Ensure the FAI is perceived as a high-quality organisation run with integrity and a high standard of governance.
OUR
ENABLERS
ENABLER 1
BUILD A BEST-IN-CLASS, FIT-FOR-PURPOSE ORGANISATION
We will continue to rebuild trust in the FAI by maintaining strong relationships with all stakeholders, and by demonstrating that the FAI is an effective and progressive National Governing Body.
OUR OBJECTIVES
Between 2022 and 2025 we will:
Give confidence to our members by continuing to build a modern, diverse, inclusive, fit-for-purpose Association which is respected by all Stakeholders and continually strives for excellence.
Be a trusted administrator and efficient regulator of the game, applying and communicating rules and disciplinary regulations in a fair, robust, and consistent manner.
Cascade good governance principles and practice throughout the entire Association and to each of our National Bodies, Provincial Associations, Leagues and clubs with compliance evident at all levels of the game.
Protect the integrity of the game through clear policies and education on club ownership, match-fixing and anti-doping.
Continue to implement best practice corporate and financial governance and risk management and comply with Sport Ireland’s Governance Code for Sport.
Provide fun, safe and inclusive environments for our administrators, coaches, fans, players, referees, and volunteers by promoting inclusivity, equality, diversity and fair play, tackling discrimination and abuse.
Ensure long term financial sustainability by growing revenues, controlling costs, managing our debt effectively and investing strategically, with support from Government and other stakeholders, to support the growth of the game.
Implement robust child welfare and safeguarding practices that ensures everyone in our game can feel safe while enjoying football.
HOW WE WILL MEASURE OUR PROGRESS
WHAT WE NEED TO DO:
KEY PERFORMANCE INDICATORS
Quality and Integrity
KEY PERFORMANCE INDICATORS
Improvement year on year on relevant metrics:
Quality: > 60%
Integrity: > 60%
Common governance framework
Deliver a common governance framework, including playing and disciplinary regulations with clearly defined roles, responsibilities and rights, implemented and enforced by all Affiliates, Leagues and clubs.
KEY PERFORMANCE INDICATORS
Governance resources and training made available to Affiliates, Leagues and clubs within 2022
Common framework adopted by all Affiliates, Leagues and clubs by 2025
Financial model
Develop a sustainable business model with predictable and consistent income, good cost-control, strategic commercial relationships and investment secured from Government and other stakeholders for facilities and other strategic investments.
KEY PERFORMANCE INDICATORS
By the end of 2025:
- Turnover to exceed €50m
- Ringfenced cash reserves of €6m
- Deferred income below €10m
- EBITDA Margin (EBITDA/Revenue) to exceed 10%
Football Social Responsibility
Publish Football Social Responsibility (FSR) strategies incorporating equality, diversity and inclusion and best environmental, social and governance (ESG) practices.
KEY PERFORMANCE INDICATORS
Associated strategies to be developed in 2022
Strategies to be launched in 2023
Child Welfare and Safeguarding
Achieve UEFA’s Gold Standard Safeguarding criteria and ensure positive outcomes to all FIFA and Sport Ireland Child Welfare and Safeguarding audits.
KEY PERFORMANCE INDICATORS
Achieved on an annual basis.
ENABLER 2
EMBRACE DIGITAL TECHNOLOGIES
We will use digital technology to transform our administration, organisational decision-making and better serve our administrators, coaches, fans, players, referees, volunteers and other stakeholders.
OUR OBJECTIVES
Between 2022 and 2025 we will:
Administration and Internal
External
Transform our Football Management System (FAInet) to manage Leagues and competitions, player registration, pitches and referees through user friendly digital, web and mobile platforms
Be best-in-class in embracing new digital technologies and social media platforms to engage audiences with the best possible content.
Transform the Association's business processes, Communications and Finance functions using digital software. Develop a well-resourced and skilled IT department to support that transformation and ensure the integrity and safety of our data.
Use digital technologies to increase commercial revenues. Improve our digital marketing capabilities by embracing CRM to build a single customer view, fully digitise our ticketing process and maximise media and streaming opportunities.
Upgrade our digital platforms and introduce new apps that fundamentally transform the experience of the game and our understanding of players and spectators driving direct and two-way engagement.
Drive direct and two-way engagement with fans of both the LOI and International teams fundamentally transforming fan experiences and interaction with new audiences.
Build our global reach by using new digital tools and products to create engagement with the Irish diaspora and increase our audience, creating connections and commercial value.
HOW WE WILL MEASURE OUR PROGRESS
WHAT WE NEED TO DO:
KEY PERFORMANCE INDICATORS
Football Management System (FAInet)
Fully implement a new, fit-for-purpose Football Management System.
KEY PERFORMANCE INDICATORS
Fund and deliver a new system in 2022
Football Management System operational in 2023
Data management
Create a central data warehouse that covers all aspects of Association business.
KEY PERFORMANCE INDICATORS
Initial rollout to commence in 2022
Full data warehouse in place by the end of 2025
Digital transformation
Establish a standalone digital transformation division.
KEY PERFORMANCE INDICATORS
Dedicated resources in place by 2023
Website and apps
Launch a new, user friendly, compatible FAI website and associated apps.
KEY PERFORMANCE INDICATORS
Website developed by 2023
App development on an ongoing basis
Data governance
Implement necessary data governance processes and procedures, improving how we securely manage our information and data.
KEY PERFORMANCE INDICATORS
ISO 27001 certification process to be commenced in Q3, 2022
ENABLER 3
BUILD A TRUSTED AND RESPECTED BRAND
We will enhance the reputation of the FAI as a trusted and respected brand, reinforcing football’s position as the most popular sport in Ireland.
OUR OBJECTIVES
Between 2022 and 2025 we will:
Deliver consistent brand, marketing and communications strategies that clearly articulate our vision, mission, purpose, values and objectives to key audiences.
Implement targeted brand and marketing campaigns to support all aspects of football and maximise commercial return from our brands.
Communicate with all audiences including media to build positive and frequent engagement with our brand.
Attract new, diverse audiences through efficient CRM and insight-led marketing campaigns, making our matches “must see” events.
Use research and insights to drive two-way communication with our stakeholders and to help inform our long-term objectives and decision-making.
Build our standing within the global game by bidding for and hosting major men’s and women’s football events.
HOW WE WILL MEASURE OUR PROGRESS
WHAT WE NEED TO DO:
KEY PERFORMANCE INDICATORS
Brand Strategy
Develop a new Association brand strategy encompassing logo, identity, position and values.
KEY PERFORMANCE INDICATORS
Developed in 2022
Launched and implemented by 2023
Communications framework
Produce a communications framework to support consistent and accurate messaging across our programmes and activities and with our stakeholders.
KEY PERFORMANCE INDICATORS
In place by the end of 2022 latest
Brand Identity
Create a new brand identity for the LOI by 2023, with Men’s, Women’s and Underage League of Ireland football represented under one umbrella.
KEY PERFORMANCE INDICATORS
Identity developed by end of Q3, 2022
Launched ahead of 2023 season
Major events
Ensure close cooperation with UEFA and our local partners in delivering the UEFA Europa League Final 2024.
KEY PERFORMANCE INDICATORS
Successful UEFA Europa League final delivery
Football experiences
Deliver an improved experience for participants and fans through regular feedback and implement Net Promoter Score (NPS) tracking specific to Irish football.
KEY PERFORMANCE INDICATORS
Annual improvement in our NPS per annum across programmes and activities
ENABLER 4
DRIVE INVESTMENT TO ACHIEVE OUR STRATEGY
Grow new and existing revenues for all aspects of the game through a robust, sustainable, and long-term investment strategy.
OUR OBJECTIVES
Between 2022 and 2025 we will:
Proactively engage key stakeholders including central and local government, FIFA, UEFA and Sport Ireland in the development and implementation of our strategy so they continue to support the financing of football and in particular creating a focused plan for growing capital investment into our game.
Deliver a progressive and innovative approach to all existing and new commercial revenue streams including partnerships/sponsorships, broadcast, content, retail, licensing and ticketing.
Identify, secure and inspire new and existing commercial partners to create mutually beneficial partnerships which both support our strategic mission and provides tangible benefits back to the Association and our Affiliates, Leagues and clubs.
Review and challenge the cost base of the organisation, maintaining current levels of investment and identify how we can prudently pay down our debts, balancing the needs of ongoing strategic investment requirements.
HOW WE WILL MEASURE OUR PROGRESS
WHAT WE NEED TO DO:
KEY PERFORMANCE INDICATORS
Primary partner
Secure a new Primary partner for our Men’s National team.
KEY PERFORMANCE INDICATORS
New partner to be secured in 2022
Commercial revenue
Increase commercial revenue every year including growth within the following areas:
- Partnerships/sponsorship
- Broadcast and content
- Retail and licensing
- Ticketing including hospitality
KEY PERFORMANCE INDICATORS
Partnerships/sponsorship revenue +50% by the end of 2025
Broadcast and content revenue +50% by the end of 2025
Retail and licensing +100% by the end of 2025
Ticketing including hospitality +25% by the end of 2025 (versus 2019 base)
Investment and funding
Secure investment from new and existing funding programmes that support our strategic mission from sources including Government, FIFA, UEFA, Sport Ireland and the EU.
KEY PERFORMANCE INDICATORS
Initial positions agreed with key stakeholders across 2022
Connected partnerships
Deliver integrated and connected partnerships that:
- Support our mission
- Provide tangible benefit back to the FAI, including our Affiliates, Leagues and clubs
KEY PERFORMANCE INDICATORS
Ongoing, targets to be agreed
Cost-control
Execute a sustainable cost-control model with savings delivered across key areas.
KEY PERFORMANCE INDICATORS
Savings by key areas to be agreed on an annualised basis
ENABLER 5
DEVELOP A COLLABORATIVE AND INCLUSIVE CULTURE
We will embrace and embed a new, more collaborative and inclusive culture across Irish football, with the FAI leading from the centre as a progressive organisation that makes decisions and takes action for the good of the game in line with our values.
OUR OBJECTIVES
Between 2022 and 2025 we will:
Agree and commit to our Vision, Mission, Purpose and Values that connect and inspire our staff and the wider football community to work together proudly for the greater good of Irish football.
Directly invest into our education and recognition programmes, to grow a talented, engaged and passionate workforce and stakeholder network producing people capable of assuming football and business leadership positions domestically and internationally.
Embed a new, high-performing culture amongst our staff that exhibits leadership, trust and open communication across all levels of the organisation and takes the game forward collectively in an environment free from fear.
Implement a performance management process that is aligned with our strategic mission and will set clear KPIs for departments and for individuals and be the basis for future staff progression.
Work to eliminate behaviours within the football community that negatively impact our ability to succeed on and off the pitch and limits the positive contributions from our staff and volunteers through actively applying our common governance framework.
Inspire the next generation of volunteers to participate in football at all levels by tapping into a desire for connection and community.
Develop and grow our central FAI HR and people resources to ensure that we have a high-quality, representative and diverse workforce.
HOW WE WILL MEASURE OUR PROGRESS
WHAT WE NEED TO DO:
KEY PERFORMANCE INDICATORS
Values and behaviours
Embed our new Association values and behaviours both within the organisation and across the football community.
KEY PERFORMANCE INDICATORS
Values to be agreed in 2022
Staff engagement
Give every staff member the opportunity to contribute to a pro-active and impactful staff communication forum.
KEY PERFORMANCE INDICATORS
To be established in 2022 with specific targets agreed to 2025
Leadership
Encourage the emergence of leaders across all levels of the organisation to drive higher standards and better behaviours through a Change Champion network.
KEY PERFORMANCE INDICATORS
To be established in 2022
Further targets to be agreed to 2025
Staff culture
Deliver an annual independent staff culture audit with yearly improvements achieved.
KEY PERFORMANCE INDICATORS
Audit to be conducted in 2022
Further targets to be agreed to 2025
Recognition
Recognise the collective and individual achievements, milestones and contributions made by staff and the Irish football community in driving the game forward.
KEY PERFORMANCE INDICATORS
Initiatives to be developed in 2022
Strategy implementation
Produce and communicate clear annual business plans and report on our progress to the General Assembly with specific KPIs published each year across key areas.
KEY PERFORMANCE INDICATORS
Developed in 2022
Implemented in Q1, 2023
Specific KPIs to be published each year across key areas
Young Leaders
Establish an FAI Young Leaders Council in 2022.
KEY PERFORMANCE INDICATORS
Initiative to be developed in 2022
Implemented in 2023