Wandsworth, Play Football Plan (Draft) Seasons 2011/2 to 2015/2016

CONTENTS 12INTRODUCTION STRATEGIC POLICY AND BACKGROUND 2.1 NATIONAL POLICY 2.2 REGIONAL POLICY 2.3 LOCAL POLICY 2.4 NATIONAL GOVERNING BODIES (NGBS) 3FOOTBALL IN WANDSWORTH - LOCAL NEEDS AND CURRENT PROVISION 3.1 WANDSWORTH BOROUGH 3.2 INFORMATION FROM THE LONDON FA 3.3 CHARTER STANDARD 3.4 CLUB / GROUND LOCATIONS 3.5 PITCH PROVISION AND INITIATIVES 3.6 PARKS 3.7 EDUCATION 3.8 FOOTBALL IN THE COMMUNITY 456ACTION PLAN MONITORING AND EVALUATION CONCLUSION

1. 1.1

INTRODUCTION Why a Football Development Plan?

Wandsworth Borough Council (WBC) is committed to developing opportunities for sport and physical activity. One key element, in particular, 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 promote excellence further strengthen school/club links and generally develop more opportunities for sport and physical activity in the Borough. In order to provide a sound framework for football provision and development, it is essential that WBC works with a range of partners including the London FA, football clubs, leagues, schools and colleges, WBC Parks service, contractors and other stakeholders in order that a co-ordinated football development plan can be developed to increase participation in the sport and improve 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 in England The National Game Strategy 2008-2012 states that football is currently the biggest team sport in England with an estimated 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 a decline in adult male 11-aside football. The Play Football Plan (PFP) seeks to address issues highlighted with regard to provision and establish a partnership framework amongst 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 to open 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).

The PFP will provide a guide to local development, a source of information and a reference to evidence and justification for any proposed 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. 2. 3. 4. 5. 6. 7. Growth and Retention Raising Standards Developing Better Players Running the Game Workforce development Facility Development Marketing and Communication

To address local need and identify key issues, with regard to football provision and activity, means considering the following areas which would fall under the main sections listed above: 1. 2. 3. 4. 5. 6. 7. 8. 9. Facilities Education Club Development Health Voluntary Sector Development Anti-Social Behaviour and Diversion Social Inclusion and Equity Leagues and competition Womens and Disability football

1.2

Partnership Working

Although Leisure and Sport Services are leading on the development of a plan, it will be completed following consultation with a group comprising of key stakeholders. Key stakeholders include Parks and Youth Services, The Building Schools for the Future Team, 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 by all 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 and Borough 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 delivery of 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. The following bodies will play a key role in the delivery of this strategy: 1. The DCMS will oversee the strategy and work with stakeholders to develop a world leading sporting nation. 2. The Youth Sport Trust will support the development of the PE and Sport Strategy for Young People (PESSYP), working with Sport England, the DCMS and the Department for Children, Schools and Families (DCSF).

3. Sport England will take a strategic lead for community sport, developing a world leading community sport system to sustain and increase participation and develop sporting talent at all levels. 4. UK Sport will lead on the development of world class sporting talent, focussed on winning medals at international championships, 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 departments work on physical activity. 2.1.2 Before, during and after: Making the most of the London 2012 games (Department for Culture, Media and Sport) has five 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 of this 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 streams into a single pot of funding for NGBs, and will be developing a new, more streamlined method of funding wider community projects.

The Strategy commits Sport England to deliver on a series of specific targets by 2012/13:

one million people doing more sport a 25% reduction in the number of 16 year olds who drop out of the five key sports improved talent development systems in at least 25 sports a measurable increase in peoples satisfaction with their experience of sport the first time the organisation has set such a qualitative measure a major contribution to the delivery of the five hour sports offer for children and young people.

2.1.4 Be Active, Be Healthy: A plan for getting the nation moving, 2009 (Department for Health) is a strategy that explains the framework for the delivery of physical activity for adults, alongside organised sport, with a particular emphasis on the physical activity legacy of the 2012 London Olympic and Paralympic Games. The ambition is for a more active England with a commitment to get 2 million more adults active by 2012. The purpose of this is to reduce the risks of long term conditions such as coronary heart disease, diabetes and cancer. People who are sedentary are most at risk of these conditions. 2.1.5 Every Child Matters (Department for Children, Schools and Families (DCSF)), 2003 is a strategy which sets out the Governments approach to the well-being of children and young people from birth to age 19. The aim is to give is to give all children the support they need to be healthy, stay safe, enjoy and achieve, make a positive contribution and achieve economic wellbeing. The DCMS has set out the following public service agreements (PSAs) with Her Majestys Treasury for the current period. To increase the percentage of school children (aged 5-16) who spend a minimum of 2 hours each week on high-quality PE and school sport within and beyond the curriculum from 25% in 2002 to 85% by 2008 (joint target with the DCSF) To halt the year-on-year increase in obesity among children under 11 years by 2010, as part of the broader strategy to tackle obesity in the population as a whole (joint target with DCSF and the Department of Health (DoH)). To increase the take-up of cultural and sporting opportunities by 16 and above from priority groups To improve the productivity of the tourism, creative and leisure industries.

The DCMS also leads on one Public Service Agreement for the Olympics and PE & School Sport namely: To deliver a successful Olympic Games and Paralympic Games with a sustainable legacy and get more children and young people taking part in high quality PE and sport."

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), 2008 is a document that aims to deliver a successful Olympic and Paralympic Games with a sustainable legacy and get more children and young people taking part in high quality PE and sport. The main 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, through school, voluntary and community providers. Another objective is to create new opportunities for all 16-19 year olds to participate in 3 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 sport each week a year was achieved a year early in 2008. 755million will now be invested in the new strategy, to assist it to achieve its objectives 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 role to achieving a number of broad policy objectives on which both Central and Local Government have prioritised. These include social inclusion, regeneration programmes, community safety and crime reduction, lifelong learning, community cohesion, health improvement and environmental issues.

2.2

Regional policies

2.2.1 A Sporting Future for London (Greater London Authority (GLA)), 2009 was published by the Mayor of London and focuses 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 physical activity, by supporting local initiatives and innovative approaches to increasing participation and supporting national campaigns to increase participation Transform the sporting infrastructure. By working towards securing the maximum access for Londoners to the Olympic Park and 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 by playing 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 supporting volunteering Maximise the benefits of sport to our society. By using sport to equip young people for the future and prevent violence, as proposed 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 make recommendations 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 Mayors Commissioner for Sport. 2.2.2 Inclusive and Active 2: A Sport and Physical Activity Action Plan for Disabled People in London, 2007-2012 (Greater London 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) ii) iii) iv) Changing the Culture Inclusive Activity More People, More Active Diversifying the Sector

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 Authority, 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 also notes that open space has a positive effect on the image and vitality of areas and encourages investment as well as affording a respite from the built environment or an opportunity for recreation. It promotes health, well-being and quality of life and provides vital 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 and workplace 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 and physical activity. The Plan also recommends seeking to use Section 106 Agreements so that local authorities can require developers to provide facilities or funding for sport and leisure. Effective utilisation of existing high quality public and private facilities will stimulate increased participation and the London Plan for Sport 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 partnerships and best practice facility management for widening access, improving health and wellbeing, building stronger and safer communities 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 the development of girls and womens football at regional level, to ensure that girls and women can progress to the best of their ability in 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 running football across the capital. It recognises that key development areas such as disability, social inclusion and equity are not only placed in separate development sections but should be included as intrinsic elements in every aspect of football development. 2.3 LOCAL POLICY

2.3.1 Wandsworth Sport & Physical Activity Strategy 2010-2015 Wandsworth is currently in the process of writing a co-ordinated sport and physical activity strategy. The key objective of the strategy is to promote a sporting and physical activity culture within Wandsworth to improve the health and well being of the community. The Wandsworth sport and physical activity strategy is the core strategy of the Active Wandsworth Network. The Network is a partnership made up of Wandsworth Borough Council Councillors, Leisure and Sport Services, Children and Young Peoples services, 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 sport and 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 and in 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 all levels. 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 will be 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 Association 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 local football development plans as its aim is to provide the overall strategic framework for football development in England up to and beyond 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 development at local level. These include; facility development, education and curriculum development, equity and social inclusion, women and girls 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 change while 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 through flexible 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. 2. 3. 4. Growth and retention Raising standards Developing better players 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 the cost 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 sustain rather than increase the number of leagues. Recommendations in the London FA strategy will be taken into consideration in the Wandsworth Football Development action plan 2010-2015. 2.5 Schools

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

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2.6

Local Clubs

The role of clubs will be key to the success of the development of football within the local community. Within Wandsworth, different clubs specialise in different age groups and types of football. Some clubs have both adult and junior teams with extensive coaching and competitive opportunities for adults. Other clubs have focused more on developing their junior performance programme. Many forms of football are participated in within Wandsworth including; 11 a-side adult and junior, mini soccer, small sided indoor and outdoor football and futsal. The FA Chartered Standard is the FAs quality endorsement programme for clubs. Clubs will need to achieve this standard in order to be eligible to secure funding from the FA and other external agencies. The FA, as a national governing body has been required to prepare a Whole Sport Plan in response to Sport Englands new Strategy, which will be the framework for development of the sport for the next 5 years and will be the basis for future funding allocations from Sport England. The FA have been allocated 25.6m of Sport England funding for the period of 2009-2013 to deliver Sport Englands strategic objectives. This will be complimented by 44m investment per year between 2008 and 2012. 3. 3.1. FOOTBALL IN WANDSWORTH Wandsworth borough

Wandsworth has a total population of 281,800. The deprivation picture in Wandsworth is complex. At a district level, the Borough is the 55th most disadvantaged local authority out of 354 in terms of employment deprivation and 56th most disadvantaged in terms of income deprivation. Within the Borough, however, there are large variations, with some areas suffering significant levels of deprivation and others being amongst the most attractive areas in London in which to live. Because the Wandsworth wards tend to be fairly large and the areas of wealth and poverty are often closely interspersed, it is rare for a whole ward to show a high intensity of deprivation. Since the overall ward-level index of multiple deprivation (IMD 2000) concentrates on the percentage of problems occurring in a ward rather than the absolute level of problems, none of the Wandsworth wards feature in the top 10% on the combined index. For the Child Poverty Index, the one aspect of the IMD 2000 which works with the raw extent to which a problem occurs at a ward-level rather than its intensity, there are three sizeable Wandsworth wards, containing some 13% of the total population, which are within the top 10% nationally. Roehampton ward exhibits the highest level of child poverty at 206th position in the national Index of more than 8000 wards, followed by Latchmere ward at 549 and Queenstown at 802. A fourth ward, St John, is just outside the 10% point on this Index at 925th.

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Wandsworth has a diverse ethnic population with 78% White, 9 % Black and 3 % Asian. Southfields Community College is an example 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 a valuable 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 affiliation process and stored in the County Administration System (CAS). It is recognised that the data is not completely accurate and requires improvement. Over the past 5 years, The FA has invested in significant improvements to the affiliation process which has led to the development of the County Administration System (CAS). CAS allows the London FA to chart participation within each local authority area and this report reflects the 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 compared to 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 and national 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. 2007Overall 2007- 2008- 2009- Difference Difference between Difference 08 (f) 08 09 10 between between 08/09 & (m) (m) (m) 07/08 & 07/08 & 09/10 08/09 09/10 Wandsworth 200809 (f) 200910 (f) Difference between 07/08 & 08/09 Difference between 08/09 & 09/10 Overall Difference between 07/08 & 09/10

Adult 11 aside male teams 115 1725 111 1560 133 1995 118 3060 163 18 30 Adult 11 aside male players 2445 270 450 Youth 11 aside male teams 129 7 11 Youth 11 aside male players 48 720 18 5 75 7 5 75 5 9 135 8

Adult 11 aside female teams 0 4 Adult 11 aside female players 0 60 Youth 11 aside female teams -2 3 Youth 11 aside female players

4 60 1

1935 1500 -1125 375 30 345 120 315 -225 90 Mini-Soccer Mixed teams Mini-Soccer Mixed Players 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 large drop 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 play football 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 in No. Of Charter Standard Percentage of Wandsworth Teams Teams 690 teams 15 teams 2.2%

Charter

Standard

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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. Camden Hammersmith Islington Kensington City Of & Fulham & Chelsea London 2009/10 Adult 11aside male teams Adult 11aside male players Adult 11 aside female teams Adult 11 aside female players Youth 11aside male teams Youth 11 aside male players Youth 11 aside female teams Youth 11 aside female players Mini-Soccer Mixed teams Adult Small Sided teams No of teams (total) No of Charter Standard teams % of Chartered Standard teams Wandsworth Westminster Central London Average 163 2445 9 135 129 1935 8 120 42 312 690 15 2.2% 42 690 2 30 10 150 1 15 5 68 138 0 0% 57 868 3 51 41 619 3 47 19 75 205 4 4.7%

29 435 3 45 42 630 4 60 35 1 114 3 10%

76 1140 4 60 48 720 2 30 27 27 187 2 2.6%

80 1200 6 90 47 705 6 90 20 95 260 3 3%

10 150 0 0 13 195 1 15 2 22 48 2 15.4%

1 15 0 0 0 0 0 0 0 0 1 0 0%

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Wandsworth appears to compare favourably alongside the Central London averages for 2009/10. The number of teams and players for both male and females are high ll forms of the game in Wandsworth, against the average. The percentage of Chartered Standard 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 a percentage of the population at each age group involved in playing football. These can then be compared against the regional and national averages for that age group. Wandsworth Conversion rates 09/10 London Conversion rates 09/10 Adult 11-aside male 3.5% Adult 11-aside female 0.2% Youth 11-aside male 29.4% Youth 11-aside female 2.0% Mini soccer 4.0% Adult small sided 3.6% All forms Total 4.5%

Adult 11-aside male 3.5%

Adult 11-aside female 0.1%

Youth 11-aside male 17.3%

Youth 11-aside female 1.4%

Mini soccer 4.8%

Adult small sided 2.5%

All forms Total 4.0%

England Conversion rates 09/10

Adult 11-aside male 4.8%

Adult 11-aside female 0.2%

Youth 11-aside male 23.3%

Youth 11-aside female 2.0%

Mini soccer 8.0%

Adult small sided 1.9%

All forms Total 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 group involved 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 a relatively low adult football participation in Wandsworth. This can be said for both the male and female forms of the game.

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3.1.4 Growth potential targets 2009/10 The London FA has also set growth potential targets, based on the conversion rates of local authorities most similar to Wandsworth. Other central London local authorities that are members of the same sub-group as Wandsworth include; Camden, Hammersmith & Fulham, Islington, Kensington & Chelsea, Lambeth, Southwark and Westminster. The table below displays what growth targets the London FA have set Wandsworth, when comparing central Londons conversion rates at all levels as a whole: Football Type Adult 11-aside Youth 11a-side MiniSoccer Adult Small Sided 1 2 Male Female Male Female Mixed Male Conversion Target (1) 2.0 0.1 13.3 1.0 2.7 1.3 Wandsworth Conversion Rate 3.5 0.2 29.4 2.0 4.0 3.6 Variance 1.5 0.1 16.2 0.9 1.3 2.3 Growth Potential (2) 0 0 0 0 0 0

The target is the value of the upper quartile (75th Percentile) of conversion rates of all local authorities in the same subgroup. The conversion target is calculated for each type of football. Growth Potential represents the number of teams for each football type that the local authority would need to develop to reach the conversion target value.

As mentioned above, perhaps the biggest issue the WFP has to face in sustaining interest in football post youth (i.e. after 15 years of age), as currently a large percentage of people are dropping out 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 child protection for clubs working with young people to work towards meeting. As a benchmark for quality, it has been designed to improve the playing experience for all. There are three levels of Charter Standard available for clubs to attain: 3.2.1 Community Clubs Charter Standard Community Club status is the highest status possible for grassroots football clubs to achieve under the Charter Standard scheme. Community club status is the pinnacle of the club development pathway, and identifies those clubs that possess a high quality, multi-team (minimum of 10 teams) set up with excellent social, training and playing opportunities for all. As such, the number 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 Charter Standard. These clubs have gone above and beyond the basic requirements of Charter Standard, offering football opportunities across 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 of teams within the club can vary from 1 to 20-30 teams and is the level which most non-Charter Standard clubs are encouraged to apply for first, before working their way up the Charter Standard pyramid. 3.2.4 Charter Standard Adult 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 working with each team. There is no room for progression above this level for adult clubs on their own, however if adult clubs can combine with 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 Wandsworth Borough, Fit4kidz (youth), Fulham Compton Ladies and Ram (youth)). Ram (youth FC in the community) have received Community 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 Standard Club 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. This could 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 funding advice, 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: Senior/Junior 9 Barn Elms 2 Battersea Park 3 Doverhouse Road 1 Falcon Park * 2 Fishponds 1 Garratt Park 1 Heathbrook Park * 4 King Georges Park 7 Tooting Common 7 Wandsworth Common 3 Wandsworth Park * currently used by only one group/organisation at each site Site Mini 6 3 4 1 Other 4 2 1

2 6 5

The majority of pitches on open spaces are deemed to be in fair (or better) condition given the levels of use that they withstand throughout 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 all users 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 use on 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 as being acceptable). In some cases the facilities could be improved by implementing a regular programme of redecoration (suggest annual) together with prompt attention to running repairs.

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In many cases new facilities should be considered (if/as funds allow) in particular to create facilities more appropriate to current uses, 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 female players. 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 allowed a 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 employment through coaching with Roehampton University Football Club and in the local community. The Move project provides recreational and 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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The Football Foundation Fulham FC Foundation Professional Football Association (sponsorship of PFA members at the University)

The development of Roehampton playing fields (see below) provides a further catalyst of sport development and the bringing together of University (student) and community football.

3.7

Chelsea Football Club - Foundation

Chelsea FC are the resident football in the community project providers in the Borough, since 1998. They undertake a range of work in conjunction with partners including a range of projects and initiatives, including one of six Kickz projects across London. Chelsea FC deliver a full range of activities for participants aged 4yr - 18yrs of age. The range of activities delivered are broken down under the following headings: Grass Roots/Community: Schools Coaching. Mini Kickers & Soccer Schools. Saturday Morning Coaching. Team Coaching. Tournaments & Leagues. Social Inclusion: Kickz. Positive Futures. Coach Education: FA Level 1 & 2. Safe Guarding Childrens Workshop. Emergency Aid & 1st Aid Training. Coach Development Program.

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Womens & Girls: Girls Academy Program. Girls Development Centre. Disability: Schools Coaching. Team Coaching.

3.8

Current Facility Developments

3.8.1 Southfields Community College Southfields Community College are seeking funding to build a full size floodlit Third Generation (3G) rubber crumb artificial grass pitch (AGP) with changing rooms on the school site. The College aims to provide a top quality all weather facility, providing year round access to training areas for schools and clubs in the area. The College also intends to appoint Football Development Officer to 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 or training facility despite being the main provider of out of school youth football in the Southfields/Central Wandsworth area. The Club has 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 with demand, 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 during the evenings.

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Additional partners include the London FA and Wandsworth Council. The facilities will support the delivery of strategic outcomes within the national and regional FA Football Development Plan as well as the Councils Sports Strategy plus our the Colleges own Sports 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 Council a 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 the College will house new changing facilities for the existing six grass pitches on King Georges Park to replace the dilapidated and out 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 and Roehampton 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 project forward.

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4.

ACTION PLAN

As mentioned in the introduction the Wandsworth Football Development Action Plan is separated into the following 7 sections: 1. 2. 3. 4. 5. 6. 7. Growth and Retention Raising Standards Developing Better Players Running the Game Workforce development Facility Development Marketing and Communication

The following key recommendations have been drawn up as a result of data analysis from the FAs local area data for Wandsworth season 2009/10. There has also been extensive stakeholder consultation to agree Wandsworth wide objectives and incorporate targets for other major providers in Wandsworth. The key targets indicate how Wandsworth will introduce football to all regardless of age, ability, sex, religion and ethnic background in order to help people realise their potential, have a positive impact on peoples lives and improve the quality of coaches and volunteers within clubs. Our ambition is to allow football to grow in Wandsworth, and allow young people in the community a chance to build confidence, make friends and have positive early experiences. Here are some of the headline objectives from the 7 targets outlined above: 4.1 Growth and Retention

For the purpose of the Action plan the growth and retention target its split into specific sub-groups: a. b. c. d. Growth and Retention for ALL. Growth and Retention for the Education and Youth sectors. Growth and Retention for Women and Girls football. Growth and Retention for Disability football and Social Inclusion schemes.

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e. Growth and Retention for Adults. 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 Disability 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 4.2 Address the drop off in football participation in Wandsworth of 15 year olds (insert figs). Work with small sided adult teams to increase affiliation. Raising Standards Increase the numbers of CS clubs in Wandsworth (insert a realistic target).

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 4.3 4.4 4.5 4.6 4.7

To host an annual forum for clubs in Wandsworth. Developing Better Players Encourage students to go through FA level coaching courses at further and higher education institutes. Running the game Establish a Wandsworth football partnership. 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. Facility Development Compete an audit and publish a Playing Pitch Strategy. Provide a list of priority funded projects within Wandsworth. 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 Vision
To introduce football to all regardless of age, ability, sex, religion and ethnic background in order to help people realise their potential, have a positive 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 positive early 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.

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1. Growth and Retention 1.1 Aim

Increasing and sustaining participation at all levels and throughout all formats of the game To ensure that Football is open and accessible to all members of the Community, promoting equality at all levels of the game to address under-representation

Objective: Increasing or sustaining participation at ALL levels 1.1 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 16-18 drop 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 education and youth sectors 1.2.1 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 run a 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 Objective Increasing or sustaining participation in Women & Girls football 1.3.1 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.

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1.4 Objective Increasing or sustaining participation in disability football through inclusion schemes 1.4.1 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 Centre project) 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 Objective Increasing or sustaining participation by adult teams 1.5.1 We will work with small sided providers to affiliate teams.

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2. Raising standards Aim

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

Objectives 2.1 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 Standard 2.4 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 Charter Standard 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 opportunities to 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.

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The Pathway 3. Developing Better Players Aim Objective 3.1. To improve the structure and opportunity for players by putting in place a clear pathway of progression for footballers with access issues and to 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. Leagues and Competitions 4. Running the game Objective 4.1. 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 and diverse 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 the paid and voluntary national game workforce.

Objective 5.1. 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 Aim

Improving the quality and access to facilities This section outlines the facilities required to sustain and increase participation in football and the need to provide affordable, new and improved facilities in schools, clubs and on local authority sites to deliver the national game strategy. The facilities programme aims to raise the standard of existing facilities and to develop new facilities where appropriate, in order to retain and increase participation, improve the experience and support the development of better players.

Objective 6.1. 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 Southfields College 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).

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7. Marketing and Communication

Aim Objective 7.1. 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 Chartered status. 7.9 To ensure that the list of clubs in Wandsworth is current and up to date.

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 Football whilst developing a comparable Behavioural communication plan. Marketing and PR communication campaigns help deliver key messages around raising standards and safety in the youth game, respecting referees via better touchline behaviour, and lobbying against the loss of playing fields. To actively promote and market all football opportunities available.

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5.

MONITORING AND EVALUATION

The Football Development Group will oversee the ongoing monitoring and Evaluation of the Football Development Plan in the Borough. The aims and objectives of the development plan are reflected in those action points outlined in the 5 year plan, and it is proposed that the Football Development Group will review at least bi-annually. An annual report outlining actions taken and completed during the year will be circulated to relevant colleagues and organisations to keep partners up to date. This will also help to identify priorities for the coming year. A summary of progress made through the development of this Plan will also be presented to the Active Wandsworth advisory group on a regular basis to ensure awareness is raised at a strategic level. Finally, it should be stressed that the Football Development Plan is not an end in itself, but is part of an ongoing process aimed at ensuring continuous improvement for the benefit of football participants and residents in the Borough. 6. CONCLUSION

However, there are a number of challenges to be faced if Football is to continue to be relevant to modern life. The infrastructure provided needs to be in place to support modern patterns of use and travel times; the club structure needs to be revitalised and supported and the connections to young people need to be stronger. Standards of coaching and support for skills development could also be improved. In respect of pitches on grass areas consideration needs to be given to encourage leagues (and individuals) to vary traditional playing times/days to ensure more effective usage and management of facilities.

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