FC INTER TURKU
FC INTER TURKU
STRATEGIC IMPORTANCE
QUALITY AREAS SNAPSHOT
› C onsider themselves a development club.
their coaches). › T heir club strategy is a four-year plan. › N ot common to have an Academy Director in Finland. › T heir style of play is attractive, attacking, with a tiki-taka build-up.
› S porting policy was inaugurated in 1990 by the then CEO. It’s natural, culture related, not formalised, with a strong Dutch influence (due to heritage of Joep Traksma, one of
PHYSICAL CARE › One physio, a doctor, psychologist, nutritionist, and two educators. COGNITIVE CARE › Club is assisted by the Finland Olympic Committee. The club has a good relation with local schools and schedules their sessions around school hours. They also have internal educators and mentors. › They have two annual open discussions with parents. › The main principles of development are: 1. physical fitness; 2. individual coaching if talented; 3. feedback conversations. › A media officer organises education on social media and communication. › Mental strength is seen as the key to success in transition. FINANCES › Academy budget comes from the parents of players, making up 25% of the total club budget. FACILITIES › 1 artificial pitch at the club, while they also use 3 other artificial
TALENT IDENTIFICATION › R ecently started a scouting department, which is volunteer- based. Club coaches are scouting when playing other teams, and they cover 60% of Finland. › T hey have monthly scouting reports. › T alent identification process involves learning more about players that interest them using a questionnaire covering 50 topics. If the player is interested, and the club in them, they speak to the parents, and invite the player to trial to be assessed by coaches. › O nce a week, the city pays for any willing young players to train with the U13-U19s, city pays. This usually involves 350 kids.
› Coaching education financed by Finnish FA.
pitches, and 3 grass pitches, around the city. Access to 1 indoor pitch. › Facilities are concentrated around the stadium. › The winter poses climate and infrastructure problems. PRODUCTIVITY › Academy’s goal is to produce players for the first team and have more visibility in community. › The process of transition involves the second team in the third division. COMPETITION › HJK Helsinki stronger from U17s level, but both clubs considered fairly competitive until that point. HUMAN CAPITAL › Signing players and recruiting support staff is a Sporting Director decision. › First Team Coach decides who comes through to first team, then discussed with Sporting Director and coaches. › U17s coach works with the first team.
BUY-IN FROM CLUB › Style of play is the same in the academy and first team. › First Team Coach has no influence on the academy. COMMUNITY CONNECTIVITY › Local society is impatient, and very little professional respect given to football or sport in general. › Club building a clear identity. › Always played attacking football. Fans want to watch domestic players. › Local players of U13-U19 ages given access to training with the club in an initiative paid for by the city.
PROFESSIONAL CONNECTIVITY
› Talk a lot with junior coaches about football development, especially the English Premier League.
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YOUTH FOOTBALL 2021-23
YOUTH FOOTBALL 2021-23
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