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Promotion and relegation is one of the few constants in nearly every single soccer country across the globe. It makes the sport unique and it gives each team something to play for each season. It also makes it one of the most cutthroat sports on the planet. Why is that? Well, to prove this statement, let’s take a look at the Australian Football League.
Teams will often rise up and drop down the ladder over the years, with no club recognised as the club to beat every year (like Sir Alex Ferguson’s Manchester United). It’s much more of a lottery. Yes, coaches, players, fans etc. would suffer as a result of a club doing poorly. But unlike soccer leagues across the world, there’s no punishment for poor performance. If you finish bottom of the ladder, you get rewarded with the number one draft pick.
The system works but imagine if the same system was implemented for a soccer competition. Would it work as well as it does in the AFL? The answer is simple, no.
For starters, fans wouldn’t be as invested as we see in the European leagues. Even if their club is fighting off relegation, fans will come in droves to cheer them on. In Australia’s A-League, if a club is struggling, you’ll very rarely see packed out stadiums.
The league itself would feel like it was coming off a conveyer belt each season. It would be the same teams, the same stadiums and the same league each season. Again, we see this in the A-League, but they also have the FFA Cup and there are new teams entering the competition, starting with Western United next season.
These two factors are what makes the European leagues so successful. Who would’ve thought that Bournemouth, a club that not too long ago was non-league, would now be a mainstay in English football? What about how Huddersfield Town, who despite already being relegated this season, would’ve had the season from heaven to get promoted to the top flight.
It’s the beauty of European soccer, that there are the big teams that have been the benchmarks for so long as well as the battlers who scrap their way through the divisions.
This is where the A-League is losing so much potential to create a strong, multi league soccer country that is outside of Europe. FFA Chairman Chris Nikou recently suggested that promotion and relegation may not enter Australian soccer for up to 15 years, a suggestion that could harm the sport’s future in the country.
Soccer has grown exponentially in the last few seasons in this country, especially at the community and grassroots levels. Junior participation is at an all time high and interest in the National Premier Leagues across the states has never been greater. If anything, the next few seasons would appear to be the perfect time to implement some sort of promotion/relegation system.
The FFA, in refusing to create a system, is neglecting the people that have madder soccer in this country what it is today. Those at the grassroots and community levels are the heart and soul of Australian soccer and have been ever since the early NSL days. Clubs such as South Melbourne and the Melbourne Knights defined Australian soccer for decades and now, when they, along with a host of other clubs want to change soccer for the better, the FFA neglects them.
The FFA should take a leaf out of European leagues books, but sometimes the evidence is right in front of them. In the last two seasons, the NPL in Victoria has seen some crazy final days and some clubs in promotion and relegation fights that are simply unbelievable.
In 2017, the Melbourne Knights struggled and finished third last on the table, entering the promotion/relegation playoff against Dandenong City. Despite winning 3-2, to see such a historic club almost leave the top flight was a massive surprise. 2018 however, was far more remarkable.
Green Gully are another revered NPLVIC side who have won titles in years gone by. They finished third last and entered the promotion/relegation match against Moreland City. They were down 2-0 in the 90th minute and looked a certainty to be relegated.
But through sheer force of will, they scored two quick goals, sent the game to extra time and scored a late winner to secure safety in the top flight. That level of drama has never been seen before at the NPL level and if the FFA could open their eyes to the possibilities a pro/rel system would create up, we could see it in the A-League.
Instead of going through the motions, every A-League season could have extra meaning with clubs knowing that there is always something on the line. Because in recent seasons, the desire from players, clubs and officials behind the scenes appears to have been non-existent.
As always in Australian football, 2021 is set to be a big year.
After a year which was continually disrupted by a global pandemic, the game’s future seems to be much brighter in 2021. Here are some of the reasons why:
An Independent A-League and W-League
After years of infighting, the A-League and W-League were finally unbundled from Football Australia on the last day of 2020.
A new organisation of A-League club owners, under the moniker of Australian Professional Leagues (APL), will now take over the operational, commercial and marketing control of both leagues.
Essentially, the league’s power brokers will now have more incentive to invest and market the leagues as they now have the impetus to attract and organise their own business dealings.
Chair of APL and co-owner of the Western Sydney Wanderers, Paul Lederer, spoke of the importance of the deal: “This is an historic moment for the future of football in Australia – for the fan, for the player, for the whole game.
“It’s now time to earn and deliver the future our game deserves. The handbrake on the game is off; owners can finally invest in what they own and create value for the entire footballing ecosystem.
“Players can plan their careers in Australian football, fans can reconnect with the game that they love, and clubs can create meaningful moments for the whole Australian football family.”
Domestic Transfer System
One of Football Australia’s ‘XI Principles’ outlined the need to stimulate and grow the Australian football economy, with the establishment of a new and modern domestic transfer system mooted as a proposed measure.
Last week Football Australia released a Domestic Transfer System White Paper, which will set the wheels in motion to revamp the current model into one which falls in-line with the rest of the global game.
It’s an area where Australian football is falling behind, with FIFA reporting in 2019 that Australian clubs only received US$1.9 million in international transfer fees, compared to other Asian nations like Japan who garnered US$29.4 million.
Football Australia CEO James Johnson has placed significant importance on the issue and the implementation of a proper domestic transfer system will finally reward a broad range of clubs across the Australian football pyramid.
“The establishment of a modern Domestic Transfer System in 2021 by Football Australia will seek to remedy the ‘gap’ that has been created in the Australian football ecosystem by providing opportunities to progressive clubs at all levels of the sport to generate new revenue streams which can be deployed into the ongoing training and development of players, and the clubs themselves,” he said.
“We believe that the implementation of a fit-for-purpose system will have transformational benefits for football in Australia and particularly our professional and grassroots clubs by reconnecting the game and stimulating growth,” Johnson concluded.
National Second Division
The Australian Association of Football Clubs (AAFC) is set to release a report on the progress of their plans for a national second division in the coming days, in a move which should enthuse the Australian football public.
A national second division (eventually with promotion and relegation) will bring a range of benefits to the football system here and will be a unique identifier which separates the game from a range of other sports played on our shores.
There does seem to be some hesitance from A-League clubs however, to immediately green-light a national second division.
Speaking with Box2Box, AAFC Chairman Nick Galatas responded to Lederer’s comments. “It doesn’t really bother us much because I don’t think the issue will come down to Paul in the end. It’s not really about him”, he said.
“I was surprised to hear the comments, I’ve got to say, but equally had he said the opposite, it wouldn’t have mattered much either.
Ultimately, the decision will come down to Football Australia as the APL does not have the appropriate regulatory functions.
The current FA administration is much more willing than previous administrations to introduce a second tier, previously listing the need to continue the development of a framework for a national second division, in their ‘XI Principles’ document last year.
New Broadcast Deal
Fox Sports re-negotiated their TV deal with the A-League and other Australian football properties when the competition went into shutdown during the COVID pandemic.
The deal was reduced in both dollars and length, with Fox Sports paying just over $30 million for a one-year agreement which runs out in July of this year.
There is a possibility that Fox may pass on extending that deal, but that does present the game with opportunities to seek out a new broadcast partner or to take things into their own hands and build up their own streaming service.
The game’s TV deal with the ABC is also set to expire this year, with the need to find the right balance between free-to-air exposure and broadcast revenue becoming increasingly important.
New potential broadcasters that may be interested in striking an agreement include:
Optus Sport: Currently have the rights to competitions such as the English Premier League, UEFA Champions League, J-League and K-League,
James Johnson has faced unprecedented challenges during his first 11 months as Football Australia CEO.
But despite the global pandemic impacting almost every facet of the game, the code appears well-placed to thrive under his leadership moving into the new year.
In an exclusive interview, Johnson spoke with Soccerscene to discuss the unbundling process, the state of sponsorship, infrastructure challenges, and the growing push for a national second tier.
Q: With the unbundling process nearly finalised, how is Football Australia planning to reform its business model, and what will those reforms look like?
James Johnson: So, we’ve principally unbundled but have not formally unbundled. The clubs are operating the leagues and the league is already responsible for its own sponsorship deals, so the unbundling is already happening day in day out.
The actual written documents – we call them longform agreements – have not been signed yet, but they are close. We have agreed on all the main points principally, but there is still negotiation the fine details of the agreement. We are very close to being able to sign this off and very confident to get this finalised in time for the beginning of the A-League/W-League season.
It is going to be a different model post unbundling. It is a model that is not complicated, but sophisticated. It demonstrates that the sport is maturing.
Football Australia’s role post-unbundling will be as the regulator of the professional game. This means we will regulate the transfer system, the player status rules, we will regulate club licensing, and the domestic match calendar.
We will still have a very important role, but the league will become the operator of the competition, so all of the operation matters will be for the clubs to run.
This has been a long journey for clubs, and it is a big opportunity for them to step up – and I am confident that they will. I think they will do the game proud and will be there to regulate the competition but also to support and grow the competition.
Q: Has Football Australia considered partnering with private enterprise to develop football related infrastructure projects to combat the shortage of grounds, but also prepare for the Women’s World Cup?
James Johnson: Infrastructure is key to us. If we go back to our 11 principles, infrastructure is an important part of that vision.
Infrastructure for the game across the country is a challenge. At the top level of the game, we have some issues of non-football specific stadiums, which affects the elite level, but the bigger challenge for us is actually at the grassroots.
We have such as large base of participants that simply, there is not enough fields for children to play, and that’s not ok. But it is a challenge that we recognise. Our opportunity is to leave a legacy in relation to the Women’s World Cup for our infrastructure at community level.
We see a big opportunity for participation growth in the women’s and girl’s space. Currently, girls make up only circa 22 per cent of the overall participation base, but we believe this is going to grow substantially over the next seven years. We believe that by 2027 we can achieve a 50/50 split, which would see a considerable growth of our base.
This means participation will rise, but there is no point in these numbers rising if we do not have new facilities to support children to play the game.
This is going to be a key part of our ask to government. Football is the biggest participant sport in the country and our children, in particular our young girls, need support as they will be playing more football, more often.
Q: Due to the recent decline of sponsors as reported in the Australian, could we see an expanded footprint of commercialisation opportunity?
James Johnson: With the unbundling occurring in the league, our business model will change. If we look at broadcast, the most economic value in the broadcast revenue stream is through the professional leagues, which provides the most content to fans week in and week out. Post-unbundling, the league will be licensed the rights associated with the professional leagues. Naturally, Footballl Australia’s own business model will change.
Football Australia won’t be as reliant on broadcast as we have in the past. This will be something for the clubs and the league as that will be their big revenue source. It means we will change and have a bigger focus on two key focus areas, sponsorship, and government.
To touch on sponsorship, it’s at an interesting point. As a result of COVID-19, we are seeing a lot of interest in investing into the community and investing into women’s sport. This is because businesses want to be seen as being part of the resurgence of the community post the pandemic.
On top of that, we have got the Women’s World Cup coming to our shores in 2023, so there is huge interest in sponsoring the women’s game, particularly the Matildas. We’re very excited about the sponsorship space, it’s a different market today than what it was eight months ago and we are well-positioned due to the strength of our community and brands of our national teams, coupled with the interest of the 2023 Women’s World Cup.
We have really focused on creating strong links between our national teams, in particular, our Matildas and our community – this is a great strength of our sport and positions us well against other sports in Australia.
We’ve got a lot of big sponsors knocking at the door. We announced a deal with Priceline just last week and we’re looking forward to announcing several new sponsorship deals by early 2021. We are very confident and very well placed in the sponsorship space.
Q: How can Football Australia utilise digitalisation and O.T.T to improve revenue streams for the game?
James Johnson: This is not a new discussion. When I was at FIFA a few years ago, there was talk of moving to O.T.T platforms and when I was at Manchester City last year, we were talking about it with other European Clubs.
It is going to happen one day within the industry, the question is when. We are developing the knowledge inhouse, so we are ready to go when the transition in the market starts. Whether that is this year, next year or three years’ time, that is a question mark at the moment.
If you go back to the 11 principles, it is in there. We spoke about potentially creating a Special Purpose Vehicle (SPV) for the purposes of trying to bring capital into the sport because O.T.Ts require substantial investment. The SPV was a practical consideration on how we get money invested in the creation of an O.T.T. This could be something we could partner our new professional league with or it could be something we look at ourselves.
What we’re doing in the meantime is really pushing our digital networks. We saw a big opportunity during COVID, while there was no professionalised live sport, to really push great historic matches and other content.
The overall approach resulted in record numbers across Socceroos and Matildas digital channels, with over 48 million video views across the network. We believe we can build on that in 2021, with Australian national team fixtures coming back online across the globe.
Q: What is your opinion on the growing momentum for a National Second Division, and has Football Australia done any modelling as to how the division may look?
James Johnson: A second tier competition on a national level can work. Circa 75 per cent of the 211 FIFA National Associations have second tier competitions, so it should work, but we have some very specific challenges in Australia. We are similar to countries like the United States, Brazil, and India. We live on a continent so the logistical costs for a competition are extremely high.
If I look at the A-League budget, there is a lot of spend on travel and accommodation. There is a huge cost to run national level competitions in Australia. So, there are challenges with having a second national competition in Australia, but there are certainly opportunities as well.
We want a second-tier competition, we think at the moment it is still a theoretical conversation, a conceptual conversation. Where we want to get to with this conversation – and this is our continual message for the clubs that would like to participate in a second-tier competition, as well as the AAFC – we want the conversation to be practical. We need to see how this can work in a practical sense.
We want work to be done around how much each club can put on the table, not only to run a second-tier competition, but also how much additional funds can clubs put into centralising the administration. We are yet to see this practical work.
It can work. I hope we get there, and I think that we will, because there is a lot of strategic football objectives to gain out of a second tier.
There are more opportunities for players, coaches, referees, and administrators, and more meaningful match minutes.
This is what we want but we need to crunch the numbers and we need to make it practical. That’s what we haven’t done as a code yet.
We have taken a strategic decision this year (in 2020) to really focus on the unbundling process, and that’s almost done. That will then free us up, because the other competition related time has been spent on changing the FFA Cup, because these are existing competitions and they’re good competitions, because it is the only open national level competition in our country
I think a lot of the interest in having a second tier we’ve started to shape within the parameters of the FFA Cup. Things such as having access to the Asian Champions League and the open draw. These are all very football purist dreams and we’re already starting to realise them through the FFA Cup.
We are an organisation that has established and operated competitions in the past. Thus, as we get the FFA Cup up and running again in 2021 and as we unbundle the A-League, we are going to have time and resources to focus on the practicalities around a second tier.
The fans roar as the fireworks explode – with music blasting a Mexican wave engulfs the stadium. Cricket Australia’s Big Bash League (BBL) has succeeded in attracting families to their sport, which is something that the A-League could look to replicate.
The A-League could learn from both the failures and successes of the Big Bash League to rejuvenate football in Australia, with a BBL style concept to attract consumers and fans to the A-League in a unique manner.
However, an approach into a BBL style experiment would have to be taken carefully as there is a fine line between creating a product that is viewed as a serious competition and creating a product that is looked down upon such as AFLX.
The BBL’s peak was on January 2, in 2016 when 80,883 fans packed into the MCG to watch a match between the Melbourne Stars and the Melbourne Renegades.
While the Big Bash has been in a supposed decline in popularity since, the league has still been able to produce some large attendances.
54,478 people attended a Melbourne Derby on January 4 earlier this year – the third highest crowd for a BBL game in the league’s history.
Meanwhile the A-League’s highest crowd before COVID-19 interrupted the 2019/20 season was 33,523 people at October’s draw between Melbourne Victory and Melbourne City.
Cricket Australia’s success with the BBL came from creating an experience geared towards families and children – with pump up music, fireworks and flamethrowers that were suited to T20 cricket with its high scoring, exciting and shorter format.
Former Liverpool star Craig Johnston has suggested an idea of what an A-League version of the BBL would look like.
“Four quarters, 15 minutes each, rotating substitutes, sin bins, all the things you’re not allowed to do in soccer,” he told The Daily Football Show in 2019.
“So effectively in midfield, you could take a touch, get past a player and you could shoot for goal. Then the goalkeeper’s either saving that shot or it’s a goal.”
“We’re utilising the same players but we’re taking out their midfield and we’re giving the players and the consumers four times more of what they want in the quarter of the time.”
Johnston believes that a Big Bash style format should be adapted by Australian football with A-League teams.
“The big idea is the Big Bash of soccer, but then the kids copy it at their training grounds,” he said.
“It is professional six-a-side with A-League teams. The A-League teams split in half, red versus blue, they play against each other.”
“The Big Bash and the One Day series is the best thing that ever happened to cricket in terms of engaging young minds and future minds.”
If the A-League was to try BBL style product it would need to make sure the best players are available – a weakness of the Big Bash has been that some of the biggest names in Australian cricket do not play regularly in the competition as the league clashes with international fixtures.
An A-League Big Bash competition would also be taken more seriously if the best players were playing regularly.
Perhaps the naming rights sponsor of the competition could provide a cash prize to the winning club, to entice clubs to field their best players.
One lesson that the A-League could learn from the Big Bash is that it has been made too long, something that even stars of the competition like Glen Maxwell have admitted.
“I think the length of the tournament when it was 10 games, I think we all really enjoyed that. I think it was the perfect amount,” Maxwell told SEN in early 2020.
“I just think 14 games is just a little bit much. It just makes for a very long tournament and probably goes for a touch too long.
“With school starting again it makes it a bit more difficult to keep the interest levels going until the end (of the season).”
The Big Bash was at its best when there was a limited number of games played predominantly in the school holidays.
If each A-League team played each other once in a new competition it could have an 11 game season plus a short finals series.
Ideally the A-League Big Bash concept would need to have as many games broadcast on free-to-air as possible – in order to easily accessible to fans.
There seems to be a lack of momentum coming into the 2020/21 A-League season, which is just under a week away. An Australian football version of the BBL could potentially be played as a lead in tournament to the A-League season, bringing attention and hype to the beginning of the competition.