Wandsworth Tennis Development Plan 2010-2015
Wandsworth Tennis Development Plan
2010 – 2015
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Wandsworth Tennis Development Plan 2010-2015
Contents
1 – Introduction
2 – Strategic and Policy Background
3 – Current Provision
4 – Action Plan – Projects and Key Aims
5 – Monitoring and Evaluation Procedures
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1 - INTRODUCTION
1.1 Why a Tennis Development Plan?
Wandsworth 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 tennis provision and development, it is essential that WBC works with a range of partners
including the Tennis Foundation (TF) as well as Surrey Lawn Tennis Association (Tennis Surrey), tennis clubs, schools, contractors
and other stakeholders in order that a co-ordinated tennis development plan can be developed to increase participation in the sport
and improve the pathways of progression for gifted and talented juniors.
1.2 Format for the Plan
The Plan is divided into 5 sections:

1 – Introduction
Sets the scene and identifies key actions to be addressed on consultation and completion of the draft Plan.

2 - Strategic and Policy Background
Reviews the key strategic and policy issues affecting the development of tennis in the Borough.
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
3 – Current Provision
Provides an overview of tennis provision in the Borough including facilities, level of playing opportunities available, the
competitive structure and coach education.

4 – Action Plan – Projects and Key Aims
Provides a framework for initiatives and projects and establishes indicative timescales and priorities.

5 – Monitoring and Evaluation Procedures
Considers the approach to be used for checking progress and achieving key targets
1.2 Partnership Working
Wandsworth Borough Council consulted widely on the draft tennis development plan sending out details to over 150 people,
including tennis coaches, tennis providers in the borough, schools, further education, higher education, the wider tennis community
including national organisations and publicised the consultation in the local press and on the borough’s website.
The public consultation exercise ran for approximately 6 weeks and produced numerous responses from a range of users,
providers and tennis coaches.
Further meetings were held with Roehampton University and the Tennis Foundation during this consultation period.
While the Council is perhaps the main provider of tennis provision in the Borough, it is likely that the final Plan will be adopted by all
tennis 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 tennis and will identify resources that can be
effectively targeted leading to a more co-ordinated programme of tennis provision and development.
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1.3 Completion of the Plan
A group comprising of key stakeholders will be asked to contribute in order to finalise the production of the Plan. Key stakeholders
include Parks and Youth Services, the Building Schools for the Future Team , Education (School Sports Co-ordinator, Partnership
Development Managers) as well as the main tennis sporting bodies including the LTA, Tennis Foundation, Tennis Surrey . Other
stakeholders will include tennis contractors, clubs, schools, Pro-Active Central London, and neighbouring boroughs.
A Tennis Forum will also be established and part of its role will be to monitor implementation of the adopted Plan.
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
A. Playing to win: A New Era for Sport, 2008 (Department for Culture, Media and Sport) is a key document for the delivery of
the Government’s 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.
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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 England’s work on sport with other Government
departments work on physical activity.
B. 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.
C. 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).
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Sport England is working closely with the National Governing Bodies of sport (NGBs) including the LTA, 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:

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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 people’s 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.
D. 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.
E. Every Child Matters (Department for Children, Schools and Families), 2003 is a strategy which sets out the Government’s
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 well-being.
The DCMS has set out the following public service agreements (PSAs) with Her Majesty’s 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)).
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

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:


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


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 Department’s sectors
Olympics: Deliver a successful and inspirational Olympic and Paralympic Games with a sustainable legacy.
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The 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 Borough’s residents. In this context, Tennis 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
A. A Sporting Future for London (Greater London Authority), 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 Londonwide facilities strategy, investing in community sports facilities,
exploring ways to ensure effective usage of existing facilities, encouraging use of London’s parks as sporting facilities and by
playing an active role in the protection of playing fields and other facilities
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

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 LCSB’s role is to advise and make
recommendations to the Mayor on the Greater London Authority’s (GLA) delivery of the Mayor’s 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 Mayor’s
Commissioner for Sport.
B. Inclusive and Active: A Sport and Physical Activity Action Plan for Disabled People in London, 2007-2012 (Greater
London Authority) has one main vision:
“More active disabled Londoners, achieving their full sporting potential”.
This is a shared vision between the GLA and the London Sports Forum for Disabled People. The strategy will be measured by the
following objective:

To achieve a 1% increase in regular participation by disabled people in sport and physical activity each year for the next five
years. Which equates to an additional 8,000-9,000 disabled people participating each year or 40,000-45,000 between 2007
and 2012.
This will be done by raising the profile of disabled sport in politics, improving access to sports facilities for disabled people,
developing more inclusive mainstream sports, improving the excellence pathways and recruiting more sports coaches for disabled
sportspeople.
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There are currently very few tennis programmes in place for people with disabilities. The Plan considers opportunities for
establishing tennis programmes for disabled people within the Borough.
2.3
Local Policies
Wandsworth has a total population of 281,800 which is a mid year estimate for a population as at August 2008.
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.
Wandsworth has a diverse ethnic population with 78% White, 9 % Black and 3 % Asian. Southfields College is an example of the
diverse nature of the population of the Borough with over 70 different languages spoken.
Sport has the ability to cross all social and ethnic boundaries and it can provide a platform for groups and individuals from different
backgrounds to participate in sports activity together. Tennis is traditionally seen as a middle class sport, but the LTA and TF and
its associated partners are keen to change this perception, increase participation in the sport create more opportunities available to
take up the sport, regardless of background.
By implementing tennis programmes in new areas and increasing the role that tennis clubs play in the wider community,
participation in the sport will not only increase, but it will also make a valuable contribution to wider outcomes and the shared
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priorities. These priorities include creating healthier and safer communities, raising standards of education, improving the
environment and improving access to and quality of services.
The Sports Strategy 2005-2010 sets out to identify opportunities to improve the quality of life through the development of high
quality and affordable sporting and recreational activity and opportunity either directly or in partnership with a range of partners
including those from community, voluntary and private sectors.
The establishment of a Community Sport and Physical Activity Network (Active Wandsworth) in the Borough provides a clear
framework and further opportunities to develop new projects working closely with partners including national governing bodies and
local clubs.
2.4
National Governing Bodies
National Governing Bodies are given a significant role in the new Sport England Strategy, to provide a major role in getting people
to start, stay and succeed in sport through the development of whole sport plans. Local authorities are recognised as key partners
in the delivery of the new Strategy and the NGBs will need to effectively engage and work with local authorities in order to deliver
key targets in their whole sport plans.
It is important on a local level that future developments link with the plans and strategies of Sport England and the NGBs including
the LTA, through the Tennis Foundation, who have a brief to work with local authorities.
The Blueprint for British Tennis (LTA, 2006) sets out a vision, direction and proposed outline plan for the future of tennis within
the country. The Blueprint was prepared after extensive consultation with the wide range of stakeholders in British tennis. The
Blueprint stipulates a new ‘winning vision’ through:
 Getting the best coaches working with the best talent in the best facilities
 Providing the best technical and sports science support and advice in the most accessible way, to the right people when they
need it
 Establishing a straightforward, high quality competitive framework that gives juniors the stimulus they need to get on, and
stay on, the winning pathway.
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The Blueprint states that in the past the LTA has spread its resources too thinly and that this resulted in poor quality, inconsistency
and indifferent customer service. As a result the LTA is focusing its resources on:

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
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More local competitions for juniors
More opportunities in schools tennis
Improved talent identification across British tennis
Increased support for a smaller number of clubs
An improved membership scheme for existing members which helps attract new members into tennis
Improved coaching for high performance players.
To measure success, the LTA will monitor the following key performance indicators:
 The number of players in the world Top 100
 The number of junior 12-18 year-old players on track for the world Top 100
 The number of juniors regularly competing.
It has been recognised that Local Authorities promoting tennis will be making a contribution towards the key performance
indicators.
WBC is covered by Surrey LTA. It has the same strategic aims on a regional level as the LTA has on a national level. Across the
UK there are 5 Tennis Operations Managers who have day-to day responsibility for managing the LTA’s operations. They are
primarily focussed on improving clubs, competitions and coaches. They are supported by a Team based at the National Tennis
Centre in Roehampton.
The National Performance Programme (for Tennis)
This is the LTA’s plan for identifying and developing outstanding tennis talent and creating more British winners. It covers the entire
spectrum of high performance tennis, from talent identification among juniors, to the way the LTA assist professional senior players.
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The Plan sets out the standards required to succeed in the very competitive world of pro-tennis. It supports all levels of
performance players and coaches at different stages of development along with what’s known as the performance pathway.
The LTA aims to financially support talent development as well as coaching, sports science and technical support for those on the
pathway, as well as player funding for the very best in each age group, facilitating international travel.
The LTA has decentralized its national training programme to provide more support at the club level. Instead, the LTA will support
accredited performance programmes based at a range of High Performance Centres and linked satellite, or county accredited clubs
around the country.
The National Tennis Centre is the research and development hub for the sport and all players on the high performance pathway
have access to the Centre and LTA expertise.
A network of 20 High Performance Centres are now operating and they provide a base for junior performance players. Each Centre
acts as a hub, supporting a network of satellite clubs in its surrounding area.
The nearest High Performance Centres to Wandsworth is located at the Tennis Academy in LB Sutton.
Satellite clubs focus on the development of players under the age of 12. These centres are key to the development of tennis in
Britain as they are responsible for developing up and coming young players and feeding them into the 20 High Performance
Centres across the country. There are currently 169 satellite clubs across the country and the nearest to Wandsworth are located at
Surbiton and Raynes Park in the London Borough of Merton.
From the Blueprint for Tennis document, the Tennis Foundation (TF) was launched in November 2007. This is the charitable trust
arm of the LTA and has the following objectives:

To work with local authorities throughout the UK to provide an inclusive sustainable delivery of tennis programmes in park
facilities
Raising funds through fundraising events and identifying funding streams
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
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The development of community tennis complexes that cater for all ages and abilities
The development of community/recreational level tennis programmes to encourage adults either back to tennis or to try the
sport for the first time
To increase the number of coaches trained to deliver tennis programmes for beginners of all ages and developing more
performance squads
To increase the number of coaches qualified to deliver adapted tennis for people with a disability
Working with secondary schools to open their tennis facilities to the local community with coaching and competitive
programmes
The delivery of a sustainable package of equipment, coaching and teacher resources to all schools plus a competition
template
Expanding the playing, competing and coach education opportunities in further and higher education
Recruiting and training more volunteers.
The Tennis Foundation (TF) announced its long term strategy last year. It aims to work in partnership with Local Authorities, local
coaches, other charities and funding partners to develop and improve local parks provision that will offer players of all ages and
abilities an opportunity to play all year round. A key aim will be to make available at least 30% of the estimated 10,000 courts
located in parks with free access to tennis in 2009. The TF identified 4 main levels of development:

Schools Tennis
Offer every primary school child the opportunity to play and enjoy tennis and provide affordable and accessible playing
opportunities in the community. Teachers will have access to a range of resources enabling them to have the skills needed to
ensure that tennis becomes a key part of the curriculum. By 2012 the Tennis Foundation aims that 1.5 million children will have
been introduced to tennis of which 61,000 children of all abilities will be competing. This is covered by the TF’s Schools Tennis
Strategy 2009-2013.
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
Self-Service Courts
Offer free court access for social tennis, and information on how to prepare, play and enjoy tennis as well as giving details of
other local tennis facilities, offering coaching and competition.

Beacon Sites
These will be tennis courts offering sustainable tennis activities on school / park sites, offering affordable local coaching and
competition for all ages and abilities. The TF have established a target is to have at least 1 beacon site in each local authority
across the UK, beginning with approximately 50 being established by October 2009.

Tennis “Hotspots”
These are sites that will offer sustainable and improved tennis delivery and provision within a geographic area, where local
tennis coaches, in partnership with the local authority and other funding partners will deliver tennis on a year round basis for the
local community. Funding of up £300k will be available to contribute towards the cost of upgrading including improvement of
courts, floodlighting and provision of new buildings.
Central to this will be the development of a nationwide schools tennis programme, the championing of free access to park and
school courts for social use and the development of community tennis centres in parks.
King George’s Park has been identified by the TF as a potential hotspot – the target is to identify 20 sites across the
UK by 2010. Sites identified to date include those at LB Haringey, Reading and Loughborough.
The LTA Long Term Player Development Programme has been developed as a stage model which gives the structure of
coaching programmes from mini-tennis to players becoming champions. The Long Term Player Development Programme
highlights that there are windows of opportunity for people to learn specific skills and it provides details of the skills that each child
should learn for each age and stage so that coaches know what they should be coaching and when. The main stages are as
follows:
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 Red (4-7 years)
Children are introduced to the basics of tennis and developing movement, co-ordination and ball skills. Children take part in lots
of fun activities and play short matches and team competitions on mini-courts with low compression tennis balls.
 Orange (7-9 years)
Children learn new shots and focus on tennis technique to help them rally on a bigger court with low compression tennis balls.
Competition includes slightly longer matches as part of a team.
 Green (9-12 years)
This is the final mini-tennis stage in preparing children for full tennis and will focus on developing tennis technique, tactics and
fundamental athletic skills.
 Junior (12-18 years)
This is the learning to compete stage where juniors use full tennis size courts and balls and there is a strong emphasis on
competition.
As most school tennis programmes are used as a tool to introduce tennis as a sport to children, it is important that school
programmes are primarily run for children during the red stage, aged 4-7, so that children learn the core skills of tennis at the
appropriate age.
If a child exhibits a talent for tennis then in order to fulfil their potential, it is strongly recommended that they begin playing at aged
4-7 years.
2.5
Schools
The National Curriculum for Physical Education (Key Stages 1 & 2) requires the teaching of striking, catching and throwing skills as
essential elements for introducing mini-striking games. Mini-tennis is ideally suited to meet these requirements within schools
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The National Curriculum for Key Stage 3 (11-14 year olds) identifies striking/fielding games plus understanding and observing rules
and tactics as a means of developing techniques. This offers opportunities to re-develop tennis in secondary schools.
2.6
Local Clubs
The role of clubs will be key to the success of the development of tennis within local community. Within Wandsworth, different clubs
specialise in different age groups and abilities with some clubs focusing on their adult membership with extensive coaching and
competitive opportunities for adults.
Other clubs have focused more on developing their junior and performance programme. Recent research conducted into local
tennis clubs indicates that clubs need to specialise. Thus, by targeting different ages and abilities, clubs can tailor their programme
to suit their membership.
It will become more important in future for clubs to be aware of one another’s programmes, and potential tennis players will need to
be encouraged to join the tennis club that would best suit their needs.
In terms of developing talented young people, it will be important to establish a clear pathway for progression. Clubs and Coaches
need to be clear how to develop talented young people. This may be either within their own club or by setting up a satellite link with
another club and feeding in talented young people to the satellite club. Another way is as an ‘access player’, where the player
attends the squads at the satellite club but the coaching plan for the player is managed by the coach at the original club.
Tennis Clubmark is the LTA’s quality endorsement programme for clubs and builds on the national criteria for Clubmark developed
by Sport England. Clubs will need to achieve Tennis Clubmark in order to be eligible to secure funding from the LTA and other
external agencies.
The LTA, as a national governing body has been required to prepare a Whole Sport Plan in response to Sport England’s 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 LTA have provisionally been allocated £26.8m of Sport England funding over the next 3-4
years to deliver Sport England’s strategic objectives (see section 2.1).
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3. CURRENT PROVISION
The plan recognises that with the location of the National Tennis Centre within the Borough boundary at Roehampton, the
development of the sport will be enhanced. The opportunities for development are also assisted by the proximity of Wimbledon and
the annual Championships at the All England Lawn Tennis Club (AELTC).
Current Provision
Current provision in the Borough has been reviewed by Club, parks and that provided in schools and colleges.
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3.1 Clubs
Tennis Surrey (Surrey LTA) provided the following information about tennis clubs in Wandsworth in October 2009:-
Club
Facilities
Coach / Key Contact
Current Activity
Cedars LTC
2 Floodlit Courts
Keith Brogan
Very little activity currently
taking place – limited contact
through Surrey LTA.
Gardens LTC
4 Astro; 2 All weather
Magdalen Park LTC
8 courts (4 plexipave acrylic, 4
hard all floodlit)
Mike Francombe
Limited contact with Surrey
LTA
Putney LTC
10 courts (3 floodlit)
Rob East – Head Coach
Registered to the LTA.
Members only club, which is
full until April 2010. Nonmember coaching is available.
A Junior programme runs on
Saturdays, which is also
available to non-members.
Limited contact with Surrey
LTA
David Halls – Key Contact
Southfields LTC
6 courts (2 floodlit)
Roy Pearce
Bob Luxa
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The head coach is in contact
with Surrey LTA regarding
competition and is junior
focused.
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Club
Facilities
Coach / Key Contact
Current Activity
Bank of England LTC
6 courts (6 floodlit)
Mark McGrath
Club currently working towards
Tennis Clubmark. Limited
community access as all
juniors need to be members of
the club. Strong coaching
programme and coaching team
in place.
Roehampton LTC
29 courts (4 floodlit, 3 indoor)
Ashley Fuller – Head Tennis
Professional
Member of the LTA
Paul Lindsay – Racquets
Administrator
Barbara Snapes - Juniors
Mini Tennis Accredited,
Members Club Only.
Community Programme in
partnership with Wandsworth
going into schools, yrs 1,2 & 3.
Installing 4 floodlit French Clay
courts at present, complete
date, April 2010. Then 8 floodlit
courts.
Large club, privately run that
are looking to develop their
community use.
Spencer LTC
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10 courts ( 5 floodlit macadam,
5 grass)
Roy Collins – Head coach
Member of the LTA.
Dave Watts – Full time coach
Members Club Only (with
Elaine Wishart – Club manager some non members activities).
Junior holiday programmes.
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Club
Facilities
Coach / Key Contact
Current Activity
Putney Common LTC
5 courts (Floodlit macadam)
John Hawler
Private club not a member of
the LTA.
Grafton Tennis and Squash
Club
7 courts (4 all weather, 3
floodlit, 3 shale)
John Peters
Very good community club,
who are looking to develop
their schools outreach
programme. They are
currently working towards
Tennis Clubmark. Offers
coaching and social tennis for
all ages and organises its own
leagues.
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3.2 Schools
Key activities being undertaken in schools in the Borough include the following:
Teacher training courses in partnership with the All England Tennis Association through the Wimbledon Junior Tennis Initiative
(WJTI) and through the School Sports Co-ordinator Program (SSCO).

Delivery of curriculum tennis sessions on park courts through partnership working with contractors of park courts to increase
membership to their junior tennis sessions/clubs – this includes the operator All Star Coaching at Wandsworth Common who
have established a programme both on site and at local schools.

Delivery of curriculum sessions within schools who have exit routes to either tennis clubs or park courts junior clubs or sessions.

Through the SSCO Programme cluster competitions for year groups 1 – 3 at have been held at Sports College sites.

One day tasters for all year groups from the All England Lawn Tennis Club through their WJTI program to all schools on a two
year rotational basis.

Encouraging more schools to use local authority tennis facilities for curriculum delivery.

Spencer Tennis Club deliver extra curriculum delivery to years 7 – 9 at Burntwood School.

The Roehampton Club deliver Tennis, Squash and Golf to 3 local primary schools during curriculum lessons.

The NTC Wandsworth academy.

The ‘Road to Wimbledon’ competition at Millennium Arena Battersea Park. All entrants are 14 years old and under. Junior
players compete at local club or school level and have a chance of playing on the Wimbledon grass courts in the National
Finals.
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3.3 Provision in Parks
It is intended to review the future management of the tennis courts in the Borough’s parks and open spaces. Several of the
Borough’s key sites are managed under basic contracts with local tennis providers after they were withdrawn from the Park
Maintenance contract in February 2008, (Paper No 06-811) to enable more beneficial agreements to be made.
An analysis of current provision and operation of tennis courts located in parks in the Borough is shown below:Location
Provision
Management and Operation
Activities
Battersea Park
19 Courts –
In House Management through
licensed Coaches who deliver the
centres sessions and
programmes.
Juniors
 Holiday Schemes
 Clubs (all year)
Adults

Tournaments

Private Lessons
 Courses
 Pay & Play
 Registration Cards
13 Floodlit Hard Courts
6 Floodlit Astro Courts
Changing Facilities
Showers
Good contact with LTA, has a large junior
programme and links to juniors into other
local clubs.
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Location
Provision
Management and Operation
Activities
Wandsworth Common
6 Hard Courts
External Contractor on rolling
contract. All Star Coaching
currently holds the contract for
the courts and employ coaches to
deliver their programmes.
Juniors
 Holiday Schemes
 Saturday Clubs
 After- school Clubs
 Development Squads
 Toddler Sessions
 Tournaments
 Competitions
 Free tennis provision and
subsidized year round coaching
through the All Star Youth
Scholarship trust.
Adults
 Private Lessons
 Courses
 Drop in and Play
 Tournaments
 Social Doubles
 Holidays Abroad
 Registration Cards (both)
Club is affiliated to the LTA and are
applying to be a beacon site through the
Tennis Foundation. All star
coaching/Wandsworth Common tennis
have managed the facility for the last 8
years.
Very strong coaching team and
programme; club actively engage with
Tennis Surrey and are working towards
Tennis Clubmark.
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Location
Provision
Management and Operation
Activities
Tooting Common
6 Hard Courts
External Contractor on rolling
contract Tooting Bec Tennis
currently holds the contract for
the courts and employ coaches.
King George’s Park
10 Hard Courts
External Contractor on a rolling
contract Lifetime Tennis currently
holds the contract and employs
coaches to deliver their tennis
programmes.
Juniors
 Holiday Schemes
 Saturday Clubs
 After school Clubs
 Toddler Sessions
Adults
 Social Doubles
 Private Lessons
 Courses
 Pay and Play
 Leagues
 Registration Cards(both)
Juniors
 Holiday Schemes & private lessons
 Toddler Sessions
 After Schools club
 Saturday Club (all Year)
 Free Play (equipment provision) –
Off Peak
 Schools Tennis
Adults
 Pay and Play & weekly courses
 Ladies Mornings
 Intensive Weekend Courses
 Group ‘drop In’ lessons
 Tennis League & private lessons
 Registration Cards (both)
Good coaching organisation, they are
proactive and engage with Surrey LTA.
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Location
Provision
Management and Operation
Activities
Furzedown Recreation Centre
3 Floodlit Hard Courts
Coaches employed by WBC
Juniors
 Holiday Schemes
 Schools Tennis
 After School from April-July only
Adults
 Pay and Play
 Private Lessons
 Registration Cards (Both)
Currently no formal arrangements in place,
courts used for casual turn up and play
tennis.
 Schools Tennis
(Courts are all weather)
Furzedown Recreation Ground
Currently 2 hard courts.
None
Roehampton Playing Fields
4 Hard Courts
Changing Facilities
3 Hard Courts
None
Leaders Gardens
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External Contractor on a rolling
contract – Lifetime Tennis
Currently provides coaching.
Juniors
 Holiday Schemes
 Pay & Play
 Toddler Sessions
 After Schools club
 Saturday Club (all Year)
 Schools Tennis
Adults
 Pay and Play
 Weekly courses
 Ladies Mornings
 Group ‘drop In’ lessons
 Private Lessons
 Registration Cards(both)
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Location
Provision
Management and Operation
Activities
Wandsworth Park
1 Court
None
Currently no formal arrangements in place,
courts used for casual turn up and play
tennis.
Fred Wells Gardens
1 Court
None
Currently no formal arrangements in
place, courts used for casual turn up
and play tennis.
Barn Elms Sports Centre
14 Hard Courts
6 Astro Courts
Changing Facilities
Showers
In-house
WBC licensed coaches
Juniors
 Private Lessons
 Pay & Play
 Schools Tennis
 Holiday Schemes
Adult
 Pay and Play
 Private Lessons
Registration Cards(Both)
3.4 Coach Education
All coaches delivering tennis within the Borough should hold a coach licence or be working towards one. The framework for
coaching is described below:Licensed Coaches
DCA – Development Coach Award
CCA – Club Coach Award
PCA – Performance Coach Award
TDA – Tennis Development Coach Award
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What is the Coach Licensing Scheme?
The Coach Licensing Scheme (CLS) is a continuous Professional Development programme for qualified tennis coaches.
The CLS aims to:



Set a ‘kitemark’ for British coaches in terms of specific requirements for a coach together with ‘security’ measures.
Maintain and develop the standard of coaches at all levels
Help a coach’s professional and personal development through a variety of training opportunities.
Why is the CLS important?




An LTA licence gives you the assurance that you are getting the best possible coach.
To obtain and maintain a licence, all qualified coaches have to accumulate a minimum amount of credits over a 3-year
period through attending courses, conferences and also through personal development programmes.
Consequently, all LTA licensed coaches are up to date on all the latest ideas and techniques, are insured to £10m
worldwide, have attended a first aid course and hold a Criminal Records Bureau Enhanced Disclosure.
Coaches can attend development courses that are organised through the LTA. Licence credits may also be awarded for
external tennis specific training if approved by Coach Education.
Why is the CLS important to local authorities.




An LTA licence gives you the assurance that you are getting the best possible coach.
To obtain and maintain a licence, all qualified coaches have to accumulate a minimum amount of credits over a 3-year
period through attending courses, conferences and also through personal development programmes.
Consequently, all LTA licensed coaches are up to date on all the latest ideas and techniques, are insured to £10m
worldwide, have attended a first aid course and hold a Criminal Records Bureau Enhanced Disclosure.
Coaches can attend development courses that are organised through the LTA. Licence credits may also be awarded for
external tennis specific training if approved by Coach Education.
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3.5 Competition
A number of competitions are held in the Borough and these are described below: Tennis clubs are involved in the Surrey league and cup competitions.
 Roehampton Tennis Club runs junior ratings and mini tennis competitions annually.
 Park sites run mini tennis competitions.
 The Borough organises competitions for players aged 6 – 9yrs at Battersea Park park site annually and the ‘Road to
Wimbledon’ qualifier.
3.6 Child Protection
Current arrangements for Child Protection are described below: All park sites must adopt LTA Child Protection Policy
 All education and local authority sites must adopt both the LTA and the Wandsworth Borough Council Child Protection
Policies.
 All coaches must be LTA licensed
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4. ACTION PLAN
Our aim is ‘To ensure that people of all ages and abilities have access to participate and improve their tennis in
Wandsworth through good quality facilities, sustainable coaching and competition’.
Key Aims for the Plan have been identified as the following:1. Increasing participation
2. Improving facilities and access.
3. Developing a strong infrastructure for clubs/park sites to deliver the sport to the wider community
4. Improving the provision of junior tennis opportunities
5. Development of education & training opportunities
6. Increasing opportunities for competition within the Borough.
The Development Plan will cover a 5 year period from 2010 to 2015. The principal objectives are to improve provision and to
increase participation in tennis in the Borough. Pathways for progression will also need to be identified and delivered if the plan is to
achieve its objectives.
It will be important to review objectives on an ongoing basis in order to monitor progress. Flexibility will need to be a key part of the
Plan in order to adjust to changing circumstances including availability of financial resources and staff time. Timescales on the plan
are at this stage initial to evaluate opportunities and identify resources to progress particular actions.
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
1. Increase
Participation
1.1 Increase the British
Tennis membership
Identify opportunities to
work with clubs and park
courts in the Borough, to
register for British Tennis
membership
Existing budget (WBC)
and clubs budget
2012/13
WTP
1.2 Review affordability
of courts fees
Check court fees against
London average and
consider options to
encourage increased
usage
Existing budget (WBC)
2012/13
HOLSS, HOP
1.3 Arrange for
coordinated publicity
Liaise with contractors and
Tennis Surrey
Existing budget (WBC)
2010/11
Tennis Surrey and
WTP
1.4 Develop annual
Tennis Day from 2011
Liaise with Tennis Surrey
and agree format for event
Existing budget (WBC)
2010/11
Tennis Surrey and
WTP
Existing budget (WBC)
2010/11
WTP and SPPO
1.5 Establish monitoring Identify key KPIs and
procedures
agree arrangements for
recording with partners
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ACTION
1.6 Encourage private
clubs to host
community open days.
TARGET/PERFORMANCE
RESOURCES
INDICATOR
Increase general public
Existing budget (WBC)
participation at exclusive
and clubs budget
member only clubs.
1.7 Support and
promote tennis coordinator at
Roehampton University
1.8 To try and attract
international tennis
players to Wandsworth
prior to London 2012
Encourage liaison with
tennis coordinator by all
groups interested in tennis
in Wandsworth
Work with Roehampton
club to advertise it as a
pre-games training camp
venue
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TIME FRAME
2012/13
OFFICER
RESPONSIBLE
WTP and clubs
N/A
Ongoing
WTP
Existing budget (WBC)
and clubs budget
2010/11
WBC and clubs
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
2. Improving facilities
and access
2.1 Provision of minicourts on school sites
Link with
Education/Schools on
provision of mini courts in
playgrounds
BSF funding, Extended
Schools and existing
budget (WBC)
2012/13
WSSP, Children’s
services and WTP
2.2 Provision of fixed
indoor nets in primary
schools
Schools to be approached
re interest/opportunity to
install indoor nets
Existing budget (WBC)
2012/13
WSSP and WTP
2.3 Establish links with
special schools to
enable access to courts
Tennis Surrey to advise on
opportunities and potential
programme to be
development – Disability
officer to lead for WBC
External funding bids,
existing budget (WBC)
2010/11
SDO Disability Sports
2.4 Development of a
hotspot at King
George’s Park
Investigate with TF and
External contractor
WBC Planning re
funding
opportunities for
development and prepare
a costed scheme for further
consideration
2010/11
HOLSS, WBC
Planning, TF.
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ACTION
2.5 Consider
opportunities for
provision of a covered
court
2.6 Develop mini-tennis
zones on key sites
TARGET/PERFORMANCE
RESOURCES
INDICATOR
Identify potential site and
Existing budget (WBC)
investigate costs –
Wandsworth Common is
an option following
feedback from users
TIME FRAME
2010/11
OFFICER
RESPONSIBLE
WBC and supported by
WTP.
Investigate costs and
Existing budget (WBC)
identify potential sites – link
with development of junior
clubs
Investigate costs and
Existing budget (WBC)
identify potential sites
2010/11
WTP
2010/11
WBC and supported by
WTP.
2.8 Investigate
upgrading of courts
including floodlighting
and new/upgraded
buildings.
Undertake audit of key
sites and identify costs and
issues including planning
Existing budget (WBC)
2010/11
WBC.
2.9 Improve school
provision
Work with schools/SSCOs
identifying schools and
potential improvements
BSF and existing
budget (WBC)
2012/13
WSSP and WTP
2.7 Install rebound
walls on park sites
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ACTION
2.10 Investigate
investment in a
temporary or
permanent bubble type
facility for winter
2.11 Improve
maintenance of tennis
courts on all
Wandsworth sites
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TARGET/PERFORMANCE
RESOURCES
INDICATOR
Investigate costs and audit Existing budget (WBC)
facilities to discover
suitability
Ensure all contractors
inspect courts regularly,
and keep a defect log to
report issues. Reduce wait
times to rectify issues.
Existing budget (WBC)
TIME FRAME
2010/11
Ongoing
OFFICER
RESPONSIBLE
WBC and supported by
WTP.
WBC and contractors
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
3. Developing a
strong infrastructure
for clubs/park sites to
deliver the sport to
the wider community
3.1 Input into club
action plans
Identify current position via
club survey and offer
support to clubs
Existing (WBC) and
club budget
2012/13
WTP
3.2 Clubs to work
towards Clubmark
Check current status and
offer support-development
of a ‘sub-clubmark’
procedure across all sports
to assist clubs
Existing (WBC) and
clubs budget
Ongoing
WTP
3.3 Improvements at
other sites
Review and propose future
management and
operation of park courts
Existing budget (WBC)
and contractor funding
2010/11
HOLSS and HOP
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ACTION
3.4 Improve
communication
between stakeholders
TARGET/PERFORMANCE
RESOURCES
INDICATOR
Establish a Tennis Forum
Existing budget (WBC)
for key stakeholders and
support an established
tennis committee and
Roehampton University
3.5 LTA Child
Protection Policy to be
developed across all
sites including park and
education sites
Ensure procedures and
checks are in place with
contractors and freelance
coaches – liaise with
Tennis Surrey and P-ACL
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TIME FRAME
2010/11
2010/11
OFFICER
RESPONSIBLE
SPPO, Roehampton
University and WTP
WTP
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
4.1 Create and develop
school-club links
Seek schools willing to
work with clubs and act as
intermediary to promote
joint-working and to
encourage development of
junior clubs
Existing budget (WBC),
school budget, WJTI
and club budget
2012/13
WTP, WJTI, WSSP
and clubs
4.2 Develop cluster
competitions for
schools
SSCOs to work with WBC
and Tennis Surrey to
develop programme –
identify one group to run
trial
Existing budget (WBC)
and school budget
2012/13
WTP, WSSP and
Senior competition
manager
4.3 Develop junior clubs SSCOs to advise/lead on
at secondary schools
junior school development
in conjunction with Tennis
Surrey and WBC
Existing budget (WBC)
and school budget
2010/11
WSSP, WBC and
Tennis Surrey
4. Improving the
provision of junior
tennis opportunities
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ACTION
4.4 Development of
junior clubs at key park
sites
4.5 Develop girls
participation
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TARGET/PERFORMANCE
RESOURCES
INDICATOR
Work with contractors and
Contractors and
Tennis Surrey to explore
existing budget (WBC)
opportunities
Tennis Surrey to advise on
opportunities for a specific
programme for girls and
schools to be approached
Existing budget (WBC)
TIME FRAME
2012/13
2010/11
OFFICER
RESPONSIBLE
Contractors and Tennis
Surrey
Tennis Surrey and
WTP.
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
5. Development of
education and
training opportunities
5.1 Provision of training
for teachers
Develop teacher training
courses, inset days and
support to schools, support
courses at Roehampton
University
Existing budget WBC)
and school budget
Ongoing
WSSP, WTP and
Roehampton University
5.2 Continue joint
working with SSCO and
WJTI programmes to
provide support to
schools
As above (a.)
Existing budget (WBC)
and school budget
Ongoing
WSSP and WTP
5.3 Establish common
standard of delivery
Review current methods
and identify a common
minimum standard
Existing budget (WBC)
and school budget
2010/11
WSSP and WTP
Existing budget (WBC)
2010/11
Contractors and Tennis
Surrey
5.4 All coaches to either Contractors and Tennis
hold or be working
Surrey to liaise and confirm
towards coach licence
current status of coaches
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ACTION
5.5 WBC to continue to
work with All England
Tennis Club to deliver
teacher training courses
annually
5.6 Use tennis as a
youth based social
inclusion project
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TARGET/PERFORMANCE
RESOURCES
INDICATOR
Programme to continue
Existing budget (WBC)
and to be monitored re:
and AELTC budget
numbers and benefits
Assist Roehampton
University to promote,
deliver and establish the
‘Move’ programme
Roehampton University
budget, Existing budget
(WBC)
TIME FRAME
Ongoing
Ongoing
OFFICER
RESPONSIBLE
WBC and AELTC
Roehampton University
and WTP
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ACTION
TARGET/PERFORMANCE
INDICATOR
RESOURCES
TIME FRAME
OFFICER
RESPONSIBLE
6.1 SSCOs to work with
partners to develop
school competitions
To include competition with
schools that have new
provision and also to
include taster days
provided by WJTI
Existing budget (WBC)
and school budget
2010/11
WSSP and WBC and
senior competition
manager
6.2 Improve
opportunities for
competitions for all
abilities including
London Youth Games
squads
Develop events for
disabled and juniors to
participate. Community
Sports Coaches to
concentrate on Borough
Squads.
Existing budget (WBC)
2010/11
WBC, WJTI,
contractors and WSSP
to support
6.3 Develop junior
competitions in
conjunction with
contractors
Build on work being done
by contractors and provide
opportunities for minitournaments building on
taster days
Existing budget (WBC)
and contractors budget
2010/11
WBC and contractors
6. Increasing
opportunities for
competition within the
Borough
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ACTION
6.4 Increase
competitive adult tennis
within the borough.
TARGET/PERFORMANCE
RESOURCES
INDICATOR
Establish a Wandsworth
Existing budget (WBC).
adult tennis league, and/or
formalise competitive
matches for adults within
the borough.
6.5 Organise an annual
borough tennis
tournament.
Create competition and
tennis festival event for
Wandsworth residents
Existing budget (WBC)
TIME FRAME
2012/13
OFFICER
RESPONSIBLE
WTP
2012/13
WTP
Action Plan glossary of terms:
WTP – Wandsworth Tennis Partnership.
WBC – Wandsworth Borough Council.
SDO – Sports Development Officer.
HOLSS - Head of Leisure and Sport Services (WBC).
HOP - Head of Parks (WBC)
BSF – Building Schools for the future.
WSSP – Wandsworth School Sport Partnership.
TF – Tennis Foundation.
SSCO – School Sports Coordinator.
WJTI – Wimbledon Junior Tennis Initiative.
LTA – Lawn Tennis Association.
AELTC – All England Lawn Tennis Club.
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5. Monitoring and Evaluation Procedures
5.1
The draft action plan proposes that in order that tennis is provided and developed in a planned and co-ordinated manner for
the inclusive 5 year period 2010-2015. This Plan identifies the number of organisations that need to be involved in delivering and
developing tennis opportunities in the Borough and the benefit of partnership working. It takes into local factors and recommends
that an audit of the current provision for tennis needs to be undertaken within the Borough.
5.2
The Action Plan identifies the key actions that will need be addressed to meet the stated objectives over the 5 year period.
5.3
Progress for each objective can be measured against actions identified and agreed timescales.
5.4
The Tennis Forum will regularly monitor the progress of the tennis development plan and review it on an annual basis. Each
review will compare achievements against actions, taking account of changed circumstances and potential new opportunities. An
annual review will allow for any slippage to be recognised and actions to be re-timetabled accordingly.
5.5
The Tennis Forum will act as a source of information and expertise on internal and external sources of funding for tennis
development in the Borough. The individuals represented on the Tennis Forum will be able to report to the Group and benefit from
overall co-ordination and the exchange of ideas and information.
5.6
5.7
In addition to the on-going monitoring and review process as previously described, a comprehensive review of the Plan will
need to take place in year 3 (2012) to allow sufficient time for a revised plan to be produced.
The KPis being utilised by the LTA in delivery of their Whole Sport Plan will be reviewed and considered in terms of
relevance to the development plan. If considered appropriate, they will be utilised for monitoring purposes.
Sport England has recently released a summary of outcomes for all funded national governing bodies. The tennis results were as
follows:
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


The LTA’s baseline figure for those that participate in tennis once a week is currently 487,500. The four year target (by 2013) is
to increase this by 150,000 to 637,500 (these figures were gained from the ‘Active People Survey’).
The LTA’s baseline figure for those that had satisfaction with a quality sporting experience in tennis is currently 79.4%. The
four year target (by 2013) is to increase this satisfaction level by 5% to 84.4% (these figures were gained from a Sport England
survey of 44,390 regular participants).
The LTA also has to provide evidence that it is increasing the size and/or quality of its talent pool. Their target is to increase
the number of juniors competing regularly (playing at least 6 competitive matches per annum) from 22,000 to 39,000 by 2013.
Another target is to increase the number of players identified as ‘on track’ for top 100 from 24 to 44 across the 9-18 age groups.
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