Will Australia now finally put football ahead of power and pettiness?

Ange Postecoglou’s comments on ABC’s Offsiders Program in regards to putting Australian football first, were compelling and accurate.

The former Socceroo mentor and now coach of Yokohama F Marinos in the J-League was explicit, precise and curt when commenting on the necessary response to the COVID-19 pandemic within the Australian game. For Postecoglou, it is an opportunity to do something rarely seen. That being, an active positioning of football well above all the vested interests and personalities that for decades appear to have thought themselves bigger than the game itself.

The former South Melbourne player stated, “Never forget what your prime product is and your product is the sport……..If you devalue the sport, you can save as much money as you want, eventually that devaluation is going to cost you.”

For Australian football, the reference to money is the hottest topic of conversation right now. Foxtel appears to have reneged on its most recent payment due to FFA, with A$12.5 million yet to hit the savings account of the governing body.

With three years to run on a broadcast deal that was signed in 2016 and valued at A$346 million, the media giant is within inches of walking away and leaving Australia’s elite professional league without a host broadcaster.

That deal was originally cheered home in 2016 by then Chief Executive David Gallop, yet in the years that followed, little was done to advance, promote and forward the game by the powers at be. Postecoglou was on the sidelines in a coaching capacity with the Socceroos for some of that time and his comments were no doubt directed towards those whom he sees as having failed to keep football as the focus.

No doubt FFA were jubilant each and every time the Socceroos qualified for the World Cup and the subsequent financial windfall that came their way. However, little effort was made to bring the domestic game together as one. Despite increased awareness of and interest in NPL competitions around the land, the governing body baulked time after time when it came to making the essential leap to full promotion and relegation across the country.

Essentially, Postecoglou’s words ring true to all those who have observed the first 15 years of the A-League competition. Efforts were made to expand the game from the elite level and little done to engage with the grass roots and the hundreds of thousands of Australians who showed little interest in the top tier competition.

By providing pathways for clubs to advance in league play and the ensuing incentive provided for players not directly involved in the rather limited junior and developmental systems of the ten A-League clubs, football in Australia has the potential to become interconnected and united; something of which Postecoglou is well aware.

Instead, the elite men’s competition had a few highs, many lows and ended up treading water over the last five years with little change, growth or development. High hopes were placed on expansion and Western United have made anything but a weak start to their existence. However, with the financial realities of COVID-19 hitting home, it is now likely we will see some A-League clubs fold or tread close to extinction.

A third Sydney team was looking shaky in its infancy and with the current climate now leading to seven of the eleven A-League clubs unable to pay players and staff, their birth seems unlikely; most probably postponed indefinitely until the football landscape becomes a little easier to read.

Postecoglou’s comments were almost certainly a less than cloaked attack on many Australian football relics whose failures of the past are common knowledge; the men involved in the failed final days of an NSL competition that fell victim to infighting and power struggles that served no purpose to the game.

They were also undoubtedly a direct attack on the lack of vision shown by the FFA in recent history; a governing body hampered by risk aversion and people possessing little knowledge of football.

Mark Schwarzer alluded to those power struggles when he called for the abolition of state federations on April 20, citing them as the “biggest problem in Australian football” due to a reluctance to relinquish power and influence.

Both Postecoglou and Schwarzer know the landscape all too well and have been to places that very few Australian footballers and/or managers have even dreamt. Something tells me that we should be listening to them as an industry and taking the advice of people with knowledge that extends far beyond our shores.

FFA boss James Johnson shares such knowledge and experience and it will be interesting to see how he incorporates their advice with that formed by the ‘Starting XI’ think tank he has assembled in an effort to guide the game through the problems created by the pandemic.

Mark Viduka, Josip Skoko, Clare Polkinghorne, Ron Smith, Mark Bosnich, Paul Okon, Frank Farina, Heather Garriock, Vicki Linton, Joey Peters, and Connie Selby will no doubt have strong opinions.

Whether they have the nous and vision to right what currently looks like a sinking A-League ship after Foxtel’s clear intention to walk away is unclear. Hoping they do should be the wish of each and every football fan in Australia.

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The Participation Boom Councils Didn’t Plan For Is Hitting Football Hard

Football in Australia isn’t being held back by passion, participation, or community support. It’s being held back by local government failure. From a CEO perspective, the warning signs are no longer subtle — they’re screaming. Confidence towards councils is collapsing, clubs are done believing the rhetoric, and the people carrying the game every weekend are telling us the same thing: councils don’t understand football, don’t consult properly, and don’t plan for growth. This isn’t opinion anymore. It’s measurable. And it should embarrass every policymaker in the country.

Football in Australia isn’t struggling because of a lack of passion. It isn’t struggling because communities don’t care. And it certainly isn’t struggling because participation is declining.

Football is struggling because, at the local government level, confidence is collapsing. What is more, the people closest to the game can feel it.

Soccerscene’s latest survey on council readiness and football planning shows something deeply confronting: trust in councils is at its lowest point, and clubs no longer believe the rhetoric. Councils frequently speak about “supporting the world game” and “investing in community sport,” but the data tells a different story.

The people building the game every weekend, people such as presidents, coaches, volunteers and administrators, are telling us councils do not understand football demand, do not consult effectively, and do not plan for long-term growth. And that’s not an emotional opinion. It’s now measurable.

In our survey, over 61% of respondents said their council has limited or no understanding of football participation demand. Consultation outcomes were even worse: 74% said council consultation is inconsistent or ineffective. And when asked if facilities are being planned with long-term growth in mind, the answer should stop every policymaker in their tracks: more than 71% said planning is short-term or non-existent.

Results graphic from Soccerscene’s January industry survey:

This is not a small problem. This is a national warning sign.

Football is not a niche sport. It’s the world’s sport

Councils across Australia are making decisions as if football is still an emerging code, competing for scraps. That thinking is decades out of date.

Football is not only Australia’s largest participation sport in many communities – it is also part of the global economy of sport, the largest sport market on earth, and a cultural engine that connects Australia to Asia, Europe, Africa and the Americas.

When councils underinvest in football infrastructure, they’re not just failing local clubs. They’re failing an entire economic pipeline: participation growth, player development, coaching pathways, community engagement, multicultural integration, women’s sport, health outcomes, events, tourism, and commercial opportunity.

And yet, football is still treated as the code that should “make do”.

The Glenferrie Oval case: a perfect example of the imbalance.

Take the redevelopment of Glenferrie Oval and the historic Michael Tuck Stand in Hawthorn.

This is a major project with a total estimated investment of approximately $30 million, with the City of Boroondara allocating $29.47 million over four years to transform the site into a premier hub for women’s and junior AFL.

Let’s be clear: there is nothing wrong with investing in women’s sport. In fact, it’s essential.

But this investment is also a symbol of something football people have been saying quietly for years: councils understand AFL. Councils prioritise AFL. Councils know how to justify AFL.

They don’t do the same for football, despite its participation scale, multicultural reach, and global relevance.

Across the country, football clubs are being told there is “no funding,” that “planning takes time,” or that facilities “can’t be upgraded yet.” Meanwhile, we see multi-million-dollar grandstands, boutique ovals, and legacy infrastructure funded and delivered for other codes.

Football isn’t asking for special treatment.

Football is asking for fair treatment based on reality.

Councils are stuck in a domestic mindset – while football is global.

Here is the core issue: local councils are making decisions through a domestic sporting lens, while football operates in a global one.

Football isn’t just a Saturday sport. It’s a worldwide industry with elite pathways, commercial frameworks, international investment, and an ecosystem that Australia must compete within.

If councils don’t understand this, they will keep making decisions that shrink our competitiveness.

And this is where the stakes become real.

Australia is not only competing against itself. We are competing against countries like Japan and South Korea, who treat football as a national asset. They don’t leave football infrastructure to fragmented local decision-making without a clear national framework. They invest strategically, align education with delivery, and build systems that create long-term advantage.

We cannot keep pretending we are in the same conversation globally while our local facilities remain stuck in the past.

Clubs are carrying the burden – and it’s breaking the system.

The survey results point to a harsh reality: football clubs feel like they are carrying the weight of growth alone.

When asked what the biggest council-related challenge is, nearly 49% said funding is not prioritised, while others pointed to poor facility design, limited engagement, and slow planning processes.

This isn’t just an inconvenience.

It is creating volunteer burnout, club debt, stagnation in women’s participation, and barriers to junior growth. It is forcing clubs into survival mode – patching up grounds, sharing overcrowded facilities, and trying to grow in spaces that were never designed for modern football demand.

And when planning is short-term, the problem compounds. Councils aren’t just falling behind- they’re building the wrong solutions.

So what do we do? We stop reacting and start leading.

Football cannot keep waiting for councils to “get it” organically. That approach has failed.

What we need now is a national strategic response that is structured, intelligent, and relentless.

This is where football must learn from high-performing football nations  not just on the pitch, but in governance, philosophy, and decision-making.

A powerful example is Korea’s “Made in Korea” project, which was built to identify structural gaps, align stakeholders, and create a unified development philosophy. It wasn’t just a technical framework, it was a national alignment strategy.

Australia needs the off-field equivalent.

A National Football Facilities & Readiness Taskforce.

I believe the time has come to establish a National Football Facilities & Readiness Taskforce, made up of the most capable minds across the game and beyond it.

Not another committee. Not another meeting group.

A taskforce.

It should include leaders from football, infrastructure, urban planning, commercial strategy, government relations, and corporate Australia. We should be selecting the most intelligent and effective people in the country, not based on titles, but based on outcomes.

This taskforce should have one clear mission:

Educate, influence, and reshape how councils plan, consult, and invest in football infrastructure.

Alongside a taskforce, we need long-term strategic working groups embedded across the states, designed to:

educate councils on football participation demand and growth forecasting

standardise best-practice facility design and future-proofing

create consistent consultation frameworks

align football investment with economic, health and multicultural outcomes

build a national narrative that football is an asset rather than a cost

Because right now, the survey shows councils aren’t prioritising football for economic reasons. In fact, only 2.56% of respondents said councils should prioritise football due to economic benefits. This is not because it isn’t true, but because councils haven’t been educated to see football that way.

That is a failure of strategy, not a failure of the game.

This is bigger than facilities – it’s about Australia’s place in the world game.

If we want to be taken seriously as a football nation, we must build a country that treats football seriously.

Not just at elite level.

At local level – where the entire pyramid begins.

The message from the survey is blunt: football’s confidence in councils is collapsing. But within that truth is also an opportunity.

Because when trust hits its lowest point, change becomes possible.

The next step is ours.

We either continue accepting a system that doesn’t understand the world game – or we build one that does.

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