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Bettesworth Construction
Construction Budgeting

How to Evaluate a Football Training Facility Project Before Construction Begins

A practical pre-construction framework for testing a football training facility’s demand, site, feasibility, whole-life budget, delivery plan, and readiness to operate.

By Bettesworth Construction Team 6 min read
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Before approving design or construction, establish that the facility has a defined purpose and credible demand, that a suitable site can be developed, and that the project can be funded, delivered, and operated over its useful life. The right outcome is a documented, conditional go/no-go decision—not a commitment based on a pitch concept or a single construction price.

1. Define the purpose, users, and demand

Start with the people and activities the facility is meant to serve. A club, association, school, or municipality should be able to explain who will use it, how often, for what training or match activity, and what outcomes the investment is intended to support. The brief should also describe access arrangements and any complementary uses that affect the design or operating model.

Make demand testable. Identify likely user groups, estimate the hours and capacity they need, and compare those estimates with local schedules and evidence from prospective users. A large forecast is not useful if it depends on unscheduled demand, unavailable users, or operating hours the site cannot support.

Decide who will own, fund, operate, and maintain the facility, and identify who has authority to approve scope or budget changes. FIFA’s Installing Football Turf guidance, last updated 9 August 2021, recommends establishing goals and demand alongside financial and operational planning. It also gives 5%–10% of the total project budget as an indicative allowance for independent expert advice in this context; that is not a universal professional-fee benchmark.

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2. Compare viable site and development options

Do not assume a new build is the only answer. Include refurbishment or an upgrade of an existing site if it could meet the brief. Compare only options that are genuinely available to the project, using consistent assumptions about capacity, scope, access, and operation.

  • Property and footprint: establish ownership, lease or other rights, availability, and enough land for pitches, buildings, circulation, servicing, and construction access.
  • Access and logistics: assess how users, staff, deliveries, maintenance equipment, and construction traffic will reach and operate at the site.
  • Planning and approvals: identify land-use restrictions, permissions, building and accessibility rules, and consultation requirements with the relevant local authorities.
  • Ground and services: investigate ground and soil conditions, levels, earthworks, drainage, water supply, utilities, irrigation needs, and any relevant contamination risk.
  • Effects and suitability: consider environmental and community effects required by the local approval process, and whether the location can support the intended surface and intensity of use.

FIFA’s feasibility and training-site guidance treats availability, size, approvals, users, and construction and operational access as relevant considerations. The applicable legal and planning requirements depend on the jurisdiction, so confirm them with the responsible authorities rather than relying on a generic checklist.

3. Commission a feasibility study before detailed design

A feasibility study should determine whether the proposal should proceed and, if so, under what conditions. It should test technical constraints, affordability, legal and planning processes, schedule realism, and risks to both delivery and operation. Site investigations and early professional advice should inform the concept; detailed design commitments made before those findings can lock the project into an unsuitable footprint, scope, or surface.

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Keep three decisions distinct:

Question What it asks What evidence should answer it
Feasibility Should the project be attempted? Technical, legal, schedule, financial, and risk assessment of the proposal and its credible alternatives.
Viability Can the facility sustain itself over time? Operating assumptions, recurring resources, expected use, and future renewal needs.
Affordability Can this owner accommodate the cost? Available funding, budget capacity, timing of expenditure, and the treatment of uncertainty.

FIFA’s project-feasibility framework makes these distinctions important: a project can be technically achievable yet unaffordable, or affordable to build but difficult to sustain. The report should compare meaningful alternatives—such as refurbishment against new build, candidate sites, surface options, or phased scope—where they are real choices, not merely list them.

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4. Build a whole-life budget, not just a construction estimate

Prepare a budget that covers both development and the resources needed to keep the facility usable. FIFA’s turf-installation guidance identifies location, transport and material availability, scale, site access, earthworks and drainage, ground conditions, and quality level as cost drivers. These factors make an example from another site or country a poor substitute for project-specific quantities and current local pricing.

At minimum, show the following costs and assumptions where applicable:

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  • Land or site costs, surveys, investigations, design and advice, permissions, and project management.
  • Site preparation, earthworks, drainage, utilities, pitch construction, buildings, equipment, and construction access.
  • Contingency, escalation assumptions, funding sources, and who bears each identified delivery risk.
  • Recurring maintenance, staffing, utilities, supplies, and any operating services.
  • Depreciation and the planned timing and funding of major renovation or replacement.

Obtain site-appropriate investigations, quantities, and market prices; make uncertainty visible instead of burying it in a single headline figure. The Football Association of Ireland’s 2023 facility investment strategy gives an illustrative estimate of approximately €500,000 for a new artificial pitch, described as development from a greenfield site to an installed pitch meeting FAI and FIFA Quality Programme requirements and based on feedback from a market-leading contractor. Its defined context and scope mean it should not be treated as a current estimate for another project.

5. Set performance requirements that match use and operating capacity

Choose the facility and surface requirements according to intended users, use intensity, local climate, available resources, and the operator’s ability to maintain them. Consider natural grass, hybrid, or artificial turf only where those alternatives are relevant to the brief; there is no universally best surface independent of site and operating conditions.

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Before tender, translate the chosen concept into outcome-based requirements bidders can price on the same basis. Where relevant, specify the required scope for basework and earthworks, drainage, sub-base, surface, sports equipment, testing, documentation, and handover. FIFA’s installation guidance organizes artificial-turf work around these components.

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If FIFA QUALITY or FIFA QUALITY PRO is a required outcome, state that requirement clearly and confirm the applicable current standard and test with FIFA or the relevant accredited body before procurement. FIFA says the final installed field must pass the applicable accredited field test for the mark; a product claim or design specification alone does not establish that the completed field qualifies.

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6. Structure procurement and contract protections around the brief

Issue the same scope, evaluation criteria, and timetable to all bidders. Compare what each proposal actually includes, not only its total price. A large price difference may reflect omitted work, a different interpretation of the brief, or a lower-quality solution rather than equivalent value.

Set out measurable quality obligations, material commitments, review points, records, and remedies in the procurement documents and contract. For turf, FIFA advises linking warranty terms to field playing hours and maintenance frequency. Name the owner-side decision maker, designer, independent adviser, contractor, testing body, and future operator so responsibilities do not disappear between design, construction, testing, and handover.

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Agree how work and evidence will be reviewed at relevant stages, including site preparation, basework, drainage, sub-base, surface installation, defect correction, testing, and handover. Match the inspection and acceptance arrangements to the project scope and any certification requirement.

7. Confirm operational readiness before authorizing construction

Approval to build should depend on a credible plan for running the facility, not simply a forecast that it will be busy. Identify staff or service providers, maintenance expertise and equipment, utility funding, a maintenance schedule, and a realistic usage and revenue forecast. The operating budget should also account for supplies and the future renewal plan included in the whole-life cost model.

FIFA notes that turf longevity and playing performance depend on maintenance, and that restoring a turf field to required standards can require special equipment and substantial time. If the operator cannot resource the specified maintenance regime, revisit the surface, service arrangement, budget, or operating assumptions before construction.

Make the decision conditional on evidence

Record a go, no-go, or conditional-go recommendation with the evidence and unresolved conditions attached. A conditional go should name the actions, responsible parties, and approvals required before the next commitment—for example, securing site rights, completing a ground investigation, obtaining planning confirmation, or closing a funding gap.

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  • Go: demand and ownership are credible; site and approval risks are understood; the whole-life budget is affordable; and delivery and operating responsibilities are resourced.
  • Conditional go: the project appears supportable, but specified evidence, funding, permissions, or risk controls must be completed before a defined decision point.
  • No-go or redesign: a material requirement cannot be met, a viable operating plan is absent, or the project remains unaffordable or too risky on the evidence available.

For any real project, verify current standards and certification procedures, local codes and planning requirements, local costs, and site conditions with the relevant authorities and qualified project advisers.

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