SFA Report: 'We ideally want short-term steps in place by next season'

Herald Sport:  What do you hope to achieve?

Andy Gould: In simple terms, we want to create an environment where talented Scottish players can flourish in an effective pathway from youth academy to first-team, gaining essential first-team experience in the key age group of 17-21. The indisputable reality, based on the report findings, is that the current system does not cater adequately to the need for young players to gain experience through opportunity, especially when compared to other similar-sized nations. 

What were the main issues you faced in compiling the report – for example, a lack of available data over a long-term period on young players and their histories – and is this an area the SFA are looking to improve?

In fact, it is the wide availability of data that enabled us to publish the report objectively: based on data in Scotland and compared not just with leading world-class nations but comparable nations in size and status to Scottish football and, unfortunately, football nations that do not have access to the resources of facilities we do have in Scotland.

Prior to the report, we had subjective opinions; a hunch that we aren’t operating as efficiently or effectively as others. The data, and case studies Chris [Docherty] mined from across Europe, allowed us not only to give a clinical analysis but also enabled us to explode some myths around why young players can’t be given an opportunity. The reality is bigger leagues and clubs across Europe are benefitting more from investing in their youth players, and you only have to look at the last EUROS to see it, with the likes of [Jamal] Musiala and [Florian] Wirtz, [Lamine] Yamal and [Jude] Bellingham arguably the tournament’s best players.

Introducing Game Changer – A Herald investigation into fixing our national sport

What are the main recommendations of the report?

Firstly, we wanted to make sure we had consensus that the status quo is not working. Judging by the reaction from football organisations, clubs, players and fans we are glad that the report has been well received. That alone is a positive start point. 

We also know that in Scottish football there is a broad church within the 42 clubs and so this is about focusing on elite talent development. 

The first practical recommendation is the implementation of a Cooperation System, which allows increased freedom of movement for young players out with the transfer windows. This system has worked in Austria, Belgium, Croatia and Hungary and allows a young player to remain registered to a parent club [for European or cup involvement] but be able to play domestically for another club.

It’s about maximising opportunity. Other key recommendations include incentivising youth involvement in cup competitions, a scholarship system to protect against cross-border transfers on a 16th birthday, a review of the youth development pathway, a Growth Maturation plan to help early and late developers excel and fulfil potential, as well as helping to build capacity on strategy, development and coach education within clubs.

How can these be put into action? And on what timescale?

First, you need a willingness, and recent European results show that we need to understand our current status in a wider context and aim to improve that. Timescale is based on building momentum on that willingness. Practically, we would look to ideally have short-term objectives like Cooperation Agreements moved forward even in time for next season, with other recommendations maybe requiring a longer-term approach. 

What is the co-operation system, and how has this worked in other countries?

In short, it is an agreement between two clubs in different divisions that allows them to share a player, similar to a loan, but in a manner that allows the player to move back and forward between the two clubs outside of the transfer window. The system is limited to only those players eligible for that nation and at an agreed age and stage, usually U21 or U19 with limits on the number of players able to go to the one club, this ranges from five to 10 per cooperation club across the countries that have adopted the system.

For example, the cooperation system would allow a club in the Scottish Premiership or Championship to operate as the parent club, and sign cooperation agreements with clubs further down the pyramid than themselves. A parent club may sign a cooperation agreement with a different club at each level of the pyramid, so long as there are not two cooperation clubs within the same league. The system increases the opportunities for young players to receive crucial playing experiences at different levels of the game. 

Read more:

• Docherty: Directors of football need more power, like Man Utd & Fergie
• Former First Minister slams not fit for purpose SFA youth governance

What is the ‘scholarship system’, and can it stop the ‘talent drain’ from Scottish academies where young players are increasingly being picked off by the EPL?

The reality is that both through comprehensive data and anecdotal examples that the vast majority of players who leave their home country before the age of 18 do not have a positive experience and ultimately return home. This “negative experience” is negated when a young player first establishes himself as a first team player with considerable match experience in his home country, and then chooses the next club strategically, so as to ensure the best opportunity to play. 

Countries such as Croatia, Denmark and Germany have systems which enables them to put in place a suitable registration with a player before the age of 16, to both protect the business model of youth development, and against the early migration of the player.

Scottish clubs currently have no such option. In addition to the proposal to introduce a scholarship system there is a clear need for education around the most suitable pathway for a player and not each decision will be the same for each player.  

Were you surprised by anything that you found? Did the report bust some misconceptions that even you may have had around youth development in Scotland?

The data and insight gathered to compare the level of opportunities and playing minutes of our best young talent against those in other comparable countries highlighted the extent of the issue which was much greater and more extensive across all tiers of the professional game in Scotland than we or others would maybe have believed. This process also shone a light on the level of strategic thinking and planning which underpins the process of progressing and supporting each individual player to achieve their maximum potential highlighting the need for clear strategic planning and the need for attention to detail for all players.  

From across the majority of people we spoke to in the game within Scotland, the perception was that playing young players presented a risk to team performance and that the pressure on mangers and head coaches was so strong that playing a young player would be too much of a risk, however from the findings across some of Europe’s top clubs and within the most high-profile leagues competitions playing young players doesn’t necessarily have a negative effect on the team, with young players often contributing to improved performance as well as the obvious financial benefits which can often follow. 

How difficult do you think it will be to shift some of the ingrained cultures, for instance, managers being reluctant to ‘risk’ playing young players?

There will always be challenges and reluctance towards change, however the evidence is clear that we cannot continue and expect progress without making improvements. From all the feedback and discussions there is clear agreement on the need and desire to ensure our best young talents are served better by our game and this should remain our focus with the player at the centre of our thinking.

By introducing the range of measures outlined in the report and monitoring these closely we would expect to see more opportunities for young talent across the pyramid and as these start to show the benefits both from a performance and financial perspective change is likely to accelerate as a result and we will start see a more sustainable and successful game. 

What has been the overall feedback from stakeholders since the report was published?

Overall, there has been positivity and support towards the report, the findings and the initial scope of the implementation plans. This is across the wider football landscape including league bodies, club leaders, coaches, media and fans. In the short term we are aiming to harness this to gain support for proposals such as the cooperation system, innovation within cup competitions and with an ongoing implementation plan which covers longer term opportunities set out within the report.