APIA Leichhardt FC: 70 years on & still counting

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Images provided by APIA Leichhardt FC

On 18th April, APIA Leichhardt FC – one of the most successful football clubs in Australia – will be celebrating its 70th year with a glamorous gala event at La Montage Function Centre.

The names of the former players who wore the maroon and sky blue colours of the club just roll off the tongue – including Stan Ackerley, Leo Baumgartner, Col Bennett, Arno Bertogna, Archie Blue, George Blues, Fillipo Bottalico, Mark Brown, Rod Brown, Alex Bundalo, Terry Butler, Ricard Campana, Ernie Campbell, Paul Carter, John Doyle, Stan Foster, Johnny Giacometti, Sebastian Giampolo, Joey Gibbs, Terry Greedy, Pat Hughes, Audauto Iglesias, Karl Jaros, Peter Katholos, George Keith, Billy Kerklaan, Lawrie McKinna, Danny McKinnon, Graham McKinnon, David McQuire, Ross Maiorana, Brad Maloney, Jean-Paul de Marigny, Joe Marston, Bruce Morrow, Tony Morsello, David Muir, George Nuttall, Phil O’Connor, Peter Ollerton, Franco Parisi, Tony Pezzano, Mark Pullen, Nick Rizzo, John Roberts, Billy Rogers, Jim Rooney, Bill Rorke, John Russell, Jim Sambrook, Marshall Soper, Darren Stewart, Brian Taylor, Cliff Van Blerk, Jason Van Blerk, Walter Valeri, Willie Wallace, John Watkiss,  Vernon Wentzel, Peter Wilson, Johnny Wong and Charlie Yankos.

The significance of this milestone is not lost on long serving President, Tony Raciti, who has been associated with the club since 1977 and is leading the charge for  APIA’s participation in the National Second Tier Competition commencing in March, 2025.

Although there is a lot of work to be done before next March, Raciti goes about his work with his usual determination to ensure the club is fully prepared for the task ahead.

In this interview with Roger Sleeman, Tony Raciti discusses the significance of APIA’s longevity in Australian football, the state of play for the Club’s National Second Tier effort and conveys his thoughts about all things football in Australia.

 

ROGER SLEEMAN

On the 70th anniversary of the club, what feelings are evoked?

TONY RACITI

The club has shown incredible stability in this time and we’re on target to enjoy another 70 years of prosperity.

The function on 18th April will be recognition of the club’s achievements over the 70 years and the large assembly of former and current players, supporters and sponsors will be a testimony to the continuing success and ambition of the club, particularly with the start of the National Second Tier.

R.S.

Is the original reason for the club’s formation still relevant today?

T.R.

It was originally formed as a sporting social club but obviously football was centre stage.

Today, the social aspect is not so evident as we’re a football club first and foremost providing a focus for the sport in the inner west for thousands of people, including players and supporters.

It’s now a firm fabric in local society.

Although the club has a strong Italian heritage, especially dating back to the 50’s and 60’s, there was also a strong Scottish and English influence which is still prevalent today.

Interestingly, if you examine the data base of registered players at the club, there are roughly 75% of Anglo Saxon and others of non Italian background which confirms we’ve fully integrated into the local community.

R.S.

You’ve been with the club since 1977.

What changes have you seen in this period?

T.R.

The fact we were incurring substantial losses in previous years, despite always meeting our debt, was not ideal. However, we are no longer incurring annual losses but breaking even or making small surpluses.

Lambert Park had never been subsidized by the local council until 2014 when the club was granted a $2.4 million government grant to upgrade the facility, the clubrooms and playing surface.

The club currently has an asset register which exceeds $6 million dollars and fortunately the local council is to provide funds to upgrade our synthetic surface and drainage. They will contribute $1.8 million dollars with the club funding  $500,000.

Fortunately, we’ll be playing at Leichhardt Oval next year in the N.S.T. and we have seven other grounds available in the area as registrations are growing rapidly.

To  meet the demand, we’re hiring school grounds for training  , including Concord High School four nights a week which has been funded by  the junior and women’s section of the club  who have banded together to raise $45,000 for lighting at the school.

R.S

Does Football NSW do enough to support your club and NPL Clubs in general?

T.R.

Unfortunately, the landscape has changed in the last decade or two and the makeup of the board requires more people with a football background.

Currently, there are a number who don’t have the knowledge of football history and club operations.

Nevertheless, Football NSW are a governing body with a strong management structure in a game which is bursting at the seams in N.S.W.

R.S.

Can the National Second Tier be a natural progression from the NPL?

T.R.

Absolutely.

It will support and underpin the A-League and provide advancement for clubs who want to grow further on a national stage.

In recent years, there’s been a deterioration in criteria observed for the NPL so the NST will provide an opportunity for clubs with ambition to achieve a higher position in the game and to evolve further in a much stronger competition with better training and playing facilities.

R.S.

Can the clubs raise sufficient capital to fund their place in the N.S.T.?

T.R.

I’ve been personally impressed with the clubs involved in the process and have no doubt the clubs will be financially stable, particularly with their fund raising activities.

From an APIA standpoint, we’ll be the first sporting club in Australia to be owned by the community via public shareholding.

This process hasn’t been launched yet because we haven’t finalised our prospectus which has to be approved by ASIC.

Initially, we are limited by law to twenty shareholders who have committed $500,000 so we can submit our bank guarantee to the F.A. to play in the N.S.T.

Beyond the approval of the prospectus, we’re confident we can increase our shareholding to 1000 by the end of 2024.

We also have strong corporate sponsorship to the tune of $800,000 per annum and with the move to Leichhardt Oval next year, the 2,500 under cover seats will be sold by end of January, 2025 which will give the club an injection of $1,000,000, adding to other revenue streams.

R.S.

Are all your supporters and sponsors fully behind the N.S.T. ?

T.R.

Very much so and they see the club is well managed with a strong board.

For the past decade, the club has been a powerhouse in first grade as well as juniors, SAP, women’s and girls.

Currently, there are twelve other clubs knocking on the door to be included beyond the initial eight accepted, so this speaks volumes for the interest in the N.S.T.

Obviously, only four of those clubs will be accepted in  the 2025 competition because there can’t be a 20-team League in the first season.

The FA  have been totally co-operative as a governing body which will guarantee the League has direction, stability, and good management, providing better marketing opportunities for the clubs, especially blanket television broadcasting.

Regrettably, in the initial stages there will be no money for the N.S.T. flowing from the broadcast deal.

R.S.

In view of the troubled A-League, will the football public warm to the NST?

T.R.

I believe they will and when promotion and relegation is introduced both Leagues will boom.

With the cost of licences in the A-League, it was premature to introduce promotion and relegation immediately.

Critically, there will be a higher level of competition on view in the NST.

R.S.

Can the A-League overcome its current problems to ensure there is no delay in the start of the NST?

T.R.

The NST will definitely commence next year.

It should be remembered there are thriving clubs like Sydney FC, Wanderers and Melbourne Victory and the remainder are working hard to improve their lot.

I wish I had $15 million to purchase Newcastle Jets because it’s a strong football area.

The purchase of Perth Glory by the Pellegra Group is also a perfect example of the willingness of substantial investors to support the game.

R.S.

Currently NPL playing times vary greatly.

Do you expect there will be uniformity in the NST whereby all games start at 3pm on the weekend?

T.R.

There is only one time to play these matches which should be at 3 or 3.30 pm on a Sunday afternoon.

You’re looking for trouble playing outside these times when you’re playing in winter so APIA will be abiding by these times.

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Beyond the Pitch: Miyuki Kobayashi on the Real Challenges Facing Japan’s Women’s Game

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Image credit: JEFUNITED

Last week, Soccerscene spoke to pioneer of women’s football in Japan, Miyuki Kobayashi, about the game’s development in Japan and the intersection between sporting and social change in the country.

 

Talent, quality and recent silverware

After Japan’s recent AFC Women’s Asian Cup victory in the final against Australia, the women’s national team solidified its standing as the No.1 team in Asia.

Throughout the last 15 years, Japan’s women’s national team has grown into a formidable opponent, boasting a World Cup trophy, an Olympic silver medal, as well as three AFC Women’s Asian Cups.

The talent is undeniable. The quality is unwavering. And the team shows no signs of slowing down.

But these victories and trophies on the world stage wouldn’t be possible without the leaders behind the scenes – none more so than Miyuki Kobayashi, former WE League Board Member and current JEF United Ladies Scout and Academy Chief.

 

Laying the foundations

Kobayashi has led the charge for women’s football in Japan, promoting not only a sport which values success, but one which empowers female footballers across the nation.

“At university, not many girls were playing and we didn’t have an official team. I went to the US and the environment was so different,” Kobayashi explained.

“That opened my eyes – women can play. That’s how I started the women’s soccer league when I came back: to make an environment for girls to play.”

Thus, accessibility and opportunity became driving factors behind Kobayashi’s work, not only for those on the pitch, but for those in the dugout.

“I got involved at the JFA (Japanese Football Association) to promote women’s football. We wanted to create the opportunity for women to be coaches.”

“They are coached by men all the time, so even when the top players leave the football world, they never think to be involved.”

Furthermore, as a former coach of JEF United Ladies Youth and General Manager, Kobayashi was intent on employing as many female coaches as possible. It was not merely a personnel change, but a challenge to widespread social attitudes.

“When I started to employ female coaches, the girls’ parents asked why the coach wasn’t a man. But gradually, we started to make it equal – they didn’t talk about the gender, but about the quality of the coach.”

 

The mission to empower

In 2011, the same year Japan’s women won the World Cup, the domestic league was yet to become professional. Known as the Nadeshiko League, players would work during the day and train in the evenings.

The transition from an amateur to the current professional league required time, resilience and a change in perspective.

“The sports world in Japan is more traditional – it is dominated by men,” said Kobayashi.

“If you want to make the environment even, or (want) more women to come into the (football) world, you can change the mind of the players.”

Since 2021, the WE League has embodied a sense of growth and positive change for the women’s game. In name and nature, it looks to empower players, coaches and all involved in the industry.

“I was in charge of mission achievement for women’s empowerment. We wanted to educate the players, to inspire girls and women who watch the game.”

However, the drive to empower women in football was not without backlash and challenges.

“Some people don’t like that word: ’empowerment’. It’s too strong for them. Some women really appreciate it, but it’s not easy to change the mind of society through football,” Kobayashi admitted.

 

Growing and attracting talent

Although WE League clubs are accelerating youth development and expanding pathways across U15, U18 and first team football, Kobayashi acknowledged that the overall product must improve to bring foreign players to Japan and entice homegrown talent to stay.

“Most of the national team players go to Europe or North America. I don’t say it’s a problem, but from a young age, girls who can play in the WE League want to go abroad,” Kobayashi outlined.

Indeed, when looking at the starting XI in last month’s AFC Women’s Asian Cup final, only one player – Hana Takahashi – plays in the WE League.

But the key to attracting domestic and international players to the WE League, is aligning financial investment and industry attitudes.

“The reason why women’s football has developed in European countries is the social thinking – you have to be equal and have the same opportunities as men in football. The Japanese way of thinking, especially in the football world, is not that at all,” Kobayashi continued.

“When I speak to people at Spanish clubs, women’s football is not a charity, but an investment.”

“We have assets. We have good, young players, but we’re exporting them, so we need to import too.”

Indeed, Spain is a perfect example of what can happen when investment becomes intentional, not optional. Back-to-back UEFA Women’s Nations League titles, 90% television viewership increase since 2016, and record-breaking crowd numbers reflect what can happen when the industry aligns in vision and commitment.

Japan has the players to compete against any nation in the world. Purposeful investment, combined with its overall quality of players and style, could transform the WE League into a true, global powerhouse.

 

The vision for the future

Moving forward, Kobayashi hopes that girls progressing through JEF United’s academies develop confidence and resilience, whether as players or people.

“We want to make the girls – even if they aren’t in JEF United – continue playing football and continue to be leaders,” Kobayashi said.

“Some of them have a dream to be a coach or a leader off the field too, so that’s one of the attributes we want to develop.”

This resilience, reflected by the club’s ‘never give up’ philosophy, is testament to the vision of empowerment championed by Kobayashi across the women’s game.

Even in the face of social obstacles and a lack of financial investment, perseverance and hard work is at the bedrock of women’s football in Japan. It is not just that these values exist, but that they are consistently manifested on and off the pitch, which can show future generations that football is a sport for all – men and women alike.

 

Final thoughts

There is no limit to what the WE League and the national team can achieve if given the resources it deserves. All the ingredients are there: individual quality, a distinct playing style, football philosophy and ambitions to grow.

By following the example of industry leaders like Kobayashi, women’s football in Japan can hopefully continue to make waves of impact – in the sporting landscape and society as a whole.

How Sunbury United Is Defying the Odds to Keep Grassroots Football Alive

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Image credit: Football Victoria

Sunbury United stands as a cornerstone of the local community in Melbourne’s outer northwest. But for all the hard work given by local families and volunteers, the lack of funding continues to prohibit a level of growth which matches both ambition and potential.

 

Consolidating growth across the club

Soccerscene recently spoke to Club President, Sherridan Long, about the club’s ambitions going forward, the family-oriented culture, and the challenges of operating at grassroots level in Australia.

“It’s gone really well in retention of players from 2025, [and] recruiting some players who have been really keen to come to the club and are really contending over just a small handful of spots,” explained Long.

“That’s been really rewarding to see the popularity of our programme and what the team is trying to develop in terms of culture and performance, to be somewhere that people want to go to.”

Furthermore, Sunbury United’s reputation in the community continues to inspire waves of prospective junior players, who are lining up for squad vacancies.

“We’ve got waitlists for almost every age group,” Long continued.

“We’ve seen a growth in interest coming into the club and girls wanting to play football, but also lots of families wanting to move to Sunbury and join our club, or move from other clubs.”

Sunbury United is ensuring that its culture and matchday atmosphere remains a safe, welcoming place for those who matter most in grassroots football: families, players and volunteers who sustain it every week.

Planning for success on and off the pitch

Despite solidifying a successful culture off the pitch, Sunbury United are refusing to slow down. From the senior men’s team to junior age groups, high-performance remains a key objective.

“Everyone is trying to win leagues – this is something we’ve been working towards for a few years,” said Long.

“Each little milestone across the year means we’re getting closer to a senior men’s promotion or championship – it’s been over ten years since a promotion or championship at the club.”

Although several years have passed since Sunbury United saw success in the form of silverware, the club’s progress in recent seasons may yet lead to a trophy in the very near future.

But reaching this goal requires not only a cohesive effort from players and coaches, but from all stakeholders and participants within the club space. To this end, Sunbury United underwent a strategic plan set-up to align their operations with the ambitions and thoughts of everyone involved.

“We undertook some survey and stakeholder analysis through our members to understand what it is they love about Sunbury United, why they participate, where they see the club going and how they can be a part of that.”

“It was nice to hear exactly what they wanted, what they thought of and what they felt by being part of United. So that shaped our strategic plan in terms of performance, community and working together as a team.”

Ultimately, it is this balance of performance, teamwork and trust in the community which can set clubs up for success. Whether at grassroots or professional level, if everyone involved operates under shared values and vision, the silverware becomes a question of when, not if.

 

Challenges of the grassroots game

As with any club or organisation in sport, progress inevitably encounters barriers, hiccups and challenges along the way. Facility access, infrastructure quality and investment are common issues not just for Sunbury, but for all in the grassroots space.

“Most places share winter and summer sports so you can only use your space a certain amount of months a year before it turns to the summer sport,” Long outlined.

“It means that there’s no space for juniors to conduct a proper pre-season, so they’re doing it at other reserves in Hume Council and not actually at our home.”

Indeed, we have seen already the lack of investment directed towards the football community. Soccerscene recently looked into The City of Hume’s current budget, which revealed a 10:1 funding imbalance between AFL and the beautiful game. For Sunbury United, and many other clubs, the impact is undeniable.

“We can’t fill the second or third women’s team because there’s no infrastructure to facilitate changing between boys and girls changing room on the flick of a dime. You’re not only balancing access between two squads and gendered safe spaces, but also junior and senior spaces,” Long explained.

“We’re limited by aspirations being within the lines and being within the physical building that we have. Investment in football infrastructure would be a game-changer.”

It’s a common theme in Australia’s grassroots landscape. Clubs with loyal supporters, interested players and a desire to develop, continue to be restricted by the boundaries of their facilities.

It is not about demand. It’s about necessity. If clubs like Sunbury United are to continue working towards player development and squad expansion, external investment is a must-have.

 

Fighting for the future

As Sunbury United continues to strengthen bonds with the surrounding community and within the club, the foundations are ready for the seasons to come. From youth teams to seniors, the club continues to emphasise connection as a fundamental principle.

“We sit under one umbrella. We’re not two separate committees or two clubs,” Long revealed, expressing the idea behind a connected senior’s and junior’s set-up.

“It’s important to the long-term sustainability and longevity of our club, not just to the performance side, that everyone’s invested and feels a part of something, and that they can be involved.”

One club, one philosophy and one family. Grassroots football will continue to throw its challenges for years to come, but Sunbury are, and will be, more united than ever.

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