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Global Research in Higher Education 
ISSN 2576-196X (Print) ISSN 2576-1951 (Online) 

Vol. 3, No. 2, 2020 
www.scholink.org/ojs/index.php/grhe 

34 
 

Original Paper 

Strategic Program Development Practices to Enhance Grassroots 

55-65+ Small-sided Football in Diverse International Contexts: 

The Art, Science and Politics of Implementation 

Harry T. Hubball1* & Jorge Díaz-Cidoncha García2 
1 Faculty of Education, University of British Columbia, Vancouver, Canada  
2 Fédération Internationale de Football Association (FIFA), Zurich, Switzerland 
* Harry T. Hubball, Faculty of Education, University of British Columbia, Vancouver, Canada  

 

Received: March 7, 2020       Accepted: March 20, 2020       Online Published: April 10, 2020 

doi:10.22158/grhe.v3n2p34             URL: http://dx.doi.org/10.22158/grhe.v3n2p34 

 

Abstract 

A significant growth in grassroots 55-65+ seniors’ small-sided football (e.g., 3v3, 4v4, 5v5, 6v6/futsal 

and walking football) programs has emerged in diverse settings on a global scale. Given the ad hoc 

nature of many program offerings to meet the unique needs and circumstances of older players, very 

little research has examined strategic program development practices to enhance and sustain 

participation in seniors’ small-sided football. Strategic program development is a complex and 

multifaceted process that provides a critical foundation for both quality assurance and quality 

enhancement. Case study research using multiple-case design suggests that no one size fits all, and that 

strategic program development draws upon a wide range of iterative and responsive program context, 

program planning, program leadership/coaching, and program impact assessment strategies to enhance 

and sustain player participation. This paper provides a conceptual framework and practical examples 

for strategic program development practices in diverse grassroots 55-65+ small-sided football contexts. 

Keywords 

international sport development, ageing, sport and health, seniors’ small-sided football programs, 

coaching inquiry, program development and impact assessment 

 

 

 

 

 



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1. Introduction 

An increasing older population has resulted in a significant growth of grassroots 55-65+ seniors’ 

(sometimes called “Veterans” or “Masters”) small-sided football programs on a global scale (Baker, 

Fraser-Thomas, Dionigi, & Horton, 2010; Hubball & García, in press). In these contexts, small-sided 

football is played in diverse formats, including 3v3, 4v4, 5v5, 6v6/futsal, and walking football, with or 

without goalkeepers, and may be played on fields with reduced pitch length and customized goal post 

sizes for competitive games. Teams may be male, female or mixed, and play may occur at various (and 

in some cases overlapping) levels of competition, including recreational (e.g., informal 

community-based “drop-in” games with mixed teams to enhance health and wellness participation), 

intermediate (e.g., structured team games and coaching to enhance skills improvement), and advanced 

(e.g., select team tournaments at regional, national, and international settings to enhance high 

performance competition). Thus, no one size fits all. In addition to health and wellness, the unique 

benefits of small-sided games for ageing 55-65+ players is that they 1) promote physical fitness while 

requiring significantly shorter running distances, thus reducing lower body impact; 2) include multiple 

game breaks and shorter game durations; 3) involve more dynamic box-to-box football action 

(including goal scoring opportunities and prevention); 4) provide more touches with the ball and 

therefore skills development; and, 5) place more emphasis on team effectiveness and decision-making 

for fast-turnover team defence and team offence (Aguiar, Botelho, Lago, Maças, & Sampaio, 2012; 

Dellal, Lago-Penas, Wong, & Chamari, 2011; FIFA, 2015; Hubball, Franks, Sweeney, & Kauppinen, 

2018). However, with the ad hoc and grassroots nature of many program offerings, very little research 

has examined strategic program development practices to enhance and sustain player participation in 

these settings. Grounded in interdisciplinary research and coaching experiences with grassroots 55-65+ 

small-sided football programs in diverse international settings, this article provides a conceptual 

framework and practical examples to enhance strategic program development. Readers might keep this 

question in mind: “What are the indicators of program success and evidence of impact for a high 

quality/successful 55-65+ small-sided football program in your organizational/club context?” 

1.1 Theoretical Underpinnings  

Addressing the unique needs and circumstances of ageing players in diverse grassroots small-sided 

football contexts is a complex and multifaceted process (Blatter & Dvorak, 2014; Lyon et al., 2018; 

Skoradal et al., 2018). In these contexts, implementation refers to a responsive set of planned football 

activities designed to integrate evidence-based practices in diverse 55-65+ small-sided football settings 

(Century & Cancella, 2016; Fallon et al., 2018). Interdisciplinary sports science research pertaining to 

older athletes/players/participants such as physiological (e.g., injury prevention, cardiovascular, strength, 

and flexibility considerations), psychological (e.g., theories of motivation, exercise adherence, and 

mental health considerations), sociocultural (e.g., social, cultural, economic, historical, and political 

participation issues), and educational contributions (e.g., team and player development, effective 

coaching, evidence-based program development and impact assessment) provide valuable insight to key 



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influences and cutting-edge program strategies to enhance and sustain participation (Baker & Nunes, 

2003; Corepal, Zhang, Grover, Hubball, & Ashe (submitted); FIFA, 2020; Hubball & Lopes, 2019; 

Reddy et al., 2017). Given varying levels of support and sometimes-limited resources, strategic program 

development can provide a critical foundation for both quality assurance and quality enhancement for 

seniors’ 55-65+ small-sided football programs (Hamilton & Feldman, 2015; Mueller & Albrecht, 2020). 

For example, strategic program development can set standards for program impact and effectiveness; it 

can foster a networked improvement club/organizational community around evidence-based practice to 

enhance and sustain long-term participation; and it can align programs with broader host 

club/organizational structures.  

FIFA (2012, pp. 131-141), the world governing body for football, provides the following program 

development guidelines, which are designed to support grassroots football development in specific 

populations, and can be applied to enhance 55-65+ small-sided football in local clubs and broader 

communities:  

Assessment of the local situation: A study of football throughout the country, in all provinces and 

regions, will show the extent to which football is (or may be) practiced in all sectors. The 

following areas should be covered: population; administrative and technical organization at 

national, regional, and local levels; educational system; sport policies; existence of a grassroots 

football structure; infrastructure and sport facilities; and links between the member associations 

and government. 

Analysis of football needs: Players and coaches: figures and qualifications, and existence of a 

football committee. Football activities: competitions, tournaments and festivals, equipment, 

material, and infrastructure.  

Medium and long-term planning:  

Aims: 

- To introduce football to the specific target group. 

- To promote the philosophy of football. 

- To develop activities for football. 

- To increase participation in football programs. 

- To improve training and equipment. 

- To instruct participants to become coaches and instructors.  

Stages of Implementation: 

- Initial consultations with current players and managers, volunteers, etc. 

- Bringing together the essential decision makers: creation of an executive 

committee, identification of key individuals, etc. 

- Preparation and presentation of a football development plan. 

- Consultation seminars and meetings with member associations, ministries, and 

sponsors. 



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- Submission of a final football plan. 

- Approval of the program by the regional or national member association.  

- Launch of the football plan.  

- Implementation program: short, medium, and long-term development. 

Objectives to be Achieved: 

- Increase football participation (for both men and women). 

- Improve the standards of coach-educators and increase the number of training 

courses. 

- Organize more football festivals and tournaments (in various formats adapted to 

the circumstances). 

- Improve communication and develop relations with partners, including sports 

facilities. 

- Encourage volunteers to become involved on a regular basis.  

- Establish a professional unit for the development of football within the technical 

department of the regional or national association. 

- Sign agreements with ministries, primarily the Ministry of Health and Sport. 

The organizational template shown in Table 1 has been developed by FIFA (2012) to support grassroots 

football development over a 3-year period in specific populations, and can be applied to enhance 55-65+ 

small-sided football in local, regional and national contexts. 

 

Table 1. Organizational Template to Support Grassroots Football Development in Specific 

Populations (FIFA, 2012) 

Objectives Year 1 Year 2 Year 3 Year 3 (II) 

Impact Local Regional National National 

Structure Set up a specific 

football 

development unit 

and management 

committee 

Establish a specific 

football department 

in each region with 

links to relevant 

football 

communities 

Establish a 

specific football 

department within 

the technical 

department of the 

member 

association 

Employ 

specialized and 

qualified 

personnel 



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Participation Launch specific 

football pilot 

programs in clubs 

and local 

communities 

Develop specific 

football activities in 

clubs and 

communities  

 

Introduce specific 

football 

competitions and 

tournaments 

Promote 

community 

football 

 

Coach-Educators Provide courses 

for coaches, 

referees, and 

volunteers 

regarding 

specific football 

initiatives 

Develop alternative 

and advanced 

courses for different 

target groups on 

specific football 

focus 

Increase access to 

training and 

courses for 

specific football 

focus 

Provide resources 

to support 

research and 

development of 

specific football 

focus  

Activities Launch specific 

football events, 

festivals, and 

guest speaker 

sessions 

 

Develop joint 

tournaments and 

festivals for specific 

football clubs and 

communities in the 

region 

Establish a 

national specific 

football 

tournament 

and/or festival 

Introduce 

alternative 

specific football 

tournaments and 

festivals (e.g., 

youth, co-ed, 

beach football) 

Equipment Use existing 

material and 

equipment for 

new football 

initiative 

Improve existing 

resources for 

specific football. 

Establish links with 

relevant 

government 

agencies (e.g., 

Ministry of Health 

and Sport) 

Broaden the range 

and resources for 

specific football 

initiatives 

Improve existing 

resources for 

specific football 

initiatives 

 

While these guidelines provide useful assistance for football clubs and organizations, much greater 

research and evidence-based practice is required to address the unique needs and circumstances of ageing 

55-65+ players at the recreational, intermediate/developmental and/or high performance/advanced 

ability levels. Currently, research activity in this field lags far behind the prolific growth of grassroots 

seniors’ 55-65+ small-sided football initiatives taking place in local, regional, and international settings. 



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We argue that strategic program development is key to enhancing and sustaining player participation in 

these initiatives (Chambers, Glasgow, & Stange, 2013). Further, strategic program development is 

inherently situated within broader communities of practice (i.e., host football organizations/clubs, with 

their particular cultural context and political landscape, priorities, access to available resources, and 

levels of support); it is socially mediated (i.e., shaped by key stakeholder support and engagement by 

respective on-site coaches/program leaders and players); and it is locally constructed (i.e., conceptions of 

“quality and effectiveness” will always be part of how it is continually improved, adapted, and 

understood within contextually-bound settings). Thus, strategic program development is not limited to an 

isolated event; rather, it occurs over time and requires engagement of key program stakeholder 

representatives (Franks, Lilley, Hubball, & Franks, 2019; Hall & Hord, 2015; Hubball, Reddy, Sweeney, 

& Kauppinen, 2018).  

For the purpose of this study, we investigated 55-65+ small-sided football programs in specific 

geographical, national, regional, and international locales. We hope to expand the representation and the 

resulting depth of understanding about the diversity, and the successes and challenges, of these programs 

across a broad range of settings. The following primary research question directed this pilot investigation: 

What are strategic program development practices in diverse 55-65+ small-sided football contexts? 

 

2. Methodology 

2.1 Case Study Research Using Multiple-Case Design 

Case study research is a systematic in-depth inquiry that investigates a phenomenon within its real-life 

practice context (Pearson, Albon, & Hubball, 2015; Tight, 2017). Case study research methodology 

internalizes theory and practice by drawing on a wide range of contextually-bound data (e.g., 

engagement of key stakeholder representatives, which for this study includes key personnel at football 

club/organization institution, team leaders, coaches, officials, players, volunteers, etc.). Essentially, case 

study research methodology invites program leaders to consider which program issues are key for 

examination (e.g., participant recruitment, coaching methods, group organization, strategic team and 

player development initiatives, and/or program impact), how to engage key stakeholders in the process, 

what data to gather, when and how to collect and analyze these data, and, finally, to consider how these 

findings might be of interest to the respective club organizations and coaches/program leaders, as well as 

to the broader football community and football organizations. Multiple-case design refers to case study 

research in which several instrumental bounded cases are selected to understand the similarities and 

differences between the cases, and to develop a richer and more in-depth understanding of the 

phenomena than a single case can provide (Yin, 2017). Thus, case study research using multiple-case 

design is highly generative in nature and is therefore particularly well-suited for this study to examine 

strategic program development initiatives in a range of settings.  

 

 



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In order to gather evidence for this inquiry, site visits were conducted over an eighteen-month period in 

2018-2019 at a purposeful sample of innovative and long-standing 55-65+ football organizations and 

clubs in North America, the UK, SE Asia, the Gulf States, Australia, New Zealand, and Europe. For the 

purpose of this preliminary study, the primary research question focused on the following: What are 

strategic program development practices in diverse 55-65+ small-sided football contexts? 

Specific prompts for this inquiry included: 

 What are the origins of 55-65+ small-sided football in local contexts, and how have strategic 

program development practices built on that foundation? 

 How does geographical context (e.g., cultures, languages, histories, and values) inform 

55-65+ small-sided football programs in local regions? For example, 

o How is 55-65+ small-sided football understood, interpreted, organised, delivered, 

experienced, and/or institutionalised? 

o What are the most common areas of best practice to enhance and sustain player 

participation? 

o What are the most common challenges that hinder participation? 

o What are the roles of players and coaches/program leaders? 

o How is the impact of these programs made public? 

o What theoretical approaches, frameworks, or models are important for effective 

program implementation? 

o How are these programs expanded and further developed? 

2.2 Data Collection 

Integral to this inquiry, a purposeful sample of contextually-bound program data were gathered from the 

following: 

 Invited on-site coaching sessions, interactive research presentations, and program observations at 

national/regional football associations and local clubs in Canada, USA, England, Wales, Guernsey, 

Jersey, Germany, Belgium, Denmark, Hong Kong, Singapore, Gibraltar, Spain, Oman, Qatar, 

Australia, and New Zealand.  

 Meetings and focus group interviews with program stakeholder representatives, including team 

leaders, administrators, participating seniors’ players, and officials. Participants met in groups of 

five to eight in either face-to-face venues or online video conference platforms, with a frequency 

ranging from once per month to three sessions in total during the study period. 

 Relevant program documentation such as historical program overview and website information, 

football format, rules, schedule, sports science applications, team/group picture gallery and related 

performance video recordings, participant numbers, team awards, budget information, and available 

program/team resources. This included longitudinal data from 2001 to 2019 pertaining to 

participation trends, performance/awards, research contributions, and evolutionary program changes, 



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innovations, challenges, and long-term program impact in the Inter UBC Masters Small-sided 

Soccer Academy Program at The University of British Columbia, Vancouver, Canada.  

Qualitative data sources were analyzed using the constant comparative method through categorization, 

and finally to thematization (Coe, Waring, Hedges, & Arthur, 2017; Friedman, 2008). Next, member 

checking was utilized to establish major themes and data patterns, and to discern complex 

commonalities, contradictions, and interactions. The use of iterative and multiple data sources 

established the trustworthiness of the research findings through triangulation. 

 

3. Results 

The iterative conceptual framework shown in Figure 1 was adapted and applied to collate a wide range of 

data pertaining to the primary research question and related literature (What are strategic program 

development practices in diverse grassroots 55-65+ small-sided football contexts?). Each specific 

component of the conceptual framework was an integral and ongoing factor for strategic program 

development to enhance and sustain participation in 55-65+ small-sided football programs. As such, each 

specific component of Figure 1 will be analysed in order to provide a detailed discussion of results 

pertaining to the primary research question and purpose of this study. 

 

 

Figure 1. A Framework to Enhance Strategic Program Development in Diverse Grassroots 55-65+ 

Small-Sided Football Contexts 

 

 

 

 

 

 



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3.1 Program Context Strategies 

A wide range of iterative and responsive program context strategies were employed in the study settings. 

Documentation analysis and interview data with coaches and program leaders revealed specific core 

strategies that were critical in order to enhance and sustain participation, such as: 

 Conducting an organizational/club needs assessment to identify the strategic purpose (e.g., 

program aims, objectives, and values; and the who, what, where, and when process issues related 

to specific program offerings) and available resources (including specialised coaching expertise 

and facilities) for offering 55-65+ small-sided games programs.  

 Conducting research on similar programs and/or guidelines for best practices in similar or 

alternative contexts (e.g., investigating FIFA/national Football Association guidelines, accessing 

55-65+ international organization or club program websites, and inquiring through word-of-mouth 

professional networks). 

 Conducting strategic player recruitment strategies (e.g., based on age, gender, ethnicity, and/or 

ability level such as recreational, intermediate, or high performance). Data suggest that, in 

addition to local social media recruitment strategies, the following target groups were particularly 

effective for recruiting players: 

o Local veterans football league  

o National/regional physical education association, e.g., former teachers 

o Various workplace organizations and their retiree alumni, e.g., airlines  

o Embassy and government staff alumni organizations  

o Police, firefighters, and armed forces alumni  

o Former professional or national players 

o Former club coaches  

o Football club alumni  

o Futsal club alumni  

o University faculty emeriti and student alumni  

o Community/private sports or fitness centre leaders to identify current clients who fit criteria 

o Ex-pats overseas 

o Guest players visiting from other countries 

3.2 Program Planning Strategies 

A wide range of iterative and responsive program planning strategies (e.g., age-appropriate, customized 

game formats) were employed in the study settings. Documentation analysis and interview data with 

coaches and program leaders revealed specific core strategies that were critical in order to enhance and 

sustain participation, including: 

 Conducting players’ needs assessment to identify participation motives, ability levels, and 

program expectations. For example, data revealed that participation by 55-65+ players was 

significantly impacted by their personal motives (e.g., fun, skills development, competition, 



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wellness, social fitness, and team experience); participation barriers (e.g., perceived ability and 

level of competition, commitment level, and competing work/family/leisure priorities; safety and 

injury considerations; seasonal weather challenges; and quality of program organizations, playing 

facilities, and conditions); and physiological considerations (e.g., need for ever-longer recovery 

periods and noticeable three to five year incremental declines in physiological performance after 

fifty-five years of age; the importance of fitness conditioning and conscientious 

warm-ups/cool-downs routines; and sensitivity to personal limits for “safe” competition on 

“good” quality fields and playing surfaces).  

 Engaging key program stakeholder representatives through online/face-to-face meetings, email, 

and/or phone calls to establish strategic program goals while maximizing available 

organizational/club resources for 55-65+ small-sided games initiatives. The goals might be 

long-term (i.e., 2-3 year/annual goals for multi-level, age-specific, and male, female, and co-ed 

programs; and development of high performance teams for competition), intermediate (i.e., 

seasonal/monthly program goals), and short-term (i.e., weekly/coaching session program goals 

related to developing group/team/players’ knowledge, abilities and skills, and experiences). 

 Creative scheduling (e.g., short “bite-size-chunk” program duration and frequency offerings such 

as once or twice per week for 6-12 weeks), including team field trips or tournaments, guest 

speakers/coaches, and seasonal indoor and outdoor sessions.  

 Evidence-based program practices (e.g., customized small-sided games design with reduced pitch 

and goal size, modified rules, specific playing surfaces, and progressive session/games formats 

with frequent breaks and short duration games). For example, small-sided games for 55-65+ 

participants maximize emphasis on effective teamwork and development of individual ball skills 

(e.g., close ball control, accurate one and two touch passing, and accurate short-range shooting at 

ground level) while minimizing emphasis on excess physical play (e.g., by limiting sprinting and 

endurance running, and prohibiting slide tackling). Three-a-side football, for example, uses the 

smallest tactically-able unit to apply the principle of depth and breadth for effective team offence 

and defence. The repeated intensity of competitive 3v3 football increases the development of 

effective “game sense” through continual team problem-solving, decision-making, dynamic 

intra-team mobility on-and-off the ball, and interpersonal communication skills, and enhances 

players’ abilities to deal effectively with successes and failures of authentic game-based situations. 

The 3v3 format demands few rules (e.g., no goalkeepers; regular corners, sideline and end-line 

plays apply with kick-ins; and goals can only be scored by shooting within the opposition half) 

and is easily implemented as part of intra-squad warm-ups or team preparation for small-sided 

game tournaments.  

 

 

 



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3.3 Program Leadership/Coaching Strategies 

A wide range of iterative and responsive program leadership/coaching strategies (e.g., offering 

player-centered activities, forming mixed teams for fairness and challenge, and fostering social 

interaction and team development) were employed in the study settings. Documentation analysis and 

interview data with coaches and program leaders revealed specific core strategies that were critical in 

order to enhance and sustain participation, including: 

 Fostering a program culture of group/team/individual achievement and ongoing improvement (e.g., 

team and player development), consistent with needs assessment data and participation motives. 

For example, the following strategies were found to be particularly effective: setting the tone for a 

positive, challenging, interactive, fun, respectful, social, and inclusive small-sided game 

environment; learning names of participants, as well as something about each participant; 

frequently checking-in with participants regarding progress on group/team and individual goals; 

establishing common kit/jerseys to foster program/team identity, as well as program website; and 

sharing relevant 55-65+ football literature/stories/news/display/websites. 

 Connecting 55-65+ program participants in meaningful and social ways throughout the duration of 

an event or small-sided football program, again consistent with needs assessment data. Coaches 

and program leaders used various strategies such as scheduled and deliberate refreshment periods; 

mixed team selections for internal competition; and entry into local, regional, and international 

tournaments/festivals. For example, in a Masters Small-sided Soccer Academy Program held in 

Vancouver, specific strategies were employed to foster a culture of masters’ team development by 

facilitating players through cyclical team stages of forming, storming, norming, performing, and 

adjourning (Tuckman & Jensen, 1977):  

o  Forming Stage: Facilitating positive team interactions with continuing and new players; 

establishing participation and team goals; planning regular team social events; creating an 

online presence for posting team/participation pictures to establish a “critical mass” team 

identity and to support optional technology-enabled communications (e.g., use of social media 

networking and web-based communication tools). 

o  Storming Stage: Dealing with fluctuating participation numbers and mixed ability challenges; 

establishing fair teams; setting the “tone” for fun and challenging games; and identifying 

issues for team improvement and celebration.  

o  Norming Stage: Setting expectations that the team and players will begin to assist and 

self-organize team warm-up practices and pitch set-ups; identifying issues for team 

improvement; and progressively challenging practice conditions (Hubball, Dumbrille, & Reid, 

2010).  

o  Performing Stage: Team and players beginning to develop and assess strengths and weaknesses 

of specific game plan strategies regarding preparations against specific opposition teams. 



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o  Adjourning Stage: Sharing tournament-related pictures, video clips, and local media reports, and 

team email recognition of collective effort, achievement, and future events and participation 

opportunities.  

 Developing creative coaching plans with clear safety/risk assessment and developmental goals 

(e.g., small-sided football knowledge, abilities, skills, and experiences) for participation. These 

included varied stretching and warm-up/cool-down sessions (e.g., piggy-in-the-middle, 3v3 

walking football, skills practices, etc.); technology-enabled performance analysis and maximizing 

games-based (e.g., 5v5, 3v3, attack versus defence, 3v2, etc.) participation time with selected 

coaching interventions during frequent break periods as required. 

3.4 Program Impact Assessment Strategies 

A wide range of iterative and responsive program impact assessment strategies (e.g., engaging key 

stakeholders, highlighting best practices, and improvement orientation) were employed in the study 

settings. Documentation analysis and interview data with coaches and program leaders revealed that 

specific authentic assessment strategies that engaged key program stakeholders (e.g., players, club 

officials, coaching staff, volunteers, and administrators) were critical in order to enhance and sustain 

participation. These included:  

 Formulating context-specific priority criteria/indicators of program success (e.g., What is highly 

valued? What needs to be further improved?). Common issues included maintenance or growth of 

participant numbers; growth of program offerings; program satisfaction-level; team and/or player 

development outcomes; program-related awards and trophies; research/dissemination; and 

recognition of high quality. 

 Aligning context-specific priority criteria/indicators of program success with relevant evidence of 

impact. Very often informal field data collection strategies (prior to, during, as well as at strategic 

formative and summative program stages) regarding evidence of impact included: interviews with 

players, team planning and debrief meetings, coaches field notes, group/team video analysis, 

performance records, media reports, and semi-structured survey questionnaires regarding program 

strengths, weaknesses, and suggestions for improvement. 

 Analyzing data to further improve and/or publicly disseminate context-specific grassroots 55-65+ 

small-sided football programming in order to enhance and sustain participation levels.  

3.5 Longitudinal Data Pertaining to Program Impact 

Between 2001 and 2019, the Inter UBC Masters Small-sided Soccer Academy Program at the University 

of British Columbia, Vancouver Canada (http://faculty.educ.ubc.ca/hubball/index.html) evolved into 

three related small-sided masters football program offerings: 1) a 50-65+ program for university staff and 

players in the local community that uses 3v3, 4v4, and 5v5 formats and operates once per month; 2) a 

select high performance 50-60+ small-sided team development program with teams participating in local 

competitions, annual regional masters tournaments hosted in locations such as California and British 

Columbia, and the International Super Masters 5-a-side/Futsal World Cup Football Tournament hosted 



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annually in Europe and the UK; and 3) a competitive walking football program whereby a select team 

from this program competes in local masters walking football tournaments and the International Super 

Masters Small-sided World Cup Football Tournament. The strategic aim of this research-based masters 

soccer academy program is to promote 50-65+ small-sided football and enhance team (and player) 

development. Based on responsive program context, program planning, program leadership/coaching, 

and program impact assessment strategies, this masters-level small-sided football academy program has 

thrived for nearly twenty years. The select masters teams have been very successful in external 

age-specific small-sided football tournaments, winning multiple local (e.g., city and provincial), regional 

(e.g., California masters tournaments), and international (masters 5v5 and walking football world cup) 

trophies, as well as receiving invitations to play 50+ exhibition games at English professional football 

clubs (e.g., Chelsea FC and Aston Villa FC) against former professional players.  

Equally important to enhance and sustain player participation, a masters football community has been 

fostered through a wide range of e-communications (including website) and team social engagement 

strategies. The organization of social events (e.g., team refreshments and socials, team photographs, 

rewards and recognition of oldest player, fair play, team competition, team penalty shootouts, trophies, 

etc.) and involvement with, and distribution of, masters football data (e.g., team video analysis and 

pictures) typically enhanced the sense of shared purpose for the players. The players themselves are also 

active participants in the masters football community by demonstrating concern for the well-being of 

their teammates (and competitors); by offering advice on fitness, conditioning, and warm-up; and, when 

suitably qualified, by providing first aid treatment. Clearly, the bond that has developed over the years 

between the players has nurtured community spirit, camaraderie, and respect, and has also resulted in 

cross-border and cross-continent connections with an array of talented and like-minded masters football 

enthusiasts.  

Appropriate for a program hosted within a university setting, program research and evidence-based 

practice (e.g., team video analysis) has contributed significantly to team success and sustained 

participation. Further, a wide range of tournament-related team and player development and performance 

analysis projects have resulted in more than 20 co-authored peer-reviewed publications, small-sided 

football program support and research grants, and extensive media coverage. Guest coaches from 

neighboring clubs, many of whom have participated in local games, have visited the masters soccer 

academy program. Also, the Head Coach, who has served as Chairperson of the International masters 

world cup tournament for the period 2006-2022, has been invited to give more than 50 coaching and 

masters football research presentations around the world and has provided assistance to develop and 

evaluate multiple 50-65+ small-sided football programs in local clubs and organizations.  

 

 

 

 



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4. Key Challenges and Further Developments  

Interview data with coaches and program leaders revealed a wide range of context-specific challenges 

(e.g., variable expertise related to program context, planning, coaching, and impact assessment 

strategies) hindering program effectiveness and participation levels in grassroots 55-65+ small-sided 

football programs. In many cases, perceptions of these challenges tended to focus on player 

commitment and attrition issues. Some programs had issues with inadequate local club/program 

funding, while others pointed to inadequate support from local football associations for 55-65+ 

initiatives. This included lack of 55-65+ football-specific materials, program research, development 

funding, and specialised coach education, and meagre facilitation of competitions and tournaments. A 

consistent challenge, however, was the management of competing program and/or participation agendas, 

which often resulted from program success and subsequent growth. For example, data revealed that a 

significant growth in the number of program participants and/or the diversity of participants’ abilities 

often led to changing expectations for program goals and level of competition. Evidently, when this 

situation was not addressed or carefully managed it created frustrations, less than optimal football 

experiences, injury, and even drop-out in some programs.  

Further, although levels of competition in 55-65+small-sided football (e.g., recreational, intermediate, 

and high performance) are to some extent interconnected and overlapping, they have distinctive 

characteristics, which were often confused or unclear. These levels of competition tend to differ on key 

variables such as strategic participant recruitment, primary motives for participation (e.g., drop-in 

recreation and social agenda contrasted with high-level team performance), as well as expectations for 

coaching/program leadership, player commitment, team roles, performance quality, and the extent to 

which performance analysis is utilized and influences further development. Thus, some coaches and 

program leaders reported tensions as programs expanded, which when unattended or they were unable to 

offer additional specific ability-level program streaming (i.e., recreational, developmental, or 

high-performance groupings) often resulted in losing some players at either end of the ability spectrum to 

alternative programs that were perceived as either more inclusive or more competitive to meet their 

respective needs. Interestingly, the data suggest that specific ability-level program streaming was not 

without problems either. In some cases players were unhappy not to be selected to play in the 

high-performance group, while in others players felt somewhat discriminated against, with a few feeling 

that they received less coaching/program attention and/or related resources. The data suggest that to 

achieve effective program adaptations, compromises, and improvements, coaches and program leaders 

had to engage in significant proactive reflection, positive energy, intra-program group communications 

and on-going player recruitment, collaboration, and flexibility. This very often meant continually 

revisiting, reviewing, and, if necessary, revising questions such as “What is the intended purpose, vision, 

and priority for this specific 55-65+ small-sided football program?” That is, “To what extent is it 

recreational or competition focused, or is it both?” “To what extent does it focus on 3v3, 4v4, 5v5, or 

walking football, or combinations?” And “How is the program agenda aligned with strategic participant 



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recruitment, program processes, and outcome expectations?” 

 

5. Conclusion 

The purpose of this study was to investigate strategic program development practices in diverse 

grassroots 55-65+ small-sided football contexts. This inquiry using multiple-case design pertaining to 

55-65+ small-sided football programs in diverse international settings suggests that no one size fits all. 

Grassroots programs around the world take on many forms (e.g., 3v3, 4v4, 5v5, 6v6, futsal, and walking 

football); use variations in rules, formats (e.g., with or without goalkeepers), and sizes of pitches and 

goalposts; and offer different levels of competition (e.g., recreational, intermediate/developmental and 

high-performance). In order to enhance and sustain player participation, data from this study suggest that 

strategic program development practices (i.e., iterative and responsive program context, program 

planning, program leadership/coaching, and program impact assessment) help focus attention on the art 

(e.g., circumstantial flexibility, creative problem-solving, and responsive stakeholder communications), 

science (e.g., rigorous inquiry and evidence-based developmental/improvement orientation) and politics 

(e.g., program alignment, engaging key stakeholder support, and dissemination of program progress and 

effectiveness) of program implementation.  

Coaches and program leaders around the world are increasingly responsible for high-quality grassroots 

55-65+ small-sided football programs. These programs do not just happen organically in a given setting; 

rather they evolve by careful and effective program leadership. Given varying levels of support and often 

limited resources for these programs, our research and coaching experiences suggests that strategic 

program development provides a critical foundation for both quality assurance and quality enhancement, 

and is central to enhancing and sustaining participation. Data from this study suggest that strategic 

program development in diverse grassroots 55-65+ small-sided football settings is inherently situated, 

socially mediated, and locally constructed. However, the time-consuming and purposeful sample of data 

collection requires caution pertaining to the generalizability of these findings in alternative settings. 

Furthermore, strategic program development is not a panacea for high quality and sustainable grassroots 

55-65+ small-sided football programs since problems can arise from inadequate support, time, 

commitment, and expertise of (often volunteer) coaches and program leaders. Although strategic 

program development in these contexts is still very much in its infancy, both theoretically and practically, 

we have provided a theoretical framework, as well as practical examples.  

 

Acknowledgement  

The authors would like to express their sincere thanks to all football organizations, coaches, and players 

around the world in diverse 55-65+ small-sided football programs for their key insights and critical 

contributions to this article.  

 

 



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