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1. INTRODUCTION

1.1 Why a Football Development Plan?

Wandsworth Borough Council (WBC) is committed to developing opportunities for sport and physical activity. One key element, inparticular, is to ensure that young people have access to quality sports and leisure facilities and activities in the Borough.

WBC is committed to implementing pathways to sporting and physical activity opportunities in a structured way in order to promoteexcellence further strengthen school/club links and generally develop more opportunities for sport and physical activity in theBorough.

In order to provide a sound framework for football provision and development, it is essential that WBC works with a range ofpartners including the London FA, football clubs, leagues, schools and colleges, WBC Parks service, contractors and otherstakeholders in order that a co-ordinated football development plan can be developed to increase participation in the sport andimprove the pathways of progression for gifted and talented juniors.

Football is widely regarded as the National Game in England. The Football Association (FA) Strategy for developing football inEngland The National Game Strategy 2008-2012 states that football is currently the biggest team sport in England with anestimated 6.8 million regular players, 3.9 million of whom are children and young people. Current trends identified in the National

Game Strategy are a growth in mini-soccer, youth football, 5-a-side football, disability football, and girls and womens football, but adecline in adult male 11-aside football.

The Play Football Plan (PFP) seeks to address issues highlighted with regard to provision and establish a partnership frameworkamongst football clubs and other stakeholders in the Borough.

Football in Wandsworth is one of the main participation sports (source Active People Survey 2006) and provides active recreation

for many local residents, both male and female.

The majority of current use is restricted to traditional times of weekend morning and afternoon slots. Options for improvements toopen spaces are often restricted by the relatively large areas that are used as pitches for a relatively small percentage of the year(generally little more than 8/10 hours use per week for a period of 28 weeks (on average).

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The PFP will provide a guide to local development, a source of information and a reference to evidence and justification for anyproposed potential development together with others, be a supporting document in attracting external funding.

The PFP Action plan is broken down into the same sub-sections as the FAs National Game Strategy. The main sections being:

1. Growth and Retention2. Raising Standards3. Developing Better Players4. Running the Game5. Workforce development6. Facility Development7. Marketing and Communication

To address local need and identify key issues, with regard to football provision and activity, means considering the following areaswhich would fall under the main sections listed above:

1. Facilities2. Education3. Club Development4. Health

5. Voluntary Sector Development6. Anti-Social Behaviour and Diversion7. Social Inclusion and Equity8. Leagues and competition9. Womens and Disability football

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1.2 Partnership Working

Although Leisure and Sport Services are leading on the development of a plan, it will be completed following consultation with agroup comprising of key stakeholders. Key stakeholders include Parks and Youth Services, The Building Schools for the FutureTeam, Education (School Sports Coordinator, Partnership Development Managers) as well as the main football sporting bodies

including the Football Association (FA) and the London FA. Other stakeholders will include Chelsea Football Club (Chelsea FC),clubs, schools, Pro-Active Central London and neighbouring boroughs.

While the Council is perhaps the main provider of football provision in the Borough, it is likely that the final plan will be adopted byall football providers and that the recommendations within the plan will be agreed as a framework for future action.

It is anticipated that the plan will provide clear direction for the development of football and will identify resources that can be

effectively targeted leading to a more coordinated programme of football provision and development.

2. STRATEGIC AND POLICY BACKGROUND

Relevant strategic and policy documents have been reviewed and key issues have been highlighted at the National, Regional andBorough level.

2.1. National Policies

2.1.1 Playing to win: A New Era for Sport, 2008 (Department for Culture, Media and Sport )is a key document for the deliveryof the Governments sport and physical activity objectives. The key objective of this strategy is:-

To create a world leading sporting nation.

The strategy will ensure every member of the sporting family and every part of Government plays its part to achieve this goal. Thefollowing bodies will play a key role in the delivery of this strategy:

1. The DCMSwill oversee the strategy and work with stakeholders to develop a world leading sporting nation.2. The Youth Sport Trustwill support the development of the PE and Sport Strategy for Young People (PESSYP), working withSport England, the DCMS and the Department for Children, Schools and Families (DCSF).

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3. Sport Englandwill take a strategic lead for community sport, developing a world leading community sport system to sustain andincrease participation and develop sporting talent at all levels.4. UK Sportwill lead on the development of world class sporting talent, focussed on winning medals at internationalchampionships, and creating a world leading high performance sporting system that will support that success into the future.

Finally the DCMS will also look to work with other parts of Government to link Sport Englands work on sport with other departmentswork on physical activity.

2.1.2 Before, during and after: Making the most of the London 2012 games (Department for Culture, Media and Sport)hasfive key promises:-

making the UK a world-leading sporting nation

transforming the heart of east London

inspiring a generation of young people

making the Olympic Park a blueprint for sustainable living; and

demonstrating the UK as a creative, inclusive and welcoming place to live in, to visit and for business.

2.1.3 Sport England Strategy 2008-2011 is a key document for the delivery of community sports objectives. The key objective ofthis strategy is:-

To create a world leading community sport system in England.

This strategy has 3 desired outcomes:

1. Excel. Sport England will invest to develop and accelerate talent.2. Sustain. Sport England will invest to sustain current participants in sport by ensuring that people have a high quality

experience and by taking action to reduce drop-off in sports participation between 16 and 18.3. Grow. Sport England will invest to increase regular participation in sport by 200,000 adults per annum (1 million in total by

2012-13).

Sport England is working closely with the National Governing Bodies of sport (NGBs) including the FA, to deliver the new strategy,and will also create strong partnerships with local authorities. It will reduce bureaucracy by combining its multiple funding streamsinto a single pot of funding for NGBs, and will be developing a new, more streamlined method of funding wider community projects.

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The DCMS also contributes to the following Public Service Agreements led by other Government departments, namely to:

Raise the productivity of the UK economy

Improve the health and wellbeing of children and young people

Increase the number of children and young people on the path to success

Address the disadvantage that individuals experience because of their gender, race, disability, age, sexual orientation,religion or belief

Increase long term housing supply and affordability

Build more cohesive, empowered and active communities

New objectives for 2008-2011 have been identified and are set out below:

Opportunity: Encourage more widespread enjoyment of culture, media and sport

Excellence: Support talent and excellence in culture, media and sport

Economic impact: Realise the economic benefits of the Departments sectors

Olympics: Deliver a successful and inspirational Olympic and Paralympic Games with a sustainable legacy.

2.1.6 PE and Sport Strategy for Young People (DCSF), 2008is a document that aims todeliver a successful Olympic andParalympic Games with a sustainable legacy and get more children and young people taking part in high quality PE and sport. Themain aim is to continue to increase the number of 5-16 year olds taking part in at least 2 hours of high quality PE and sport at

school each week; and create new opportunities for them to participate in a further 3 hours each week of sporting activity, throughschool, voluntary and community providers. Another objective is to create new opportunities for all 16-19 year olds to participate in3 hours each week of sporting activities through their colleges or in local clubs.

The PE, School Sport and Club Links (2002) target of 85% of 5-16 year olds achieving 2 hours high quality PE and school sporteach week a year was achieved a year early in 2008. 755million will now be invested in the new strategy, to assist it to achieve itsobjectives for 2008-2011.

Sport has a role to play in relation to improving the quality of life of the Boroughs residents. In this context, football can play a roleto achieving a number of broad policy objectives on which both Central and Local Government have prioritised. These includesocial inclusion, regeneration programmes, community safety and crime reduction, lifelong learning, community cohesion, healthimprovement and environmental issues.

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2.2 Regional pol icies

2.2.1 A Sporting Future for London (Greater London Author ity (GLA)), 2009was published by the Mayor of London andfocuses on the legacy plan for a sporting London for London 2012. The Mayor has four keys goals:

Get more people active. This will be done through tackling inactivity, tackling inequality of access to sport and physicalactivity, by supporting local initiatives and innovative approaches to increasing participation and supporting nationalcampaigns to increase participation

Transform the sporting infrastructure. By working towards securing the maximum access for Londoners to the Olympic Parkand training facilities beyond 2012, initiating a London wide facilities strategy, investing in community sports facilities,exploring ways to ensure effective usage of existing facilities, encouraging use of Londons parks as sporting facilities and byplaying an active role in the protection of playing fields and other facilities

Build capacity and skills. By recruiting, retaining and training the workforce, supporting local sports clubs and supportingvolunteering

Maximise the benefits of sport to our society. By using sport to equip young people for the future and prevent violence, asproposed in Time for Action and by engaging with key partners to deliver sport-based intervention programmes.

As a result of this strategy the London Community Sports Board (LCSB) was formed. The LCSBs role is to advise and makerecommendations to the Mayor on the GLAs delivery of the Mayors sports legacy plan, A Sporting Future for London.

The LCSB is formed by representatives from key collaborators in sport across London, and is chaired by the MayorsCommissioner for Sport.

2.2.2 Inclusive and Act ive 2: A Sport and Physical Activity Act ion Plan for Disabled People in London, 2007-2012 (GreaterLondon Authority)has one main vision:-

Active Disabled Londoners.

This is a shared vision between the GLA, Interactive and NHS London. The five main themes of the strategy are as follows:

i) Changing the Cultureii) Inclusive Activityiii) More People, More Activeiv) Diversifying the Sector

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v) Skilling the Sector

The plan considers opportunities for establishing football programmes for disabled people within the Borough.

2.2.3 The London Plan: Spatial Development Strategy for Greater London (Great London Authori ty, 2004)

The plan identified that the provision of open space is one of the key aspects of quality of life and promoting physical activity. It alsonotes that open space hasa positive effect on the image and vitality of areas and encourages investment as well as affording arespite from the built environment or an opportunity for recreation. It promotes health, well-being and quality of life and providesvital facilities for developing childrens play, exercise and social skills.

2.2.4 London Plan for Sport and Physical Activity 2004-2008 (Sport England)

The key aim of the London Plan for Sport and Physical Activity is to increase levels of participation through schools, community andworkplace settings.The core themes forming the basis for the Plan are;

The need to maximise opportunities for sport and physical activity through effective and sustainable partnerships. A resolve to overcome barriers and enable excluded or hard to reach groups to participate in sport on a daily basis.

The potential to change attitudes by raising awareness of the economic, educational, social and health benefits of sport andphysical activity.

The Plan also recommends seeking to use Section 106 Agreements so that local authorities can require developers to providefacilities or funding for sport and leisure.

Effective utilisation of existing high quality public and private facilities will stimulate increased participation and the London Plan forSport advocates incentives for educational institutions, private clubs and public amenities to ensure more community use. However,it recognises that facilities alone will not deliver participation. This makes it all the more important to create operational partnershipsand best practice facility management for widening access, improving health and wellbeing, building stronger and safercommunities and improving education.

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2.2.5 The Greater London Womens Football Strategy 2005-2009 (LAP)

The Strategy supports the FAs Football Development Strategy and underlines the development proposals specifically for thedevelopment of girls and womens football at regional level, to ensure that girls and women can progress to the best of their abilityin their chosen role in the game.

The Strategys vision is that by 2009 more girls and women of all abilities and backgrounds will be playing, competing and runningfootball across the capital.

It recognises that key development areas such as disability, social inclusion and equity are not only placed in separatedevelopment sections but should be included as intrinsic elements in every aspect of football development.

2.3 LOCAL POLICY

2.3.1 Wandsworth Sport & Physical Activ ity Strategy 2010-2015

Wandsworth is currently in the process of writing a co-ordinated sport and physical activity strategy. The key objective of thestrategy is to promote a sporting and physical activity culture within Wandsworth to improve the health and well being of thecommunity.

The Wandsworth sport and physical activity strategy is the core strategy of the Active Wandsworth Network. The Network is apartnership made up of Wandsworth Borough Council Councillors, Leisure and Sport Services, Children and Young Peoplesservices, the Wandsworth School Sports Partnership, Wandsworth Primary Care Trust, voluntary organisations, sports clubs,coaches, athletes, further and higher education providers and other parties with a keen interest in the wide ranging benefits of sportand physical activity.

Headline targets from the plan include reviewing playing fields and open spaces, increasing and improving sport in education,increasing participation, delivering pathways in sport from grassroots through to levels of excellence and forming partnerships to

achieve sport and physical activity objectives.

The key target based on forming partnerships to deliver objectives is key when looking at football development within Wandsworth.In order to create a coordinated approach to funding applications, facility usage, facility maintenance, facility upgrade projects andin general to share resources, Wandsworth must create a strong football development partnership, with all key partners involved.

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This will help to ensure the best possible outcome for Wandsworth residents and aid with increasing football participation at alllevels.

2.3.2 Parks Strategy 2010-2015

The Parks service for Wandsworth Borough council are in the process of writing a five year strategy. Within this plan reference willbe made to the Playing Pitch Strategy for Wandsworth and this will directly effect objectives within the PFP.

2.4 National Governing Bodies

2.4.1 The Football Assoc iation Football National Game Strategy 2008- 2012 Your Game, Your Say, Our Goal.

The Football Associations Football Development Strategy 2008-2012, is as integral a document as a base document for localfootball development plans as its aim is to provide the overall strategic framework for football development in England up to andbeyond 2012, and is one of six key strategic pillars of National Development in the FA National Game Strategy.

The FA Development Strategy highlights key areas of national development that are also areas for consideration and developmentat local level. These include; facility development, education and curriculum development, equity and social inclusion, women andgirls development, disability development, community and ethnic minority provision, and club development.

The Strategy has four clear goals are they are:-

To grow and retain participation

To raise standards and address abusive behaviour

To develop better players

To run the Game effectively.

Supporting the four goals are the two key areas of focus a skilled workforce and improved facilities.

The recommendations outlined in the PFP will seek to address these goals and suggest practical methods to implement changewhile also addressing local needs.

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2.4.2 London FA strategy 2008-2012

The London FA strategy 2008-2012 is now in its second year. The following areas have been highlighted as priorities for London:

To look at the adult game and bridge the gap from youth football, creating new teams in an under 18/21 league or throughflexible formats of the game.

To explore additional funding from the Whole Sport Plan to increase the potential impact on halting of the 11v11 game.

The main targets for London fall under the same goals of the FAs national game strategy:

1. Growth and retention2. Raising standards

3. Developing better players4. Running the game

Supporting the goals the London FA are also focussing on facility investment, coach and volunteer education.

The London FA also highlights in this strategy that London has some of the most deprived areas in the country, but also that thecost of living in the city is very high. Therefore one objective for the London FA will be to review the cost of grass facilities. There

is also clear evidence of a decline in the number of leagues, many becoming unsustainable, so some targets maybe just to sustainrather than increase the number of leagues.

Recommendations in the London FA strategy will be taken into consideration in the Wandsworth Football Development action plan2010-2015.

2.5 Schools

Football is provided within the National Curriculum for Physical Education (at Key Stages 1 & 2). There is also provision at KeyStages 3 & 4. Inter school competitions and leagues also operate in Wandsworth at both primary and secondary level.

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Wandsworth has a diverse ethnic population with 78% White, 9 % Black and 3 % Asian. Southfields Community College is anexample of the diverse nature of the population of the Borough with over 70 different languages spoken.

Celebrating and encouraging this diversity is one of the key aims behind this Football Development Plan. Football activities make avaluable contribution to the wider outcomes of the borough; in particular creating safer and healthier communities, raising standards

of education, improving the environment and improving access to services and facilities.

3.1 Information from the London FA

Local Area Data is provided by the FA for each local authority area including London Boroughs. Data is collected via the annual affiliationprocess and stored in the County Administration System (CAS). It is recognised that the data is not completely accurate and requiresimprovement.

Over the past 5 years, The FA has invested in significant improvements to the affiliation process which has led to the development of theCounty Administration System (CAS). CAS allows the London FA to chart participation within each local authority area and this report reflectsthe latest participation data in Wandsworth.

Key data contained in the 2009-10 fact sheets on Wandsworth has been highlighted below:-

3.1.1 Clubs, teams and leagues

Wandsworth has a total of 690 teams as of season 2009/10. Of the 690 teams operating in Wandsworth, 172 (24.9%) are adult teams, 137 (19.9%) are youth teams and 42 (6.1%) are

mini soccer teams and 339 (49.1%) are small sided.

8.4% or 15 of the 179 Youth and Mini-soccer teams play in a club that has achieved a Charter Standard Award as comparedto a national average of 64.0%. A comparison against other central London boroughs is located in the table below.

The number of teams has increased by 163 overall in Wandsworth from season 08/09 to 09/10.

In Wandsworth the club to team ratio is 1:2.3 (i.e. each club runs on average 2.3 teams). This is below the regional andnational club to team ratio of 1:2.7.

37 of the youth clubs in Wandsworth just run youth 11-a-side teams and do not have a mini-soccer team

There are no clubs in Wandsworth fielding both youth and adult teams

76.1% of clubs in Wandsworth have adult teams, compared to national and regional averages of 72.9% and 75.1%respectively

There are 46 leagues containing teams from Wandsworth. 39 of these leagues are adult leagues.

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81.4% of adult only clubs in Wandsworth only have one team, compared to the national average of 76.0%.

An analysis of the current status of football in the Borough is included below.

2007-

08(m)

2008-

09(m)

2009-

10(m)

Difference

between07/08 &08/09

Difference

between08/09 &09/10

Overall

Differencebetween07/08 &09/10

2007-

08 (f)

2008-

09 (f)

2009-

10 (f)

Difference

between07/08 &08/09

Difference

between08/09 &09/10

Overall Difference between

07/08 & 09/10

Adul t 11 aside male teams Adul t 11 aside female teams

115 133 163 18 30 48 5 5 9 0 4 4Adul t 11 aside male p layers Adul t 11 aside female players

1725 1995 2445 270 450 720 75 75 135 0 60 60

Youth 11 aside male teams Youth 11 aside female teams

111 118 129 7 11 18 7 5 8 -2 3 1

Youth 11 aside male players Youth 11 aside female players

1560 3060 1935 1500 -1125 375 30 345 120 315 -225 90

Mini-Soccer Mixed teams Mini-Soccer Mixed Players

Wandsw

orth

40 42 42 2 0 2 400 420 420 20 0 20

*Stats Adult teams/players for both male and female have steadily grown since 2006/07. Although youth teams have increased there has been a largedrop off of players from 08/09 to 09/10, for both male a females.Please note that the London FA data is based on the registered address for the club (usually the club secretary). In some instances where the team playfootball and where they are registered can be two completely different things.

Teams 15 of 690 teams have achieved Charter Standard status with the London FA.

No. Of Teams inWandsworth

No. Of Charter StandardTeams

Percentage of Charter StandardTeams

690 teams 15 teams 2.2%

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3.1.2 Comparison with other Central London boroughs

This table shows the number of teams, at all levels, genders and age groups for Central London boroughs in season 2008/09.These figures were provided by the London FA.

2009/10

Camden Hammersmith& Fulham Islington Kensington& Chelsea City OfLondon Wandsworth Westminster CentralLondonAverage

Adul t 11aside maleteams 29 76 80 10 1 163 42 57

Adul t 11aside maleplayers 435 1140 1200 150 15 2445 690 868

Adul t 11 aside female

teams 3 4 6 0 0 9 2 3Adul t 11 aside femaleplayers 45 60 90 0 0 135 30 51

Youth 11aside maleteams 42 48 47 13 0 129 10 41

Youth 11 aside maleplayers 630 720 705 195 0 1935 150 619

Youth 11 aside femaleteams 4 2 6 1 0 8 1 3

Youth 11 aside femaleplayers 60 30 90 15 0 120 15 47

Mini-Soccer Mixedteams 35 27 20 2 0 42 5 19

Adul t Small Sidedteams 1 27 95 22 0 312 68 75

No of teams (total) 114 187 260 48 1 690 138 205No of Charter Standardteams 3 2 3 2 0 15 0 4

% of CharteredStandard teams 10% 2.6% 3% 15.4% 0% 2.2% 0% 4.7%

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Wandsworth appears to compare favourably alongside the Central London averages for 2009/10. The number of teams andplayers for both male and females are high ll forms of the game in Wandsworth, against the average. The percentage of CharteredStandard teams however is 2.5% below the regional average, so Wandsworth will need to focus on this area in the years to come.

3.1.3 Conversion rates

Conversion rates are calculated by comparing the number of persons playing football to the relevant population, which creates apercentage of the population at each age group involved in playing football. These can then be compared against the regional andnational averages for that age group.

Wandsworth Adul t 11-a-side male

Adul t 11-a-side female

Youth 11-a-side male

Youth 11-a-side female

Mini soccer Adult smallsided

Al l formsTotal

Conversion

rates 09/10

3.5% 0.2% 29.4% 2.0% 4.0% 3.6% 4.5%

London Adul t 11-a-side male

Adul t 11-a-side female

Youth 11-a-side male

Youth 11-a-side female

Mini soccer Adult smallsided

Al l formsTotal

Conversionrates 09/10

3.5% 0.1% 17.3% 1.4% 4.8% 2.5% 4.0%

England Adul t 11-a-side male

Adul t 11-a-side female

Youth 11-a-side male

Youth 11-a-side female

Mini soccer Adult smallsided

Al l formsTotal

Conversionrates 09/10

4.8% 0.2% 23.3% 2.0% 8.0% 1.9% 5.4%

From this it is clear to see that youth (age 10 to 15 years old) participation is excellent without almost a third of this age groupinvolved in football.

The main issue appears to be the poor conversion rate from a very high youth football participation (10 to 15 year olds) to arelatively low adult football participation in Wandsworth. This can be said for both the male and female forms of the game.

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3.2 Charter Standard

The Charter Standard Scheme was designed as a best practice guide, setting standards of coaching, administration and childprotection for clubs working with young people to work towards meeting. As a benchmark for quality, it has been designed toimprove the playing experience for all. There are three levels of Charter Standard available for clubs to attain:

3.2.1 Communi ty Clubs

Charter Standard Community Club status is the highest status possible for grassroots football clubs to achieve under the CharterStandard scheme. Community club status is the pinnacle of the club development pathway, and identifies those clubs that possessa high quality, multi-team (minimum of 10 teams) set up with excellent social, training and playing opportunities for all. As such, thenumber of Community Clubs is one of the truest measures of success for The FA Football Development strategy.

3.2.2 Development Clubs

Charter Standard Development Club status is awarded in recognition of those clubs that have achieved the middle level of CharterStandard. These clubs have gone above and beyond the basic requirements of Charter Standard, offering football opportunitiesacross multi-teams (minimum 5 teams) with opportunities for players to develop within the club.

3.2.3 Charter Standard Clubs

This is the most basic level of the Charter Standard scheme, which is the level that most clubs enter the scheme at. The number ofteams within the club can vary from 1 to 20-30 teams and is the level which most non-Charter Standard clubs are encouraged toapply for first, before working their way up the Charter Standard pyramid.

3.2.4 Charter Standard Adul t Clubs

The Charter Standard Adult Club status is awarded in recognition of adult clubs who meet the best practices set out by the FA for

working with adults in football, which includes holding club constitutions, code-of-conducts and having a qualified first aider workingwith each team. There is no room for progression above this level for adult clubs on their own, however if adult clubs can combinewith youth clubs then together they can apply for the Community Club status.

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Of the 155clubs in Wandsworth, 6 have achieved Charter Standard (Axten (youth), Bank of England, Battersea and WandsworthBorough, Fit4kidz (youth), Fulham Compton Ladies and Ram (youth)). Ram (youth FC in the community) have receivedCommunity Level Charter Standard and 1 has been awarded the development club status (Wandle Wanderers Youth).

In terms of teams, 8.4% of youth and mini-soccer teams play within a club of Charter Standard status. This compares to a national

average of 64.0% with a National Game Strategy target of 75% of youth and mini soccer teams playing within a Charter StandardClub by 2012.

3.2.5 Charter Standard actions

The WFP will need to encourage clubs to register and work towards achieving CS status by developing an incentive package. Thiscould include advice on funding, FA benefits and the Active Kids introduction to sports clubs.

The WFP will need to work in partnership and hold regular club development forums, providing up to date information on fundingadvice, club development and CS support and advice.

3.3 Club Ground Locations

There are several clubs within the borough that have six or more teams and have their own private grounds. These clubs include:

AFC Wandsworth

Bank of England

Battersea Ironsides

Bec United

Bedhead (Youth)

Bethwin SE

Doverhouse Lions (Youth)

Fit4Kidz (Youth)

Greenhouse Bethwin SE (Youth)

Roehampton Rangers

St Andrews

Wandle Wanderers

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3.4 Pitch provision in Parks and Open Spaces

Existing provision of both full sized and mini grass pitches is shown in the table below:-

There are a total of 38 full size and Junior and 24 mini grass pitches at:

Site Senior/Junior Mini Other

Barn Elms 9 6 4

Battersea Park 2 3

Doverhouse Road 3 4 2

Falcon Park * 1

Fishponds 2 1 1

Garratt Park 1Heathbrook Park * 1

King Georges Park 4 2

Tooting Common 7 6

Wandsworth Common 7 5

Wandsworth Park 3

* currently used by only one group/organisation at each site

The majority of pitches on open spaces are deemed to be in fair (or better) condition given the levels of use that they withstandthroughout the year. In this context use includes formal booked use, and informal, un booked use throughout the playing season,informal/unauthorised use of pitch areas out of season (frequently by club/league players ), informal/general recreation use by allusers of the open space (walking across the pitch areas).

The pitches at Battersea Park and Tooting Common are considered to be in less than satisfactory condition due to excessive use;at Battersea Park due mainly to the sheer weight of numbers using the Park; at Tooting Common due mainly to the continuous useon Saturdays throughout the playing season by youth league teams.

The majority of changing rooms are most fairly described as being adequate (those that arent should be considered at best asbeing acceptable). In some cases the facilities could be improved by implementing a regular programme of redecoration (suggestannual) together with prompt attention to running repairs.

In man cases ne facilities sho ld be considered (if/as f nds allo ) in partic lar to create facilities more appropriate to c rrent

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In many cases new facilities should be considered (if/as funds allow) in particular to create facilities more appropriate to currentuses, demands and expectations (inclusion of training/teaching spaces, separate facilities for adult, junior, male and female etc)Equally in many cases heating and hot water systems need upgrading to improve their efficiency.

3.5 Schools

Wandsworth School Sport partnership play a key role in developing pathways for children to move onto the clubs in the borough.There is a football academy based at Southfields Community College which has a link with Chelsea FC for young, talented femaleplayers.

3.6 Higher Education

Roehampton University is located in the Roehampton Ward of Wandsworth. The University has approximately 8000 students and

provides a wide range of sporting and physical activity opportunities for its student body and wider community.The University has recently been awarded Focus University status by British University & Colleges Sport (BUCS). This has alloweda more structured approach to football development at Roehampton.

From September 2010, Roehampton University Football Club will be responsible for:

2 Mens Teams competing in BUCS

4 Mens Teams competing in SESSA

1 Womens Team competing in BUCS

5 aside intramural competition

Inter collegiate competition

Developing recreational Futsal opportunities

The University also provides opportunities coach education opportunities for students and routes for volunteering and employmentthrough coaching with Roehampton University Football Club and in the local community. The Move project provides recreationaland structured football opportunities for young people living in Roehampton and other parts of Wandsworth as well as supporting

Dover House Lions FC with access to facilities for training, club meetings and coach education courses for its volunteers.

The University has developed local and regional partnerships with the following organisations

Dover House Lions FC

London FA and Surrey FA

BUCS Football

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Womens & Girls:

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Women s & Girls:Girls Academy Program.Girls Development Centre.

Disability:Schools Coaching.Team Coaching.

3.8 Current Facil ity Developments

3.8.1 Southfields Community Col lege

Southfields Community College are seeking funding to build a full size floodlit Third Generation (3G) rubber crumb artificial grasspitch (AGP) with changing rooms on the school site.The College aims to provide a top quality all weather facility, providing yearround access to training areas for schools and clubs in the area. The College also intends to appoint Football Development Officerto ensure the long-term sustainability of the facility and that the Football Development Plan is implemented.

The key football partner in this development is Wandle Wanderers Football Club (WWFC) who currently have no fixed pitch ortraining facility despite being the main provider of out of school youth football in the Southfields/Central Wandsworth area. The Clubhas identified a need for an artificial grass pitch facility in order to support the development, and increase the number of their youth

teams. The club gained Charter Standard (Community) Award in 2004. however, in 2008, due to lack of facilities to cope withdemand, the club was reclassified as Development status. The aim of the club is to once again be a FA Community Club.

WWFC would like to:

develop the Southfields site as its home rather than just its match venue.

develop teams at a higher age group and use this to extend their provision into adult football.

extend its current provision for girls and this in time will enable the club to field female teams.

support the development of football with disabled people.

The facilities will have a borough wide focus and will be both a convenient and safe environment for young people to access duringthe evenings.

Additional partners include the London FA and Wandsworth Council The facilities will support the delivery of strategic outcomes

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Additional partners include the London FA and Wandsworth Council. The facilities will support the delivery of strategic outcomeswithin the national and regional FA Football Development Plan as well as the Councils Sports Strategy plus our the Colleges ownSports College and WSSP development plans.

The College site is not able to accommodate a full size ATP pitch. Therefore the College are discussing with Wandsworth Councila lease on an area of King Georges Park which is adjacent to the College. In return for the lease on an area of the park theCollege will house new changing facilities for the existing six grass pitches on King Georges Park to replace the dilapidated andout dated changing facilities currently on the park.

3.8.2 Roehampton Playing Fields / Doverhouse Road

The playing fields are currently subject to final stage leasehold negotiations between Wandsworth Borough Council andRoehampton University. The development of this site, to include a new pavilion and artificial pitch will provide an improved focus for

football and multi sport development. The University is committed to working with a wide range of partners to move this projectforward.

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e. Growth and Retention for Adults.

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4.1.1 Growth and Retention for ALL

Retain all existing clubs in Wandsworth.

Carry out league mapping with London FA.

4.1.2 Growth and Retention for the Education and Youth sectors

Assisting to establish an inner London Wide Higher Education and Further Education league.

Support Chelsea FC and Bedhead FC to create and affiliate a new youth league in Wandsworth.

4.1.3 Growth and Retention for Women and Girls football

Support existing Wandsworth Womens and Girls leagues by offering assistance with gaining Charter Standard.

To increase opportunities for Women and girls to take part in football.

Use Chelsea FC to develop links between schools and local girls CS clubs.

4.1.4 Growth and Retention for Disabil ity football and Social Inclusion schemes

Recruit and retain male and female disability teams. Promote opportunities for disabled football players in Wandsworth.

To support and promote any football social inclusion schemes such as Kickz, Nacro and the Furzedown project.

Work with Wandsworth special schools to provide opportunities and competition.

4.1.5 Growth and Retention for Adult football

Address the drop off in football participation in Wandsworth of 15 year olds (insert figs).

Work with small sided adult teams to increase affiliation.

4.2 Raising Standards

Increase the numbers of CS clubs in Wandsworth (insert a realistic target).

To host an annual forum for clubs in Wandsworth.

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4.3 Developing Better Players

Encourage students to go through FA level coaching courses at further and higher education institutes.

4.4 Running the game

Establish a Wandsworth football partnership.

4.5 Workforce Development

To work with the Wandsworth Voluntary Sector Development Agency (WVSDA) to deploy volunteers at football clubs within

Wandsworth. Support referees to become involved in all forms of the game.

4.6 Facil ity Development

Compete an audit and publish a Playing Pitch Strategy.

Provide a list of priority funded projects within Wandsworth.

4.7 Marketing and Communication

To promote the services of the Wandsworth Football partnership in the local community.

Create an e-newsletter to circulate updates to clubs on a regular basis.

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Our VisionTo introduce football to all regardless of age, ability, sex, religion and ethnic background in order to help people realise their potential, have apositive impact on peoples lives and improve the quality of coaches and volunteers within clubs.

Our ambition is to allow football to grow in the Wandsworth community and have a chance to build confidence, make friends and have positiveearly experiences.

This development plan has seven clear goals which link with the FAs national game strategy and the London FAs strategy:1. Growth and Retention.2. Raising Standards.3. Developing Better Players.4. Running The Game.5. Workforce development.6. Facility Development.7. Marketing and Communication.

1. Growth and Retention Increasing and sustaining participation at all levels and throughout all formats of the game

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1.1 Aim To ensure that Football is open and accessible to all members of the Community, promoting equality at alllevels of the game to address under-representation

Objective:Increasing or sustaining participation atALL levels1.1 Retain existing teams at all levels.1.2 Increase the current delivery of Futsal by working in partnership with Active Planet and Wandsworth School Sport Partnership (WSSP).1.3. Map existing provision for all football in Wandsworth to identify gaps and opportunities for development of new teams.1.4. Access Whole Sport Plan funding to work with existing affiliated youth and adult leagues to halt the decline in the 11v11 game and 16-18drop off by creating U18 and U21 leagues.1.5. Support the London FA by assisting with the Wandsworth wide league mapping and audit at the start of the 09/10 season.

1.2 Objective

Increasing or sustaining participation in the educationand youthsectors1.2.1 To assist the London FA in establishing a HE&FE inner London 11-aside league.1.2.2 To assist the London FA by working with schools and other key partners to organise Inner London Schools FA representative trials.1.2.3 Target Charter Standard clubs to recruit and sustain youth teams by offering sessions with CSC.1.2.4 To work with the local football leagues to support and develop mini-soccer and junior football leagues and to work with key partners to runa series of football festivals.1.2.5 Support and promote Tesco U13 Boys and U14 and U16 Girls Cup.1.2.6 Work in partnership with Chelsea FC and Bedhead FC to create and affiliate a new Youth league in Wandsworth.

1.3 ObjectiveIncreasing or sustaining participation in Women & Girls football1.3.1 Assist the London FA to promote women's qualifying league for FA Futsal Cup.1.3.2 Assist the London FA to promote the London FA County Women's Cup 2 levels of competition.1.3.3 Assist the London FA to promote an Over 25s women's competition.1.3.4 Assist the London FA to promote U13/U15/17 division of London County Girls League.

1.3.5 Encourage Chelsea FC regarding developing links between Southfields Football Academy and local girls CS clubs.1.3.6 Target female players in Wandsworth to send to trials for the London FA female representative team.1.3.7 Support existing Wandsworth women's and girls' leagues by offering support with CS and CPD.

1.4 ObjectiveI i t i i ti i ti i di bilit f tb ll th h i l i h

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Increasing or sustaining participation in disabilityfootball through inclusion schemes1.4.1 Promote the London wide girls disability festival led by the London FA.1.4.2 Recruit and retain male & female disability teams and ensure football opportunities are inclusive for disabled people.1.4.3 Devise a booklet for playing opportunities for disabled players, for example the Chelsea limbless football sessions.1.4.4 To support and work with key inclusion partners and targeted football programmes (NACRO, KICKZ, Furzedown Recreation Centreproject) to increase participation among under-represented groups and emerging communities to help develop new teams.1.4.5 To promote and encourage participation in football for individuals from BME groups.1.4.6 To work with Wandsworth special schools to provide football opportunities and competitions.1.4.7 To develop, increase and support the Chelsea FC disability sessions.

1.5 ObjectiveIncreasing or sustaining participation by adultteams

1.5.1 We will work with small sided providers to affiliate teams.

2 Raising standards Charter Standard

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2. Raising standards Charter Standard

Aim To support an ongoing programme of Club Development, linking directly into the FAs Charter Standardscheme.

Objectives2.1 Increase the number of clubs who have achieved the FA Charter Standard.2.2 To host an annual football forum for all clubs in Wandsworth.2.3 Local authority to arrange concessionary pitch hire rates in conjunction with other benefits (e.g. funding options) for those clubs that achieve

the FA Charter Standard. The concession scheme should form part of a wider incentive package for clubs gaining FA Charter Standard2.4 Increase the renewal rate of ex-CS clubs.2.5 Support the Asian Football League with achieving objectives set out in their FDP, which was submitted as part of them achieving CharterStandard league status as our LFA pilot league.2.6 Organise two Charter Standard workshops per year for all clubs in Wandsworth with an outcome of achieving the award.

2.7 Promote FA policies around Equality, Equal Opportunities etc to all clubs and leagues.2.8 Run a minimum of one activity that supports tackling discrimination (weeks of action, Kick It Out).2.9 To help promote the McDonalds Level 1 course and promote to all CS clubs.2.10 Encourage and support existing CS Clubs to upgrade their status to the next level.2.11 Support the existing Charter Standard clubs to become more inclusive and compete in Ability Counts Leagues.2.12 Provide CS Clubs with regular updates on funding opportunities and volunteer reward schemes and also identify other funding opportunitiesto help increase and sustain teams.2.13 To devise a minimum set of standards for clubs i.e. club will still be required to have qualified officials, CRB checked staff in key positions

that have had safeguarding training.2.14 All people within the Wandsworth Football Partnership (WFP) to promote any safeguarding courses within the borough.2.15 To ensure equality at all levels of the game by supporting the FAs Kick Racism Out Of Sport.

3 Developing Better Players The Pathway

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3. Developing Better Players The Pathway

Aim

Objective3.1. To improve the structure and opportunity for players by putting in place a clear pathway of progression for footballers with access issues andto establish links with school/clubs to create pathways for youth girls to progress into adult ladies teams.3.2. To work with LSGF to create sustainable football opportunities for people with access issues.3.3. Support players to become registered users of thefa.com/skills by promotion by CSC at sessions.

4. Running the game Leagues and Competitions

Objective4.1. Establish a football partnership group.4.2. Continue the Monitoring & Evaluation of all facility projects.

4.3. Work with all leagues to comply with updated FA standard code of rules.4.4. To develop and support high quality leagues, competitions for players of all ages and abilities.

5. Workforce Development

Aim The National Game Strategy will only be successful if The FA, CFAs and key partners invest in a skilled anddiverse workforce to promote, administer and develop the game. Recruiting, rewarding and developing the

workforce are at the heart of the strategy. This section covers the recruitment, training and development of thepaid and voluntary national game workforce.

Objective5.1. To recognise the work of volunteers through the Councils Annual Sports Awards.5.2. Increase the number of young people involved in football, by using Step into Sport programme at Charter Standard Clubs.5.3 To co-ordinate coaching for young people, increasing access to coaching opportunity within the Borough.5.4 To work with Wandsworth Voluntary Sector Development agency (WVSDA) to recruit and deploy volunteers within Wandsworth.

5.5 Support referees to become involved with all formats of football for male, female and players with a disability (e.g. mini-soccer, youth, adult,small-side, FUTSAL).5.6 Support and promote referee qualification and courses.5.7. Students go through Level 1 at selected FE/HE institutes.5.8. Support female, age-appropriate, disability coaching development programme by promoting to potential candidates.5.9. Increase the number of quality coaches working within football, by liaising with key partners to organise a programme of courses.

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6. Facility Development Improving the quality and access to facilities

Aim This section outlines the facilities required to sustain and increase participation in football and the need toprovide affordable, new and improved facilities in schools, clubs and on local authority sites to deliver thenational game strategy. The facilities programme aims to raise the standard of existing facilities and to developnew facilities where appropriate, in order to retain and increase participation, improve the experience andsupport the development of better players.

Objective6.1. Appoint a Football Development Officer as part of the Southfields Community College project.6.2. Complete an audit of provision and publish a Playing Pitch Strategy.6.3. To raise the standard of local facilities by accessing external funding where feasible such as the Football Foundation with the SouthfieldsCollege project.

6.4. To provide a list of priority funded football development projects (e.g. facilities, resources).6.5. To work with the BSF in partnership with the FA/FF to establish a network of sports facilities in Wandsworth.6.6. To create a document of facilities, prices, AGPs and Grass pitches in Wandsworth.6.7 To maintain and upgrade existing facilities within Wandsworth; to improve access and comply with DDA legislation and FA requirements (e.g.changing facilities (separate change for children and adults).6.8 To consider all potential junior and adult football sites within Wandsworth (e.g. King Georges park).6.9 To ensure Wandsworth makes maximum use of existing facilities at sites across the borough (e.g. parks/schools).6.10 To investigate the possibility of hosting a commercial goals type facility at Barn Elms playing fields or other venues within the borough (e.g.

Tooting Bec).

7 Marketing and Marketing and communications can play a significant role in helping to deliver the key targets in the strategy.

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7. Marketing andCommunication

Marketing and communications can play a significant role in helping to deliver the key targets in the strategy.The four strategic goals will be supported by building upon the communication success of Get into Footballwhilst developing a comparable Behavioural communication plan. Marketing and PR communicationcampaigns help deliver key messages around raising standards and safety in the youth game, respectingreferees via better touchline behaviour, and lobbying against the loss of playing fields.

Aim To actively promote and market all football opportunities available.Objective7.1. To promote the work/services of the Boroughs football development group by raising its profile in the local community.7.2. Charter Standard Promotion - club flyers/posters.7.3. Circulate an up to date, regular communication method for all clubs e.g. football e-newsletter.7.4. Promote all news and events on the website and with the Media.7.5. Create a marketing plan for the WFP.

7.6. Publish a quarterly newsletter as a retention and development tool.7.7. Provide existing CS clubs with regular email updates on opportunities available to them.7.8 Publish information in the Councils Sports directory (online and through a hard copy), highlighting clubs that have achieved Charteredstatus.7.9 To ensure that the list of clubs in Wandsworth is current and up to date.

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