spoke to during this review…
Alternatively the FAI can:
Accept the need for transformation in the way it manages football and the performance of its international teams recognising the importance of its players . Recognise that to compete successfully and exploit the current growth in football as a sport and business, it needs to modernise and professionalise the leadership and management of the sport. Set objectives for success over the next 8 years which will result in taking football to a leading position in Irish sport and the FAI to a position as a peak performing organisation, admired throughout the nation and the football world.
Achieve a period of sustained stability.
A new beginning is open to the FAI as a result of the crises in 2002, if it wishes to grasp that opportunity
Immediate Action (next 3 months) The FAI must accept openly need for greater professionalism, need for change. They must acknowledge openly the importance providing for their players and coaches as the first priority planning and managing their arrangements.
A number of changes should be considered to policies and practices regarding the travel and other arrangements for international fixtures and major tournaments e.g. charter flights, media arrangements, contingency planning.
The FAI needs to take action in the following specific management areas e.g. contracts of employment, job descriptions, performance review processes.
Developing Effective Management and Functions (next 6 months): The FAI needs to make a number of senior appointments to lead and deliver the change secure sustained performance Chief Executive of the FAI Director of Performance Director of Football Operations Director of Marketing and Communications Director of Finance & Administration The FAI should prepare an International Performance Plan for the next 4-8 years to include: Setting up an International Performance Group
Development and implementation of a High Performance Strategy :
The FAI needs to embrace the need for a culture of discipline and planning, within the ethos that is unique and special to Ireland Setting objectives and making plans
Reviewing these plans regularly to secure successful outcomes Developing the skills of their people The FAI should continue their excellent work of developing coaching in Ireland, working with the NCTC to address especially the recruitment and development of future high performance coaches.
For the Long-Term (Planned over the next 12 months): A new beginning is open to the sport, if it wishes to grasp that opportunity. To achieve this there must be: Greater engagement and development of the key stakeholders in the sport
Football in Ireland should undertake a Development Initiative (4 Year Business Plan) The focus for development should be tightened along the lines of the Regional developments planned in ‘One Game; One Association’ with the League of Ireland clubs fully behind these efforts.
Football in Ireland needs to determine its goals with an accompanying strategy for the sport over the next 8-10 years (say to the 2010 World Cup). If the FAI is serious about competing in the world class of 21st century football, it needs to modernise and professionalise to reflect the needs of 21st century sport. The key areas to address are: Development of effective voluntary leadership, professional management and structures Reform of the existing Board of Management and Council.
Our recommendations are likely to involve an additional spend, which we believe can be covered out of existing and planned revenues.
Appointment of key executives is likely to cost an additional €400k.
Savings of €200k may be possible to compensate for these appointments.
A target of €150k should be set for additional external income.
FAI should consider increasing annual subscriptions to raise a further €100k, each year, to support the change over the next 4 years.
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