UEFA Best Practice Guide to Training Centre Construction and Management
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UEFA Best Practice Guide to
UEFA
ROUTE DE GENÈVE 46
CH-1260 NYON 2 SWITZERLAND
TELEPHONE : +41 848 00 27 27
TELEFAX :
UEFA.com
+41 848 01 27 27 Training Centre Construction
and Management
AIMS AND OUTCOMES
“UEFA’s role as the governing body of sets out the key concepts to consider when Significant amounts of money have been invested of mini-stadiums, which are increasingly common
European football is to help raise standards planning the development of such a facility in the development of training centres over in modern training centres and are often used
both on and off the pitch, and to assist the from a sporting and operational perspective. the last decade, with more and more national to host mini tournaments and youth leagues.
clubs and member associations, as well as the There are a number of excellent facilities in associations and clubs seeking to improve their
European football community as a whole. Europe that have been referenced within this training facilities as part of long-term strategies The aim of these guidelines is to provide an
document that illustrate the best practice in aimed at identifying, attracting and developing overview of the sporting and economic factors
Training centres are increasingly at the heart different areas such as pitch design, educational young players and achieving success on the pitch. that stakeholders need to consider when looking
of national association and club strategy, and office spaces, on-site accommodation and to invest in new facilities or improve existing
and are vital resources in planning the vision the use of sports science and technology. UEFA’s interest in this area can be seen in a infrastructure. This guide also contains references
and delivering the long-term goals of the number of its operations, such as the funding to a number of cutting-edge training centres
organisation. A top-quality training facility is Everything that we as UEFA can do to encourage of training centre projects through the HatTrick which act as benchmarks in that regard.
crucial to the realisation of these goals on the and assist in the development of top-class programme, its work in the area of youth
field - whether the aim is to provide top-class training facilities will be of great benefit to development and academies, and the stadiums
facilities for elite professionals to train, or to football, as well as to local communities. unit’s work on pitch quality and the categorising
develop the next generation of young players.
I wish you all the best in the development of
The aim of this guideline document is to training facilities that are suitable for the benefit
provide a step-by-step guide to training centre of the game, both now and in the future.” “Everything that we as UEFA can do to encourage
design, construction and management that
and assist in the development of top-class
training facilities will be of great benefit to
Giorgio Marchetti
UEFA Deputy General Secretary football, as well as to local communities.”
2 Foreword UEFA Best Practice Guide to Training Centre Construction and Management 3
CONTENTS
1. Introduction
1.1 Preface
1.2 Assumptions
2. Infrastructure
2.1 Process and function
2.2 Benchmark profiles for training facilities
3. Benchmarks
4. Training facilities
4.1 Internal facilities
4.2 External facilities
5. Commercial aspects
6. Sustainability
7. Accessibility
8. Glossary
9. Appendices
9.1 Detailed functional flow diagram
9.2 Profiles of training facilities: professional level
9.3 Profiles of training facilities: youth level
9.4 Disclaimer
4 Contents UEFA Best Practice Guide to Training Centre Construction and Management 5
1 Introduction
1.1 PREFACE
This publication seeks to provide clubs and national drivers and objectives, be it the identification and
associations with easy-to-follow guidelines that development of talent, community engagement and/
will help them with the commissioning, designing, or commercial growth, and all will play a role when
renovation and construction of training centres. it comes to the location and design of the training
centre. The training centre is often the heartbeat of
The planning and delivery of modern training the organisation, as it is where all daily activities take
facilities requires a multi-disciplinary approach place. It is where the club or association will present
and the input of specialists in various areas of its brand, establish its culture and seek to achieve its
construction and management and operations. objectives. As such, training centres should evolve in
Throughout this guideline document UEFA line with the ambitions of the relevant organisation.
will refer to industry best practice so that
those in the planning and development These guidelines are based on the experiences
phase of similar projects can use these bench of experts specialising in the development of
marks to guide their own projects. training centres and other sports infrastructure
projects. They seek to provide guidance not
Although the guidance provided in this publication is only in terms of facilities, services, functionality
comprehensive, it should not be followed blindly. A and design, but also as regards the way that
whole host of factors (many of which are identified training centres can contribute to their local
in these guidelines) will cause each project to be communities and the commercial objectives
unique. Each association or club will have its own of the relevant club or association.
8 Preface UEFA Best Practice Guide to Training Centre Construction and Management 9
1.2 ASSUMPTIONS
Each infrastructure project is unique, varying question seeks to achieve. With that in mind,
according to the organisation that is undertaking it, there are a number of points that should be borne
the laws and regulations that govern the relevant in mind when looking at these guidelines.
country, and the outcomes that the project in
• No assumptions have been made regarding • It is assumed that the clubs and national
the area of land that is available. associations in each category will
generally employ the latest practices and
• This guide uses a number of different methodologies, as known to the authors
categories: ‘International’, ‘Professional from their experiences of clubs and national
A’, ‘Professional B’, ‘Youth A’, ‘Youth associations in the various categories.
B’ and ‘Youth C’. These are based
on observations from international • Descriptions of facilities are purely illustrative.
benchmarking exercises rather than Each club or association should decide on the
any UEFA categories and should act as size and quality of specific areas and facilities
examples of best practice that currently in line with its objectives and ambitions.
exist. Each club or national association
will have its own unique requirements • This guide makes no reference to
in terms of project goals, budget and regulations or legislation. However, the
other aims, ambitions and limitations. relevant regulatory and statutory provisions
must always be taken into account.
• It is assumed that clubs and national
associations in the International category
will have more players and staff than those
in the Professional A category – and that
they, in turn, will have more than those
in the Professional B category, although
the categories set out in this document
are for illustrative purposes only.
10 Preface UEFA Best Practice Guide to Training Centre Construction and Management 11
2 Infrastructure
2.1 PROCESS AND FUNCTION
It is important at the start of a major project to take infrastructure project such as a training centre will
0 1 2
the time to define the vision, ambition, objectives need to consider at the outset. The training centre
and rationale for the project in question. This can is often the heartbeat of the organisation, as it is
Strategic Prepara�on Concept
be a positive and motivating experience for the where the players will spend most of their time, defini�on of the brief development
management team and often benefits from having where a large percentage of the club/association’s
an external party leading the process. This could management and administration will work and,
be someone that the organisation has identified to increasingly, where local people and firms will BUSINESS CASE AND AUDIT AND EVALUATION CONCEPT
STRATEGIC BRIEF Gain a full appreciation DEVELOPMENT
lead the project on its behalf. You will often find interface with the brand. What happens at the
Assess business case of sports organisation's From the initial concept,
that the leadership group returns to these initial training centre will be of great interest to the local and brief requirements operating environment develop the details using
guide rails when complex decisions are required community, so consideration should be given to to ensure they have and identify its key construction drawings.
in each area of the project. There are several key the question of how best to manage that interest. been properly infrastructure ambitions This step aims to ensure
considered and the that the infrastructures
questions that someone embarking on a large-scale project scope is clearly are built to the highest
0
defined
1 2
standards and to check
if they are functional.
3Strategic 4Prepara�on
Figure 1a. Linear infrastructure phases
defini�on of the brief
Concept
5development
Although some of the Construc�on Handoverbut
above questions are emotive, and Use of
the organisation should not lose sight of its
it is advisable at this stage of
BUSINESS theAND
CASE process to be broader ambitions
AUDIT AND EVALUATION and objectives. Time spent on
CONCEPT
works BRIEF
aspirational and innovative
STRATEGICand end
clearly defineGain
what a of project facili�es
these questionsDEVELOPMENT
full appreciation up front will help to guide complex
the club/associationAssess business
requires. As case of sports organisation's
indicated earlier, Fromphases
discussions in later the initial
of concept,
the project. These are
and brief requirements
this stage can be liberating, motivational andoperating environment develop the details using
10 to 30-year investments that have the potential
to ensure
THE they have
'CONSTRUCTION and identify itsOPTIONS
SUSTAINABLE key construction
OCCUPATION OFdrawings.
FACILITIES
inspiring for everyonebeeninvolved.
WORKS’ properly It is an opportunity that theto
infrastructure
Ensure transform Following
ambitions a club, association
This step orthe
aims to ensure
completion of community,
to galvanise the team considered
and look
Contractor andatthe
appointedthe future infrastructure so that the
is it is worthproject,
taking the
theinfrastructures
client
timecanto take
ensure that you
together, so everyone project
to scope
undertake
feels is of
the
part clearly
it. As the operated
project effectively are built
receipt
have the appropriate to the highest
of facilities,
foundations the final
in place.
defined works to an
building and the organisation standards
certificate canand to check
be issued,
progresses, discussions will become more focused, if they are functional.
agreed programme has achieved its vision and post-occupancy
and cost specified in a evaluation and post-project
formal contract reviews can take place
Certain high-level questions should be considered right at the outset: 3 4 5
• What is the ambition and vision • Will there be official and/or friendly
for this project? matches at the training centre or Construc�on Handover and Use of
open public training sessions? works end of project facili�es
• Is this purely about training, or will
there also be office facilities? • What level will matches be at? For
example, will the training centre need a THE 'CONSTRUCTION SUSTAINABLE OPTIONS OCCUPATION OF FACILITIES
• What does success look like? stand, a dressing room for the visiting WORKS’ Ensure that the Following completion of the
Contractor appointed infrastructure is project, the client can take
team and facilities for match officials? to undertake the operated effectively receipt of facilities, the final
• How big does the training building works to an and the organisation certificate can be issued,
centre need to be? • How many pitches will be needed, agreed programme has achieved its vision and post-occupancy
and cost specified in a evaluation and post-project
and what type will they be?
formal contract reviews can take place
• How many teams/players/staff will
need to be accommodated? • What access, egress and security
arrangements are important to
• How many dressing rooms will it need? the organisation?
Figure 1b. Linear infrastructure phases
14 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 15 24
Clubs and associations often wonder what they owns land and wants the club or association
should decide first: the training centre’s location, or to occupy it (or has another specific location in Phase 1 – Preparation of the brief
the precise nature of those facilities. This is difficult mind). If this is not the case and the organisation
to answer in isolation, as a club or association is starting from scratch, it is better to decide the -- Definition of objectives and desired outcomes
might be in the fortunate position of being given ‘what’ first and then move on to the ‘where’.
land, or having an owner or investor that already -- Preparation of a design brief, which should include details of the following:
• Who will use the facilities (players, staff, • Usage patterns and volume of use (utilisation)
members of the public, vendors, etc.)
The following considerations should be taken into account in this regard: • Planned accommodation
• Numbers of people in each
• Size of required site (both xx Road networks – especially if open of those user groups • Functional requirements (what needs
buildings and pitches) training sessions will be held to be adjacent to what, etc.)
• Any specific access requirements
• Shape of required site to facilitate optimal xx Players’ homes (to minimise driving times) (e.g. disabilities) • User flows, access and egress, etc.
functional flow around the training centre
xx Hospitals with accident and • Authorised and unauthorised users • Privacy and security strategy
• Protection from the elements emergency facilities
(especially the wind) Establishment of a feasibility study, which should include details of the following:
xx The organisation’s home
• Proximity to the following: stadium or headquarters • Sporting and regulatory requirements • Technology and communication strategies
to ensure control of documentation
xx Public transport – especially if the training xx Surrounding facilities and amenities • Site information and site surveys
centre will be used by youth players • Project programme
and visited by members of the public • Business plan
xx Airports – especially if the senior team Establishment of the necessary team (see below for key personnel at this stage)
frequently travels around Europe
Large-scale building projects typically involve operational phases. That diagram should be used Putting a team in place
a number of key phases. Figure 1 categorises for guidance only, since the details of each phase The ‘developer’ is the club, owner, investor, potential to showcase the ambition and DNA of
these as briefing, design, construction and may need to be altered to suit specific projects. national association, local authority or government an organisation and facilitate transformational
department that is responsible for commissioning change. Consequently, decisions that are taken in
the project. The identity of the developer will the early stages of such projects are vitally important
influence the balance between sporting, community in terms of determining their future success.
Phase 0 – Strategic definition and commercial objectives. It is important for careful
consideration to be given to these requirements. As with any corporate initiative, the composition
Review and preparation of the client’s requirements, vision and ambition, of the team that is brought together to
including the commercial rationale and other core project requirements The development of a training centre is an exciting deliver this project is of great importance.
and significant milestone in the evolution of
every organisation. Training centres have the
16 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 17 24
Key personnel
Project director
This person has overall responsibility for guiding the the project. The project director will report to a
project from inception to completion. This will be steering group and will need to be able to work
someone who represents the developer and whom with both internal staff and external consultants.
the developer trusts to act on its behalf throughout
Internal project team
The various roles of the internal team are developer. That group of people should include
important in terms of defining what the club/ representatives of the club/association’s finance,
association wants and needs, ensuring the commercial, operations, facilities, marketing,
brand is represented in the appropriate way branding and grounds management teams, as well
and protecting all of the components that are as representatives of players and management.
critical to delivering on the ambitions of the
Board
Steering
Group
Project Director
Internal Project
Consultants
Team
-Architect -Geotechnical
-Opera�ons -Branding -Project manager -Topographic
-Facili�es -Commercial -Legal advisers -Agronomic
-Players -Marke�ng -Engineers -Fire and safety
-Management -Grounds management -Cost managers -Security
-Finance -Planning experts -Access
-Building contractors -Ligh�ng
Figure 2. Project team
18 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 19GROUNDS
MANAGEMENT & EXTERNAL TRAINING AREAS
MONITORED SERVICES M
ACCESS PARKING
DELIVERIES
CLUB/ASSOCIATION
PROFESSIONAL TEAM
PROFESSIONAL
FACILITIES
SECURITY MEDIA/SPONSORS/PA
RTNERS COVERED AREA/ CLUB/ASSOCIATION
The diagram left defines ‘private’ and ‘public’ INDOOR TRAINING
PITCH
MATCH PITCH
UNSECURE AUTHORISED ACCESS SECURE AUTHORISED ACCESS access requirements and the associated
PARKING
CLUB/ASSOCIATION MONITORED
ACADEMY AND YOUTH FACILITY MANAGEMENT security perimeter for the training centre.YOUTH FACILITIES
(INSTITUTE, YOUTH & ACCESS
PROGRAMMES STAFF
YOUTH MATCH)
MONITORED M
SECURITY CLUB/ASSOCIATION
ACCESS
CLUB/ASSOCIATION The diagram below shows site-wide YOUTH TEAM
COACHING STAFF
DELIVERIES/ functional relationships, mapping site
COLLECTIONS access and security requirements across the
CLUB/ASSOCIATION
PUBLIC CAR PARK COMMUNITY OUTDOOR COMMUNITY
PLAYING STAFF
PLAYERS IN RESIDENCE
various buildings in the training centre. FACILITIES FACILITIES
MEDIA Vehicle parking
Vehicle parking CLUB/ASSOCIATION
Coach parking
Deliveries FACILITIES Coach parking
MEDICAL AND SPORTS SCIENCE
PUBLIC CLUB/ASSOCIATION
PLAYER ACQUISITION
PLAYER WELFARE
PITCHES
EMERGENCY CLUB/ASSOCIATION
ACADEMY STAFF
SERVICES SECURITY ACADEMY COMMUNITY
DEVELOPMENT OFFICER
CLUB/ASSOCIATION
CLUB/ASSOCIATION CLUB/ASSOCIATION PRESS OFFICERS
OFFICIAL PHOTOGRAPHER
VISITORS SPONSORS/PARTNERS
FC TV
GROUNDS
MANAGEMENT & EXTERNAL TRAINING AREAS
MONITORED SERVICES
ACCESS PARKING
Figure 3. Functional flow: site access
DELIVERIES
CLUB/ASSOCIATION
PROFESSIONAL TEAM
PROFESSIONAL
FACILITIES
External consultants SECURITY MEDIA/SPONSORS/PA
MEDIA/SPONSORS/
RTNERS
PARTNERS COVERED AREA/ CLUB/ASSOCIATION
A club or association will also need to obtain the experts, fire and safety specialists, security INDOOR TRAINING MATCH PITCH
PITCH
services of a number of qualified specialists in order consultants, and access and lighting specialists.
PARKING
MONITORED
to successfully deliver such a complex project. The YOUTH FACILITIES ACCESS
(INSTITUTE, YOUTH &
developer will need to recruit experts in a broad A report should be provided at the end of this YOUTH MATCH)
MONITORED CLUB/ASSOCIATION
range of specialist areas, either hiring them all stage containing an audit and evaluation of ACCESS
YOUTH TEAM
individually or recruiting them in groups through one the client’s requirements, as well as a brief
or more intermediaries. Lead consultants will include with a view to initiating the design process.
architects, project managers, engineers (structural, PUBLIC CAR PARK COMMUNITY OUTDOOR COMMUNITY
FACILITIES FACILITIES
mechanical, electrical and plumbing), planning The images below are examples of the kinds of
experts, cost managers, legal advisers and building functional diagram that are typically produced
contractors. Secondary consultants, meanwhile, when developing a training centre. They are
will include geotechnical engineers, topographic purely for illustrative purposes, since each
surveyors, agronomy (pitches) and landscaping training centre will have its own approach.
Figure 4. Functional flow: site relations and access model
20 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 21The diagram below shows the key types of functional space. The diagram below maps out the internal functional adjacency
requirements of the training centre building.
PRIVATE PUBLIC
MEDIA NUTRITION
MAINTENANCE
AND DINING MAINTENANCE
STORE/
WORKSHOP ACCESS
ADMIN. WELFARE
TRAINING SITE BOUNDARY
OUTDOOR TRAINING
CLUB VALUES PITCHES
(NATURAL/ARTIFICIAL) PARKING
PUBLIC TRAINING
CAR PARK ACCOMMODATION PRINCIPLES DRESSING ROOM
PITCHES
PHILOSOPHIES
OPTIONAL TRAINING
INDOOR HEADQUARTERS MAIN ENTRANCE
PITCH
SPORTS SPORTS PRIVATE
MEDICINE PERFORMANCE CAR PARKING
PARKING
KIT STORAGE
OPTIONAL
MINI-STADIUM
MATCH PITCH
PRIVATE PUBLIC
PUBLIC PRIVATE
Figure 5. Functional flow: high-level adjacency model Figure 6. Master plan
The functional master plan is the final stage of this optimise functionality. The functional model Comparing the functional model with the spatial The three-dimensional nature of the
phase and leads into the concept design process. maps out all internal and external spaces using and adjacency requirements provides confirmation functional model also enables the client to
The spatial requirements that are defined during a three-dimensional spatial plan that captures that the key requirements in terms of space and begin to imagine how the relevant spatial
the briefing process are combined with the desired all requirements regarding spatial enclosure, inter-relationships between specific functions arrangements might work in practice.
critical functional adjacencies and inter-relationships volume, functional adjacency, connectivity, have been achieved in order to meet the needs
to form an optimised functional model master plan. views in and out, servicing routes, security, and of each of the project’s stakeholder groups.
separation of public and private user groups.
It is still possible at this stage to avoid imposing
physical or financial constraints and instead
22 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 23Phase 2 – Design development Phase 4 – Handover and end of project Concept design
-- Prepare concept design and outline -- Assess risk and obtain specialist
-- There are multiple phases within -- Handover of building and end structural and building services design, input from consultants
the design development process for of building contract technical requirements brief, preliminary
infrastructure projects. These will cost information, initial procurement -- Refine and develop business plan.
generally follow 3 phases and should be -- Closing-out of cost plan strategy (note: depending on the What is affordable? Need for a
approved by the client at each phase. procurement route, certain phases may realistic balance between aspirations,
-- Finalisation of ‘as built’ information overlap or run concurrently) and project requirements and finances
Phase 3 – Construction works programme (overall time frame and key
Phase 5 – Use of facilities milestones for the project), as well as -- Produce final project brief and report
-- On-site construction and pre-application for planning approval
off-site manufacturing -- Implementation of operations plan,
together with required services
-- Management of change orders Development design Technical design
and construction programme -- Review of project performance -- Detailed architectural design process, -- Complete technical design, including
and outcomes including updated structural and all architectural, structural and building
-- Site inspections, progress review, building services design, cost services information (with input from
and health and safety review -- Compliance with planning conditions plan and design programme specialist consultancy services)
-- Cost management -- Review design against building regulations -- Review of project delivery plan
-- Submission of ‘as built’ information -- Value engineering of the design -- Application for building inspections
and project if required (which may
continue into next phase) -- Updates to risk assessments, construction
plans, and health and safety strategy
-- Development of operations plan
-- Procurement of contractor
INJURY -- Implementation of change
TRANSFER
control procedures
COMPRESSOR DIRECT ACCESS TO
STATION PITCHES AND
INDOOR TRAINING
INJURY MANAGEMENT HYDROTHERAPY -- Prepare and submit planning applications
COVERED
TRAINING AREA
DELIVERIES LAUNDRY MIXED ZONE
PRO.
FACILITY
MODEL
MAINTENANCE
INJURY REHABILITATION
SQUAD CHANGING ACCESS
KIT MANAGEMENT CORE SERVICES
DELIVERIES ZONE
STRENGTH AND
CONDITIONING REFUSE
PLAYER
SCOUTS
LIAISON MIXED
ANALYSTS SERVICE FOOD
ZONE PREPARATION DAILY PRODUCE
WELFARE DELIVERIES
MANAGER/
RECEPTION
COACHING STAFF FACILITY ADMINISTRATION 24/7 SECURITY
ACADEMY/MEDIA
VEHICLE PARKING
ACCESS
Figure 7. Functional flow: detailed functional model
24 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 252.2 BENCHMARK PROFILES
FOR TRAINING FACILITIES Professional level
International Professional A Professional B
Catering for the world’s Catering for elite Catering for
top players professionals other professionals
This guide has established the following benchmark profiles for training centres in order to create
Key user groups Who are the key users of this area?
a framework in which to set out details of facility requirements.
Secondary user groups Who else might occasionally use this area?
Key functional requirements What are the main functions of this space?
i. Professional level
Number of users How many people are likely to use this space?
1. International
2. Professional A
Operational hours (peak) When is this space most likely to be used?
3. Professional B
ii. Youth level Key facilities What specific facilities should be included in this space?
1. Youth A: foundation phase (8 to 11 years)
2. Youth B: youth development phase (12 to 15 years)
3. Youth C: professional development phase (16 to 21 years)
Table 1. Reception – professional level
These profiles are detailed separately, so that a requirements’, but clubs or associations may differ
club/association can select the ‘modules’ that in terms of the age of their youngest youth players.
best reflect its overall football programme and
factor them into the requirements for its facility. Across all youth categories, a major differential
Some modules may ultimately end up sharing the relative to professional level is the need to host
same space, given the limited need for exclusivity, matches and tournaments at the training facility.
potentially with dedicated time slots for the various
user groups. However, this guide recommends that This framework seeks to show the factors that a club
clubs and associations look at each area individually or association will typically need to take account of
before seeking to identify efficiency savings. as regards the functional requirements of its user
groups, but it does not represent an exhaustive list.
This guide draws a distinction between three
different categories of youth player, who all need Sample details are provided below, using the
different things from a training facility. In most cases, example of reception facilities, with a complete list
they can be combined and regarded as ‘academy of all functions contained in Appendices 9.2 and 9.3.
26 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 27Professional level Youth level
International Professional A Professional B Youth A Youth B Youth C
Foundation Youth Professional
Catering for the world’s Catering for elite Catering for
phase development phase development phase
top players professionals other professionals
(8 to 11 years) (12 to 15 years) (16 to 21 years)
Key user groups Players // Football staff // Club or association media Key user groups Players // Parents or guardians // Academy or association staff
Secondary user groups External media // Deliveries and suppliers Wider club or association staff // Schools and external
Secondary user groups
educational providers // Deliveries and suppliers
Key functional Registration // Accreditation // Schedule Key functional Registration // Accreditation // Schedule information // Orientation // First impressions
requirements information // Orientation // First impressions requirements // Note: Likely to be used in the evening during the week, with matches at weekends
Number of users 100–150 60–100 40–80 Number of users 60–90 80–150 60–90
Operational hours 24 hours 24 hours 24 hours Operational hours 24 hours 24 hours 24 hours
(peak) (07:00–17:00) (07:00–17:00) (07:00–17:00) (14:00–22:00) (09:00–22:00) (07:00–17:00)
(peak)
Reception desk // IT and phone // Access control // Digital signage // Orientation Reception desk // IT and phone // Access control // Digital signage // Orientation
Key facilities signage // Male, female and disabled toilets // Key facilities signage // Male, female and disabled toilets //
Waiting area with suitable furniture // Refreshments // Public Wi-Fi Waiting area with suitable furniture // Refreshments // Public Wi-Fi
Table 2. Reception – professional level Table 3. Reception – youth level
28 Infrastructure UEFA Best Practice Guide to Training Centre Construction and Management 293 Benchmarks
The table below details various training centres at club and national level that serve
as benchmarks in this regard. This guide also contains photos
of other organisations’ training facilities.
Professional level
International Professional A Professional B Youth level
St George’s Park (English
AZ Alkmaar Hibernian FC AFC Ajax
Football Association)
Real Madrid CF OGC Nice Vitesse SL Benfica
Manchester City FC Southampton FC RB Leipzig
Juventus
Figure 8. Examples of training campuses (professional and youth level)
32 Benchmarks UEFA Best Practice Guide to Training Centre Construction and Management 33 244 Training facilities
4.1 INTERNAL FACILITIES
4.1.1 Safety and security
4.1.1 Safety and security
4.1.2 Reception
Reception desk, toilets, lounge/waiting area It is the responsibility of the club, association or offices, and all player and media areas)
operator to make the safety of all those visiting should fully comply with all national and local
the venue paramount. When it comes to planning, regulations and standards as regards both fire
4.1.3 Dressing rooms
there is no room for complacency, and all relevant protection and health and safety.
Players’ dressing rooms, staff dressing rooms emergency services and local authorities should
be consulted. Clubs and national associations – and, of course,
4.1.4 Medical and treatment UEFA itself – have gone to great lengths to ensure
Every area of the training centre (including that all modern venues achieve extremely high
Doctor’s consultation room, emergency medical facilities,
perimeter control, access and exit points, levels of public safety.
physiotherapy, anti-doping, general consultation rooms, rehabilitation
4.1.5 Training, testing, rehabilitation and recovery
Gym, performance testing and laboratories, hypoxic chamber, Key safety and security requirements:
hydrotherapy, cryotherapy, nutrition/refuelling
• Fire safety and prevention
4.1.6 Indoor skills rooms • Structural safety
4.1.7 Specialist working areas • Architectural design
Performance analysis, briefing area/auditorium,
• Operational safety
identification/recruitment of talent, player welfare,
education facilities (classrooms), media and press facilities • People management
4.1.8 General working areas Training centres can be complex venues,
as a result of a number of factors:
Offices, open-plan workspaces, meeting areas,
break-out areas • The value of elite players and the high • The need to comply with all relevant
levels of interest in their movements on local regulations where venues
4.1.9 Lounges and hospitality the part of fans and the media contain accommodation for both
adults and youth players
Players’ lounge, lounge facilities for parents/guests
• The wide range of age groups on-site
and the levels of care and attention • The need to manage visitors’
4.1.10 Kitchen and dining facilities that need to be given to youth and access to the site
Kitchen facilities, dining area senior players alike
• The special access and coordination
4.1.11 Accommodation • The presence of fans, parents and arrangements that are required
visiting teams on-site, resulting in by the emergency services
spectator management issues (with
4.1.12 Operations and site management
increasing numbers of youth team
Kit store, boot room, boot storage and repair facility, matches being played at training
laundry and kit management, storage (nutrition/medical items, match equipment), centres)
multi-faith facilities, technology, facility management
36 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 374.1.2 Reception
4.1.2.1 Reception desk 4.1.2.3 Lounge/waiting area
The reception area is the public/private face of the desk) separating the public and private areas of the Since this area is the public face of the training example, want to consider providing comfortable
facility. It showcases the organisation’s brand and training facility. It is worth noting that players do centre and, by extension, the organisation and seating, a drinks station and audiovisual facilities,
ambitions and is the point at which a distinction not typically like carrying access cards, so it may be its brand, it is important to think about how since guests, family members and agents may
is drawn between unauthorised members of the necessary to implement a suitable alternative access people will feel while sitting in it. You might, for have to spend hours waiting here for players.
public (agents, the media, deliveries, parents, etc.) control system. There may also be a need to place
and authorised personnel e.g. players and staff. control panels for safety and security systems behind
Consequently, the reception area should have an the reception desk if no other area is provided.
access control system (controlled from the reception
Design criteria
• This area should be welcoming, inviting, for example, prior to getting on the
light and airy – potentially double the coach. Similarly, visiting teams may
normal ceiling height (at least in part). well arrive or leave en masse when
they come to the centre for a match.
• There should be a large reception
desk accommodating one or two • Provide space to celebrate and
receptionists/security personnel as a display memorabilia and trophies.
minimum. The reception area should
also have built-in lockable storage, an • Provide a seating area with a coffee
area for receiving mail, packages and station, a fridge and audiovisual facilities
dry cleaning, and space for security/ for waiting visitors, family members,
CCTV equipment (not visible to guests). friends and agents. This will depend on
the policies of the relevant association/club
• This area should be inspiring for and the level of access that unauthorised
players arriving at work and showcase personnel and visiting clubs have at
the organisation’s brand to players the training facility.
Figure 9. Example of a reception area (Professional A) and staff. It should be possible (via
technology) to change those messages • Consideration should also be given to
on a regular basis to continue inspiring the environment and the need to shield
players and prevent sterility. receptionists and the waiting public from
the weather (both hot and cold). Good
• Consideration should be given to the temperature control is key in this area.
4.1.2.2 Toilets
size of the reception area, as although
players and staff will arrive individually
As a minimum, one accessible unisex toilet should
be provided in the reception area, so that guests • On a day-to-day basis, there will be
and delivery/service personnel can have access times when the entire squad (ca. 30
to toilet facilities without compromising the players) congregates in that area –
security of private areas of the training centre.
38 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 394.1.3 Dressing rooms
Materials Walls
Careful consideration is required when Blockwork walls, painted plaster finish,
deciding which materials to use for the main club logo/branding, photos showing club
4.1.3.1 Players’ dressing rooms
reception area. This is the front door to the history, display cabinets for trophies, etc.
organisation and will make the all-important
first impression. Consequently, its quality and Ceiling and lighting
values should reflect the brand and operational Painted ceiling, suspended fibre tiles, timber
style of the organisation in question. fins, shadow details with feature lighting, etc.
Flooring
High-quality non-slip flooring for main entrance
area, potentially with different materials (ceramic
tiles, carpet, wood, etc.) for different zones.
Figure 11. 3D sketch of a dressing room
Dressing rooms are permanent features that can be Clubs and associations need to think about the
regarded as players’ offices. After all, this is where specific user groups that will be using the dressing
they start and end each day at the training centre. rooms, without limiting them on the basis of the age,
Consequently, the design for this area represents an gender or mobility levels of players. All dressing rooms
opportunity to motivate and inspire those players. should be accessible spaces, with toilet, shower and
Dressing room designs vary greatly across the various dressing facilities for disabled and/or injured players.
age categories and levels of the game with significant
differences, for example, between an international It is advisable for dressing rooms to have direct
dressing room and a youth-level away dressing room. access to – and therefore be adjacent to – players’
Figure 10. 3D sketch of a reception area primary functions (e.g. the gym, the physiotherapy/
Clubs and national associations typically use medical suite, hydrotherapy facilities and the
their dressing rooms as an opportunity to access route to the pitch).
showcase their brand and the personality of
their organisation, as well as seeking to inspire
players, e.g. younger players who want to get
into the first-team or senior dressing room.
40 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 41Design criteria Lockers should reflect the brand and operational style of the organisation and should have:
• A central island for waste and laundry, drawers for lotions, sprays and strapping, and a work
surface for drinks and snacks. • a hanging section and shelves
• A bench area for pre-training strapping, and a post-training compression recovery area. • power and internet access for phones and tablets
• Technology allowing the collection of player welfare data and performance data. • interchangeable name plates
• locks or a lockable section
Flooring Ceilings
Generally non-slip rubber/synthetic/ceramic Suspended removable moisture- • slow-closing doors and high-wear hinges (with no finger pinch points)
flooring, with a textured finish in dry areas resistant mineral fibre tiles
and non-slip ceramic floor tiles in wet areas;
potentially underfloor heating in suitable Fittings
environments Shower cubicles (including a
wheelchair-accessible cubicle),
Walls toilets should have urinals, basins,
Blockwork wall, hard plaster, vinyl silk benches/seats and lockers
emulsion finish, and ceramic wall
tiles in wet areas
Senior dressing rooms should have islands to place food and drink on, as well as laundry and rubbish bins.
Dressing rooms should also have vanity units with mirrors and hairdryers.
42 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 434.1.3.2 Staff dressing rooms
Performance
Dressing rooms should be brightly lit, where all players can see it (so the coach can use Dressing rooms should also be provided for Tiles on the floor should be non-slip and easy
have good temperature control and it in briefings) and should be connected to the coaches and other staff (both male and female). to clean.
be well ventilated throughout. performance analysis system.The incorporation of Such facilities should cater for the total number
audio options to allow the team to access and play of coaches and other staff at the training Lockers should have a hanging section and a shelf
Consideration should be given to the layout music is also important. centre, plus a 10% buffer for the purposes and should be fully lockable. Seating areas should
of the locker area to promote communication of future-proofing. Those facilities should be be soft and padded. Lockers should be the height
between players and coaches. well lit and airy, with good ventilation. of the room (i.e. from floor to ceiling) to prevent
items from sliding underneath them or being
Technology should be integrated into the design Interfaces Toilets, urinals, washbasins/sinks and showers placed on top of them (thereby collecting dirt).
to facilitate performance analysis and allow Plumbing (water supply and drainage), lighting, should be separated from the locker area by doors Lockers should have slow-closing doors with the
coaches to present content. For example, a large electricity supply, mechanical ventilation. and should have their own air supply/extraction highest-quality hinges (and no finger catch points).
TV or smart board should be positioned in a place systems.
There should also be a TV with live television, which
Soap dispensers, air hand dryers and antibacterial should be linked to the player analysis system.
hand gel dispensers should also be provided.
Careful consideration needs to be given to the
The locker room should have a vanity unit, a large selection of material finishes for floors, walls, ceilings
floor-to-ceiling mirror and permanent wall-mounted and fittings to ensure quality and suitability for the
hairdryers. relevant areas.
TOILET DRESSING ROOM PHYSIO ROOM
TOILET DRESSING ROOM TOILET
Figure 12. Plan of a typical dressing room
Figure 13. Example of a dressing room (International) Figure 14. Example of a dressing room (youth level)
44 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 454.1.4.2 Emergency medical facilities
4.1.4 Medical and treatment
The emergency medical room should be easily In addition, the equipment that will be placed
accessible from the various pitches and close to the at pitchside during training/matches may also
dressing rooms. Ideally, it should be on the same be stored in the emergency medical room when
level as those pitches – and if not, access should not in use (if no other storage is provided).
be via low-gradient ramps, rather than steps. Details of all equipment that must be placed
at pitchside can be found in Article 10 of the
If the club or association will have a medical UEFA Medical Regulations (2017 edition).
buggy (mobile cart) positioned at pitchside, those
emergency facilities will ideally have automatic Medical equipment will need to cover the entire
double doors to facilitate access from outside. facility and all user groups. Proper advanced cardiac
WAITING Those facilities must, in any case, be able to life support (ACLS) equipment will be required
AREA accommodate a stretcher entering and exiting the (including automated external defibrillators (AEDs)
RECEPTION room. The room should also have double-door and oxygen), as will emergency medication.
access internally and be conveniently located
as regards access to the ambulance area. The required number of AEDs should be calculated
for each building. This will involve measuring
Careful consideration should be given to the route the mean response time for the longest distance
TREATMENT
that will be taken from the pitch to the emergency that needs to be covered in the case of a sudden
EXAMINATION medical room and from the emergency medical cardiac arrest (SCA) in each part of the facility.
room to the waiting ambulance. Moreover, in more
serious circumstances it may be that the player is AEDs should be distributed across the training centre
taken directly from the field of play by ambulance or (or placed with mobile emergency responders) in
medical helicopter. Consideration should be given such a way that an AED can always be retrieved
to all of these routes during the design phase. within three minutes of someone collapsing and
defibrillation always begins within five minutes.
Flooring should be medical-grade, easy-clean,
non-slip vinyl with cove skirting. The walls should The location of those AEDs should be clearly
Figure 15. Plan of a consultation room be medical, easy-clean white rock-type cladding/ marked and adequately signposted. AED
tiles. Lights should be bright, but not spotlights. batteries should be checked on a regular basis.
There should be two beds and one station (console ACLS-related medication should be provided, in
plus stool), together with a portable investigation line with the protocols of the local emergency
4.1.4.1 Doctor’s consultation room
lamp, medical storage units, a medical sink unit medical services. You may also wish to consider
with elbow taps and a lockable drugs cabinet. providing stretchers, wheelchairs and stair chairs
The doctor’s consultation room should be adjacent a glass-fronted medical fridge with temperature to assist with the transporting of patients.
to the physiotherapy area, creating a medical control, a portable examination lamp, and a sink The medical room must be fully equipped with
suite. This is where the doctor will examine with medical elbow taps and a splashback. all necessary medical equipment. For details of
players, so it should be private but accessible. that equipment, please refer to Article 13 of
The floor should be medical-grade easy-clean vinyl the UEFA Medical Regulations (2017 edition).
The doctor will require a desk, a chair, a telephone, with cove skirting. Easy-clean white rock cladding
a computer (with a large screen for examining or tiles should be used for the walls. The room
radiographs), a printer, a chair for patients and should be well lit, using diffused lighting, rather than
an examination bed with a modesty curtain. spotlights.
The room will also require medical-grade storage
facilities for pharmaceutical products,
46 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 474.1.4.3 Physiotherapy 4.1.4.4 Anti-doping
This area should be near to the players’ A laundry bin will be needed, given the large The area dedicated to doping controls should players that are being tested (i.e. 6 to 15). That
dressing rooms. The number of bed stations number of towels that will be used in this area. be able to accommodate between 6 and 15 waiting area does not need to have a direct
(bed, console and wheeled stool) should be players. Different testing authorities test different view of the toilets; however, it must be clear
appropriate for the size of the squad. Beds An ice-making machine (complete with storage numbers of players during their unannounced of all operations and be private. That area
should have modesty curtains for women. bags) will need to be integrated into units. visits and may bring between four and six will be monitored by one of the DCOs.
approved doping control officers (DCOs).
Flooring should be easy-clean, medical- Lighting should be bright, but without using
grade vinyl with cove skirting. spotlights (i.e. diffused lighting). This area should be secure and have a reception/
waiting area with enough chairs for all the
There should be a mirrored area for The physiotherapy suite should have single-door
analysing movement. access to the area where the dressing rooms are
located and should be within sight of facilities such
A large amount of storage is required, with a as the hydrotherapy, pre-activation and rehab areas.
combination of cupboards and drawer units below
work surfaces and wall-mounted cupboards.
EXAMINATION EXAMINATION WAITING/RECEPTION AREA
A medical sink is also required, with elbow PROCESSING
EXAMINATION WAITING/RECEPTION AREA
taps, a splashback and very hot water.
EXAMINATION PROCESSING OFFICE
EXAMINATION EXAMINATION OFFICE
Note: No doors needed between processing and examination rooms
Figure 17. Doping control area – typical layout
The tests comprise the following:
• 1 x blood test (1 DCO, 1 desk and 1 chair)
• 1 x urine test (2/3 DCOs, 2/3 desks, 2/3 chairs)
The toilet testing area requires a minimum of one whereby a club or association representative
urinal and two toilets. The toilet cubicle areas will witness the doping control alongside the
should each accommodate a player and a DCO testing authority in an open-door arrangement.
with the door closed. There should be two hand
Figure 16. Example of a physiotherapy room (Professional A)
basins with soap dispensers, paper towels and The waiting area and toilets can be used for other
a bin, as well as a work surface for samples. purposes outside of doping controls. During doping
controls, however, these areas are to be made
Doping control environments should cater for both private and secure. Players in the waiting area should
male and female players. Moreover, doping controls have access to drinks to allow them to hydrate.
for youth players are subject to a specific protocol,
48 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 494.1.4.5 General consultation rooms
These should be adjacent to the physiotherapy The flooring should be easy-clean, medical-
room, with access from that room. These rooms are grade vinyl with cove skirting.
private areas for treatment/therapy and will be used
by a whole range of different medical professionals Lighting should be bright, without using
(squad doctors, nutritionists, psychologists, spotlights (i.e. diffused lighting), and there
masseurs, osteopaths, chiropodists, dentists, etc.). should be a dimmer option.
Each room should have a single bed station (bed, Each room should also have a TV and audio
console and stool), a medical washbasin with facilities, as well as a desk and chair.
elbow taps and a splashback, a work surface
around the sink for preparing treatments, and
cupboard storage under the sink. It should
also have lockable cupboards and cabinets.
Figure 19. Example of a rehabilitation area (Professional A)
4.1.4.6 Rehabilitation
This area should be adjacent to the physiotherapy team will need to be consulted as regards the
room. It will often be incorporated into the gym equipment that is installed in this area.
or serve as an annex to the physiotherapy room.
The rehabilitation area should have natural The material used for flooring will need to be
light, ideally with a view of the pitches, and a non-slip, low-abrasion product. It will need
should have double the normal ceiling height. to be hard-wearing, with a long life span,
but will also need to have shock-absorbing
Rehabilitation equipment evolves over time, qualities to protect players on impact.
Figure 18. Example of a consultation room with new technology constantly coming to
market. Consequently, the organisation’s medical
50 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 514.1.5 Training, testing, rehabilitation and recovery
4.1.5.1 Gym
At most training centres, the strength and impact on players on contact. However, a
conditioning equipment in the gym will be second floor surface may be required if the gym
used by multiple squads, as well as support has a sprint track or an area for bounding or
staff. Consideration should be given to the sled pushing. If multiple surfaces are used, it is
number of players who require access and essential to coordinate their heights to ensure Figure 20. Example of a gym (International)
the way in which that access is scheduled. a single level surface and avoid trip hazards.
The requirements of youth players are different It is important that the gym is light (natural
from those of adult professionals, so their daylight) and has double the normal ceiling
gym equipment is often located separately. height for work above the head. The ceiling
height should be maximised to ensure adequate
Gym equipment will also be subdivided into space for equipment and jumping exercises.
areas for pre-activation/functional movement, Players will also benefit from having direct
strength/power, cardiovascular fitness, suspension access to indoor and/or outdoor pitches.
equipment, free weights and Olympic lifting.
One of the gym’s walls should be strengthened
The use of technology to assess players’ for impact resistance work, and the gym
performance is now commonplace in most clubs should have a storeroom for equipment.
and national associations. Consequently, the
possible integration of technology should be The gym should have a music system, a TV (both
carefully considered during the design phase. for general viewing and for filming functional
Figure 21. Example of a gym (Professional B)
movement, etc.), a computer and iPad connectivity.
The gym should ideally be directly adjacent Temperature controls in the gym should be
to the dressing rooms (and certainly on independent of the rest of the building and zoned
the same floor – ideally the ground floor), to allow flexibility within that area. There should be
facilitating easy access for players. branded walls and mirrors in appropriate locations,
integrated hydration fridges or water fountains
A softer shock-absorbing floor will be required and an area for staff to record and collect data.
in functional areas of the gym to reduce the
Figure 22. Example of a gym (youth level)
52 Training facilities UEFA Best Practice Guide to Training Centre Construction and Management 534.1.5.2 Performance testing and laboratories
Clubs and national associations approach the The environment in which performance assessments
assessment of players’ performance in many different are conducted is important for the integrity of
ways, using everything from welfare questionnaires the data that is collected. Each country will have
to physical tests (assessing strength, speed, power, its own standards in this regard, which should
agility, balance, etc.). As part of those assessments, be consulted when designing such facilities.
they may also look at players’ body composition, blood,
urine, cardiopulmonary capacity, skeletal system,
neuromuscular function, biomechanics and cognition.
4.1.5.3 Hypoxic chamber
This laboratory-grade room will simulate a team. The hypoxic environment is not on at all
hypoxic (low-oxygen) environment – and times, so this room can double up as a laboratory
potentially other types of environment as well. for physiological and physical testing. This room
should be either within or adjacent to the gym.
This room should be large enough to accommodate
specific equipment specified by the sports science
4.1.5.4 Hydrotherapy Figure 23. Example of a hydrotherapy area (International)
This area, which should be adjacent to the The hydrotherapy area will also need a
players’ dressing rooms, will house a number of separate room to house the workings of
water-based recovery facilities. Such recovery the pools – pumps filtration, etc. This area should be well lit and have a high-quality should have separate control panels and the
options vary greatly from training centre to non-slip floor. relevant stop switches for safety purposes. As
training centre, ranging from a simple cold a rehabilitation, training and recovery area, the
plunge pool to a full hydrotherapy suite. A storage area will be needed for players’ flotation hydrotherapy suite will ideally offer players a view
suits (which will be wet and heavy after use) of the pitches outside or an alternative vista and
and other equipment. All hydrotherapy facilities allow the appropriate staff to see into the area.
Examples of recovery facilities:
4.1.5.5 Cryotherapy
• Large pool • Flow pool with resistance water jets
• Hot/cold plunge pools • Jacuzzi/hydro pool Cryotherapy facilities should form part of the significant impact in terms of both operations and
recovery area and should be adjacent to the design, especially as regards the plant room. For
• Underwater treadmill (potentially with • Relaxation lounge hydrotherapy area and the dressing rooms. example, some products require liquid nitrogen,
underwater cameras and adjustable In addition to the room with the cryotherapy while others are electrical, and they each have their
floor heights) • Sauna/steam room chamber(s) in it, you will also need a separate own specific requirements. It is advisable to decide
plant room. There is a wide range of products on on the product during the detailed design phase.
the market, and the choice of product will have a
The hydrotherapy area will also need a separate room to house the workings of
the pools – pumps filtration etc.
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