Recently there have been intense discussions regarding the viability of the TT Pro League. Different perspectives, valid concerns and points of view have been voiced.
There are those who believe that while there is room for semi-professional football, professional football is not practical. The catalyst for the debate is the decision by Petrotrin to withdraw from the TT Pro League. Is the TT Pro League responsible for the sate of affairs of professional football?
Or is the league responsible for administering effectively and cost efficiently the running of the pro league and its various competitions, rules and regulations. My view is that the onus is on the clubs to effect strategy and plans to ensure their respective futures.
There are things the league can and should do to build capacity within the clubs. But it is up to the clubs.
How many of them have a business plan as a planning document that reaches out to supporters, players, sponsors and potential sponsors, community groups, schools, media and other stakeholders?
A document that moves a club from a group of people who share a common passion into a structured efficient organisation.
The value of a business plan is that it will ensures that the club’s board thinks researches and operates in a structured and systematic way about the business side of football and show stakeholders that the club is planning for the long term future and success.
The process of planning will help the club think things through, research thoroughly the facts, weigh risks, look at ideas critically and change minds if there is a better option that is in the best interest of the club.
A well researched plan helps avoid costly mistakes and forces the club’s senior management and directors to appreciate the difference between operational and strategic issues.
The business plan must outline how the club will engage the community and create opportunities for ongoing interaction. How it plans to increase revenues and to widen the scope of the commercial activity for the club. What are the on the field aims and objectives.
From a communication and marketing perspective it will articulate how the club will increase the awareness of the club in its community and nationally. Answer questions such as; why the club takes its responsibilities seriously. What are its governance and administrative policies?
How it elects its board of directors or executive committee.
Is it membership based or investor based? What are the club policies, processes and controls that guide decision making and behaviour?
Are processes in place to ensure off and on the field performance targets are achieved and evaluated? What is the club doing to provide a safe and secure experience on game days for supporters and fans.
It will outline how the club plans to operate in an efficient and cost effective manner and ensure that the club is in facilities that benefit the wider community. It will express how the club will create and maintain a framework for responsible and prudent financial management.
A structured business plan will force a look further into the future and consider long term needs as well as immediate needs and ask questions such as; how do we expand our fan base? What income do we need to sustain ourselves at a higher level of performance? What level of revenue and investments will be needed?
A professional football club can have volunteer directors and be not for profit. It is the footballers, coaches and support staff that are full time paid professionals.
But in any event professionalism is not, just, about getting paid; it is an attitude and commitment to excellence.
The TT Pro League has made steady progress and the building blocks for a successful future are there. It is now up to the current professional football clubs to seize the day.
Professional football is not only about playing football, it also requires paying attention to the business of football. And any club calling itself a professional football club must accept full responsibility for its destiny.