The Chinese Football Association‘s (CFA) newly appointed chief, Song Kai, stepped into the spotlight during the national under-15 soccer final on October 22. His words resonated with hope, caution, and an unyielding commitment to the future of Chinese soccer. Drawing a parallel to a “long march,” Song emphasized the imperative to focus on youth development as the linchpin in resurrecting the country’s soccer fortunes.
This progressive perspective starkly contrasts with the stance of some earlier CFA leaders, who often underscored the importance of youth development but stumbled when it came to effective implementation. A revealing segment on the widely-watched TV program, Soccer Night, painted a telling picture: almost half of the CFA’s budget was channeled towards adult national teams. This spending strategy, however, hasn’t correlated with the success expected on the international stage.
The travails of both men’s and women’s senior national teams in recent years are a testament to the lack of efficacy of the direct investments. These teams don’t just mirror on-field talent but also offer insights into the youth development infrastructure, talent cultivation, and the efficacy of professional leagues. A disheartened legion of Chinese soccer aficionados has watched the men’s team grapple for victories and the women’s premier team bow out prematurely from global tournaments.
A deep dive into the financial allocations further underscores the imbalance. The national teams witnessed a budget escalation from 250 million yuan in 2018 to 279 million yuan by 2022. Conversely, funds earmarked for youth training and development dwindled from 74.6 million yuan to a mere 46 million yuan over the same period.
Pledging reform, Song acknowledged the glaring discrepancies in the treatment of youth coaches versus their counterparts in professional club teams. To rectify this, he announced plans for the CFA to frame policies that would attract China’s premier coaching talent to youth development. Concurrently, the foundation will be laid for a more structured youth competition regime.
Past attempts at encouraging professional clubs to bolster their youth academies met with limited success. The Chinese Super League, for instance, mandated the presence of at least one young player on the field during each match. However, clubs often circumvented this by swiftly substituting these players shortly after kickoff. Observing such loopholes, Song decided to reassess these strategies.
The timeline to reap the dividends from renewed youth development initiatives will undoubtedly be protracted, potentially spanning a decade. It’s a journey of fostering a robust soccer ecosystem, focusing on sustainability over immediate glory.
The CFA’s blueprint encompasses improving coaching quality at youth levels, involving international coaches in domestic youth projects, and partnering with AFC and FIFA to explore hosting youth-centric FIFA World Cup events in China. Establishing a consistent domestic soccer league for emerging players is also on the cards, ensuring they gain exposure to top-tier competitions.
China’s recent under-15 triumph over Asian soccer titan, Japan, hints at the potential of a new generation. However, overhauling Chinese soccer isn’t a sprint but a marathon. Song and his CFA colleagues recognize the challenges, emphasizing the virtues of patience, persistence, and belief.
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