How will the National Second Division impact the NPL?

Knights

Conversation surrounding the implementation of a National Second Division (NSD) within the Australian football pyramid has dominated discourse for some time now. And for substantial reasons.

Currently the NSD’s momentum has been led by the Association of Australian Football Clubs (AAFC), a body representing the historic sides seeking to establish the competition to hopefully drive football forward in a united manner in Australia. All of these represented clubs currently compete in the National Premier Leagues (NPL) – the state-based competition which serves as the second tier below the A-Leagues and which comprises eight separately administered state and regional competitions.

Founded in 2013 as an outcome of the National Competitions Review conducted by the then-named Football Federation Australia, the NPL is home to over 250 clubs in Australia. Critically though, these clubs differ substantially in their facilities, resources, financial budgets, and overall ambition. Many were traditional staples of the National Soccer League (NSL) before the arrival of the A-League in its stead.

Adelaide

Initially, the NPL was formed to develop youth pathways and to assure competitive minutes for local players seeking to push on into national teams and higher competitions. However, a 2018 report conducted by AAFC found that the NPL had largely failed to meet the objectives it set out to accomplish.

By comparison, the NSD is intended to be a genuine platform of opportunity for local players aspiring to play in both a competitive environment, and to progress towards the A-Leagues, national teams, and overseas competitions. Furthermore, it will act as a catchment for youngsters struggling for game time in the A-League Men to potentially earn their stripes in the competition below.

Importantly as well, the NSD will provide foundational Australian football sides left in purgatory following the dismantling of the NSL with a chance to re-establish themselves in the national sporting psyche. For AAFC President Nick Galatas, the NSD is a major step towards revitalising the second tier of Australian football to be truly competitive.

“The idea is not to create a new second division from scratch, as such, it is to look at the best suited clubs that you’ve got available and how to best establish a proper new second tier competition based on them,” Galatas explained to Soccerscene.

“Are all NPL clubs at the same level? If not, and if you’ve got 12, 14, 16 clubs that emerge from across the country as being able to play nationally at a higher standard of playing, coaching, administration, a second division is created from there. So, what we say is, let’s look at our current strongest clubs, let’s reflect what they can do individually and collectively and enable a true second tier on their capabilities.

“Obviously, initially these clubs are going to be stepping out of years in state competitions and then the NPL and since the new competition will afford them better opportunities to grow and develop, they’ll be better once there. And that will be the initial level of the NSD. That starting level will be informed by the current capability of the clubs, rather than the clubs being required to meet an arbitrary level. That’s absolutely and fundamentally key for it to be financially viable.”

Avondale FC

With the projected introduction of promotion and relegation between the A-Leagues and the NSD set to be unravelled in future, there is plenty of room for both A-Leagues sides and foundational clubs to thrive alongside one another in a suitable environment.

“Some of these historic clubs have been in a state-level environment for the last 20-odd years and that’s not their natural environment nor is it for their supporters as their clubs’ DNA and background is national. As they haven’t been there for years, what they are now is not what I expect we’ll see when they’re back on the national stage. Start modest and grow, rather than setting an arbitrary benchmark and not being able to reach it and crash,” Galatas added.

With the final outline of the NSD’s structure due to be announced by competition operators Football Australia in 2023 the subsequent effect of a prospective NSD on the National Premier Leagues remains unclear at this stage. Although the AAFC have suggested as recently as February 2022 that the current NPL model is likely to be characterised as a ‘Third Tier’ competition. Of course, it is expected that the NPLs will be linked to the new national second tier competition by promotion and relegation.

“The first thing to say is that currently the National Premier Leagues are our national second tier, and really the National Second Division is about reforming our national second tier. To have our NPL1 competitions comprise over 100 clubs is unrealistic and incompatible with a true national second tier,” Galatas said.

“What we’re doing is seeking to restructure and realign our divisions. Our National Second Division will likely initially have between 10 to 16 teams and be linked in reflect the A-Leagues in that sense. And then below that the NPLs will still be state based as there’s no real prospect of a National Third Division currently.

“Now, how do you reform as a result? AAFC has long advocated reform and it still is, for the NPL to perhaps be made more consistent in the number of clubs around the country in each member federation but also, as a third-tier competition with less onus to deliver second tier objectives, to enable local clubs to better reflect their capabilities and local communities.

“There was going to be NPL reform which FA commenced at the start of 2020 but that was derailed by COVID and of course then FA’s XI Principles were introduced which talk about reform as well, and that has been looked at in connection with the introduction of the National Second Division. So, the NPLs will be affected and changed to an extent by the new NSD.

“The aim is that the competitions are linked so that clubs can come up from the NPL into the National Second Division so that there’s promotion and relegation which ensures that there’s a pathway for more clubs to develop, not only the initial NSD clubs. The idea is to enable more clubs to grow and develop and the way to do that is to give clubs the opportunity to come up. There may be a club that we don’t know about that is emerging in the outer suburbs of one of our major centres that in 3-5 years is a powerhouse. And that’s the objective. We’re not here to pick winners.

“Let the clubs work out what they can do through their communities, their sponsors and other resources and be allowed to be the best they can be. Who knows what each may become and who are we to say?”

With the NPL NSW Men’s kicking-off this past weekend and Football Australia having announced that expressions of interest are now available to interested clubs looking to compete in the prospective NSD, the format of the NPL as we know it may be completely transformed come this time next year. At this stage, the NPL will seemingly exist as a tier separate to the NSD and the A-Leagues for the foreseeable future.

For A-League clubs whose junior sides compete in the NPL, it may be viewed as unfavourable to push them below the second tier of Australian football if the NPL is to become a third tier competition, as it would ultimately negate the conceived ambition of housing their sides in the NPL in place of an A-League Youth competition for competitive minutes. The possibility of including A-League Men’s youth sides in the National Second Tier has been broached in the second division discourse, however the notion of having A-League Men’s youth sides taking up spots in the National Second Tier in place of historic clubs will be staunchly opposed – and for good reason.

The National Second Tier is seen as an opportunity by prospective clubs to regain their place in the Australian football pyramid by virtue of their nous off the field and performance on the field. Many in the NPL will be looking at the National Second Tier as a chance to rejoin the sporting elite, particularly in the eventuality of promotion and relegation being formally introduced. What this means for the NPL in its current form is an uncertainty, for now at least.

Marconi Stallions

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Next CEO of Football Australia steps into the hot seat

Whoever the new Football Australia CEO is. They will face tough challenges.

Last Thursday James Johnson announced his resignation as CEO of Football Australia (FA) after five and a half years at the helm.

James Johnson over his tenure has presented over much activity in Australian football.

He’s overseen Australia’s co-hosting the 2023 FIFA Women’s World Cup with New Zealand.

This event produced a record influx of girls and women to all levels of the game and highlighted that the current footballing system didn’t have the capabilities to sustain this increase.

He was partied to the A-Leagues break from the FA into the Australian Professional Leagues (APL) in 2020 in the midst of the COVID-19 crisis.

Only recently he was instrumental in the FA’s creation of the National Second Division (NSD) to develop the footballing pyramid.

Many of these initiatives had and continue to have a significant impact.

Yet the complexity and work for these undertakings continue.

Though who is going to be the successor?

Heather Garriock, ex Matilda, has been confirmed as Interim CEO.

She has had experience in this type of role serving as CEO of Australian Taekwondo and as a director on the FA Board since 2021.

Garriock currently serves on the Asian Football Confederation’s Technical Committee and is an exciting fit.

Other than Garriock’s appointment, very little has been spoken on the position.

State Federation CEOs such as Football NSW’s John Tsatsimas and Football Queensland’s Robert Cavallucci are well regarded in the industry.

Would taking them away from their state positions a wise plan or are they even keen to take this huge role anyway?

Maybe from outside the footballing space a CEO of business experience could be valuable.

That being said, caution of people with little ‘football knowledge’ should not be taken lightly.

Football fans know all too well the divisiveness of CEO’s who don’t understand the complexities of the game can be.

What challenges are ahead?

For whoever claims the top spot, they and the FA already face some important hurdles.

First and foremost, they will have to preside over the upcoming start of the NSD in October this year.

A huge occasion in the story of Australian Football and a competition that many clubs, fans and communities are banking on to be a success.

If successful, not only will it bring back into the limelight storied clubs, who’s history have woven the rich tapestry of Australian football, but it’ll open the pathway to a new and improved Australian footballing pyramid, giving clubs the following and support they need to grow and develop.

Things such as funding opportunities, more mainstream media audiences and the chance to stamp their mark into the footballing nucleus.

Though with great expectation comes more chance for disappointment.

The current system for the NSD can be argued to be sufficient, but like all great shifts in football it needs to grow, to expand and importantly to deliver on its goal of a more streamline pyramid.

This push will face funding and support challenges and the NSD, the clubs and the FA will struggle if this new chapter is stagnant.

Which brings us to the next challenge.

The A-League and APL

The A-league is producing an amazing new generation of players for Australia, with increased viewership, fan presence and transfer revenue from home grown talent its producing a record season.

However, under the surface the A-League has struggled since its break from the FA into the APL.

The funding and its recent overhaul paint a bleak picture for the clubs.

On top of this the prospect of future relegation would worry any figures of the clubs, from investors to the club’s lifeblood’s, the academies and fanbases.

Whoever takes up the new role must walk the uncomfortable tight rope of supporting the extensive and growing football scene while not ignoring our highest professional level.

The Women’s Game

The 2026 Women’s Asian Cup is just around the corner, providing an exciting opportunity to further elevate Australia’s women’s football journey and continue its impressive momentum.

On-field and tournament success are only the tip of the iceberg as the continuation of the game’s development is critical.

The positives of this progression far out way the negatives but the FA and its incoming CEO must make smart and well-constructed plans to keep the progress going.

Funding

James Johnson and the FA recently hatched together a plan for $3 Billion worth of Funding from the Government.

Funding through Government sporting grants is the backbone of football, especially the grassroots system, the highest participated sport community in Australia.

Before leaving James Johnson, the FA and the extensive member federations presented their Securing Footballing Future initiative before the 2025 Federal Election decided our new government.

This document 23 major points, spanning all levels of the game outlines where and how this funding should be allocated over 10 years.

Securing Footballing Future is bold and focuses on key aspects that have been present issues for football.

The new CEO should make sure that this initiative is a crucial deal to ratify with the government to stabilise funding for years to come.

The federal governments $200 million “Play Our Way” grants program in 2023 was created in the euphoria of the Women’s World Cup.

Though not centrally football focused and far smaller amount of funding, it’s proof that government funding can be acquired and allocated.

As the Sydney Morning Herald reported this week, the FA will record $8.3 million loss at the next general meeting on May 23, funding will become a fundamental issue.

Now more than ever the FA is calling for Garriock and its next potential CEO to be ambitious, show strong leadership and be open to taking calculated risks.

It’s a monumental task ahead, but for the passionate and invested football fans around Australia, they know that optimism for the future while simultaneously being grounded in the present is part of the beautiful game.

As the saying goes, ‘one game at a time’.

Whoever is appointed as Football Australia CEO, whether Garriock or another candidate, should seize the opportunity and lead with purpose.

Football Australia appoint Heather Garriock as Interim CEO

Football Australia has announced the appointment of Heather Garriock as Interim Chief Executive Officer, following James Johnson’s resignation

This appointment is a landmark moment for Football Australia, with Ms Garriock becoming the first woman ever to lead the organisation.

As the most popular sport in both Australia and the world, this marks a significant turning point in the history of Australian sport.

A former Matilda, Olympian, and accomplished sports administrator, Ms Garriock brings a wealth of experience to the role.

She has previously led Australian Taekwondo as CEO, has been a member of the Football Australia Board since 2021, and currently sits on the Asian Football Confederation’s Technical Committee.

Ms Garriock also had an exceptional playing career. She represented the Matildas in three FIFA Women’s World Cups, three AFC Women’s Asian Cups, and two Olympic Games.

In recognition of her remarkable contribution to the sport, she was inducted into the Football Australia Hall of Fame in 2021.

As part of standard governance procedures, Ms Garriock officially stepped down from her position on the Football Australia Board yesterday.

Ms Garriock expressed her honour in taking on the role, highlighting her commitment to inclusive leadership, key strategic goals, and drawing on her lifelong experience in football to guide the game’s future at the highest level.

“I’m honoured to step into this role at such a pivotal time for football in Australia,” Garriock said in a press release.

“My focus will be on strong, collaborative and inclusive leadership as we work to deliver on key priorities — from Socceroos World Cup qualification and the appointment of a new Matildas coach, to the delivery of major tournaments and the continued development of our digital platform, PlayFootball.

“I have spent a lifetime in football and have literally played every position in football both on and off their field.

“This experience provides me with the unique ability to bring all perspectives of our game to the highest levels of decision making and build on the great work of James Johnson.”

She will now take on the role of Interim CEO while the Board undertakes both a local and international search for a permanent Chief Executive Officer.

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