James Johnson on how the Club Licensing System is critical to progress of Second Division

On Thursday, Football Australia released their reformed Club Licensing System Regulations that will increase standards at clubs across the top three tiers of Australian football – as a key part of broader structural reform they are engineering to take the game forward.

Reforming the Club Licensing System was an agreed responsibility Football Australia took on during its unbundling of the A-Leagues to the Australian Professional Leagues in December 2020, and is something Football Australia CEO James Johnson sees as critical to unlocking standstill issues facing the game, such as the proposed National Second Division (NSD) and Domestic Transfer System (DTS).

“We have challenges in the sport, namely around player development at the moment, and right at the very heart of the Club Licensing System are standards and requirements that really need to be reviewed on an annual basis. So we’ll continue to lift the standards in club football with a particular focus on youth development,” Johnson, who oversaw the Global Club Licensing Program while at FIFA, told Soccerscene

“That’s going to align very well with some of our other initiatives, like a Domestic Transfer System that has player development at its very core. It’s something we need to fix now; it’s something I don’t think is an opinion, it’s a fact.

“These measures – Club Licensing, a transfer system, the second tier competition – are all designed to improve the level of our players, the benefit of which we will see in the years to come.”

Club Licensing has historically been managed by the Asian Football Confederation as a means of ensuring minimum standards for clubs to compete in Asian club competitions. By taking it into their own hands, Football Australia can now raise and specify standards for clubs at not just the professional level, but the levels below it.

The regulations include certain criteria that must be met to compete and continue to compete in certain competitions, broken into five categories: Sporting, infrastructure, personnel and administrative, legal, and financial – with variations in each to reflect multiple levels of the pyramid. 

“First and foremost, this new Club Licensing System will be a set of criteria that needs to be fulfilled in order for all clubs to participate in Asian club competition, but also for all clubs in the A-Leagues to continue their ability to participate in that competition,” Johnson said. 

“The second part, the more strategic football development angle, is that it is designed to become a strategic plan for club development and enhanced governance of clubs throughout the country. It really sits right at the heart of key decisions clubs would take, and how they operate on a day-to-day basis.”

The new system is designed to cater for clubs at the professional (A-Leagues), semi-professional (NSD) and state-league (NPL) levels, providing an overarching set of standards to promote uniformity between clubs and divisions. Theoretically, it could also prepare clubs for movement between divisions if promotion and relegation were to come into effect.

Johnson sees that uniformity as vital to the game moving forward, given the three tiers will be administered by three different organisations: The A-Leagues by the Australian Professional Leagues, the mooted NSD by Football Australia, and the NPL competitions by their respective Member Federations. 

“You have to set different standards for different levels of football. As we roll out the second tier competition in the coming years, Football Australia would licence clubs to participate in that competition because it would be the competition administrator,” he said.

“The next step would be to go down the pyramid. There’d be a continual evolution of the Club Licensing System where we’d set a strategic framework that the competition administrators, the Member Federations, would ultimately work under, in order to create their own criteria for participation and access to the state level competitions.

“That framework that the Member Federations would operate under would give each region across the country a good level of specificity to develop their own criteria to access their own region.”

Concerning the level of football not currently in place – the proposed  second tier – Johnson stated the Federation had the backing of the AAFC, the representative body of the clubs looking to step from the NPL into the second tier of competition, over the new Club Licensing System.

“The AAFC are very much aligned with the direction Football Australia are wanting to go. Their interest in licensing is concerning the NSD, and I don’t think there would be any issues there provided we set the criteria as the right levels,” Johnson said.

“What we’ll get once the system is implemented is the ability to analyse clubs all around the country. We’ll be able to benchmark how clubs in Victoria are performing on and off the pitch, against teams in Brisbane or Hobart or Perth.

“One of the big values of a CLS is it’s a measuring stick that helps us understand which areas clubs around the country are strong in, and which areas they need more focus on. Ultimately, that’s how we grow club football.”

Tasked with overseeing the licensing reform is Natalie Lutz, who Football Australia hired as their Club Licensing Manager in January. Lutz has considerable experience in the field, having previously overseen the rollout of club licensing across the CONCACAF Federation. 

“Natalie knows what she’s doing, she’s very experienced, she was responsible for the roll out of a Club Licensing System in 40-odd countries in the Americas. We have her in the business now, which is why this project is evolving,” Johnson said.

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Auckland FC champions $300 Million arena development at Western Springs

Auckland FC has thrown its weight behind a transformative $200-300 million proposal to redevelop Western Springs Stadium into a cutting-edge, multi-purpose venue that would serve as the club’s permanent home ground.

The Auckland Arena project, spearheaded by Auckland FC investor Ali Williams, aims to establish a 12,500-15,000-seat stadium alongside expanded facilities capable of hosting concerts for up to 25,000 patrons.

The ambitious development would incorporate event spaces and community sporting facilities, positioning itself as a comprehensive entertainment precinct.

Auckland Council and Tātaki Auckland Unlimited, the current owners and operators of Western Springs Stadium, have commenced public consultation on the venue’s future, with Auckland Arena representing the preferred option for the A-League club.

Ali Williams, a former All Blacks lock and prominent backer of the proposal, emphasised the broader community benefits beyond football.

“This isn’t just about giving Auckland FC a home of our own, it’s about creating a community asset we as Aucklanders can all enjoy – whether we’re regularly going to games or not,” Williams said via Auckland FC official media post.

The proposal’s financing structure presents a significant drawcard for ratepayers, with the entire development to be privately funded.

 Under the arrangement, Auckland Council would grant a 50-year ground lease with two optional 25-year extensions, ensuring public ownership of the land whilst transferring all construction, operating and maintenance costs to private investors.

Tātaki Auckland Unlimited preliminary assessment suggests the arrangement could deliver ratepayer savings of approximately $18.1 million over the next five decades, as buildings would revert to council ownership at the lease’s conclusion.

Auckland FC has mobilised its supporter base to advocate for the proposal through Auckland Council’s submission process.

Fans can lodge their support online through the council’s consultation portal or submit written feedback via forms available at Mt Albert, Point Chevalier, Grey Lynn and Central City libraries.

The consultation period closes at 11.59pm on Sunday, 15 June 2025, with the club urging supporters to select “Option One – Auckland Arena” in their submissions.

The development represents a significant step forward for Auckland FC’s infrastructure ambitions and could establish a new benchmark for privately funded sporting venues in New Zealand’s largest city.

Building an inclusive sports future: Interview with No Limits Sports CEO Josh Clark

No Limits Sports is an organisation dedicated to fostering a lifelong love of sport in children by providing safe, inclusive, and engaging programs that build fundamental skills, promote fairness and sportsmanship and uphold strong safeguarding standards.

The company was founded 13 years ago, starting as a “one-man operation”, and has since expanded into a nationwide provider with over 750 coaches and a wide range of programs delivered across both metro and regional areas. 

Speaking to Soccerscene, CEO of No Limits Sports Josh Clark shares how he grew the company from a business ran by just one person into a national organisation focused on inclusive, accessible sports programs for children of all abilities and backgrounds—overcoming recruitment challenges, expanding into regional areas, and embracing Indigenous culture—while continuing to grow and eyeing international opportunities.

Can you tell us about your responsibilities as CEO and how No Limits Sports has grown and changed since it began?

Josh Clark: As CEO, I’m involved in nearly every part of the business. My responsibilities span from recruitment and managing staff to overseeing marketing, sales, bookings, and logistics, right down to handling payroll and invoicing. With a large team of coaches operating nationwide and a sizable office team, there’s always something that needs attention.

When I first launched No Limits Sports, it was just me — a one-person operation. Since then, we’ve grown into a national organisation. That growth has brought more complexity and diversity to what we do, which has naturally changed the nature of my role. I began in a hands-on coaching capacity, but this quickly changed. I’ve transitioned into more of a strategic leadership position, focused on long-term development and guiding the broader direction and growth of the company.

Were there any initial challenges you faced when expanding No Limits Sports and if so how did you overcome them?

Josh Clark: One of the biggest challenges we faced—both in the early days and still to some extent today—has been recruiting the right staff. We’re always looking for experienced and qualified coaches, but we also believe in investing in emerging talent. We often bring on younger, less experienced individuals who show potential and offer them training and upskilling opportunities to help them grow into the role.

In recent years, we’ve implemented a robust recruitment and HR software system, which has significantly streamlined our hiring and onboarding processes. It’s made it much easier to manage applications, track coach development, and stay organised, especially as we’ve expanded into regional areas beyond the metro centres. That investment in technology has been a key part of overcoming the recruitment challenge and supporting our continued growth.

How does No Limits Sports ensure that its programs remain inclusive and accessible to children of all abilities and backgrounds?

Josh Clark: I’ve been deeply passionate about ensuring our programs are inclusive and accessible to children of all abilities and backgrounds. We’ve proudly partnered with the Special Olympics for over 10 years, and we work closely with numerous special schools and support units across the country to deliver tailored sports programs for students with additional needs.

We’ve developed our own inclusive programs, as well as using The Special Olympics’ programs to ensure that all children can participate regardless of their ability. A key part of this commitment has been investing in our coaching team, providing them with specialist training and qualifications so they feel confident and capable of delivering inclusive sessions.

Another priority for us is reaching students in regional and remote communities. Many other sports providers don’t have the capacity to operate in these areas, but we’ve made it a core part of our mission. We deliver programs in places like Alice Springs, Port Lincoln, Devonport, Lismore, Gladstone, and so many other regional towns.

Inclusivity, both in terms of ability and geography, is central to what we do. Whether it’s special schools, regional communities, or mainstream metro programs, we’re committed to making quality sports experiences available to every child, no matter where they live or what their needs may be.

Image credit: No Limits Sports

Can you tell us a bit about the Traditional Indigenous Games (TIG) the significance of incorporating it into your curriculum and the impact it has on participants?

Josh Clark: Our Traditional Indigenous Games (TIG) program is based on the Yulunga: Traditional Indigenous Games resource developed by the Australian Sports Commission. This collection features over 140 games from Aboriginal and Torres Strait Islander cultures across Australia. We’ve carefully selected the most engaging and popular games that really resonate with students and work well in a school or community setting.

The program is rooted in extensive research and documentation of traditional games from diverse Indigenous communities. We make a point to honour the cultural origins of each game by sharing its traditional name, the region it comes from, and the original materials used. For example, some games were originally played with kangaroo skin balls—while we now use modern equipment, we ensure students still understand the historical context and cultural significance.

The TIG program is especially popular around NAIDOC Week, with many schools and OOSH & vacation care services incorporating it into their celebrations. Beyond the cultural learning, the games themselves are incredibly fun and active—many involve teamwork, ball handling, and evasion skills, which translate well to a variety of other sports. Most importantly, the program gives students a meaningful way to engage with and appreciate Indigenous culture through physical activity, often playing games they’ve never experienced before.

What feedback have you received regarding the impact of No Limits Sports programs on children’s development?

Josh Clark: Our goal as a business is to help children develop a lifelong love of sport by giving them access to try lots of different sports and activities, making sure it’s done in a really inclusive and fun environment. We regularly receive positive feedback from schools, parents, OOSH services, and the clubs we collaborate with, which reassures us that we’re making an impact.

The most meaningful feedback, however, often comes from two key areas. First, from regional schools where students may not have previously had access to quality coaching or diverse sports programs. Second, from our inclusive sports programs, particularly those designed for children with additional needs. Hearing directly from students, parents, and schools in these spaces about the positive difference we’ve made is incredibly rewarding and reinforces why we do what we do.

Image credit: No Limits Sports

How is No Limits Sports currently tracking and what does the future hold for the company?

Josh Clark: We are growing rapidly, both in terms of the number of customers we work with and the size of our coaching team. We’ve seen consistent year-on-year growth and currently operate across all States and Territories in Australia. We’re also exploring opportunities to expand internationally, with New Zealand being a potential next step.

Looking ahead, the upcoming Brisbane Olympics in seven years adds an exciting layer of opportunity for the Australian sports industry. There’s been a renewed national focus on grassroots participation and talent development, which aligns perfectly with our mission. It’s an exciting time to be in this space, and our goal is to continue expanding our reach and increasing the number of quality coaches we provide across all communities.

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