On The Front Foot Issue 13

ON THE FRONT FOOT N OV E M B E R 2 0 2 0 I S S U E T H I RT E E N

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SOCIAL MEDIA AT SHEFFIELD UNITED

PHILOSOPHY OF LEADERSHIP, TACKLING RACISM AND HARMONY UNDER MLSE WITH...

BILL MANNING +

Olympique de Marseille launch rap label Wigan Warriors embark on ambitious rebrand David James on saving grassroots football The mental pressure facing academy footballers

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Editor Kai McKechnie kai@premiersports.agency Advertising To enquire about advertising please contact: Jordan Rockall jordan@premiersports.agency +44 (0)20 3983 8562 Design Neil Shand – Shand Media Distributions/ Subscriptions accounts@premiersports.agency Published by Premier Sports Network www.premiersportsnetwork.com To send feedback or articles for publication contact Premier Sports Network at: marketing@ premiersportsnetwork.com

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With 2021 on the horizon, Premier Sports Network is celebrating its sixth year of connecting some of the world’s most renowned sports organisations around the globe. From what began in 2015 with 60 active members for the first ever player care conference in London, has grown exponentially to over 12,000+ sports professionals across the UK, Europe, North America and Asia Pacific.

In light of the ongoing coronavirus outbreak, we appreciate that you have been facing your own unique challenges and are keenly aware of the impact being felt right across the global sports industry.

Despite setbacks to our own event calendar, forcing the postponement of our events in the UK, United States and Australia, the network has grown to become stronger than ever, bringing together senior executives with similar business leaders and industry leading solution providers to facilitate networking, learning and relationship building through private roundtables and interactive webinars, which in fact have created more meaningful conversations than the traditional virtual conferences.

As the sports industry continues to work together in overcoming challenges, 2021 is set to be an exciting year with PSN’s networking being more frequent and more sports being represented than ever before, from around the world.

Wishing you good health,

premiersportsnetwork.com

SPENCER HIDGE - Founder, Premier Sports Network On The Front Foot is published by Premier Sports Agency Ltd. ©2020.

All rights reserved. No part of this publication can be reproduced without permission.

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CONTENTS

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CONTENTS Toronto FC: On the road to success How Sheffield United are using social media Best-in-class sports travel management The impact of COVID-19 on sports team travel Wigan Warriors embark on ambitious rebrand Lancashire Cricket: Beacons of best practice Marseille launch OM Records Aiding the survival of sports clubs How parachute payments impact life below the Premier League David James: Battling to save grassroots football Grassroots football: overcoming the challenges of COVID-19 How commercial contracts are being affected by COVID-19 Why are major sponsors sponsoring lower league clubs?

Turning sponsorships into partnerships Meaningful scenario planning & re-forecasting

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Business as usual in the English Premier League Rob Lynch: Supporting cricket’s elite The mental pressures facing academy footballers Navigating the UK tax landscape Grant Downie on the duty of care The UK housing market amidst a global pandemic Football Beyond Borders launch ‘Beyond Lockdown’ From footballer to agent What is it like to be an academy football parent?

Job vacancies

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BILL MANNING

TORONTO FC: ON THE ROAD TO SUCCESS Bill Manning, President of Toronto FC, speaks on his philosophy of leadership, conversations around tackling racism, harmony between the clubs under Maple Leaf Sports & Entertainment, addresses the growth of Major League Soccer as well as correlation between on and off-field success.

Bill Manning joined Maple Leaf Sports & Entertainment (MLSE), as President of Toronto FC in 2015 and later added his responsibilities as President of the Toronto Argonauts when the Canadian Football League (CFL) franchise was acquired by MLSE in January 2018.

MLSE has assets that include franchises in four of the six major professional sports leagues in North America – Toronto Maple Leafs (NHL), Toronto Rapters (NBA), Toronto FC (MLS) and Toronto Marlies (NHL) – making it one of the largest sports and entertainment companies in North America.

Manning previously served in executive positions with the NFL’s Philadelphia Eagles, the NBA’s Houston Rockets and joined Toronto FC after spending the previous eight seasons as

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president of both Real Salt Lake and Rio Tinto Stadium.

During his time with Real Salt Lake, Manning transformed the club into a winner, leading the organisation to a 2009 MLS Cup Championship, as well as a model franchise off the pitch where both season tickets and sponsorships more than tripled.

The club also won the Eastern Conference title (2009), Western Conference title (2013) and were MLS Cup runners-up (2013) and CONCACAF Champions League runners-up (2011). In both 2012 and 2014, Manning was the recipient of the MLS Doug Hamilton Executive of the Year award. Under Manning, Toronto FC defeated Seattle Sounders in the 2017 MLS Cup to become the first MLS team to complete a domestic treble and were runners-up in the 2018 CONCACAF Champions League, as well as the MLS Cup in 2016 and 2019.➡

“I think leadership is about making sure everyone in your organisation is working towards the same goals, all going in the same direction.”

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BILL MANNING

You run two organisations, can you tell us about your philosophy of leadership and how does that apply to both clubs?

I think leadership is about making sure everyone in your organisation is working towards the same goals, all going in the same direction. The best leaders know when to jump in and drive things but also know when to stay back and let their staff lead the way. It’s a fine balance. Treating people with respect, understanding the value of all the people in their organisation and not being afraid to make decisions are all important qualities.

With TFC & the Argos, it’s about having everyone aligned and focused on helping the teams win on the field.

Everything revolves around that goal, whether it’s sales, finances or community engagement. I believe a good culture; a strong staff and organisational alignment invariably lead to positive results in the win-loss column. At TFC over the last five years we’ve built a strong group that has had a lot of success both on and off the field. At the Argos we’ve made some changes in the staff and I’m incredibly excited to work with our General Manager Michael Clemons on building that culture to get the results we seek.

What kind of conversations have there been in regard to racism and how have your organisations helped implementing change?

Both of our General Managers are black men and both are passionate about seeing societal change for the better. We are fortunate to have leaders within our organisation who understand the issues surrounding black players and staff and

How does the ownership of Toronto FC under MLSE and close relationships with the Leafs, Raptors and Marlies benefit the club? Is there competition between the different teams in regards to obtaining local sponsors or do you work in harmony?

The benefits are such an advantage.

Brendan [President of Toronto Maple Leafs], Masai [President of Toronto Raptors] and myself are always rooting for each other and I very much appreciate the camaraderie. We are colleagues but more importantly we have become friends. Each of us is there for the other when needed. Within our company we also share ideas, combining a lot of our business functions in marketing, sales, IT, finance, etc. Our collective success is not by accident and is a result of our ownership and how they empower us to lead our teams.

Our global partnerships division does a great job of including all of our teams in sponsorship deals and we have a great platform to offer year-round programming for brands. We work in harmony for sure.

“We have an entire organisation that is in sync, our business and soccer operations align in our pursuit of success on and off the field.” can help us become a better community at large.

I am supportive as we develop new ideas and strategies that raise awareness and overall equality for everyone at MLSE. Michael has been very engaged within the Greater Toronto Area and does so much for our community, while Ali has been leading efforts for change within MLS in hiring practices both for coaches and front office. I am also proud to have one of our players, Justin Morrow, who is the executive director of Black Players for Change. I have been so impressed with his engagement and how he and the group continue to drive the conversation.

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Given that the MLS has previously restricted international sponsorship deals, what strategies have enabled Toronto FC to be achieving a global brand?

We have been successful signing some quality players from Europe which has enhanced our name recognition but we are not necessarily a global brand at this point. Realistically, I think you can only include perhaps 10-15 soccer teams that

are truly global brands. We gained a lot of attention within our region by advancing to the Concacaf Champions League finals in 2018 and that run opened a lot of doors in the corporate world. Within Canada we are a national brand and are recognized as one of the top clubs in MLS. We’re still a relatively young club so we’re focusing on being the best in our region which then should put us on a more global stage as MLS continues to grow.”

What new markets are Toronto FC looking to explore through international sponsorship deals and why?

We successfully signed an airline deal with Turkish Airlines which was a new market for us as an international brand. Most of our focus though is still on Canada to serve as a platform for the biggest companies here. Insurance is a category we are hoping to close soon. Toronto is a global city with 55 per cent of the residents born outside Canada so I believe the opportunity with international brands will come in time.

Are there any lessons that you have taken from other sports or European football that you have applied to Toronto FC? We have enhanced our sports science by taking best practices from clubs in Europe. Our Strength & Conditioning coach and Video Analyst both came to us from English clubs which helped offer a different perspective to those job functions. Overall, on the sporting side our general operation, building a training ground to house our staff and athletes together was based on how top clubs in Europe operate. I’d say we have also taken best practices from the other North American leagues as well.

Throughout your career, how has Major League Soccer progressed and improved?

It has grown greatly and improved in all areas of operations both on and off the field. I was a young team president/GM in the early 2000s and our operation was essentially minor league compared to where it is today. The league during the early days was just looking to survive. After leaving for half a decade to work in the NBA & NFL, I came back to the league in the late 2000s and things were just starting to change. We started an expansion campaign which is still going to this day. I would say both Toronto in 2007 and Seattle in 2009 really started to raise the bar in terms of how home games can be amazing experiences. Tim Leiweke in LA really opened up the designated player market with the acquisition of David Beckham & Robbie Keane and that really improved the play on the field. As we’ve continued to expand and bring more talented

coaches and executives into the league, we are truly now a major league in the context of the NBA, NHL, MLB & NFL. We’re just a younger league.

Does the MLS have the leverage to attract lucrative media packages to begin competing with the NFL and NBA? I don’t believe it’s necessarily competing with the likes of the NFL or NBA for media rights. We’ve grown tremendously and have a much larger footprint now then we had a decade ago. We’ve had really strong ownership groups come into the league and we’ve seen a number of globally recognized players join our league. Most of our teams are very relevant in their local markets and I believe we’ve seen a lot more interest now on a national level.

We are excited about what our future media platforms can look like.

Toronto FC have a number of European players – Pozuelo from Spain, Mavinga from France, Gallacher from Scotland

and Ciman from Belgium – how has the club supported these players with relocating to North America?

Yes, we have six players from Europe including Quentin Westberg and Pablo Piatti whom both have spent more than a decade in Europe, as well as our South American players Auro and Erickson Gallardo. We try to make everything as seamless as possible for the player and his family when they become a part of our club. Certainly, all the moving is taken care of and we work closely with the player finding the best neighbourhood that works for them. We help with school enrolment, banking relationships, transportation, language tutors if needed and so much more. Moving to a new team is stressful and especially moving to a new country. We try to take as much stress away from the player as possible.

The club have seen a lot of success in recent years, what do you attribute this success too and how have operations off the pitch contributed to this?

We have an entire organisation that is in sync, our business and soccer operations align in our pursuit of success on and off the field. Our front office and coaching staff work well together. Every member of our staff from the equipment manager, to the trainers, to the sales guys, etc. all know that they contribute to our on field success even if they are not on the field in the same way a coach is. We speak of an All for One culture here and we truly live it every day. Everyone is responsible for that success and it is never lost on me that as much talent as we have on the field, it is matched by very talented people off the field too, some of the best in the business. U OTFF ISSUE 13 ★ NOVEMBER 2020 | 9

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SOCIAL MEDIA

HOW SHEFFIELD UNITED ARE USING SOCIAL MEDIA TO ENGAGE WITH FANS Eoin Doyle, Digital & Social Media Manager at Sheffield United, addresses leading a Premier League football club from a digital perspective. He speaks on where the biggest opportunities lie, shares an insight into key metrics used to track the quality of campaigns, approaches the value of social interaction with fans as well as the biggest lessons he has learnt.

What are the key social platforms for Sheffield United and why?

For us there is not one platform we tend to neglect, we’ve got to a place where we’re very happy with the strategies we have for all the major platforms (Twitter, Facebook, YouTube, Instagram, TikTok, Snapchat, LinkedIn.) So much so that we’re now venturing into platforms that are not native to the UK, October saw us launch our first venture into the Chinese market with our new ‘@SUFC谢菲尔德联足球俱 乐部‘ Weibo account. Albeit it at the early stages this is an area we will be looking to launch campaigns from early 2021.

We have also just launched a new Sheffield United App; the app features a content feed that we hope we can continue to build out. The aim is to have this an area for core Sheffield United fans to consume content from across all our digital channels in one place. From this one of the key KPI’s for our social channels will be growth and by using a strategy that places reach and distribution at the forefront we hope we can achieve great results. If I had to give one piece of advice it would to not just focus on Facebook, Twitter and Instagram. There are great opportunities on other platforms

for success. We launched our TikTok account last now November and it is now our most followed social channel.

Where do the biggest opportunities lie?

That largely depends on the metrics you are measuring. If we are talking about audience growth the three that have the

biggest opportunities are TikTok, YouTube and Instagram. As a club we’ve seen brilliant success on TikTok. Our strategy has really paid off, as mentioned we jumped on the platform early in November of last year and have amassed over 550k, which places us in the top 20 football clubs in the world for TikTok followers.

YouTube is another place where if you can get your content right audience growth has great potential. Provide access to your players and create content with YouTube’s vision of success in mind, an attention to detail is key here, an attractive thumbnail and correct tags can be the difference between a poor performing piece and good performing piece. Our YouTube strategy is centred around providing high quality highlights, raw access to big moments around the club and showing the players personalities. If we switched what we mean about opportunities and change it to reach Facebook has massive opportunities if you can get your video strategy correct. Facebook’s algorithm has a specific vision of success, you have to tailor your content around this. By doing this at Sheffield United we increased our video views from 6.4M to 72.3M (18/19 to 19/20). The key to success ➜ OTFF ISSUE 13 ★ NOVEMBER 2020 | 11

SOCIAL MEDIA

on any platform is understanding how to stand out, that should be your first step in identifying opportunities, really understand why certain content performs well and why certain content doesn’t.

On Facebook this can be anything from the length of your video, to when the key moment of the video happens and even the format of the video posted. There is so many opportunities out there, don’t be afraid to shift your focus away from Twitter, Facebook and Instagram and pivot to platforms that offer great reach opportunities such as TikTok and GIPHY. However, Twitter is still the go to

when doing this, so it is definitely a fine line but the above is a great example of doing it without sacrificing the voice you want the club to portray.

What metrics are the most important to track the quality of your social output?

We track different metrics depending on the platform with everything always related to the goals of the overall business. For Facebook we look at average minutes viewed, 3 second views, returning viewers, retention rates, earnings and post engagements. These are important for that platform as we fit our content to achieve

“If we are producing content that is highly engaging and creating discussions among our strong Twitter community then we’ve done our job as a content team.” place for that real time in the moment opportunity. You have to be nimble to identify them and be able to pivot your strategy to suit the narrative around your club in real time. A perfect example is the Southampton ‘Stop the Count’ tweet.

A week later or week earlier it wouldn’t have performed as well but because their team was nimble enough to realise the rare opportunity where a US Presidential election could be linked to them reaching the top of table they were able to seize an opportunity were their content related to a much wider audience than just football.

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results in those metrics. They all play into Facebook’s vision of success which aids the distribution of our content therefore achieving more reach and follower growth as by-products. On Twitter two of our key metrics would be engagement and looking at something as simple as our community’s reaction. If we are producing content that is highly engaging and is creating discussions among our strong Twitter community then we’ve done our job as a content team. Going a step above that the growth of the club’s profile is also at the forefront which is why we see engagement as such a big metric, last

season on Twitter we finished 7th when ranked for overall engagements among Premier League clubs. Our tone was consistent throughout the season, with access again being the mainstay of our output, the bond between our fans, team and staff endeared itself to the wider football audience. Going through the platforms quickly YouTube our two key metrics are ‘Watch time and ‘average view duration’ if you are able to consistently grow those two you will see growth in regular views and subscribers as a result.

For Instagram we tend to have our stories as that live up to date feed with our actual Instagram feed being left for evergreen content. Metrics used here are ‘accounts reached’ (for stories), engagements (comments and likes) and video views. For TikTok it’s video views and the amount of times it’s been sent via DM. If these two are high audience growth will follow.

How does social media enable sports clubs to connect effectively with fans and reach new markets?

For me that’s what social media for sports teams is all about, deepening that connection between the club and its supporters. You can spin it whatever way you want but the first team and the supporters will always be your two key stakeholders in any football/sports club.

Content allows us to tell a story, the strategy you use to tell that story defines the tone and image a club portrays to its core fanbase and potential new fans.

Social media platforms are crowded areas with content relating to your team or club

coming for various touchpoints, for us it could be an abundance of broadcasters, the Premier League, fan pages etc creating content around our games and weekly build ups so you have to do something different to break through the noise. We focus content creation on interaction and engagement with the players, we already have an incredibly down to earth, well grounded, passionate and engaging squad, the goal was to find the best mediums to portray that to our supporters. Their stories and their moments in key milestones throughout the club’s journey were captured candidly, it showed their personalities, their pride in being Sheffield United players and how much it meant to them has individuals.

This heightened an already endeared relationship between the squad and Sheffield United fans. Every football club has a unique story to tell, tell that story using the personalities and emotions omitted from the key stakeholders within the club. It’s authentic and what fans strive for, to be a part of it all.

In terms of reaching new markets I go back to a point I mentioned earlier where clubs fighting for space on crowded social media platforms. We have to offer something different and unique to what’s already out there. This is where storytelling comes into its own. Our goal has been to portray a story of the incredible journey that Sheffield United went on over the past few years using the personalities and emotion show by the players/management. The club’s journey from League 1 to the Premier League allowed us to tell that underdog story but

in a way that showed the club and players for what there were and currently still are, a down to earth, hardworking and together unit. The perfect example being around our Sander Berge signing in January.

A fan sent a chant to our club captain Billy Sharp who in turn sent it into us. It was posted out as content, performing exceptionally well in within our Sheffield Untied audience and the wider footballing audience. Two days later Sander played his first game and at full time the fans serenaded him with the same chant. We were there to capture it intimately and this again created a moment that first went down extremely well in our fanbase but secondly endeared us to the wider football audience. It was authentic, real and exactly the tone we wanted to voice.

With games being played behind closed doors, how important has fan engagement been for the club throughout the coronavirus pandemic?

I think it’s impossible to replace that matchday connection between supporters and a football club. The sights and smells of matchday make the football experience what it is. The pre and post-match buzz is what your core fans look forward to at weekends. That’s been taken away from them for so long now and I feel like most clubs have really struggled to bridge that gap because it’s a near on impossible feat to do.

Our job is to do as much as we can to lessen that impact and our overall content strategy lends itself well to that. We’ve always aimed to be the eyes and ears of our fan base. We strive to bring them

unrivalled access to our first team and what surrounds them, a kind of candid/fly on the wall kind of perspective that fans can’t get anywhere else. We started this strategy midway through our promotion season and have continued it right the way through. It enabled us to bring the fans on the incredible journey the players and management were taking the club on.

What are the biggest lessons you have learnt in social media?

Stay learning.

Social media/content/digital is constantly evolving and as a professional within the industry you have to move with it. When I say learning, this doesn’t have to be through courses or readings but learn by doing, don’t be afraid to dive into a new platform, a new form of content or activating partnerships through content in a new way. In the same token make sure you’ve done your research and prepared for all eventualities, if you are going to do something make sure it’s done right or to the best of your ability, have a strategy in place that you think will be successful.

When we jumped on to TikTok last November we didn’t know exactly how our strategy was going to pan out but we did know the algorithm works in a certain way and over time we’ve been able to refine that to a place where our team is now confident in creating content that is done with TikTok’s vision of success is mind.

TikTok is now our most followed social platform and at the moment of writing this we sit in the top 20 in terms of followers (Football Clubs) and 13th ahead of the likes of Juventus, Spurs, Arsenal and ➜ OTFF ISSUE 13 ★ NOVEMBER 2020 | 13

SOCIAL MEDIA

Inter Milan in terms of engagements on the platform.

Look at what other people are doing and not just in your industry too. Our biggest inspirations don’t come from football.

Some of the strongest video/creative departments come from American College football teams. Universities like Ohio State, Oregon, LSU really lead the line in terms of story -telling and bringing fans closer to their teams through a strong social strategy.

Impact. Quality over quantity.

You have to maximise the impact of your output. Be strategic in the content you post, focus on the quality of it rather than the quantity. Because of the industry we work in there tends to be times where you will work longer hours to get tasks completed and I feel burnout, particularly in smaller teams can be an issue within the industry. To alleviate the problem of burnout you have to really analyse the content that is performing well and giving the best return on the time you spend on creating and executing said piece. Work smarter, not necessarily harder. This is where you have to be strategic and be aware of the stories in your fanbase and in the wider footballing audience. Here’s a piece that our junior graphic designer created at the end of last season. Correct time, correct creative, correct narrative.

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We want our feeds to be entertaining, we want our content to strike some sort of emotion in the person viewing it, whether that be happiness, laughter, awe, passion, etc, it has to be have the ability to stop someone scrolling.

Create workflows that enable quality content to flow. We invested in equipment (Cameras, workflow software, microphones etc) in the Summer of 2019 and they quickly paid for themselves. Obviously, depending on the level of sports team in question investment is not always going to be an option but make business cases for areas you feel passionate about, if you can get buy in and

we are now in position where our overall digital strategy is in a great place.

In terms of creative talent, investment is key, and this has been an area we’ve been lucky enough to grow with two roles specifically serving content and two designers who serve both the content side of things and the wider business. This was seen in our success last season; the players were creating an amazing story on the pitch and we had the talent off the pitch to tell that story in a unique way. It endeared us to our core fanbase and told a compelling and engaging story to a new audience.

Access I know I’ve mentioned it quite a bit, but this is the biggest lesson I’ve taken from my 2 and a half years at Sheffield United. Bring your fans in on the key moments in your journey. You have to

“Because of the industry we work in there tends to be times where you will work longer hours to get tasks completed and I feel burnout, particularly in smaller teams can be an issue within the industry.” are successful it creates a relationship that will enable you to further grow.

Build a great team.

Our marketing team/strategy has rapidly grown over the past two and half years. If you surround yourself with the right people who want to grow with your organisation it fosters a brilliant working environment. Social isn’t always the answer which is why we put a big emphasis on a building a robust CRM database and building our own userfriendly platforms (which have just launched). This has been a long process for us but well worth the wait and we feel

be the middleman between players and supporters in those moments where they can’t be there, the no.1 aim for a social team should be to portray the story of the club to new fans and connect with the core fanbase through authentic moments.

It isn’t always easy but it’s a task you have to meet head on. Build relationships, learn how people interact, be clued into the mood around the club and make sure your key stakeholders (players, operational staff and management) are comfortable with what you are doing. Here’s a few examples of how we do it at Sheffield United.staff and management) are comfortable with what you are doing. U

TRAVEL MANAGEMENT

How partnering with the best-in-class sports travel management firm can support your club pre-match accommodation As sports clubs and organisations around the globe prepare for re-entry to travel, many organisations still face many unknowns surrounding the future travel and accommodation experience. Premier Sports Network speaks to Jay Taylor at CTM Sport to find out more about the professional services they provide.

As a travel management provider, CTM Sport know the safety and well-being of travellers are always high on the agenda but in a postcovid environment, it will add additional challenges for club officials to manage. Reviewing your supplier programme will be a very sensible move over the coming months. There will undoubtedly be lots of changes and we anticipate some sports clubs/organisations will want to re-evaluate their booking process and suppliers.

For larger clubs that hold more leverage with suppliers, ensuring your programmes are well sewn together will allow you to move most quickly when things become more operationally ‘normal’.

For smaller clubs, there has never been a more critical time to lean on your travel management partner. Lacking leverage with suppliers at a time when there is so much noise and the challenge will be tough.

Negotiating the most cost-effective supplier agreements is just one way that CTM delivers unbeatable value to its customers. CTM Sport is a specialist team of sports enthusiasts who have expert knowledge and first-hand experience in tailoring hotel requirements and travel arrangements for sportsrelated individuals, teams and travelling

groups. CTM Sport can manage all accommodation requirements for all types of sporting events no matter how large or small.

Consultative approach delivering ROI: We provide support from strategy to delivery along with long term planning and budget management.

Give your club a competitive edge: Hotel sourcing: Leverage our exceptional global supplier relationships to negotiate discounted group rates with flexible conditions on your behalf.

First-class service at no cost: Benefit from our white-glove service offering an excellent range of hotel and travel options to suit all stakeholders’ requirements.

Expert support: Whether it’s match day travel, competitions and training camps or attending a corporate hospitality event, our specialists are on hand to provide the necessary logistical support to drive success.

At CTM Sport, we have a series of preferred hotel partners that we work with. At times like this when there is uncertainty in the world around travel, our preferred partners are keeping the safety of our customers at the forefront by supporting and safeguarding traveller wellbeing through enhancing cleaning measures and ensuring precautions are in place to reduce the spread. U For more information contact Jay Taylor at jay.taylor@travelctm.com Alternatively, visit: www.travelctm.co.uk/ctm-sport.

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PRIVATE CHARTER

The global pandemic has caused the biggest disruption to worldwide sport since the Second World War. As global sporting events, national leagues and international tournaments attempt to recover in the safest way possible, ACC Aviation’s Mitch Broadstock explores how the desire of sporting associations and teams to prioritise the health of their athletes and staff has driven demand for aircraft charter.

THE IMPACT OF COVID-19 ON SPORTS TEAM TRAVEL

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As live sporting events attempt to recover following the coronavirus outbreak, the slow resumption of scheduled flights is making international team travel more challenging than ever before.

And, with scheduled air travel connectivity at an all-time low, associations, teams and professional clubs are increasingly looking to alternative air transport solutions, to help breathe life back into the industry in the safest way possible.

Recent examples include the UFC Fight Island event in July, which chartered flights to Abu Dhabi. The Australian, West Indian and Pakistani cricket teams flew by chartered plane to the UK to play England, and the Indian Premier League cricket teams flew privately to Dubai for IPL 2020.

Additionally, various sporting bodies across the globe, including UEFA, Major League Soccer, Formula 1 and the International Olympic Committee, are actively encouraging teams, athletes, coaches and essential staff to travel via aircraft charter wherever possible, to reduce the risk of contracting and spreading coronavirus and ensure their respective competitions can continue safely.

While in some professional sports, team travel via aircraft charter has been common practice for some time, for others, this represents a significant change from their usual travel arrangements.

However, the benefits of chartering a private aircraft, especially in the current climate, are considerable.

Peace of mind A privately chartered aircraft provides an exclusive on-board environment and enhanced hygiene & passenger welfare protocols are enforced for ground and flight crews, including cabin sanitisation and pre-flight testing.

Private aircraft charter also give teams the option of selecting a suitable aircraft for any social distancing requirements, and exposure can be further mitigated by using private terminal and FBO facilities, where available, avoiding busier public areas.

Having the operational aspects of team travel completely taken care of leaves managers and coaches free to focus their attentions exactly where they should be – on their athletes.

And, much as clubs rely on teams of experts to support their athletes’ performance, similarly, by using a reputable aircraft charter specialist, such as ACC Aviation, you can rest assured that your team’s air travel arrangements are in the safest possible hands.

Athlete welfare Performance is dictated as much, if not more, by the quantity and quality of rest and recovery time.

In addition to reducing the risk to your team’s health, a sports team charter flight itinerary is designed around the team’s schedule and route requirements.

Aircraft charter provides a carefully coordinated schedule, using conveniently located airports and direct flight routes, wherever possible, facilitating athletes’ recovery by keeping travel time to a minimum.

Aircraft charter also provides access to a range of aircraft, capable of meeting any passenger and kit requirements, including VIP-configured airliners, ensuring the time your team spend in the air is as comfortable as possible.

Additionally, in-flight menus can be tailored in partnership with your team’s nutritionists, ensuring your athletes’ pre- and post-match dietary needs are fully met.

Keeping Sport Moving Through COVID-19 The coronavirus pandemic has been an unprecedented shock to the system – even now, uncertainty remains about if and when things will return to anything approaching normality.

That being said, sporting events such as the Summer Olympics and Euro 2020 have been deferred until 2021, a year that already boasts a packed calendar including the Ashes, British Lions tour and T20 Cricket World Cup. As such, efficient, safe international air travel for teams and athletes will continue to a play a crucial role in the recovery of live sport.

“We have never experienced anything like the COVID-19 pandemic before," says ACC Aviation's Director of Charter, Richard Smith.

“In February of this year, air travel was readily available and easily accessible with very few barriers. Now, organisations across the globe are facing far greater logistical obstacles – and ACC has been helping them to overcome those obstacles.

“Our extensive experience in arranging private charter flights for professional clubs, sporting associations, event sponsors, agencies, travel management companies and media groups is helping sporting events across the globe to resume and continue in the safest possible way.” U To discuss how ACC Aviation can help you coordinate team travel that prioritises the safety and well-being of your athletes and staff, speak with one of their air charter experts on +44 (0)1737 232 230 or email charters@ACCaviation.com.

Alternatively visit: www.accaviation.com

OTFF ISSUE 13 ★ NOVEMBER 2020 | 17

MARKETING

WIGAN WARRIORS EMBARK ON AMBITIOUS REBRAND Wigan Warriors have unveiled a striking new logo as part of an ambitious rebrand which it hopes will be a catalyst to grow the club and the sport of rugby league, as Executive Director, Kris Radlinski explains.

Wigan Warriors, who compete in the Betfred Super League, has moved away from its traditional crest as it looks to evolve to tackle the well-documented challenges facing the sport.

“This has been a long, detailed process which probably began in early 2019 when Super League did an independent audit of each club’s brand,” begins the clubs Executive Director, Kris Radlinksi.

“The main feedback we received was that our crest was outdated which reaffirmed what we had been thinking for a while.

“The ambition was to produce something far more modern, along the same lines of the NFL and NBA franchises where each team’s logo is striking and recognisable.

“We see this being a prime opportunity for the club to evolve in order to stand out in a challenging sports and entertainment landscape where the competition for fans’ attention has never been so fierce.

“The main key drivers for us are to attract new fans, stand out on broadcast 18 | OTFF ISSUE 13 ★ NOVEMBER 2020

and digital platforms and pursue more commercial opportunities.

“We have had fantastic support from Super League and its broadcast partner Sky Sports on this project and hopefully in the future, other clubs will follow our lead to help innovative and take the sport forward.”

Radlinski, who himself made more than 300 appearances for the club in his 13-

year playing career, provided an insight into the consultation and design process which was commissioned prior to the Covid-19 pandemic.

He commented: “Working with Nick Payne from Robin Brand Consultants, we embarked on a detailed consultation process including our chairman and his family, our staff and other stakeholders such as the sport’s broadcasters and club partners.

“We spent a lot of time consulting our fan panel – a diverse group of fans of different ages and backgrounds – to gauge their thoughts. To our surprise, everyone, including our club historian who we expected to be incredibly protective of the crest, appreciated the need for change.

“We then commissioned Nomad, an incredibly respected design agency whose previous work includes the Premier League rebrand, to take us forward.

“Nomad did a fantastic job of deconstructing the original crest, working with us to understand the elements that we wanted to retain. We wanted to retain our motto Ancient and Loyal, 1872 which

was our year of formation plus the shield from our original crest.

“The most striking aspect of the new badge is the Warrior which depicts a Brigante warrior which roamed our town in the Iron Age. People say that Wiganers have a certain look in their eye and we wanted to capture this fierceness and determination.

“When you break down these elements, each help to understand the narrative of the badge and it builds a compelling story. And for those who are not yet fully on board, it is our aim to try and get them to buy into this new brand and wider vision.”

Having launched their new brand on 1st November ahead of the 2021 season, Radlinski says Wigan Warriors are already realising the benefits of the new brand, including in their retail and commercial operations.

“The more and more I see the badge, the more I think it comes to life.”

“One area we’re really happy with is how the badge appears on our retail ranges, it is really versatile and works in different styles and colours.

“This year we’ve tried to make a conscious effort to present ourselves as a lifestyle brand, to produce trendy garments that will allow us to appeal to a wider fanbase including a younger audience.

“Another area where we’re already experiencing early success is in conversations with commercial partners.

Notwithstanding the challenging sponsorship market, we will be coming out of this period with two new major commercial partners, who despite being new to the sport of rugby league, are well known in the sponsorship industry and have chosen to align with us to support their international growth.

“Ultimately, we see this being a line in the sand moment where we want to use this rebrand as a catalyst to improve all areas of the club and to come out of Covid fighting for the town of Wigan and the Super League competition.” U

For more information on the new Wigan Warriors new brand visit badge.wiganwarriors.com OTFF ISSUE 13 ★ NOVEMBER 2020 | 19

STADIUMS & VENUES

Lancashire Cricket: Winter is coming but we’re ready for the challenges ahead This summer - at the height of the COVID-19 pandemic - Emirates Old Trafford was one of the first venues to host an international sporting event.

The club’s CEO, Daniel Gidney, discusses how these fixtures have helped sustain English cricket and positioned Lancashire Cricket, and its worldclass venue, as beacons of best practice.

Like many other professional sport enterprises, Lancashire Cricket was looking forward to 2020 with relish. 2019 had been a huge year for the club with a promotion for the team on the field, coupled with the hosting of several World Cup matches and an Ashes Test Match, which helped deliver a recordbreaking financial return for the organisation.

Fast forward to March, when the Coronavirus pandemic struck globally, and both professional cricket and our corporate hospitality and events business came grinding to a halt and left us, like many other business and industries, facing up to the devastating short-term impacts.

It soon became clear that there would be little chance of the county cricket season operating to its normal schedule, but we knew that the England & Wales Cricket Board were keen to salvage the International fixtures as they would be crucial to securing £200 million in broadcast revenues for 2020 alone.

20 | OTFF ISSUE 13 ★ NOVEMBER 2020

At this point, Emirates Old Trafford became the centrepiece venue within their plan. Our site includes a 150-room four-star Hilton Garden Inn hotel, over 700 car parking spaces and interconnecting bridges to all parts of the stadium.

Having all these features in one 17-acre multi-purpose setting was critical in providing assurances for the bio-secure environment that would be required by the Government to even consider giving the fixtures the green light.

As a club, our Operations Team had already created a 50-page proposal outlining how the venue would operate a bio-secure event, based on the experience and comprehensive knowledge of the site. The guidelines supported all aspects of event delivery for all stakeholders, detailing government, catering, medical and accreditation parameters.

Emirates Old Trafford was subsequently selected as a host venue for England’s Test Match Series against the West Indies and became the first venue in the UK to welcome overseas visitors when the 39-strong touring party touched-down on June 9. At the time, cricket, and Emirates Old Trafford, where the only sport/location to have welcomed international guests.

The safety, security and well-being of visitors is the number one priority for Emirates Old Trafford – this has brought into even sharper focus during the pandemic. The successful delivery of the West Indies Test Match enabled the venue to host further fixtures, with a total of 21 days of international cricket played and the England, Pakistan and Australia teams all staying on site for prolonged periods.

The ECB undertook more than 3,500 COVID-19 tests at the venue during this period, with all tests returning negative results.

In a career spanning 30 years and having been a CEO for sport-focussed businesses for best part of 15 years, I have been involved in many major sporting events, including the Olympics. This year has been more complex and challenging than anything I have ever done in my career and the staging of the International Cricket in a bio-secure environment has been one of my proudest achievements.

The bigger picture is that it was essential to the future of the county game to stage these fixtures behind-closeddoors. If broadcast revenues had been significantly reduced this year, you might have had some counties go bust. It is a simple as that.

We were fortunate that one the strategic business decisions the club made when I took over as CEO in 2012 – to invest in venue infrastructure to protect and grow commercial revenues and improve the fan experience for match attendees – has paid off so quickly by providing us the facilities to host events in a bio-secure

manner. The on-site Hilton Garden hotel was critical in that sense and has been a significant driver of non-cricket revenues since opening in 2017.

Hosting International cricket this summer provided some financial respite for the business, but we now face up to the perennial challenge of how to sustain non-cricket revenues over the winter months. This was another key factor in the investment in the venue over recent years – to ensure we are able to provide worldclass conference and events facilities year-round.

In 2012/13 our conference business was worth about £3 million a year. This year we had forecast £9 million but are now estimating a drop of 50 per cent to around £4 million. The most recent Government restrictions on business events have effectively closed conferencing and exhibition spaces by limiting them to only 30 people. That is carnage for the bigger venues, and it is going to be a bleak midwinter for many.

It is another example of the inconsistencies that currently exist within the COVID-19 restrictions when comparing pubs, shopping centres and

indoor theatres to business and outdoor events. Hosting cricket in a bio-secure bubble taught us a great deal and it is frustrating that we cannot yet use the lessons learned for business events.

We have integrated the operational best practice from behind-closed-doors cricket into our business event hosting processes and we have total confidence that we are ready to host significant numbers in the venue safely, with immediate effect. For us, and the rest of the £84 billion event industry that employs 700,000 people, it is now just a waiting game.

2020 will of course be remembered as an annus horribilis on both human and commercial levels, but it will also go down in history as one of those years that was necessary for the game’s long-term health, on and off the pitch.

The focus has never been sharper on the need to diversify revenue streams and operate in a sustainable manner.

While the future is still unclear, in terms of timelines, we have proved we can adapt, innovate, and deliver major events in unprecedented circumstances. That makes us much better prepared as a business to face the challenges ahead. U OTFF ISSUE 13 ★ NOVEMBER 2020 | 21

INNOVATION

MARSEILLE LAUNCH OM RECORDS ALONGSIDE MUSIC GIANTS BMG French Ligue 1 club Olympique de Marseille have made a historic move into the music industry following the launch of their rap label ‘OM Records’ in partnership with industry leaders BMG.

22 | OTFF ISSUE 13 ★ NOVEMBER 2020

Hugues Ouvrard, General Manager of Olympique de Marseille explains the motivation behind creating OM Records, the opportunities the new label provides the club and how the partnership will authentically leverage and uplift the culture of the local community.

Olympique de Marseille is first and foremost a football club, its impact goes far beyond the field, especially beyond among young people in Marseille. L’OM is a powerful lever to unleash the great artistic potential of this population.

Marseille has been a cradle of French rap and hip-hop since the IAM collective and the links between OM and local artists have been strong for years.

It has been almost three years since Frank McCourt approached BMG about exploring a partnership with Olympique de Marseille. While hip-hop is now the number one music listened to in France and talents more and more numerous in Marseille, the launch of OM Records symbolises the club’s desire to promote the unique energy that emanates from

Marseille and its people all over the world.

This partnership is a world first in the football industry and we are very proud to partner with music publisher BMG, a major records label in the industry. They will bring their expertise to do it the right way and make it a success.

We believe there are strong links between football and music, especially in Marseille. This innovative partnership will work as a ‘test and learn’ approach and

we hope to sign new talents to expose to our large community (14 million fans on social media) and to the world.

As we are now managing the Orange Vélodrome Stadium, the second largest in France, a lot of opportunities exist, and live concerts could be held as soon as the COVID-19 crisis is over.

OM Records will be located in Marseille; the first time in France a major label will be based outside of Paris. It will allow us to be as close as possible to local talents and work with them on a daily basis. Besides OM Records, we have also launched a monthly content called ‘OM Sessions’ that promotes young talents around a custom-made ‘OM freestyle’ promoted on our social networks. Another opportunity to give exposure to our community and our flourishing scene… and maybe one day a OM Sessions artist will be signed by the OM Records label!

We want to be innovative, building unexpected partnerships to bring new opportunities for local artists. If this is successful, we hope young talents from Marseille will shine across France and the world. U

Emilie Hauck, who has been appointed by BMG as A&R and Project Manager of OM Records, explains her role in managing the new label imprint and all music activities with the club.

My role is to manage the label overall, as much on the artistic part as the marketing part; Identify the talents that we want to welcome within the label, negotiate deals, work on development strategies and support artists in their careers.

I also work with Olympique de Marseille on all of its musicrelated projects.

Frank McCourt very quickly detected the strong synergy between the players are the artists of Marseille. He therefore approached the BMG New York teams managed by Jon Loeffler to think about new opportunities.

The cultural links between football and rap are very strong in Marseille, the birthplace of rap. The project was obvious and fully correlated with the city’s DNA. By settling here we are at the heart of the field and reduce the distance from Paris to Marseille which can sometimes make the business more complex for artists if there are any problems. I also

think that we understand people better when we are close to them. BMG and OM share common values and I am proud to put our expertise at the service of this magnificent city.

We are the future. This strategic partnership is very innovative and opens up very exciting creative opportunities.

Our goal is to celebrate culture by accompanying and supporting Marseille youth, as well as artists who love the club. Our gaze is also on Africa where OM is looking to take action. U OTFF ISSUE 13 ★ NOVEMBER 2020 | 23

FINANCE

Building long-term resilience: aiding the survival of sports clubs With mounting financial difficulties resulting from the coronavirus pandemic, Paul Atkinson, restructuring partner at specialist business advisory firm FRP, explains why sports clubs need to ensure they minimise operational disruption, keep fans onside and take advantage of external support for a future that may not look anything like the past.

In these difficult times, the ability of sports to bring people together is missed more than ever.

In September, UK sports were dealt yet another blow when the planned return of spectators to venues, which had been scheduled for October 1, was dropped.

And with new tighter limitations looking set to be in place for the next six months, the implications for clubs right across the country are likely to be severe.

Dwindling ticket sales, membership cancelations, sponsorships under threat, limited fundraising and a lack of events and hospitality, mean that, for most clubs, their main sources of revenue have fallen dramatically or stopped completely as a result of the crisis.

Clubs are quickly losing money, trying to balance ongoing expenses with significant revenue loss. Last month, even the powerhouse of British football, the Premier League, said its clubs were suffering a colossal £700 million in losses, with current estimates suggesting that our national game is now losing more than £100 million each month.

Simply put, without stringent cost control measures and financial support, thousands of sports clubs could find themselves facing the risk of insolvency in the months ahead.

24 | OTFF ISSUE 13 ★ NOVEMBER 2020

How to preserve the club’s future It is essential to minimise operational disruption wherever possible. It is looking increasingly likely that sporting events and competitions could be cancelled or postponed at short notice for the foreseeable future. And, as such, it is safe to assume that uncertainty in matchday revenue forecasts will continue for some time. Where possible, clubs should look to retain, increase, and diversify sales across a wider pool of commercial and sponsorship opportunities. This could be in the form of exploring other uses for venues and stadiums, such as stadium tours or hospitality.

Clubs also need to make sure they continue to maintain good communications with fans and nurture their loyalty, even though they are prohibited from watching their heroes in action live from the stands. Season ticket holders or annual members of sports clubs may be entitled to refunds, and some loyal fans have been enraged after being asked to pay a deposit to guarantee their season tickets for next year, with fears that they could be left out of pocket if they are still shielding when the new season starts. Controversial policies such as this can be extremely divisive, and clubs need to seriously re-think their approach to the so-called ‘fan-experience’ to ensure they keep supporters engaged.

Directors should also consider the government’s financial support package.

The new Job Support Scheme, which launched on November 1 and runs for six months, will see the government pay two thirds of the wages of staff in business operations if they are forced to close under new coronavirus restrictions. This will include bars and restaurants, which can form part of sports clubs.

It is fair to say that the current challenging climate is daunting for even the most steadfast and experienced directors, so contingency planning and

options reviews must be immovable priorities.

For sports clubs that are facing fastmounting levels of risk, maintaining a ‘business as usual’ stance is not pragmatic, or sensible. But if problems are caught early enough, then there’s a better chance that the club can be stabilised, and this can mean exploring a whole spectrum of options from agreeing arrangements with creditors and restructuring debt, to raising additional capital or realising value.

Directors should also consider whether to undertake more in-depth contingency planning and option reviews, to try to secure an alternative way forward for the club. Other options to consider could be potential M&A opportunities, and diversifying portfolios in different regions or leagues.

By setting out, comparing and evaluating all realistic options for directors, shareholders and other key stakeholders such as banks and other lenders, landlords and pension fund trustees, it can be more accurately determined which options represent the greatest risks and opportunities for the club. Directors can then explore the practicalities, including the timelines, costs, funding requirements and target outcomes associated with every option, to make more informed decisions and navigate the best way forward.

FRP Advisory Trading Limited, which is a whole owned subsidiary of FRP Advisory Group plc, provides a professional and considered approach to problem solving. With 56 partners and more than 380 staff operating from 18 offices across England and

Scotland, FRP is one of the UK’s largest independent business advisory firms specialising in corporate restructuring, corporate finance, forensic services, pensions advisory and debt advisory.

It has a strong reputation and track record for creating, preserving, and recovering value across a range of complex situations. Its advisers work at board level, with investors, lenders, government and regulatory bodies, plus other professionals and individuals requiring professional support. FRP provides a wide range of services, as well as specialist industry experience to enable the delivery of sector specific solutions. U For more information visit: www.frpadvisory.com

ABOUT FRP FRP Advisory Trading Limited, which is a whole owned subsidiary of FRP Advisory Group plc, provides a professional and considered approach to problem solving. With 56 partners and more than 400 staff operating from 18 offices across England and Scotland, FRP is one of the UK’s largest independent business advisory firms specialising in corporate restructuring, corporate finance, forensic services, pensions advisory and debt advisory. It has a strong reputation and track record for creating, preserving, and recovering value across a range of complex situations. Its advisers work at board level, with investors, lenders, government and regulatory bodies, plus other professionals and individuals requiring professional support. FRP provides a wide range of services, as well as specialist industry experience to enable the delivery of sector specific solutions. http://www.frpadvisory.com OTFF ISSUE 13 ★ NOVEMBER 2020 | 25

FINANCE

HOW PARACHUTE PAYMENTS IMPACT LIFE BELOW THE PREMIER LEAGUE Lewis Buckland at haysmacintyre looks into how parachute payments are distorting life below the English Premier League following a number of considerations concerning the restructuring of English football.

Parachute payments are intended as a mechanism for supporting relegated clubs in the English Football League (EFL) Championship, allowing them to adjust to much lower revenues, as well as giving newly promoted clubs the safety net to invest in their squads without fear of a total dropoff of income.

They have been controversial since inception and this year, with the threat of many lower league teams at risk of going into administration and the suggested

and have estimated the financial impact of an entire season without fans at a staggering £200 million.

Compounding the issue is that the majority of the lower league teams have been running since March with little to no income; without any further assistance many clubs are unlikely to survive.

The EFL has been offered £77 million from the Premier League to help clubs in leagues one and two with their shortfalls at the time of writing, but the lower divisions have not received any extra funding.

The Premier League have also rejected a request from the EFL for a share of

“EFL clubs lost £50 million last season and have estimated the financial impact of an entire season without fans at a staggering £200 million. ” ‘Project Big Picture’ suggesting an alternative, it is at an even more contentious point than ever. But does financial disparity lead to inequality in play?

The debate challenges not only whether parachute payments give an unfair advantage to relegated teams by supporting their ability to sign better players, coaches, and supporting staff, but also whether the distribution of those funds might be better utilised towards the rest of the EFL and lower league teams.

EFL clubs lost £50 million last season 26 | OTFF ISSUE 13 ★ NOVEMBER 2020

Fulham’s second £34 million instalment of parachute money.

At face value, it appears that relegated clubs receive a disproportionately higher income - £40 million on average compared to other clubs, which only receive £4.5 million in solidarity payments. In addition to parachute payments, relegated clubs will often sell players, injecting additional cash in turn. Regardless, it can be difficult to comprehend the challenges of balancing a budget for relegated clubs, especially considering they went from receiving a

share of the £3 billion Premier League deal between 20 teams to splitting the £119 million (Sky deal) from television contracts between the 72 teams of the EFL. Whether a distortion exists between these club levels requires more than just an assessment of how much money relegated clubs receive; the issue is not just about monetary gain, but if that translates to an unfair competitive advantage. If parachute payments mean that competing with relegated teams is impossible, one would expect regular promotions of relegated teams back to the Premier League. However, the opposite is true: it takes an average six years before a team gets back into the Premier League after relegation, and only two of the previous nine relegated clubs have been promoted. Furthermore, evidence suggests that the parachute payments don’t provide any clear advantage: when you look at how the 2019/20 Championship season ended, with the likes of Hull City, Stoke City, and Huddersfield Town all in the bottom half of the table, parachute payments don’t appear to have affected the standings.

While the nuances within the Championship team structures and finances prevent certainty on the true impact of parachute payments, there is a definite need to re-evaluate how the football pyramid is financed. As developments continue within the structure, we look forward to seeing the changes and the ultimate impact on the league. U

OTFF ISSUE 13 ★ NOVEMBER 2020 | 27

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GRASSROOTS FOOTBALL

BATTLING TO SAVE GRASSROOTS FOOTBALL David James explains why Utilita’s Switch Before Pitch campaign has the power to not only educate millions of people across football communities but also to power their existence in the future.

David James, England’s former number one, has linked up with pay as you go (PAYG) energy firm, Utilita, to work on a new year-long campaign, Switch Before Pitch, to encourage football clubs to save energy and save money.

As a passionate environmentalist, David has converted every aspect of his life to promote a green lifestyle and is now battling to save grassroots football from collapse.

In September, Utilita commissioned the ‘State of Play’ report, which has revealed the financial impact of COVID-19 on grassroots football, with clubs’ incomes reducing by 46 per cent on average. “I didn’t realise how bad it [the situation] was until Utilita put the report together,” David begins, “One in ten clubs, could or will be going out of business because of COVID-19; And that report was done before Boris Johnson introduced more restrictions.”

With the UK now in another lockdown throughout November and the suspension of non-elite sport once again, these numbers are likely to worsen.

The report also reiterates the numerous benefits the UK’s 40,000+ grassroots clubs have on mental and physical wellbeing as well as the high cost that the state will pay should thousands of clubs disappear.

Parents’ individual financial struggles will also get in the way of players returning to clubs too, as 17 per cent say they can’t afford equipment such as football boots, and 20 per cent say they can’t afford to return their child to their grassroots clubs at all.

“This campaign will help clubs focus on saving and raising money, but most importantly, it will educate everyone it reaches about the simple ways we can all use less energy wherever we are, which will impact our

pockets and most importantly, our planet,” David continues.

“Grassroots football has always been such an important element of every local community, and everything that can be done to support their existence right now is vital.

“Using tangible examples of what saving energy can buy, such as footballs, or a pair of new goals is smart – poor or missing equipment can mean the difference between a game being played or not at grassroots level, so affording everything a team needs is crucial.”

“The reality is I started playing football

“Grassroots football has always been such an important element of every local community, and everything that can be done to support their existence right now is vital.” because my mates were playing football and not because I wanted to become a footballer, it was just that I had my social inclusion on a football pitch. It was a wonderful journey, but it was more about the other stuff [the social aspects].

“We are trying to help advise not just the adults who are currently paying the bills for electricity, but also the kids; trying to influence them and help them understand how saving energy and being more energy efficient will save a bit of money. That bit of money might help the grassroots football clubs to survive and help the community run in a way thatwe all appreciate and love. ➡ OTFF ISSUE 13 ★ NOVEMBER 2020 | 29

GRASSROOTS FOOTBALL

“Once you lose a part of the social fabric, the fear is not just with the production of the next Harry Kane or Raheem Sterling, but you’re actually interfering with normal social behaviour. It’s not just about the seven-year-old kids, it’s about parents coming and socialising, it’s about using the facilities. There are clubhouses now that are underused because of the COVID-19 restrictions, so grassroots football is more than just kids wanting to be superstars. We are in a critical state and when you’ve got Utilita as an energy company putting forward recommendations on how to use less energy is a beautiful thing.”

As part of the Switch Before Pitch campaign, grassroots clubs are invited to share their fundraising efforts and ideas on social media using the hashtag #switchbeforepitch, to be entered into a club league table to win football goodies, equipment and a year’s worth of energy, with David James himself visiting the topperforming club in 2021 to present their prize.

David continues, “FIFA have a very difficult position as they don’t have all the money in the world to save all the clubs and when you go to your local associations, such as the FA or even the Premier League in the UK, they too, because of all the money being lost, haven’t got the funds needed to supply grassroots.

“I think everyone has their own part to play in this to take some ownership or responsibility especially at grassroots level. You know, we are talking about small amounts in certain cases where families can’t afford it. Again, one of the things in 30 | OTFF ISSUE 13 ★ NOVEMBER 2020

the report, was about the beauty of an energy company suggesting how we save money; if families and households can save £163 a year, that could go towards subs. Understanding of course in a very challenging economic time, the first thing you need to do is obviously to feed yourself and have a roof over your head. So, if families can do it at home and if the likes of FIFA gratefully can do it on the higher end of the scale then I think between us we can help these clubs survive.

“Myself, I’m getting involved with my local club, I’m going to do some kind of

multi-faceted activity and all possible sources and let’s all of us also contribute financially and express our solidarity. I do the same with my own club which raised me [in Finland].

“I think women’s football is particularly vulnerable at this structure and that is why FIFA has allocated this half million dollar[s] per member association. If I give you some examples how the FA’s are using this: Ireland is using these funds to resume its national league including Covid tests and viral or video assisted referees; [In] Mexico, the full FIFA funding [of] half million euros

"FIFA have a very difficult position as they don’t have all the money in the world to save all the clubs and when you go to your local associations, such as the FA or even the Premier League in the UK, they too, because of all the money being lost, haven’t got the funds needed to supply grassroots." sponsorship. I think volunteering and fundraising is an area which I would suggest people to contact their local grassroots club, ask them how you can help and if there’s a way that everyone can get together. It’s better for the community, not just the pathway to international football.”

Olli Rehn, Head of FIFA’s COVID-19 relief plan, said: “FIFA can help to the extent that the member associations like the FA in England decided to do so and we need multi-dimensional activity,

will go to the women’s league; Malawi is using the funds to directly assist male and female players all over the country with allowances and food parcels. So, you can see there is quite some diversity on how the funds are used and it really depends on the member association.”

When asked about the transfer spending by Premier League clubs in the current climate David’s response was simple, “It is excessive in this current climate, but it’s a business. I mean arguably if the clubs can afford it, they

“I think volunterring and fundraising is an area which I would suggest people to contact their local grassroots club, ask them how you can help and if there’s a way that everyone can get together. It’s better for the community not just the pathway to international football.”

can afford it and I wouldn’t see why as an industry or business that a Premier League club shouldn’t be spending that kind of money. The difficulty is a lot of people are looking at the likes of the Premier League, even FIFA, UEFA, the FA and the associations of each country to bail out grassroots football and they just don’t have that kind of money; They [Premier League clubs] still have to try and win leagues, qualify for European championships or whatever and therefore the spending has to done.

“What I have seen, and I haven’t seen the statistics just by observations, the number of transfers seem to be considerably less than before, so the financial impact of football we talk in hundreds of millions if not billions of pounds; you’ve seen that in the number of transfers, especially when you start dropping down leagues the clubs just don’t have as much money as they had before. Rich clubs can afford big transfers – fact of life.”

On the notion of savings, such as the introduction of salary caps, Olli concluded, “Some U.S. Sports apply salary caps as we know. Salary caps for footballers have been discussed by various stakeholders but this is something that ultimately goes beyond the scope of action of COVID relief plan of FIFA. In my view, and I said this after the Bosman ruling 25 years ago, I would welcome more solidarity and redistribution within the football economy and community, but I know that there are different views. So, let the discussions continue and take these aspects also into account.” U

THE FA LAUNCHES NEW WOMEN’S AND GIRLS STRATEGY The English Football Association has launched a new four-year strategy which aims to create a ‘sustainable future’ for women’s and girls’ football in England.

Entitled ‘Inspiring Positive Change’, the strategy outlines eight objectives to meet by 2024, including aims for both grassroots and elite sport.

Among the eight objectives, The FA says the strategy will aim to give every primary school-aged girl equal opportunity to play football; create world class professional women’s football competitions, recruit a diverse range of local leaders to organise women’s and girls’ football in their communities, and see England win a major tournament.

“Football has the power to change lives for the better. It can contribute to physical and mental wellbeing, it can provide opportunities to compete and collaborate with other, and it can help shape the place of girls and women in wider society,” said Baroness Sue Campbell, Director of Women’s Football at The FA. “Our new four-year strategy is based on understanding an individual’s

motivation to play – for learning, for recreation, for competition and for excellence. We want to ensure there is access and opportunity for every girl and women to play, coach, spectate, officiate, manager of administer if they so wish and the game to be truly representative of our society across all characteristics and social backgrounds.

“The FA’s new Inspiring Positive Change Strategy will build upon the foundations created by The Gameplan for Growth and deliver truly transformational change to the women’s and girls’ game.” U OTFF ISSUE 13 ★ NOVEMBER 2020 | 31

GRASSROOTS FOOTBALL

GRASSROOTS FOOTBALL:

OVERCOMING THE CHALLENGES OF THE PANDEMIC To find out more about the impacts of COVID-19 at a local level, Premier Sports Network spoke with Surrey FA, Herefordshire FA, Middlesex FA and Hertfordshire to find out how each county is working to overcome their individual challenges.

Alan Darfi, CEO of Herefordshire FA ‘’Although it really doesn’t need repeating, the COVID-19 pandemic has truly been an unprecedented challenge. Given the important role that grassroots football plays within society, this impact has been felt really strongly across the local game, from the player unable to keep fit and socialise with their mates, through to the club unable to provide an opportunity for their local community to get together. Being honest, I’m not sure most people realised just how important football was to their weekly routine, until it was taken away from them.

As with all businesses, the financial challenges linked to the pandemic have impacted County Football Associations. With reduced income confirmed both in the short-term and future, our role has been to provide a support service to the game, whilst also dealing with internal challenges.

In Herefordshire, this has come in the form of supporting our participants to successfully apply for a range of external grants, providing our own ‘Return to Play’ fund and also providing a range of ad hoc support measures to ensure that, not only did clubs and participants survive, but also that they were best prepared for when football returned.’’ U 32 | OTFF ISSUE 13 ★ NOVEMBER 2020

Leigh O’Connor, CEO of Middlesex FA

Sally Lockyer, CEO of Surrey FA “It has been a hugely challenging period for grassroots football, and we recognise the difficulties to clubs, volunteers and all those involved in the sport at this level. We are a charitable organisation ourselves and felt the impact of our own revenue streams drying up overnight before we received significant grant funding cuts on top of this.

Our responsibility as a governing body was to ensure that information on permitted football activities, and on grants and funding which was available to clubs, was communicated swiftly to all of our stakeholders.

We have seen over £1 million invested into clubs in Surrey, in addition to our own measures, which included waiving affiliation and County Cup entry fees. We also carried out our highly successful Football Fix-Up project, which saw clubs across the county using the fallow period to renovate their facilities. In addition, we have held themed webinars and online support drop-ins to offer bespoke guidance and support.” U

“The 2019/20 season came to an incredibly challenging conclusion for not only the Association but also across the game in Middlesex following the impact of COVID-19.

Through our home and community football facility at Rectory Park, we were pleased to be able to support the Emergency Services in Ealing with some food and drink parcels during the height of the pandemic. On top of this, we were delighted to see how the wider Middlesex football family came together to create so many great initiatives across the County aimed at supporting the local community.

Like many other businesses, the pandemic has had a big impact on the Association’s finances as well as our operations at Rectory Park.

We effectively had no income from football between March and the end of June. In addition to this, we have received a reduction in funding from The FA This has meant we have had to look at all areas of the business making some tough decisions that will enable the Association and the game in Middlesex to recover.

In March we decided to close Rectory Park and began working remotely, with many staff being on Furlough. A core group of staff remained throughout to support the game and ensure we were able to react to changes in Government advice at short notice.

During the first few months of the pandemic, it became clear that the game in Middlesex would need support to ensure football could return to similar levels as the 201920 season. We were delighted to be able to provide a range of supportive measures through the Middlesex FA board and some additional funding

from The FA to provide further relief to our clubs who we know have also been hit extremely hard.

Some of these measures included: Free club and team affiliation; free cup entry; free public liability insurance for clubs; discounted personal accident insurance; free league affiliation; and free personal accident insurance for referees.

In addition to this, local authorities have supported clubs with rent holidays, deferrals, grants and credits, which we know have been greatly received locally.

The Football Foundation and Sport England have also run several funding programmes to support the return of football. This additional support has been vital to those clubs in the National League system, women’s pyramid or those who have their own facilities. A summary of the investment received across Middlesex through the various funding programmes is below, totalling £517,000 of support.

As the secretary of a grassroots team, I have been, perhaps, uniquely placed to see the impact that the COVID-19 pandemic has had, not only on my County FA but also across the grassroots game.” U

Karl Lingham, CEO of Hertfordshire FA “Grassroots football is the heart of many local communities and has been shown to make a substantial contribution to the quality of life of those involved. This pandemic has highlighted the value that the game has, not just in terms of the physical and mental health benefits that come from taking part, but also its ability to bring people together with a shared passion and purpose. The hard work and dedication from volunteers across grassroots football to get the game going again safely has been nothing short of incredible.

Their amazing efforts underline the importance of football in so many people’s lives and we have been proud to support them throughout. Our goal has been to try and provide as much clarity and certainty as possible in what has clearly been an unprecedented situation. Everyone has had to adapt quickly to changing circumstances, meaning clear and timely communication from us has been critical.

We have worked closely with stakeholders across the game to help them get them access to resources they need to continue to deliver for their communities.“ U OTFF ISSUE 13 ★ NOVEMBER 2020 | 33

LAW

How commercial contracts are being affected by COVID-19 Lockdown 2.0 is here, but what did we learn from the first round? Paul Jones and Hannah Laird at Farrer & Co. explore the effect of COVID-19 on commercial contracts.

After many months of hard work, postponing events, renegotiating contracts, and navigating the minefield of government guidance, lockdown is back. It was inevitable.

We all knew it was coming.

Question is: have we learned our lesson?

Force majeure: the new buzzword(s) Rather inevitably, force majeure clauses seem to be changing in how they are drafted and how they are negotiated. Previously perceived by many as a tick-box exercise, these clauses have become a real focus in contract negotiations, often now explicitly listing pandemics as a force majeure event (and sometimes marking out COVID-19 itself for further special treatment).

Typically, force majeure clauses only sought to suspend the contractual obligations of the “affected party” (typically the supplier) yet, even in the strictest of lockdown times, a party’s ability to make payment was rarely 34 | OTFF ISSUE 13 ★ NOVEMBER 2020

affected. We are now seeing force majeure clauses directly addressing this point, calling for payment to be suspended (or pro-rated) during the period in which the other party is affected by the force majeure event.

We have also seen an increase in COVID-19 specific cancellation or termination rights. Depending on who you are advising, these have been drafted to allow greater flexibility, allowing parties to respond without having to satisfy the high threshold required to prove a force majeure event. For example, where government guidelines mean an event could theoretically go ahead but is no longer financially viable, the organiser could invoke its COVID-19 rights to cancel an order or terminate early without being penalised.

The “equivalent value” of sponsorships A lot of event/competition sponsorship agreements are linked to achieving some form of measurable exposure.

When lockdown hit the first time and the original sponsorship inventory could

not be delivered, many event organisers and sponsors sought to reflect on whether their contracts allowed rights “of equivalent value” to be delivered.

Already when drafting new sponsorship and partnership agreements there is much greater scrutiny of whether this in-built flexibility is to be allowed and, if so, with what parameters. There seems to be a real-world acceptance that such flexibility is to be embraced if long-term relationships are going to have a chance of succeeding, especially to navigate current challenges, but it is the parameters on that flexibility that seem to be the new battleground.

Parties are well-advised to address these issues from the outset rather than leaving matters to chance or goodwill.

The Stages of government guidance The “Elite sport - return to competition” guidance was welcomed by many sports organisations, with each ‘stage’ adding to the previous one. Stage Three finally brought the return of domestic competition, and Stage Four saw

international competition making its longawaited comeback.

For commercial contracts, parties had to ensure (and prioritise) compliance and consistency with the requirements of the guidance, which had to prevail.

Cooperation between the delivery partners was key, as was ensuring that all contracting parties present at the venue (including the participating athletes themselves) were aware of the rules and procedures. For venues, compliance with the guidance was often made a condition of that hire, and the responsibilities were then passed down through any subcontracts with everyone from caterers, to broadcasters and coaching staff sharing responsibility.

Stage Five was recently announced, and we hope to see a socially distanced return to sport for spectators in the New Year, allowing reduced capacity in competition venues provided they pass the “COVID-19 Secure” test. As with Stages Three and Four, Stage Five will continue to implement the following key principles, which may

need to be anticipated in certain contracts: the Health Protection (Coronavirus, International Travel) (England) Regulations 2020 must be followed; the guidance applies to both indoor and outdoor competitions; competition delivery partners must ‘opt in’ to the presence of spectators and must be satisfied that the RTCSRS will be safely implemented; and only individuals essential to the delivery of the competitions and spectator services should be accredited by the competition organiser. Compliance and transparency in implement this stage is perhaps even more important than previous stages, particularly as any reputational fallout could be significant.

The impact of testing on data protection Test and trace procedures have forced many sports bodies and organisers to carefully consider their approach to the collection of personal data, which has sometimes been navigated as an adjunct to the contractual relationships with the

relevant individuals. It is important to consider whether and, if so, how testing can be done; and, if health questionnaires are to be collected from staff, athletes and contractors, what the legal basis is for collecting such data.

Consent (perhaps obtained via a health questionnaire) is often presumed to be an easy way to ensure compliance is met.

However, consent has its limitations. Even where medical consent is obtained, it may not be the best basis for collecting data.

Instead, compliance with legal obligations (as may be required under the ‘Stages Guidance’ or otherwise) may be a better basis. Similarly, one size might not fit all, and the basis for collecting data from, for example, a subcontractor may differ to that of an individual player.

Data subjects should be given clear notice of the data to be collected and the basis upon which it is collected - links to privacy notices are often included in contracts with the individuals, but updated policies may need to be issued, and preferably sent ahead of time. U OTFF ISSUE 13 ★ NOVEMBER 2020 | 35

SPONSORSHIP

TURNING SPONSORSHIP INTO A PARTNERSHIP Simon Hughes from IFX Payments talks about the importance of building strong relationships within the global sports industry and the journey of sponsorships becoming long-lasting partnerships.

For businesses and individuals, 2020 has proved to be full of numerous challenges and heightened uncertainty. Proving that security and stability, amongst other factors, are key to operating efficiently both mentally and physically.

Maintaining business relationships and establishing new ones during these times can be challenging as there are now factors at play that were previously unaccounted for. Companies and individuals now face new obstacles and must become more risk averse.

Businesses want their brands to be number one; and while some already believe they are leading the way; others are trying to work out how to simply keep themselves afloat in the months to come.

Despite these newfound issues, one thing the pandemic has not stopped is our consistent ability to communicate freely with everyone involved in our business and personal communities. Whether it be through technology, such as email, Zoom, LinkedIn; or even just picking up the phone and calling someone personally!

In the sports world, the majority of clubs and entities generate a considerable 36 | OTFF ISSUE 13 ★ NOVEMBER 2020

portion of their income through promoting other brands through sponsorship.

In return, these brands are publicly displayed and attract attention from spectators. The obvious issue here, given the current climate, is that spectators have been unable to attend events, thus businesses funding sponsorships may feel as though the value is now lacking as their brand has not being getting

My first question when approached by an entity who has been in this situation is: why did the relationship fail with your previous sponsor in my sector? There are of course, genuine, understandable reasons why this may be so, such as the business may cease to exist. However, in most cases the reasons are vague at best. As a business and a sponsor, when I have to make the decision of who I

“The obvious issue here, given the current climate, is that spectators have been unable to attend events, thus businesses funding sponsorships may feel as though the value is now lacking as their brand has not being getting the recognition it once was” the recognition it once was. With this said, even during normal circumstances, some businesses may feel that their sponsorship has not been a success, leading to the relationship ending in year 1, leaving both parties unsatisfied with how things have worked out.

When a sponsorship ends with a sponsor it is commonly the case that they will need to be replaced by another.

want to work with in this capacity I have a clear mandate: I want to know where my return on investment is coming from, who my audience is going to be, and is the sponsorship sustainable. I want to create partnerships with an entity that is mutually beneficial, and we as the brand get the right exposure we are due. Once the partnership becomes more long term, it means that commercial teams within

sports clubs or entities should not have to find replacement sponsors after year 1. If both parties are happy and expectations on both sides are managed efficiently, then the conversation of renewal fees become a whole lot easier.

The fundamental way the above is accomplished is through transparent communication, understanding how both sides operate, and having apt knowledge of what tools they have at their disposal. Establishing the following from the start is vital to achieving this: Does the club / entity have many shareholders / directors who businesses might benefit from our brand? Would your existing sponsors / partners benefit from what we offer? If we can help your partners, can the money saved contribute to their sponsorship with you? The clear objective for any partner is value for money and exposure, and the entity selling the rights want to generate income in a seamless way.

At a time where we are actively looking for cost savings and efficiency improvements, now is superb opportunity for businesses to engage in systematic partnerships and support local sports teams.

Equally, it is a great time for commercial teams to utilise their contacts to create an exceptional business network through B2B introductions for their partners. U For more information contact Simon Hughes at shughes@ifxpayments.com or call 44 (0)20 3005 8905. Alternatively, visit www.ifxpayments.com OTFF ISSUE 13 ★ NOVEMBER 2020 | 37

SPONSORSHIP

WHY ARE MAJOR SPONSORS WORKING WITH LOWER LEAGUE CLUBS? James Corbett, International sports correspondent at Off The Pitch, explores why major sponsors seeking ‘authentic’ and ‘positive’ stories find value in lower league clubs, using Forest Green Rovers and Stevenage FC. Dale Vince, the alternative energy entrepreneur who has set out to make League Two’s Forest Green Rovers ‘the world’s greenest football club’, has an unusual outlook when it comes to attracting sponsorship to his Gloucestershire club.

Economic benefits, he says, are not the primary motivation when discussing a deal.

“We do this because we believe in it,” he told offthepitch.com earlier this month, days after his club had agreed a stadium naming rights deal with the smoothie manufacturer, Innocent.

“It just so happens that we’re in a space that I think the world is moving into, including the world of business.

Businesses are increasingly creating sustainable alternatives in food and drink, for example, in clothing, because they can see just what people want. We just happen to be in that place already. We’ve been in it for twenty five years.

“It’s a consequence of our stance that we are attractive to a certain kind of sponsor. And it’s a market that is growing rapidly, this kind of sponsorship.

We’ve doubled our sponsorship this year compared to last year, even in the middle of a pandemic, and so we’re in a really good place.”

Rovers are one of a small but growing number of lower league clubs to attract bluechip sponsorships, as marketeers look for a ‘story’ to tell their customers that may be lacking at a higher level.

Green agenda In Forest Green Rovers case the narrative is clear: a club run according to the environmentalist principles of its ownerchairman. Vince left new age commune living in the early-1980s to found Ecotricity, a pioneer in selling renewable electricity 38 | OTFF ISSUE 13 ★ NOVEMBER 2020

to consumers, before branching out into wind turbine manufacture. He became majority shareholder at Rovers a decade ago, banning meat, installing wind turbine at the New Lawn stadium and planning the world’s greenest football stadium.

As a result sponsor that wouldn’t normally cast a sideways glance at such a lowly club has seen blue chip sponsors flocking. The Innocent deal is worth “a six figure sum - a six figure sum – a big deal, especially for a League Two club and it’s come off the back of a bunch of big deals we’ve done,” says Vince.

“Quorn have been one of our sponsors for years now. I think you see they sponsor Liverpool now. And then an investment company called Candriam that a lot of people won’t have heard of, but I think they run £3 billion in funds and they’ve got a big focus on green stuff.”

“If I was guessing, I’d say we’ve got the most sponsorship of any League Two club,” he adds.

Mike Sotnick, a marketing manager at Innocent. “We love how they go about things with their sustainability work, they’re proving that there’s another way to do things – responsible, sustainable and forward thinking.

“They’re a great match up with our values. For us, this partnership is less about advertising smoothies, and more about inspiring change within business and football, so more companies and clubs follow in FGR’s sustainable footsteps.”

Sotnick says that this sponsorship deal – unlike Innocent’s previous flirtation with sports marketing at the 2012 Olympics (“mostly a visibility thing”) - isn’t marked according to traditional ROI criteria.

Instead he talks about “inspiring wider change”, which may sound like marketing speak until he mentions the wider cultural shift of “businesses shifting towards a greener way of doing things.” The sponsorship, he says, can capture part of

“For us, this partnership is less about advertising smoothies, and more about inspiring change within business and football.”

“It kind of puts us in an interesting place. We’re one of the smallest clubs there’s ever been in the league … but given that and our level of sponsorship, our revenue from the gate is only about 20 percent of total revenue whereas a lot of clubs are more like 40 or 50 per cent.”

Inspiring wider change “Forest Green might not be in the Champions League (yet) but they’re the world’s greenest football club so we’re really excited to partner with them,” says

a growing narrative.

“FGR are such a positive story in the fight against climate change – and it’s a great way to make people look at sustainability from a different angle,” he says. “Everyone knows the cultural impact that football has on society and if we can use that influence to impact sustainability then this will be a very successful partnership.”U

STEVENAGE’S BURGER KINGS

L

Forest Green Rovers owner Dale Vince

ast season Stevanage were the worst league side in England, finishing bottom of the 91 clubs that finished the 2019/20 season and were only spared relegation to the conference due to the expulsion of Bury and dissolution of Macclesfield.

But off the pitch the club had gone viral, with players like Kylian Mbappe, Lionel Messi and Neymar spotted in the red striped kit of the League Two club, along – crucially – with the logo of its principal sponsor, Burger King.

While other League Two clubs typically carry the branding of local businesses or enterprises linked to their own directors, Burger King recognised that for a modest sponsorship fee – reported to be just £50,000 – it also got access not just to the EFL club’s local fanbase but its branding on the biggest video game in the world – FIFA Soccer.

“If a brand wants to sponsor the best football players, they’d have to pay millions,” explained Burger King’s ad agency, David The Agency. “But Burger King found a way to endorse them without paying them a single penny. We sponsored a team at the bottom of English football’s 4th division: Stevenage. We knew that if our logo was on their shirt, it was going to appear in FIFA 20.

“We then launched the #StevenageChallenge, inviting gamers to play with Stevenage and sharing UGC of the likes of Messi and Neymar wearing the BK logo, for BK rewards in return. We turned a small team in real life into the biggest team online.”

The results were staggering: 25,000 goals shared online; the most used team in ‘career mode’; the most played FIFA 20 team on live streaming platform Twitch, making them what David The Agency claim, is ‘the most popular team in the world – at least online.’

For the club, while now a cult name globally, the financial rewards may be more modest. We know that Stevenage have sold out all their replica shirts last season, but when we contacted them to find out if the sponsorship transcended the purported £50,000 paid by Burger King they declined to comment. U Find out more about Off The Pitch at www.offthepitch.com. Contact the author of this author: corbett@offthepitch.com

OTFF ISSUE 13 ★ NOVEMBER 2020 | 39

SCENARIO PLANNING

MEANINGFUL SCENARIO PLANNING & RE-FORECASTING FOR SPORT IN THE COVID-19 WORLD Never before have we experienced a situation where the rate of change in so many disparate elements of our sporting business landscape has been so rapid. The combination of this, coupled with uncertainty about how long the situation will last, is what makes this time so challenging.

Sport’s finance leaders are doing their best to sustain their businesses for the job security of staff of all kinds and keeping the crucial passion alive for fans.

While some other business functions may be experiencing a quieter time, for the finance function it is busier than ever, ensuring that their sporting business retains its competitive edge, for the present – yes – but also in preparation for when we start to come out the other side.

And the recurrent themes on the lips of the sporting finance leaders that we work closely with just now?

Scenario planning and reforecasting.

For sport, there is currently no end of ‘what if?’ scenarios.

What if a match or matches have to be cancelled at short notice? When will we start getting revenue from ticket sales again and at what level?

Will further government support be provided and at what level? Can sponsorship

agreements be picked up where they left off? Will fans be reluctant to attend in usual numbers for some time to come? The list goes on and on.

The first important (and difficult) thing to do is to get your head around the concept that the current external environment is highly changeable and that you can’t influence that, don’t waste time on things that you just can’t control. None of us like to feel we are purely reactionary,

40 | OTFF ISSUE 13 ★ NOVEMBER 2020

but here and now the most proactive thing we can do is regroup and prepare how we will react to different possible scenarios – ensure you illustrate to your board the financial implications of those scenarios and reactions, and base this as much as you can on real data rather than guesswork.

This constant scenario planning can be labour intensive and those of us with planning and budgeting capabilities built into our core

business systems will find it much easier than those of us that do not and that are reliant on spreadsheets. According to Vertana Research, companies that use dedicated software instead of spreadsheets are likely to have a better planning and budgeting process that is more accurate.

Technology that reduces manual processes Systems that incorporate finance, ecommerce, CRM,

procurement and more – in one central database – can draw on real data and use in-built intelligence to show the implications of different scenarios business wide. They can then produce illustrative reports that present scenarios to the board and enable the quick decision making required.

As leading providers of Oracle NetSuite (a 100 per cent cloud-based financial management system) to sport related businesses Eureka Solutions are seeing the value of this in practice, with the Head of Finance of one of our EFL customers commenting that he wouldn’t like to think how he would have dealt with the demands of the current situation with the legacy onpremise business management system they had previously.

NetSuite also offers additional functionality for advanced planning and budgeting, which really comes in to its own when there are so many potential variables – allowing you to illustrate any number of ‘what ifs’ – and we are finding that many customers are enquiring about

this as a priority for them just now. Particularly those with complex multi-faceted sport, leisure, and venue-based businesses. Based on real examples, having this system in place provides the potential to reduce the time spent on the planning process by around 38 per cent, reduce the time spent on generating reports by around 32 per cent and improve forecasting accuracy by around 12 per cent.

Organisations that do not have this technology will no doubt be putting it on their ‘to do’ list now that we are in a situation where its value is tangible. The Ageas Bowl, for example, has recently undertaken a technology review, as Head of Group Finance Mike Lashmar explains, “The less time we spend re-entering data into different systems the more efficient we can be, and the less chance of errors.”

However, whether you have it or not, the key to scenario planning is to focus your energy on only your most important KPIs and business performance levers.

KPIs and Business Levers Keeping your focus on only the key KPIs and business levers gives you a simpler, cut down financial model for this period of time, and allows you to see clearly the effect of different actions on these key areas without becoming unnecessarily bogged down.

Then, for each scenario, look at best case, worst case, and average case. You may not be able to avoid the worst case – remember that we are not worrying about what we cannot control – but you can at least be prepared for it and thus minimise potential losses or damage. The right software can allow you to demonstrate the effect of each scenario across all areas of the business.

Good scenario planning can require some out of the box thinking – it requires many perspectives and engaging the wider team – the finance team does not have to do all of this themselves! This is an opportunity to share with the wider management team the importance of having reliable data, across not only the finance function but their functions too.

Sporting businesses that will survive will have the knowledge to undertake effective scenario planning and act decisively.

Again, this can come back to the technology you are using, but accurate data just means superior, faster decision making for all.

There is no question that there is clear and measurable value in adding scenario planning re-forecasting to your overall financial planning activities, not only just now but as a matter of course.

For some this is exactly the time to be looking at new solutions, for others it is the time to get their ducks in a row for when things ‘normalise’. U If you would like more information about NetSuite or NetSuite Planning and Budgeting or would just like to discuss your general business management software pain points with the expert team at Eureka Solutions, contact Senior Solution Consultant Alan Miles on +44 (0)13 5558 1960 or at alan.miles@ eurekasolutions.co.uk.

Alternatively, visit: www.eurekasolutions.co.uk

OTFF ISSUE 13 ★ NOVEMBER 2020 | 41

PREMIER LEAGUE TRANSFERS

PREMIER LEAGUE TRANSFER FEES MAKE UP LESS THAN A FIFTH OF ANTICIPATED CLUB REVENUES There might be a global pandemic going on and concern for the commercial future of sport around the world, but you’d be fair to assume that it’s all business as usual in the English Premier League – literally.

No fans, no match day income and apparent financial uncertainty didn’t stop clubs spending over £1.2 billion during the summer window, each chasing their own individual dream ahead of a season that no one is sure will even finish as COVID-19 continues to wreak havoc on daily lives around the world.

However, research shows that Premier League clubs spent less than a fifth of their expected cumulative 2020/21 revenue during the recent window. Clubs’ collective net-spend of £830 million was a “relatively sustainable” 17-18 per cent of revenue says Chris Winn, football finance expert and academic at UCFB’s Global Institute of Sport (GIS).

42 | OTFF ISSUE 13 ★ NOVEMBER 2020

However, the net-spend of clubs was around £200 million more than 2019’s summer window, despite the gross total being c.£170 million less this time around.

Chris, who previously co-authored the Deloitte Annual Review of Football Finance, said: “Even allowing for no match-day revenue this season in a worst case scenario, potential broadcast rebates and the commercial hits due to lack of fan exposure, I’d still expect the Premier League to generate at least £4.5 billion-£5 billion total revenue this season as it stands.”

Chris continued, “Whilst the significant gross spend by Premier League clubs affirmed the notion of this summer being a buyers’ market, it is also important to note that transfer fees are often paid in

instalments over time – so these levels of spend are not immediate cash payments here and now. Clubs will hope that future payments will be made in better times, and are often supplemented with future performance related terms to limit potential future liability.”

Chris leads the on-campus and online MSc Football Business programme at GIS – the Master’s degrees and executive education arm of University Campus of Football Business (UCFB).

UCFB delivers undergraduate degrees in the football and sports industry at its UK campuses in London and Manchester, which feature Wembley and Etihad stadiums at their heart In 2018/19 (the latest period for which financials are available), match-day

revenue only accounted for around 13 per cent (£680 million) of overall club revenue in the English top flight, slightly below the net spend figure paid out by clubs this summer, with broadcast and commercial deals being far more generous towards club coffers. Thirteen of the seventeen consistent Premier League teams spent less this summer compared to last, with nine clubs reducing net-spend. Only three clubs ended the summer in profit – Crystal Palace, West Ham United and Brighton.

The so-called ‘big six’ contributed c.£650 million of the £1.24 billion gross spent this summer – 53 per cent. Last summer this was just over 40 per cent.

However, this summer’s spend is heavily skewed by the backing Frank Lampard

was given at Chelsea following their transfer ban last term. The Londoners spent over £220 million this summer – almost 18 per cent of the league gross spend – on the likes of Kai Havertz, Timo Werner and Ben Chilwell.

Commenting on the spending spree from Premier League clubs this summer, Chris added: “A lot has been said about spending responsibly in the current environment, but clubs need to continue to invest to compete at that level. In the top flight if clubs are relegated, or don’t qualify for Europe when expected to, it can have huge financial consequences, as well as impacting the ability to attract future talent. Historically, there’s often a very strong correlation between spending and success in the Premier League.”

How much did the recently revealed Project Big Picture play a part in the thinking of clubs during the window, especially the ‘big six’? Perhaps we will never know, but it appears that the Premier League train will continue to roll on whatever the circumstances.

UCFB is a world first in higher education, offering university degrees in the football and sports industry. UCFB provides an exceptional environment to live and learn in, with state-of-the-art facilities in two inspirational campuses in London and Manchester, which have the iconic Wembley and Etihad stadiums at their heart. U For more information, visit www.ucfb.ac.uk/psn OTFF ISSUE 13 ★ NOVEMBER 2020 | 43

PROFESSIONAL CRICKETERS’ ASSOCIATION

SUPPORTING CRICKET’S ELITE The Professional Cricketer Association’s (PCA) newly appointed CEO, Rob Lynch sat down with Premier Sports Network to discuss the support the PCA provides for players, challenges facing crickets return and lessons from other player associations.

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Rob Lynch has a life-long relationship with cricket and was a founding member of the New Zealand Cricket Players’ Association, which was formed in 2001 when his brief professional career saw him represent Auckland.

After leaving the professional game in 2003, the New Zealander has maintained his passion for cricket and business throughout his working life, which has seen him in various senior roles within the game. As a Player Representative, he grew commercial profiles of professional cricketers before joining CricHQ as Managing Director.

Lynch joined Middlesex in 2016 as Commercial Director before being promoted to Chief Operating Officer in May 2019 as a result of transforming the club’s commercial operation through securing major sponsorship deals and creating numerous successful commercial initiatives. Rob initially joined PCA as Commercial Director in February 2020, before being made Chief Executive Officer.

What guidance and initiatives do the PCA provide for players?

The guidance the PCA provides to players is very broad and is lifelong because once players become PCA members, they are members for life. The two key areas of support for players revolve around offering personal development and welfare support 44 | OTFF ISSUE 13 ★ NOVEMBER 2020

and clear and comprehensive contractual advice. These are very wide-ranging offerings, and a huge number of initiatives and projects happen to make sure we are fulfilling our role in championing the ongoing interests of professional cricketers in England and Wales.

Our support mechanisms start from when players join the academy. Our nationwide team of Personal Development Managers (PDMs), six in all, start to build relationships with players to guide them into the professional environment. One of our most important initiatives is PCA Rookie Camp which started in 2011. It is a day where first year professionals from all around the country head to Edgbaston for a busy day with different workshops and

seminars to officially induct them into the professional game. These sessions involve anti-corruption, contract advice, England player Q&As, gambling awareness, social media advice and much more. Players lean on support of the PCA for personal development and contractual support throughout their cricket careers and beyond.

The Futures Week held in November is a key period in the calendar too. The week shines a light on the need to prepare players for their second career with the flagship Futures Conference usually held over two days at St. George’s Park, Burton-upon-Trent. This year we are adapting to a Futures Series of webinars to maintain the same level of support and guidance. ➡

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PROFESSIONAL CRICKETERS’ ASSOCIATION All these initiatives run under the Personal Development and Welfare Programme (PDWP) umbrella, which includes further workshops that support current and former players as well as substantial educational funding for each individual member every year. It is not unusual for the PCA to help with funding for former players to move into a third or even fourth career.

How has the PCA been supporting players during the coronavirus pandemic?

The PCA has been in regular contact with all players throughout the pandemic.

Initially this just involved welfare checkins to make sure players were ok but this quickly turned into working out how each individual player could use the opportunity during lockdown to better themselves.

Whether it be free online courses or offering webinar opportunities, it was an important time to engage with every player.

Over 100 players took on new courses within the first 50 days to highlight this.

We also supported players in making sure they stuck together in negotiations regarding pay cuts and sacrifices, such as relinquishing player prize money. PCA Chairman Daryl Mitchell led negotiations with the ECB and the 18 first-class counties on behalf of players with the aim of maintaining as many jobs as possible for players.

How does the PCA learn and work with other sporting associations?

Outside of cricket, the PCA is part of the Professional Players Federation (PPF) and

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different departments meet regularly to discuss best practice when it comes to players’ associations in the UK. The PCA is also one of the founding members of the Federation of International Cricketers Associations (FICA), which is made up of cricket player associations around the world.

It is important to grow relationships with likeminded organisations to learn off each other. Often, we encounter the same issues, so knowledge sharing is a huge positive of being part of these groups.

What challenges does the sport face upon its return and looking into the future?

The global game is facing challenges due to the pandemic and the uncertainty we continue to face. ECB Chief Executive Tom Harrison has been very open with the financial hole the game in England and Wales is suffering with coronavirus set to cost the game significant financial losses.

The one positive of the last six months has been the unity within the game and that needs to be maintained to navigate our way through the crisis. Every stakeholder is and will feel further pain and that is the unfortunate reality. From our role as representing professional players there are many challenges. Prior to the 2020 season we had concluded negotiations regarding the County Partnership Agreement which provided vast new benefits for players in a deal with the ECB and counties.

However, the financial landscape is completely different now to what it was

12 months ago. There is an acceptance from all parties that flexibility is key, and we have already shown this with a raft of new measures brought in, including reducing the minimum wage for 2021 and extensions to rookie and academy players contracts.

Are there any lessons that you identified within other sporting player associations that you are looking to implement with the PCA? We are constantly learning and passing on our knowledge through our relations with player associations from other sports. Being relatively new into the PCA and taking part in meetings with other sports, it provides me with great comfort knowing the PCA is leading the way in many areas of our work and we are open to sharing our processes to help other professional sportspeople.

However, one current area we are developing is the PCA’s approach to Equality, Diversity, and Inclusion (EDI).

This is something we have spoken to the Professional Footballers’ Association (PFA) at length about and we are working very closely with Simone Pound who is the PFA’s Head of Equality and Diversity as part of our working group on this topic.

Initiated through our membership, this is a long-term plan to ensure the PCA does all it can to make cricket a game for all.

How has player care progressed and improved throughout your career?

From a personal point of view this is a difficult question to answer given my short professional playing career was in New Zealand at the beginning

of the millennium, so the player care I received then was incomparable to what we have here at the PCA in 2020.

However, I am aware of how much this area has developed in England and Wales, particularly in the last 10 years.

Through my various roles in cricket, including as a player representative, it is clear to see how vital the work is in protecting players and supporting them for their future beyond the field. The work the PCA does in this area, led by PCA Director of Development and Welfare Ian Thomas is nothing short of phenomenal.

The majority of player care is now in preventative work based around personal development and wellbeing support and this is probably the biggest step forward to where ‘player care’ was a decade ago.

Yes, we still have procedures in place to help those who are in desperate need for whatever reason and that support will always be there, however, the more time, effort and money we can invest in education and wellbeing support to keep players’ minds healthy, the better.

The Professional Cricketers’ Trust (the players’ charity) does incredible work in offering lifelong support to PCA members and their immediate families when they need it most. As we have seen recently with Gloucestershire player Tom Smith for example, he has been so open on the tragic loss of his wife which left him to raise two young children on his own and he needed support, both psychologically and financially. We are proud to be able to support families like Tom’s and to make sure this level of support continues; the players’ charity does need finances in the way of donations. U About the PCA Established in 1967, the PCA champions the ongoing interests of professional cricketers in England and Wales, based out of the Kia Oval and its second office at Edgbaston. Through the delivery of an excellent Personal Development and Welfare Programme the PCA provides clear and comprehensive contractual advice to around 500 current playing members across male and female cricket, while it also has over 3,000 former players who remain members.

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MENTAL WELLBEING

FOOTBALL’S BIGGEST ISSUE

THE MENTAL PRESSURES FACING ACADEMY PLAYERS Eno Nto, a 17-year-old former Derby County Academy player going into his final year of school with the thrilling US Soccer Scholarship opportunity in the not so distant future, speaks to Premier Sports Network on protecting his mental wellbeing as an academy player.

Thousands of young, aspiring footballers pass through academy systems each year, many of whom have their dreams of a professional career shattered and face increasing pressures on their mental wellbeing.

There is no hiding that many athletes suffer from depression and other mental health issues when up against the pressures of elite-level sport and pursuing their dreams, where there has been many notible examples.

During this time, it is especially important for clubs and society at large to look after and pay attention to the mental wellbeing of young men and women.

What is your first memory of football?

My first memory of football is me playing in the ‘Theatre of Dreams’ in Dubai, which doubled as my back garden, our first summer living there over ten years ago. Myself, my young brother and three of our new friends playing bare foot on concrete, trying to recreate skills and 48 | OTFF ISSUE 13 ★ NOVEMBER 2020

goals we had watched.

Although, it was only five of us playing, the games were intensified by stubbed toes and the unforgiving temperatures, when the sun subsided, we continued playing even having broken all the backyard lights.

I feel in love with the game watching the under-17’s World Cup held in Dubai, seeing boys practically my age playing with confidence and flair, representing Nigeria and winning the tournament; I can say that was the moment a decision was made to make it my reality.

How did you get into the Derby Academy and what was your relationship with football like?

I was having the time of my life with football, my confidence in my abilities was second to none, so much so that I was scouted by Wolves after freestyling and challenging spectators to panna ‘nutmeg’ games at my cousin’s tournament (which I wasn’t even playing in). I had returned to England and moved to a boarding school in the Midlands, so I could complete my trial. However, ➡

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MENTAL WELLBEING

while playing in a game for the boarding school, I was spotted by Derby who invited me to come for some sessions as they were closer than Wolves, two weeks later I was offered to sign my schoolboy forms.”

At that time, football had helped me settle in and make friends in a new school, and to some extent what felt like a new country. Outside of school, I was now seeing a professional academy for the first time, a distant dream from playing Saturday league in Dubai. The thrill of playing premier league academies on a weekly basis, I was allowed to express myself freely. I enjoyed football, there was no pressure on me, I had no academy experience before I was 14, so there wasn’t this expectation on me from myself or from my team.

How important has a strong support network in the UK been?

Coming back to the UK, to a boarding school at that and living thousands of miles away from your family are obstacles not every 12-year-old child goes through, but I had to. However, knowing that your classmates are experiencing this very challenge you begin to create bonds with each other. I believe you attract what energy you give out, in that sense. I’ve been blessed with friendships I easily

that following week. Over analysing and over criticising what had gone wrong, in contrast, following sporadic spells of excellent form, I remember feeling a heightened sense of accomplishment especially after positive feedback from the coaches. Like their words about my performance was a measure of my worth - it was as if I defined myself by a performance on the weekend. With the rollercoaster nature of the game I love,

“At 16, rumblings of scholarships and suddenly every performance is centred towards securing a fulltime scholarship, a steppingstone to a professional contract. An attacking player’s game is judged on the numbers produced, a win on the weekend without an assist or a goal to show for it, I would be dispirited going into that following week.” term family and to this very day, we serve as support systems for each other.

Speaking of family, thanks to technology thousands of miles diminished by facetime and WhatsApp and during these challenging months, I have also benefited from positive conversations with my mentor Emmanuel Nare.

When did you realise the correlation between your mental health and your performance on the pitch?

“Firstly, credit to Derby because the improvement I had there in such a short space of time had me believing that I could make a living out of this dream (I still can).

At 16, rumblings of scholarships and suddenly every performance is centred towards securing a full-time scholarship, a steppingstone to a professional contract.

An attacking player’s game is judged on the numbers produced, a win on the weekend without an assist or a goal to show for it, I would be dispirited going into 50 | OTFF ISSUE 13 ★ NOVEMBER 2020

there was only a matter of time before this attitude would fault me.

How did you deal with your mental health at the time?

At the time I remember punishing myself for bad performances or sloppy training sessions by overtraining in my downtime, to the extent where it was more harmful to my confidence and physical state than productive. I neglected the importance of investing time into pampering my mental health and started to feel an element of imposter syndrome. I remember fooling myself into thinking all it takes is one goal and this all reverses, not knowing it’s a deeper fix than that. It wasn’t until I found myself consecutively out the squad and overtraining myself to injury that I realised I was doing something wrong.

What’s changed on how you deal with it now?

Now I realise the importance of prioritising mental health and a strong

positive mindset. One of my major changes is my use of downtime: connecting with my faith regularly has let me embrace uncertainty positively, conditioning my thoughts in a way that replenishes my levels of self-belief.

Especially in times like now showing gratitude in what we have, appreciating the loved ones and counting the many blessings I used to take for granted due to being so wound up over, 90 minutes.

Some simple advice I live on; trust the process, control the controllable. By having your eyes set on the process and not the prize, you do not give yourself the chance to overthink.

Just like with physical injuries, there may be times where mentally we aren’t feeling 100% and just as it’s okay to express a knee injury it is also okay to express the lack of confidence or faults in your mindset. Just as you can do exercises to rebuild strength following an injury you can also work towards building a stronger mindset after dips in mental health and confidence. We have emotions for a reason, if we embrace them instead of neglect them, we can begin to understand how we can move forward again.”

How have you managed your education and playing football at the same time?

Both my parents are hard workers and what they’ve achieved to date, career wise and personally, inspires me daily. I try and apply this very same work ethic in balancing my education and football which in my eyes work hand in hand. If my work rate in the classroom is subpar then how can I expect to work hard and produce the goods on the pitch. However, the help I’ve received from tutors and housemasters at my school have gone a long way in improving my organisation and time management. I really believe in the value of education, not only does it set me up for life after football, but it allows to learn and explore passions I have alongside the game. U

TAX ADVICE

Navigating the UK tax landscape Sam Uwins, Partner at MHA Carpenter Box, discusses the issues and opportunities professional athletes should consider when navigating UK tax.

As top athletes focus their time and energy on achieving their sporting goals, it is easy for them to ignore their financial affairs. The type of income you receive and expenses you can claim are unique to the sporting profession, and therefore require specific advice.

The UK has a notoriously complex tax regime and we always recommend that you watch your position very carefully.

Below, we signpost the key areas you should be aware of when navigating the UK tax landscape.

Sources of income Dealing with various sources of income that a professional athlete might receive can be more complex than overseeing the finances of other high-income individuals.

Sports professionals often have a number of sources of income in addition to their normal salary. If proper consideration is not given to their affair, it can result in an unexpected tax bill at the end of the year.

Potential sources of income can include: • Sponsorship and endorsement fees • Performance bonuses • Appearance and performance fees • Additional activities not related to sport Each potential source of income is subject to its own particular tax rules and the amount of tax payable can depend on how you structure your business and financial affairs so it’s essential you get advice to avoid paying too much tax.

Expenses Whether you are earning a salary in the course of an employment or carrying on some other business, you are entitled to deduct certain expenses in computing your taxable income.

And if you have already incurred these costs, you could be entitled to a tax rebate. These expenses can include:

• Travel and accommodation for training, matches or medical treatment • Management and agent commissions • Cost and upkeep of professional clothing and kit • Sports coaching It is essential to keep a proper record of all your income and expenditure, including copies of any invoices and there are a number of easy to use apps that can help you do this.

Image rights As your profile grows, your image can form an integral part of your branding and identity. As a result, you have a right to determine how your pictures and images are used.

You can earn money by selling or licensing your image rights. However, your accountant or adviser will need to play key role in structuring an image rights company to hold commercial contracts in a way that meets HMRC requirements.

This can save a substantial sum of tax if structured correctly.

Residency If you are a UK resident, you will generally pay UK income tax on your earnings, whether earned in the UK or abroad. If you earn income abroad, foreign tax paid can normally be offset against any UK tax due.

For non-UK residents, it can be a bit trickier. You will normally pay a UK tax, which can differ between team or individual sports. HMRC have a Foreign Entertainers Unit which can offer advice on your UK tax liability.

Once again, you should be able to offset any UK income tax paid against your tax liability at home. However, foreign players coming to the UK need to be careful to ensure they meet their UK tax obligations. U For more information on navigating your financial position, get in touch with our friendly team of tax and business advisers by contacting Sam on +44 (0)19 0323 4094 or visit: www.carpenterbox.com/psn OTFF ISSUE 13 ★ NOVEMBER 2020 | 51

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CONDITIONING

“THE PERSON ALWAYS COMES BEFORE THE FOOTBALLER”: GRANT DOWNIE ON THE DUTY OF CARE Grant Downie OBE discusses his philosophies in high-performance, the responsibilities of an elite-level academy, early specialisation, the role of a physio in modern-day football and the progression of player care.

Downie is one of the most experiences figures in UK football performance, having worked in the industry for more than 30 years.

He started his career in the NHS, before moving into football in 1987 as a physio for the Football Association (The FA) at Lilleshall. Lengthy spells as Head of Medical at Glasgow Rangers and Middlesbrough followed, before he joined Manchester City in 2011 after the Abu Dhabi takeover.

His last five years at the club were as Head of Academy Performance, managing a sizeable staff, establishing a philosophy, and making sure the department remained at the cutting edge in terms of science and medical.

In 2013, Grand was awarded an OBE in the Queen’s New Year’s Honours for his services to physiotherapy and young people. Now he works as a mentor and consultant for clients including City Football Group, the Premier League and Scottish Football Association (SFA).

How do you define what is a successful organisational culture and what philosophies did you carry that underpin operations?

In order to develop any successful culture in a performance environment, it is vital you align your mission, your values, and philosophies to that of the club and coaching department. The performance department needs well led, guided, supported and challenged from the leader and they must be able to hold their area to account but more importantly themselves and they must create ‘psychological safety’ so that staff members can thrive and feel empowered to make decisions, even if these don’t always work out.

A clear line of communication and clarity in everyone’s role and celebrating small successes on the journey and undertaking significant event analysis for any events that could have gone better and those that have done very well.

There needs to be an annual review of each person’s role

and the department functions and generally they should be a ‘healthy dissatisfaction’ of your current level of performance services. This culture drives future success and combines sound scientific principles but applied in art form. Football, like many sports, is not a pure science and in our data rich world we must never forget this.

Within these structures, what strategies have you found work best within a high-performance department?

It is vital that each and every member of the performance team understands the bigger picture and the role in setting out a clear understanding of what are the longerterm objectives of the club/ organisation and how their role contributes to this. Each person will have an area of responsibility and they must feel empowered, supported, and challenged at the appropriate time.

Winning and losing is the outcome of a process and often we lose and perform

well and sometimes we win and perform badly. It is vital that the performance lead understands the long-term goals and can deflect from the emotional noise of defeats and ensure all staff focus on this bigger picture. This doesn’t mean that our course of action will not change, and it should be annually reviewed for what has worked well and what we could have done better.

Academies have a huge responsibility for young players from as young as six, how do you support players from such a young age where it is often criticized and how important is personal development alongside sport?

I’ve always stated that any player below the age of 16 is a schoolboy first and a scholar in football second. If they are offered a full-time scholarship at 16, then they become a footballer first. However, personal development throughout all of this is as important as the football in my view and if undertaken ➡

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CONDITIONING correctly, will not only give them much needed life skills but will also make them better, more humble players.

“The person always comes before the footballer in my view and we are all uniquely different and have different backgrounds, ethnicity, and values. These must be understood to help in the development of the person and give them a clear identity.

The academy system is best when multi-sport activity and personal development is encouraged to the age of 16 and from 16 to 21, specialising in football and more personal development.

What we should be encouraging is a life journey of continual growth and development and if we create the right environment for children to thrive, those who don’t make it in the academy system as footballers will have a happy, healthy and successful life. This is my view is how we should be judged on, as well as the number of footballers we produce.

Throughout your career, how has player care progressed and improved?

30 years ago, every member of the coaching and medical team cared for the player as a person but had no specialist training or skills in player wellbeing and lifestyle management. Today we thankfully have specialists in both, and many clubs are genuinely looking to have a duty of care to their players long after they have finished playing. This I feel is a vital and improved level of service and care for the whole community of football and I hope eventually will spread not only in the men’s and academy system, but to women’s football too. Many more people need to understand that dedicating your life to a sport like football is not normal and the players have to make many sacrifices along the way.

Therefore, helping them back into a ‘normal life and society’ is a duty of care we should all take seriously.

I would finish by saying this is not just for players, this should be for the many dedicated coaching and performance staff who may work in football for 20+ years and one day walk

into the office to be told to leave and never return. These dedicated people need a duty of care every bit as much as every player.

Are there any areas you feel require more focus?

The modern-day player lives in a goldfish bowl where every action they undertake on and off the pitch is scrutinised on social media and national & global television. It is so important that we train those who make it that there can be dangers and pitfalls by being sucked into this type pf circus.

We also owe a duty of care to all those academy graduates who won’t be successful and I am a great believer the academy system must evolve to a dual career pathway so from an early age scholars, and most importantly parents, see the bigger picture and how difficult it is for their son/ daughter to make it onto the elite professional stage.

Are there any lessons in player care that you have learnt from other sports and applied to football?

Football like any sport or industry can learn from others and it is vital we have an open mind to positive change, especially around player care. The type of player care required in an academy, in women’s and men’s football are slightly different and many football clubs are now employing lifestyle managers who have previously worked in Olympic sport to help & develop player care appropriately.”

It is vital that football clubs employ staff with a diversity

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in their background, their performance career and in different sports to maximise their ability to care for the player as an individual and I feel that having a non-football background is not a hindrance, particularly in player care. This can be seen as a fresh pair of eyes, approach & a different diverse perspective.

sport will need a slightly different skill set as this is a specialism in its own right.

The picture you see here is of the four medical staff working at Rangers for the men’s and academy team in 1997/98 and shows four staff. Today, in many big Premier League clubs, the number would be in excess of 20.

How vital is the role of a physio and how is this position more than just treating knocks and strains in modern day football/ sport?

The role of the physio over the 34 years I have been involved in professional football has evolved extensively. However, the one thing that has not changed is we care for players’ health - short, medium, and long term.

Today, there are performance physios who focus on the matches and there are rehabilitation physios who look after the long-term injured players. There is also I feel a sub speciality in paediatric physios who require a different skill set to work in the academy system and I for one don’t feel that progressing to work at a first team is not a natural progression as the two skill sets required are very different. We also have physios who have a specialism in the treatment of specific injuries, e.g., hamstring management, ACL management.

The bigger clubs will have a number of physios and the key is matching their skills up to complement each other.

The growth of the women’s game will bring in a different pattern of injuries and those physios specialising in female

What would you say is a career highlight for you?

I have been fortunate enough over my 34 years to have won 28 major trophies and each team will always hold a special memory or time for me. But without doubt, my personal highlight was being awarded an OBE in 2013 for my physiotherapy services to sport and working with young people. I felt especially proud as I was a young 11-year-old dyslexic boy taken out of mainstream education to go to, at that time, a school for remedial children. Without the help of such great teachers I wouldn’t have had the career I did and in receiving this honour, I was delighted to share the news with these people as they had such an impact on my life.

I also have been fortunate to now lecture on six continents of the world and I often think of these teachers and the value they gave is priceless to many who aren’t thick or stupid but just learn a bit differently. To this end I still get tremendous pleasure from helping younger children who write for advice regarding their chosen career and anyone who has ever taken the effort to write to me for such advice I have always replied. U

REAL ESTATE

The UK Housing Market Amidst a Global Pandemic Are you unsure of what is happening with the UK property market right now?

You are not alone.

As we continue to make our way through these unprecedented times, and the market begins to feel the full effects of it, we at Knight Frank have assessed the impact so far. So, whether you’re thinking of buying, renting, selling or letting, here is a quick guide on where the market is currently.

• Buyers are seeking more space following long periods of working from home • Surging demand means extra 140,000 buyers in the queue to finalise their home purchase, according to data released by Zoopla • Following the purchasing spike, Zoopla estimates there are currently 418,000 sales in the pipeline which are yet to complete worth £112 billion • Mortgage approvals are now almost 25 per cent higher than they were in February • Halifax noted house prices were 7.3 per cent higher than a year ago in September, the strongest rate of growth since June 2016

London For sales, quarterly price growth returned to the prime central London property market in September for the first time since February this year. Meanwhile, for lettings, the combination of relatively high levels of supply and weaker demand has

led to the largest annual falls in more than a decade.

• An average monthly increase of 0.2 per cent, the same figure recorded in February during the ‘Boris bounce’ that followed the Dec 2019 general election • Rental values continue to fall in September, and there was an annual decline to -8.1 per cent in prime central London • Annual decline of 6.9 per cent in prime outer London for rentals Supply has been driven higher by the addition of short-term rental properties onto the market, as well as owners opting to let rather than sell.

Rest of the UK Mortgage approvals rose in August to their highest monthly level for nearly 13 years, according to data released by the Bank of England in September.

Exchanges in the property market outside of London reached an all-time high in the second week of October this year. The week was also the highest on record for the number of offers accepted outside the capital, underlining how momentum continues to build across the UK property market. U If you would like further advice on the property market specific to you and your needs, please get in touch with Alexander McLean at alexander.mclean@knightfrank.com or call +44 (0)20 3918 3174

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EQUALITY

FOOTBALL BEYOND BORDERS LAUNCHES ‘BEYOND LOCKDOWN’ CAMPAIGN Jasper Kain, Co-founder of Football Beyond Borders, speaks on the award-winning football charity’s major new, national campaign to highlight why children missing school is a critical issue for society.

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Beyond Lockdown - how football can help us solve school exclusions

In 2019, 830,000 days of school were missed due to children being excluded. In the last five years, there has been a 60 per cent increase in the number of pupils excluded from England’s schools. In many parts of the country, the system that should be supporting our school children is letting them down.

School exclusions are a matter of national interest. Every cohort of permanently excluded students will go on to cost the state an extra £2.1 billion in education, health, benefits, and criminal justice costs, yet more and more pupils are being excluded each year. Children with diagnosed mental health, those from poorer backgrounds and certain ethnic minority groups, and those who have been in care are disproportionately represented in the statistics.

School exclusions directly and negatively affect educational and life outcomes of pupils - only one per cent of excluded pupils get five good GCSEs they need to access the workforce.

That is why we set up Football Beyond Borders. Initially it was our response to the London riots of 2011 and our sense that young people did not have the opportunities or agency to shape their future in a positive manner. With football as our common love, we set out to see whether it could be an effective vehicle to tackle this.

By the start of 2020, we had been a charity for six years, delivering over 60 programmes each week in London and the North West of England, with partners such as Gillette and Nike and a whole host of professional footballers supporting our work.

The closing of schools in March brought an end to this six year, unblemished run. For the first time in our history we had to tell our young people that there wouldn’t be a session in that initial week of school closure.

Knowing how hard isolation would be for our young people, within three weeks, our team had shifted much of our work online - e-sports in the form of FIFA video games to replace our pitch sessions, Virtual Therapy to replace our Play-Based Football Therapy approach, and our social and emotional classroom sessions being delivered entirely virtually under the guise of Passion Projects.

This adaptability allowed us to keep regular contact, and to maintain those trusting, consistent relationships with 92 per cent of our young people through the period of school closure.

Beyond Lockdown - a photographic record of a pivotal moment for a nation of school children

As well as this, we decided to travel the country, to meet young people outside their homes and take a photographic record of the impact the lack of school was having. The result is a stunning photography book which launched our “Beyond Lockdown” Campaign.

The images and quotes in the book demonstrate the incredible potential and positivity of young people; alongside their realisation of what school means to them - that school is not just about education and learning but, crucially, it is about socialising with friends and a sense of connection.

Featuring personal testimonies from pupils and families, along with powerful visual demonstrations of why it is so important that we use the experience of lockdown to do everything we can to minimise exclusions.

For the first time, every family experienced the challenge of children not being in school this year. So, now we all know what it means when our children lose their education. We believe this awareness is an opportunity for us to shine a light on the issue of school exclusions and ensure we give disadvantaged young people the support they need.

We know from our work over the last six years that if a supportive web of relationships can be present in every child’s life, we can prevent the most vulnerable children from being unnecessarily excluded and enhance the educational experience of all children.

It is not down to schools alone to solve fundamental societal issues. As the RSA Report, ‘Pinball Kids - preventing school exclusions’ published in March pointed out, per pupil funding has fallen in real terms by 8 percent in the past 10 years. This has only become more acute in the past six months. We have seen where children’s vulnerability means their school has to take additional measures to keep them safe: doing home visits and upskilling staff in trauma-informed practice. These young people need our political focus to mitigate the growing impact of the trauma gap in our economy and society.

No More Empty Chairs - a powerful visual portrayal of why we need to act The second stage of the campaign “No More Empty Chairs” will be a powerful visual demonstration of why it is so important that we use the experience of lockdown to do everything we can to minimise exclusions.

The ‘Beyond Lockdown’ campaign now moves on to its second stage of the campaign - “No More Empty Chairs” - starting after half-term in November with the release of a dedicated film as well as first hand testimonies from pupils, parents and headteachers. It outlines the impact of school exclusions and calls on the government to issue schools with a new Vulnerability Premium fund to help keep the most vulnerable in mainstream school.

For now, children are back in school and, for the most part, we see the spring back in their step. But we know that thousands of children, especially those from disadvantaged backgrounds, will face exclusion through the academic year.

The “Beyond Lockdown” photography book is available to buy from Football Beyond Borders website: www. footballbeyondborders.org As part of the book launch, for every copy of the book purchase, Football Beyond Borders will gift a copy to a secondary school. U Keep up-to-date with the campaign by signing up to the FBB newsletter here and following on social media.

Twitter: @FBeyondBorders / IG: @footballbeyondborders

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AGENTS

FROM FOOTBALLER TO AGENT: MICHAELA GOODEN ON SHAKING UP THE FOOTBALL INDUSTRY

Michaela Gooden, former Fulham FC Women’s player, speaks on her experiences of growing up playing football in both the UK and America, the challenges she has faced and her move towards becoming an agent.

IMAGES NAHWAND JAFF

When did you begin playing football and sign with Fulham?

Growing up my first passion, besides playing out, was always football. Playing in the local pen (caged outdoor concrete pitch) with the boys became part of my daily routine. A routine that helped shape who I am today. My talent was recognised by a primary school teacher who then organised my first professional trial with Fulham Centre of Excellence. I joined Fulham at the tender age of nine, where I became the youngest player to play for the under-13’s and stayed there for the duration of my childhood.

You’ve experienced playing football in the UK and America; What were the cultural differences like when you moved to America and how did you find the move at a young age?

Before receiving my scholarship, I had never been to America, so my expectations were built around movies and TV shows which in some way reflects how I look at my time spent in the USA. Being part of a team meant a great deal of travelling which opened my eyes to many different cultural differences.

America is a land filled with so much hidden culture; each state is like a country of its own – its wonderful but bizarre at the same time. Having to adjust to a new way of living was probably the biggest challenge. Although we speak the same language, the typical American dayto-day living is extremely different. I didn’t realise how multicultural London was until I moved to America. Growing up in London high rise blocks, public transport

and local corner shops were daily sights for me whereas in America those iconic familiarities were non existent, which was something I was unprepared for. I believe the younger you are the easier you adapt to situations, hence why at 19 I took every experience in my stride – I don’t know if I’d be so adaptable today if I was challenged to do the same.

What challenges did you face that were different to playing in the UK? Running! Too much of it. The game is managed different in the states, they’re big on fitness whereas in the UK we focus more on simple play. I am more of a technical player and prefer to let the ball do the running for me. It sounds minimal but to strip back and simplify your style of play can be quite challenging for a player.

What inspired you to look towards becoming an agent and how do you feel your approach will be different?

I’ve always consciously known that I would someday work alongside athletes but was unsure as to where my strengths lied and what career path to take. It’s not a decision I made overnight and it took some time before I made the transition, but after thorough research I noticed that there was a lack of black female agents representing both male and female players, so I saw an opening and ran with it.

I like to keep things simple and when managing an individual’s career, it simply takes a level of selflessness to ensure their priorities are put first – My approach will be unique and successful due to my natural passion for the game and my first-hand experience as an athlete. I know what players need not just professionally but emotionally too, and that is where I will excel.

What challenges have you faced so far?

The biggest challenge has been adjusting to the changes due to COVID-19. A large percentage of my job is based around networking and watching games, so it has been difficult to navigate around this but not impossible! Although it’s been challenging, I’ve also learnt many new skills during the process, with every negative comes a positive!

What are your goals for the future?

Keep developing, learning, growing, and giving back. U

OTFF ISSUE 13 ★ NOVEMBER 2020 | 59

ACADEMY FOOTBALL

Lynn Beattie, also known as Mrs Mummypenny – personal finance expert featured in the FT, Sunday Times and BBC TV – shares an insight into the truths of being a football academy parent.

WHAT IS IT LIKE TO BE AN ACADEMY FOOTBALL PARENT? Lynn, a mum of three, has one son that plays for the under-13 academy at Cambridge United, where he has been Cambridge since the age of seven; he signed at under-9 and previously spent one year in the pre-academy and regional development centre before his talent was recognised and he was moved up to the top tier.

Lynn’s middle son also played with Cambridge United’s pre-academy from the age of six until nine. He decided to leave the football club at the age of nine after spending a year in the shadow squad and deciding football wasn’t for him.

“My eldest son has always been into football from the young age of three and showed an interested and talent for it. He played for the local grassroots team from the ages of five, playing up a year. He was then

60 | OTFF ISSUE 13 ★ NOVEMBER 2020

spotted by Cambridge [United] as a 7-yearold at a summer tournament.

“It has always been my sons dream to become a professional football player, however I have been very consistent that he also needs a plan B. Education is hugely important and he endeavours to get a great education at the same time as the football.”

The numbers show the competitiveness of the professional game supporting Lynn’s mention of a plan B. Out of the children who enter academies at the age of nine, less than one per cent will make it as a professional footballer at any level. In terms of playing Premier League football, just 180 children of the 1.5 million who play organised youth football at any time will go onto a career in football – just 0.012 per cent.

On managing his education alongside playing Lynn expressed that it is hard and often there is not enough time to fit everything in, “My eldest has had to make decisions to drop things that his school have wanted him to do due lack of energy and time. He has a natural ability for all sports; hence his school are keen for him to take part in athletics, rugby, basketball, but he simply cannot do it all.

“In terms of education he goes to a great school that emphasise the importance of education, and he is self-motivated to get everything done on time and to a good standard. I am yet to see any impact on his education, but I definitely see him getting tired.”

With academy football, there is just as much commitment needed from parents as Lynn explains, “The training and games schedule is full on I have to admit. Training is three times a week, Monday’s, Tuesday’s and Thursday’s, an hour’s drive away from where we live in Hertfordshire. Games are every Sunday, sometimes Saturday and Sunday. I manage it, I have been doing it for so long now that I am used to it.

“I am a self-employed personal finance expert, Mrs Mummypenny, so luckily get to choose my hours, meaning I have the flexibility to take my son to training and games when required. It is a huge amount of time commitment though, on a Monday and Tuesday night, its takes four hours of my time to take him to training.

“A typical week is me taking my eldest to training on Monday and Tuesday nights; Monday is a tough one as training ends

at 8:30pm and we get home at 9:30pm.

Then at the weekend we will all go to the game on Sunday Morning, this could be anywhere, normally within two hours. If it’s a home game, Cambridge is an hour away, if it’s away it can be anywhere from Brighton to Manchester. Games takes up more time as my son needs to be there an hour before the game, plus the 80-90 minutes game time and the warm down.”

As well as dedicating her own time to make sure her son is able to make training and games, there is a financial commitment too, “I estimate that academy football costs around £2,000 per year. The main chunk of this being petrol getting to games and training. I managed to save some money here by switching to a hybrid car to save fuel costs! There are also tour costs, two to three time a year (up to £250 each time), many pairs of football boots and the team kit.”

Clubs are often criticised for scouting players at such a young age but Lynn is full of praise for Cambridge United’s devotion to supporting their players’ development: “We have great communication from the club since my

son started, with regular feedback every few months on performance with areas to improve on and where he is doing well. I have always felt like the coaches really care for my son and that he is never just a commodity. The coaches are all passionate about his continuous development from a football skills point of view and personally.

Cambridge have been exemplary with their care and support of my son. They have always helped when we have asked and made him feel like he is a valued player. His maturity levels are far above his young years from the many years of academy football, I can only comment that it has helped to develop him into a kind, considerate, focussed boy with a bright future ahead of him.”

Of course, the most important aspect of playing football at a young age should be enjoyment: “My eldest loves the match play and tactics of the game. He has a natural footballing brain and knows intuitively where the ball is going. He loves the physicality of the game and it’s rare that anyone will get past him on the football pitch.” U OTFF ISSUE 13 ★ NOVEMBER 2020 | 61

RECRUITMENT

Current Vacancies Each month PSN will be promoting job vacancies across the world of professional sport. If you have a vacancy you would like to promote, please contact enquires@premiersportsnetwork.com.

Chief Executive – British Equestrian Location: Kenilworth, United Kingdom Salary: Competitive Closing date: 23 November 2020

Category Manager – Formula 1 Location: Biggin Hill, United Kingdom Salary: Competitive Closing date: Ongoing

Head of Talent – England Boxing Location: South Yorkshire, United Kingdom Salary: Competitive Closing date: 23 November 2020

Project Manager – Formula 1 Location: Biggin Hill, United Kingdom Salary: Competitive Closing date: Ongoing

Partnership Account Manager – Aston Villa FC Location: Birmingham, United Kingdom Salary: Competitive Closing date: 24 November 2020

Head of Sustainable Business – Formula 1 Location: London, United Kingdom Salary: Competitive Closing date: Ongoing

Assistant Club Secretary – Brighton & Hove Albion FC Location: Brighton, United Kingdom Salary: Competitive Closing date: 25 November 2020

Head of Diversity & Inclusion – MLS Location: New York, NY Salary: Competitive Closing date: Ongoing

Chief Operating Officer – Hartlepool United Location: Hartlepool, United Kingdom Salary: Competitive Closing date: 27 November 2020 Assistant Technical Director – The FA Location: Burton-on-Trent, United Kingdom Salary: Competitive Closing date: 3 December 2020 Chief Executive Officer – Liverpool County FA Location: Liverpool, United Kingdom Salary: £50,000 per annum Closing date: 4 December 2020 Tournament & Event Services Director – FIFA Location: Zurich, Switzerland Salary: Competitive Closing date: 5 December 2020 Commercial Business Intelligence Executive – Formula 1 Location: London, United Kingdom Salary: Competitive Closing date: Ongoing 62 | OTFF ISSUE 13 ★ NOVEMBER 2020

EVP & Chief Marketing Officer – Minnesota Vikings Location: Minnesota, USA Salary: Competitive Closing date: Ongoing Marketing Manager – Houston Texans Location: Houston, USA Salary: Competitive Closing date: Ongoing Director, Accounting & Compliance – MLB Location: New York, USA Salary: Competitive Closing date: Ongoing Director, Marketing – Oakland A’s Location: Oakland, USA Salary: Competitive Closing date: Ongoing Junior Academy Director – Louisville City FC Location: Louisville, USA Salary: Competitive Closing date: Ongoing

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