Vision Goal 9B

Record __11 billion__ USD revenues

Section title 1

Modernise the football framework 

Stories

Principles

Goal 1. FIFA Statutes revision

Overview

2. Grow revenues for re-investments

OVerview

Quiz

Goal 3. Make FIFA more efficient

Goal 4. Keep our competitions iconic

Goal 5. Deliver sustainable tournaments

Programmes

Stories Map 2

Goal 6. Increase global competitiveness

Goal 7. Maximise our development impact

8. Provide member associations with more meaningful international opportunities

9. Ensure the FIFA World Cup 2026 sets the highest global-event standards

10. Build on the transformational FIFA Women’s World Cup 2023

Achievements

Goal 11. __Record__ 11 billion USD revenues

This is the goal principle description with 2 __examples__ for the *subscript* and *superscript*:

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- Complex Finding treatments for breast cancer is a major goal for scientists.1,2 Some classes of drugs show more promise than others. 
- Gradishar evaluated taxanes as a class.[3](https://superuser.com/questions/497828/how-to-make-citations-in-a-word-document-superscript) Other scientists have investigated individual drugs within this class, including Andre and Zielinski 2 and Joensuu and Gligorov. 4 Mita et al's investigation of cabazitaxel 5 seems to indicate a new role for this class of drugs.

[Record](https://origin1904-dev.cxm.fifa.com/vision-2023-2027-1/goal-11#goal-11-principles "Record") __revenues__ are *anticipated* for the next four-year cycle, rising __70.8%__ from __6.4 billion USD__ (the initial figure submitted for the 2019-2022 budget) to an expected figure that should surpass 11 billion USD for 2023-2026, even more so as the new FIFA Club World Cup 2025 - which was not included in the budget calculations of __11 billion USD__ - has been confirmed in the agreed International Match Calendar. 
  In addition, FIFA’s reserves remain strong, standing at almost 4 billion USD at the end of the 2019-2022 business cycle, an increase of __44.7%__ when compared to the previous four years. 
    Such a strong financial position allowed FIFA to put football first during the COVID-19 pandemic thanks to the FIFA COVID-19 Relief Plan, supporting and sustaining our sport and all our 211 FIFA Member Associations in their hour of need.

The FIFA Forward Programme, the cornerstone of FIFA’s development policy, entered its third cycle at the start of 2023, providing more financial and non-financial assistance than ever before for football development in each of the 211 FIFA Member Associations.

Since its inception in 2016, the programme’s first two iterations over seven years saw a total investment of over 2.8 billion USD in a diverse array of projects across the six confederations, zonal/regional associations and 211 FIFA Member Associations. These funds can also be used to support operational costs. Projects are tailored to local needs and conditions within each member association and can include the modernisation or building of national technical centres, the laying of natural-grass or artificial-turf pitches, and the refurbishment of existing facilities. Funds can also be used to organise competitions, especially in women’s football, at youth level or to promote the development of disability football.  

The third edition, FIFA Forward 3.0, will increase funding again – by almost 30% – and see a further development investment of another 2.25 billion USD during four years until the end of 2026. Compared to the period before 2016, this represents a sevenfold increase of investments in global football development. This investment provides the opportunity to deliver more tailored financial services for member associations to assist them in realising their respective projects and programmes. 

Every member association is entitled to receive at least 8 million USD of development funding during this four-year period, with further support for FIFA Member Associations with lower turnover, and additional funds for zonal/regional associations and confederations. Projects range from building infrastructure, training centres, pitches and buildings to providing subsidies for national teams, especially for youth and women’s football, and enabling more relevant fixtures and regional tournaments among member associations.

One way in which FIFA Forward has positively impacted football is that 85% of the 211 FIFA Member Associations had a women’s football strategy in place by 2023. These strategies can create and grow leagues and competitions, motivating young girls to play organised competitions and helping to build a solid and sustainable football future where no such option existed previously. The intention is to further build on these results during the 2023-2027 cycle.


__FIFA’s tournaments have a unique global appeal__.
> They are the pinnacle of world football, and this is reflected in the robust commercial strategy that is implemented for these events, including the 48-team FIFA World Cup, the 32-team FIFA Women’s World Cup and the new and expanded FIFA Club World Cup in 2025 involving the top 32 clubs from across all six confederations. 

In addition, more frequent and expanded tournaments at youth level and additional opportunities for the women’s game, as well as more member associations hosting our competitions, will unlock other local, regional and international commercial revenue streams to further support the development of our sport worldwide.

# Football never sleeps, and this is the world in which FIFA now operates. 
Beyond the FIFA administration being located in Zurich, Switzerland, the Member Associations Division is mainly based in Paris, France, from where it coordinates a range of regional development offices which are closer to the 211 FIFA Member Associations in terms of geography and time zones. This is similar to the Legal & Compliance Division for which Miami, USA is to be their central hub from early in the 2023-2027 cycle.

In addition, FIFA’s new business model for hosting global events will include an on-site and dedicated presence is established to run our top-tier events, as is the case in Canada, Mexico and the United States for the FIFA World Cup in 2026. All operations are supported by the FIFA administration, ensuring streamlined and optimised workflows across all disciplines, facilitating our collaboration with our FIFA Member Associations and other stakeholders. The FIFA administration also seeks to ensure that the daily operations of FIFA are more environmentally sustainable and socially equitable, whilst implementing a range of initiatives to streamline costs and increase efficiencies among a diverse workforce.

Good governance is key to ensuring that revenues are generated and that funding has the desired effects. With this in mind, FIFA’s Member Associations Division provides support to FIFA Member Associations to strengthen their statutory governance framework to guarantee that they are managed efficiently and democratically. One key aspect of the implementation of FIFA Forward 3.0 is transparency and auditing that support the ongoing reform process. To ensure that the solidarity funds reach their intended destination, a number of best-practice criteria have to be met, which include complying with previously agreed objectives, constant monitoring from FIFA and independent audits being done. FIFA Member Associations have to take measures to protect and safeguard children and minors, promote their well-being within football, and guarantee that the principles of anti-discrimination, diversity, accessibility, inclusion and human rights for all are protected and promoted in and through projects that benefit from this funding.

FIFA has decentralised many interactions in order to be closer to the 211 FIFA Member Associations, firstly through the transfer of the activities of the Member Associations Division to Paris, France, and secondly via regional development offices across the world which support the operational delivery of FIFA Forward 3.0. This ensures greater efficiency and closer collaboration between all parties thanks to this geographical proximity.

Football administration also needs to evolve to help further accelerate the growth of the game, and FIFA will facilitate this development through dedicated capacity-building programmes and dedicated workshops as well as via online platforms that support the daily activities of our 211 FIFA Member Associations and all relevant stakeholders. These initiatives help to further professionalise the game by providing bespoke assistance and education programmes to member associations, as well as to respective leagues, clubs and players, with the objective of bringing the local football community to the next level in order to create a more competitive global football ecosystem. The need to train football professionals off the pitch is as relevant as supporting professional footballers on it. 

FIFA’s brand and reputation are both strong and trusted in the marketplace thanks to its tournaments, but we remain conscious of ever-changing consumer habits.

FIFA is active in the digital space and will seek to consider other opportunities, such as enhancing and augmenting the on-site fan experience during the 2023-2027 cycle. These initiatives, together with FIFA’s increasing profile on social and environmental responsibility, will further help to grow FIFA’s brand globally, reinforcing the role FIFA plays in developing football, especially in close collaboration with member associations and the countries hosting our events.


Goal 11

Record 11 billion USD revenues

Achieve a minimum of 11 billion USD revenues as part of a more global administration: an incredible new record… with more to come!

2022