Published on March 10, 2008
Canada Club Soccer : Canada Club Soccer Club Symposium ● Toronto ● April 14-15, 2007 Opening Remarks – Bob Lenarduzzi: Opening Remarks – Bob Lenarduzzi Bob is a former North American Soccer League star, Canadian International, and coach of the Canadian national and Olympic soccer teams. He is currently Head of Soccer Operations for Whitecaps F.C. in Vancouver. He is a member of the National Soccer Hall of Fame. Club career Reading F.C. in England NASL Vancouver Whitecaps NASL North American player of the year in 1978 NASL Soccer Bowl Champion in 1979 National team playing career Lenarduzzi won 47 caps playing for Canada 1984 Summer Olympics 1986 World Cup finals Coaching career Vancouver 86er’s Canada Men’s National Team – Head Coach 1993-1997 Administrative career Lenarduzzi served as 86ers general manager from 1988 to 1993. He resumed the post in 1998 and was named the USL’s A-League's executive of the year for 2000. In 2001 he also assumed the position of the Whitecaps Head of Soccer Operations in the USL First Division. Honors Order of British Columbia 2005 U.S. National Soccer Hall of Fame 2003 Lenarduzzi was voted one of the Top 30 Players of the Century in CONCACAF FIFA Men’s World Rankings: FIFA Men’s World Rankings The March 2007 FIFA Ranking was 103 out of 207. The March 2007 CONCACAF Ranking was 13 out of 35. Of those ahead of Canada include: Mexico USA Costa Rica Honduras Panama Cuba Jamaica Trinidad & Tobago Haiti Guatemala Guyana St. Vincent and the Grenadines FIFA Women’s Rankings: FIFA Women’s Rankings The March 2007 FIFA Ranking was 10 out of 142. The Women’s program has been consistent the past 4-5 years with the FIFA rankings It is evident that women’s football is developing rapid in other countries. Canada must continue to elevate women’s football initiatives to maintain international status. Introduction to Canada Club Soccer and Club Symposium: Introduction to Canada Club Soccer and Club Symposium John Pugh President and CEO, Ottawa Fury Soccer Club Diverse and successful career in academia, high technology, business and more recently in the world of soccer CEO and Owner, Ottawa Fury (2002->) Grown Club from 1 women’s team to Club with Academy programs (U1-U13), SYL Teams (U14-U20) plus W-League and PDL teams; Member of the USL Owners Committee, the W-League Executive Committee, the OSA Senior Pyramid of Play Review Working Group and the Site Organizing Committee for the Ottawa portion of the 2007 FIFA U20 World Cup. W-League Executive of the Year, 2004 Director, School of Computer Science, Carleton University (9 years) Undergraduate, Masters, Ph.D. and Co-op programs; A pioneer in the field of Object-Oriented Systems, John is co-author of five books, was the editor of an industry newsletter, and is an author of many columns, articles and research papers. He was a regular speaker at international industry conferences and served on numerous leading academic and industry committees. Founder and CEO of The Object People Inc, (1990-2000); Grew education, consulting and software tools company from 3 employees to 120 employees in 5 countries over a 10 year span. Led company from start-up to acquisition VP World-Wide Education BEA Systems (2001-2002); grew BEA Education Division to 120 employees worldwide, tripled its annual revenue and trained 5,000 channel partners Soccer Career – Semi-Professional; British Universities, Swansea City, Llanelli, Durham City, Sheffield FC, Ottawa Falcons Why we are here?: Why we are here? The founding members believed that it was essential to bring together clubs to formalize and create the initial membership. The Inaugural Club Symposium will lay the framework for the future development of CCS. The Club Symposium will be used to develop a position statement on CCS’s philosophy and present some of the key issues surrounding the sport to the governing associations and the soccer public. Most of all, the individuals here care about the future of the sport in Canada and want to lead a new direction for club soccer. What is Canada Club Soccer?: What is Canada Club Soccer? Canada Club Soccer, CCS, was founded in November of 2006 by a group of club operators and technical directors that are passionate about growing and developing the sport of soccer in Canada. Canada Club Soccer is an organization committed to the support and development of competitive level soccer clubs in Canada. It is founded on the belief that soccer clubs, which are in the business of player development, need an organization of their own to foster growth, address concerns, and provide programs with a minimum of rules and restrictions. What the Founding Members Envision for Canada Club Soccer: What the Founding Members Envision for Canada Club Soccer To Create, Develop, and Grow the best soccer organization, and support the national governing body, to foster the growth and development of club soccer programs throughout Canada. The result of which will be to improve the level of play of the competitive soccer player, and thereby the Canadian national teams and professional leagues. Essential Aspects for Success: Essential Aspects for Success Slide10: Agenda Break Out Sessions: Break Out Sessions 10:00 – 12:30 PM Break Out Sessions: Break Out Sessions Individuals will be placed into working groups. Each working group will contain a leader (founding member), who will guide the discussion. Group members will discuss major key issues surrounding the sport at the technical and administrative areas. Identify the Issue Provide Examples Provide Solutions The key issues will then be presented by each group after lunch. The symposium attendees will identify the major key issues surrounding clubs and the various technical and administrative areas. 10:00 – 12:30 PM Break out sessions: Break out sessions 10:00 – 12:30 PM Slide14: Break Out Session Review 1:30 – 3:15 PM Break Out Session Review: Break Out Session Review Summary Reports presented by each break out session group Each group will present discussion topics and core issues surrounding clubs and the development of the sport. Once key issues are presented by each group, the focal issues to advocate change will be identified and discussed by all in further detail. A formal position will be assembled for inclusion in the CCS report. 1:30 – 3:15 PM Slide16: Group Presentation Key Issues 1:30 – 3:15 PM Slide17: Invited Presentation 3:15 – 4:30 PM “The impact club soccer has on development of the sport and how the U.S. has created a competitive environment to provide opportunities to players, coaches, and administrators” Matt Weibe, USL Managing Director of Club Development Matt Weibe: Matt Weibe Professional USL 1999 - Present USL Managing Director, Club Development - Present Created and Developed the USL Super Y-League & Super-20 League US Soccer Professional Council Member - Present US Soccer Technical Committee Member - Present US Soccer Youth Task Force Member - Present US Soccer Board of Director (2002-2006) Education B.A. Sport Management, Bethany College (WV) Playing Background NCAA – Bethany College (WV) 1996 Player of the Year, All Conference Selection (’96, ’97, ’98) Personal Hometown: Severna Park, Maryland, USA Innovating Soccer: Innovating Soccer Soccer has experienced significant growth at all levels in the U.S. over the past decade. The U.S. currently has over 4.2 million registered players. The U.S. has a comprehensive professional structure at the division I (MLS), division II (USL First Division), division III (USL Second Division) levels. In addition the U.S. contains the top development leagues within the PDL, W-League, Super-20 League, and Super Y-League. State-of-the-art stadiums and soccer facilities are being built coast-to-coast. Elite club soccer has a multitude of competitive platforms within US Youth Soccer, US Club Soccer, and AYSO. Recreational soccer is flourishing at the youth and adult levels. The U.S. has developed successful national teams at virtually every level on the youth, men’s, and women’s sides. Our governing body is financially sound and growing. Soccer in the United States: Soccer in the United States US Men’s National Team US Women’s National Team USYSA Super Y-League AYSO Major League Soccer USL First Division USL Second Division Professional Soccer US National Teams Youth Soccer US Club Soccer USASA Super-20 League SAY, USSSA Club Soccer: Club Soccer Club Soccer has evolved into a major business in the U.S. over the past decade. The once volunteer organizations have transformed into businesses that contain large numbers of players, paid coaches and administrators, and, have developed private facilities. It is typical that major competitive clubs operate on yearly budgets between $1-2M per year. Professional soccer clubs are now vertically integrating to operate their own youth academies. Clubs are now a major contributor to the sport and player development. Elite clubs have outgrown the recreational philosophies and rules that were established in the past to grow participation numbers. Youth Breakdown: Youth Breakdown From and organizational perspective we have different categories of US Soccer Members: National Members >250,000 players US Youth Soccer (55 state associations) (3.2M) AYSO (800K) National Affiliates >26 states but less than National Members Super Y-League (20K) US Club Soccer (140K) Other Affiliates <26 states but more than 3 states SAY (100K) USSSA (10K) Organizational Competition: Organizational Competition US Soccer contains Member Organizations that compete for their position within the US soccer market. Clubs can choose which organizations and programs to join based off their needs. Clubs can be registered with multiple Member Organizations. Different organizations operate player identification programs for US National Teams. Challenges that resulted in alternatives: Challenges that resulted in alternatives State Associations monopolized the sport at the youth level, and were not susceptive to listening to clubs about developing the sport. These associations were restrictive, governed by recreational rules, volunteer based, fragmented, political, and in many areas lead by boards that did not understand the sport and how to develop it. With the evolution of clubs, there was a demand from club leaders for an environment that provided less restrictions, promoted club growth, and was professionally managed. This was the result of organizations such as the USL Super Y-League and the formation of the state associations’ competitor US Club Soccer. Interplay and club protection rules: Interplay and club protection rules From US Soccer Bylaw 603…. Section 1. One Organization Member may not require that all of the players, coaches, teams, and administrators of another Organization Member (who have been registered with, and fees paid to, the Federation as required by section 1 of Bylaw 212) be registered with the first Organization Member as a condition for only some of those players, coaches, teams, or administrators participating in the activities of the first Organization Member. The first Organization Member may require registration of only those players, coaches, teams, and administrators of the other Organization Member that actually participate in the activities of the first Organization Member. Those players, coaches, teams, and administrators of the other Organization Member registering with the first Organization Member shall comply with all of the regular registration requirements of the first Organization Member. Section 2. An Organization Member (other than a Professional League) shall not discriminate against the participation of players, teams, coaches or clubs on the basis of that player, coach, team, or club’s membership in, or affiliation with, another organization. The Federation encourages its Organization Members to allow teams of all other Members to participate in tournaments sponsored by them or any of its organization members when the teams otherwise comply with the tournament eligibility requirements. A tournament sponsor may charge each team of another Member an additional fee of not more than $25 to participate in the tournament. What has this done?: What has this done? The competition environment has made programs, clubs, and organizations better. There are alternatives for competitive clubs. Prior there were only competitions within state associations, which restricted competitive clubs and organizational growth. Clubs have choices to join programs based on their needs and demands. When the market demands change, changes can be made easier. What did it take to make changes?: What did it take to make changes? Over the past eight years, clubs have come together to develop consensus on key issues of the sport. It has taken a collaborative effort to bring club leaders together. Club leaders have given themselves a voice by coming together to present issues Governing associations have evaluated rules and policies, new organizations have been created, and the game has changed from where it was a decade ago. Club Findings: Club Findings Soccer Club Findings from US Club Soccer Summit Soccer decisions need to be made by soccer professionals and not administrators. Soccer clubs need to be managed and allowed to make decisions like any other business, with a minimum of restrictive rules. Day to day operations need to be managed by business professionals. Player identification and development needs to happen within the Club. Players need to be allowed the flexibility within the club to play at their level of ability or potential. Clubs need to be able to develop a competitive calendar that allows them to play more of their games at the appropriate competitive level. Considering the above key concepts of the vision statement, it was decided that the most significant barriers facing the sport of club soccer in pursuit of this vision are: Soccer politics at the state and national level. Obtaining consensus within the club to adopt certain club-wide actions. Lack of business skills at the club level. Lack of a national organization committed to competitive club soccer. Where is the U.S. going?: Where is the U.S. going? What worked 20 years ago doesn’t work in 2007. Recently the US Soccer governance went through changes so the decision making process can become better and less political. The U.S. is continuously assessing programs, leagues, organizations, player development, and professional development. More soccer stadiums and facilities are being built. Club development is a major priority. We want to win a men’s World Cup and maintain our status at the women’s level. Slide30: Questions and Answers Slide31: Group Discussion Sunday Slide32: Group Discussion & Priorities 9:00 – 11:30 AM Short Term Objectives (1): Short Term Objectives (1) Appoint Executive Committee Approve Mission Statement “Legitimize” Canada Club Soccer Develop Initial Media Release Symposium Summary CSA – Urge to keep TD and Men’s Coach positions separate Distribute “Symposium” Package to all attendees Short Term Objectives (2): Short Term Objectives (2) Membership Recruitment Seek Members to complete National Coverage Exec Members to hold regional meetings Accept invitations to governing body meetings Develop initial set of position papers based on governance and technical development consensus from Symposium Key Issues: Key Issues Governance Define the minimum standards and accreditation for clubs. Creation of a best practices document for club technical and administrative operations Implement vertical age integration within club rosters Create structure for player movement between and within clubs Differentiate between recreation and elite development – create a new tier of elite development opportunities Define a player development pathway from grassroots to national team programs Creation of standardized and defined roles for clubs, provincial associations, the national association, and professional clubs Consistency and simplicity of rules and regulations across Canada Implementation of a national insurance and player registration program Competition Facilitate the best possible playing opportunities for each level of development from grassroots to elite Financial Development Create collaborative sponsorship initiatives between clubs, provincial associations, and CSA Provide resources or consultants for clubs to create plans for facilities or facility development. Technical Development Standardize NTC programs across Canada NTC to become a scouting program evaluating players in their club environment, not a training program Develop a national scouting network to aid identification of national level players Develop safety nets in the scouting network to ensure that players do not slip through the cracks Provincial associations and CSA to borrow players as in the rest of the world. Develop coaching and technical programming tailored to the clubs Give the authority of qualified technical directors the ability to certify their internal coaching staff at appropriate level. Establish standard continuous coaching education programs Immediate Issues: Immediate Issues Must have separation of Men’s National Team Head Coach and Technical Director roles. The CSA must hire someone to perform an analysis of the sport in Canada and develop a plan to foster the growth and support of clubs. Priority of Issues: Priority of Issues Technical Governance Formalize and Define Membership: Formalize and Define Membership Develop charter and establish not-for-profit status Establish formal membership and criteria Who can join? How to apply? Future membership meetings Provincial National Financial Commitment (Develop Consensus) Financial Priorities Executive Director Future Meetings Web Site Chairman travel expenses Membership Development Formation of Canada Club Soccer and Mission: Formation of Canada Club Soccer and Mission Appoint Chairman Appoint Vice-Chairman Create Committees Technical Development Committee Focus on Key Technical Issues and Develop Best Practices Governance Committee Develop CCS Bylaws, Policies Assess Provincial and CSA Bylaws Membership Committee Develop more membership for CCS Connect with other clubs Legal Committee Work on legal issues relating to affiliation Advise CCS and clubs on key legal issues Provincial Coordinators Serve as liaison to Chairman in each Province Play an active role in preventing misinformation about CCS Mission Statement Review: Mission Statement Review To represent and serve the needs of soccer clubs in Canada; to articulate views and positions on behalf of its member clubs; to work in concert with governing bodies to foster the growth and development of soccer throughout Canada. Philosophy Review: Philosophy Review Canada Club Soccer is built on the belief that: Soccer clubs are the key to player development in the Canada, and while the Provincial Associations play an important role, the game has evolved, and new concepts and innovation must be brought to the table to advance the sport. Leadership of the sport must be led by influence not by authority and power. We have spent too much time governing competitive soccer rather than encouraging its growth. This has provided negative results across the board at the local and national level. It is our belief that the sport needs to be innovated to create constant evaluation and improvement for the technical and administrative levels. The business of the day-to-day development of top youth players rests with the competitive soccer club and those leading these clubs. A business-friendly environment must be created to develop programs and services which assist the competitive club and player, provide a minimum of rules and regulations to assure basic fairness, and allow clubs the flexibility to build programs that meet their needs. Clubs must work together to grow the club system. This includes speaking with a collective voice on important issues affecting them; assisting clubs organizationally and technically; and coordinating player development with national teams and professional clubs. Slide42: Canada Club Soccer was founded on the belief that the most important organizations to player development in the Canada are the competitive soccer clubs. The support of these clubs is our number one priority. Our organization, to a great extent, believes that allowing clubs the freedom to develop its player programs as it sees fit, without unnecessary restrictions imposed by administrative bodies, will in time, by itself, make an important contribution to club and player development. The empowerment of clubs to develop their own programs will always be an important aspect of our philosophy. Having a Board of Directors setting policy is balanced between qualified technical and administrative leaders is essential to ensure that philosophy remains in place. Slide43: Nevertheless, Canada Club Soccer must develop programs to assist clubs and the player development process. These programs include: The development of technical resources and best practices, so that clubs do not necessarily have to reinvent the wheel, but can learn from other clubs and coaches from a similar geographic, demographic, or philosophical framework. This includes members coming together to share information, and also over time, develop formalized technical practices. Working closely with the CSA to make soccer education available to our members on a general or course-specific basis. This also includes CCS focusing on club development initiatives and developing a Technical Director course for clubs. Continuing to encourage a dialogue and work towards the resolution of a national soccer calendar. Providing the CSA and the Provincial Associations constructive criticism in a professional formal environment to improve both the technical and administrative areas to foster the growth and development of the sport.
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