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Sports Facility Planning and Development

Neil Allen, naa Paul Cox, Worthing College

Agenda

  10.30

11.00-12.00

 12.00 

12.30

   1.45

2.45

3.45

Welcome and introductions The facility planning and development process Case Study (Worthing College)

Lunch

Practical exercise Management and funding Wrap-up and summary

Welcome and Introductions

Welcome and Introductions •

Ice Breaker

• Your background and facility issues / challenges?

• What are you looking to get out of the day?

The Facility Planning and Development Process

Why we are here......

• ‘

Taking part in sport positively impacts the students experience, adds value to the academic qualification and directly impacts the employability of graduates ’

(Sports Industry Research Centre 2013) • One in five respondents to the Sport England Sport in Colleges survey said that the sporting opportunities offered by a College were influential in their decision to apply....

Introduction and Context

 2013/14 Sport in Colleges key facts.  Colleges provide ‘fit for purpose’ facilities for an average of 13 sports per College  Colleges provide facilities for clubs, community use and public group – 88% sports halls, 91% AGPs accessible  100 Colleges (30%) planning to develop new sports facilities  Sector makes significant contribution to community sport through facility provision – role to increase.............

Introduction and Context

    Key College driver is curriculum and student needs Part of Estate master-planning process BUT...............

 Crucial Colleges connect with the community, central to the LEP agenda, Colleges at the heart Key to success – positioning developments as part of wider sporting community  Critical to planning and funding

Build it and they will come.......?!

Underestimated Demand......?!

Planning for Sport

  Local Planning Authority (LPA) set the policy context Local Plan in line with National Planning Policy Framework (NPPF)  Developments assessed in line with policy and sports priorities:  Sports development strategy, sports facility strategy, playing pitch strategy  National Governing Body (NGB) priorities  Developing a shared vision

Planning for Sport

      Sport England crucial role – key consultee and advisor to LPA Statutory consultee on all playing fields applications

2012-17 Strategy – Creating a Sporting Habit for Life

Priority to increase participation in sport Early consultation with Sport England regional planners National Planning Policy Framework (NPPF)

Planning for Sport

 NPPF paragraphs 73 and 74 –

robust and up-to-date assessments of need

   Two new Sport England methodologies to deliver:  Assessing Needs and Opportunities Guide (ANOG)  Playing Pitch Strategy methodology (PPS)

‘How to do’

needs assessment for indoor and outdoor sport Undertake ANOG / PPS to support strategy development, planning application,

Planning for Sport

    Sport England’s planning for sport principles:

Protect

- Protect existing facilities

Enhance

- Enhance the quality, accessibility and management of existing facilities

Provide

- Provide new facilities to meet demand     Seek to deliver these principles through: Forward Planning Development Management Strategy for meeting needs

Planning for Sport

   Principles of ANOG and PPS:  Develop aims, define scope, strategic context  Supply and demand analysis  Consultation  Needs assessment Will guide Sport England and NGBs approach to strategic planning –

strategies, priorities, applications, funding......

Methodologies aimed at Local Authorities and planning led  But applicable to all including Colleges and SE will expect all to undertake ANOG / PPS to support planning policy, strategy development, planning applications, funding

ANOG Principles

      Aim to help local authorities meet paragraph 73 and 74 of the NPPF Process applicable for other audiences e.g. Colleges, NGBs, clubs etc to help make the case for a single sport or facility type Process document, which is equally applicable to a range of different sports and facilities at all geographical levels Same process but proportionate to scale of analysis Seeks to utilise the same terminology and approach as advocated in other relevant sports planning guidance most notably PPS Not just ‘what to do’ in terms of developing a needs assessment for indoor and outdoor sport BUT also how to apply and implement the needs assessment work once it has been developed................

ANOG Process



Stage 1

– Prepare and tailor your assessment 

Stage 2

– Gather information on supply and demand 

Stage 3

– Assessment, bring the information together

Stage 1 – Prepare and Tailor the Approach

 Purpose and Objectives  Proportionate  Sporting Scope (formal sports) – local determination  Geographical Scope  Strategic Context  Project Management

Stage 2 – Gathering Information

 Establish a full picture covering all elements of the

supply

of facilities in the area  Establish a clear understanding of the current and future

demand



Consult

on supply and demand

Supply Principles

     Relevant facility types across all sectors Ownership of facilities should therefore be captured as part of the audit process For all provision the audit should cover and capture information on

quantity of provision, quality, access and availability

Any new facilities which are planned, along with any forthcoming closures or enhancements which are due to come on stream The audit should capture information on provision neighbouring the study area and the relevant catchment area

Supply Analysis

   

Quantity

- what facilities there are in the area, how many you have?

Quality

purpose

) - how good they are? (condition and

fit for

Accessibility

- where they are located?

Availability

- how available are they?

 Relationship between all four elements critical

Demand Drivers

      Demographic Profile Sports Participation Profile Sports specific priorities – national and local Unmet, latent and future demand Local area priorities Use national (Sport England) and local data – Local Sports Profile, Active People and Market Segmentation  Relationship between all drivers critical

Stage 3 Assessment – Bringing the Information Together

   Build a picture of the level of provision Layering information to build up the picture  Drawing the assessment together from information gained in stage one and stage two combined  Utilising planning tools as appropriate to support the assessment Considering consultation findings to support the assessment

Stage 3 Assessment – Bringing the Information Together

  Setting out the key facility issues and priorities Concluding the assessment by demonstrating how findings clearly relate to all evidence gathered and will drive participation in sport  Developing policy priorities:

provide, protect, enhance

deliver the identified priorities to  Series of key Questions............

Stage 3 – Key Questions

 

Quantity

- What facilities there are in your area? How many do you have? Do you have enough? How much capacity is there?

Quality

– Are the facilities ‘fit for purpose’ for the users? Do the facilities provide the level of play needed? Does the quality meet the user expectations? Supply Demand Consultation Tools

Stage 3 – Key Questions

 

Accessibility

– Where are the facilities located? Are they in the right physical location for users? Are there any geographical gaps in the supply of facilities?

Availability

– Are the facilities available to users who want to use them, when they want to use them? How are facilities being used?

Supply Demand Consultation Tools

Examples

Categories Quantity Quality Accessibility Availability (mgmt and usage)

Protect, Enhance, Provide

Sports Halls

Provision compares favourably with comparative areas using the tools.

The quality is good, a lot of the stock is modern built on school sites over the past 10-years and meets modern day requirements.

There are however areas of the borough where there are gaps in provision based on catchment area analysis.

There are no planned closures or new provision (including cross-boundary), impact on this.

which will This is confirmed through consultation and site visits.

This is consultation.

confirmed through Population growth will however put pressure on quantity of provision in particular areas of the district.

The current sports hall stock is not however ‘fit for purpose’ for performance sport, the halls are not the ideal dimensions and there is no spectator provision.

These gaps are through consultation.

confirmed The projected population growth aligns with the areas of provision gaps.

Analysis segmentation data also shows these are the areas of the higher latent demand for hall sports across the area.

of market England Basketball development and considers the area a priority for basketball there strong club infra-structure and long-held local priority to develop the sport, including provision at ‘x’ location.

is a new Nearly all the sports hall stock is however located on school sites with no daytime access and variable community use policies.

Most halls appear under-utilised and are not full however consultation reveals difficulty in gaining access due to management, programming and cost barriers.

The priority would appear to be to seek to

enhance

general sport and recreation usage of sports halls through the development of management and usage agreements in partnership with schools, whilst provision to meet accessibility gaps.

providing

new This is confirmed through consultation and site visits.

Potential of new provision to focus on needs of basketball, ensuring facilities meet the sport needs in terms specifications.

of technical Clubs struggle general and to get ‘pay specific access and sports over play’.

Basketball particularly struggles for time. Therefore usage of existing stock could potentially be increased.

Examples

Categories Quantity Athletics

The audit of quantity shows there are no synthetic athletics tracks in the local authority area however there are a number of tracks located in neighbouring authority areas. There are no closure plans.

Facilities per thousand shows the area is well served in comparison to others. There is a strong local club whose home base is one of the local neighbouring tracks. There has however been a long held local aspiration for a track in the local authority area to house the local club.

The England Athletics Strategic Facility Plan (2012-17) does not prioritise other the forms area.

of Suggests provision Compact Athletics Models and road and off-road running may be more appropriate for the area.

Area population growth will have negligible impact on athletics participation.

Quality Accessibility

The audit of quality suggests neighbouring tracks are all good quality meeting relevant England Athletics standards.

The catchment areas for the neighbouring tracks cover all the local authority area, there are no provision gaps based on accessibility catchments.

This is confirmed through consultation. Consultation with England Athletics Facility Development Officer confirms the tracks in the area are ‘fit for purpose’ to meet the sports needs.

This is consultation.

confirmed through

Availability (mgmt and usage)

The track used by the local club is fully accessible and meets the club needs in terms of both training and competition.

Protect, Enhance, Provide

There would appear to be no need to

provide

additional new track provision authority area.

in the There local is sufficient accessible provision of good quality to serve the area in neighbouring boroughs.

The local priority should be to develop a Compact Athletics Model potentially in partnership with a school and ensure road and off-road running opportunities are provided. This level of provision will help to grow the sport into the area and help to sustain and the local club.

Key Findings and Prioritising Issues

  

Develop policies around protect, provide, enhance

Linked to what the evidence says.......

‘Specific needs and opportunities for new provision’

(NPPF para 73)     May be facilities

surplus

to requirements (NPPF para 74) NPPF compliant – standards)

specific facility needs

(as opposed to Write-up and

check and challenge

Application...........

– with partners?

Review and Monitoring

 Update needs and evidence base on a regular basis – annual  Monitor and if / when supply and demand changes significantly – full review  3-years as a rule of thumb

ANOG Applications

 Planning policy development  Development management  Infrastructure development plan/CIL  Sport and recreation facility strategy  Developing evidence for funding bids

Playing Pitch Strategy (PPS)

 PPS process  Sport England Playing Fields policy – Policy exceptions E1-E5  Some common misconceptions............

 Any development on pitches must undertake a needs assessment in line with NPPF (PPS methodology) and provide a rigorous case in line with Playing Fields Policy

PPS Process

Playing Fields Policy

 Sport England will oppose the granting of planning permission for any development which would lead to the loss of, or prejudice the use of all or part of any playing field, unless.....

- An assessment of current and future needs has demonstrated that

there is an excess of playing field provision in the catchment

, and the site has no special significance to the interests of sport

The proposed development is ancillary to the principal use of the site

as a playing field or playing fields, and does not affect the quantity or quality of pitches or adversely affect their use

Playing Fields Policy

E3 - The proposed development affects only land incapable of forming, or forming part of, a playing pitch

, and does not result in the loss of or inability to make use of any playing pitch

Lost playing fields would be replaced by a playing field or playing fields of an equivalent or better quality and of equivalent or greater quantity

, in a suitable location and subject to equivalent or better management arrangements, prior to the commencement of development

The proposed development is for an indoor or outdoor sports facility, the provision of which would be of sufficient benefit to the development of sport as to outweigh the detriment caused by the loss

of the playing field or playing field.

Common Misconceptions

College no longer require the pitch?

We are building a sports hall so all is ok?

The pitch is disused?

The area in question does not contain a pitch?

The site is a private site?

Development Considerations

 Following the needs assessment subsequent facility must be

‘fit for purpose’

   Assessment of need =

master-planning, design, space planning and technical specifications for specific sport

Sport England ‘Developing the Right..........’ Sport England

Sports Data Sheets

Summary and Conclusions

     Don’t develop in isolation –

understand the wider context beyond curriculum and student needs

Early consultation with the LPA –

planning policy and local sports policy context

Share your vision with NGBs and local partners –

your priorities to wider sports community ‘win win’ match

Sport England views critical –

will shape and influence the LPA, particularly pitches

Assessment of need in line with NPPF –

ANOG / PPS

Case Study (Worthing College)

Case Study

The Context

In 1997, the Principal and College Governors reached the position that the existing college estate was not fit for purpose and could not deliver the learning experience needed for 21 st Century education. Their conclusion was that the College needed to rebuild.

Why?

• A range of improvements had already been made and there were limited further improvements that could be made • The existing buildings were poor quality, timber framed with limited capacity for structural improvements

The Timeline

1998 – 2006 2006 – 2009 2009 – 2012 College scheme to rebuild at Bolsover Road based on selling 5 acres to ASDA Stores. The scheme was rejected in 2006 on retail grounds following a Planning Inquiry.

The College developed a scheme to rebuild at Bolsover Road. The new £42 million scheme was based on 80% LSC grant, College borrowing of £4 million and sale of 5 acres for housing. First stage LSC approval and full planning permission achieved prior to the collapse of the LSC Capital Programme in June 2009.

New Property Strategy developed.

The Options Considered

Following the 2009 collapse of the LSC capital programme a number of options were evaluated: • Base case – a “do nothing” option.

• Complete re-build at Bolsover Road based on sale for residential and borrowing.

• Refurbishment of Bolsover Road plus 4,000m² new build.

• Same as above with cheaper new build.

• Alternative site – Lloyds TSB building.

• Alternative site – The Warren.

Case Study Recommended Action: 1

RED

No options analysis completed

AMBER GREEN

1-2 alternative options considered Full options analysis completed

The Importance of Partners

• • • We established a strong coalition of partners that were fully behind and supportive of our project: Local: Worthing RFC, Worthing Rebels FC (previous pitch hirers at old College), Worthing Golf Club, Worthing and District Netball Association and Angmering School Sports Partnership.

Regional: Chichester University, Sussex FA, Sussex Netball and Active Sussex.

National: AoC.

Case Study Recommended Action: 2

Sports Strategy Page: 5-8

RED

Strong internal will for the project but no external partners

AMBER GREEN

Strong internal will and coalition of local partners Strong internal will, coalition of local partners and key regional / national partners engaged

The Preferred Strategy

• The college preference was for a new build on our existing site but this was unaffordable. From the other options on cost, affordability and a quantitative and qualitative ranking, the preferred option was The Warren site • Purchase of The Warren site will be funded by sale of Bolsover Road to a Private Sector Partner for housing development, sale of 3 acres of The Warren site for housing development and college borrowing • Developer to refurbish The Warren site for college use • The new college will open in Summer 2013 in time for the new academic year

Assessing Needs and Opportunities (ANOG)

   We established a comprehensive analysis of the

supply

of facilities in the area We had a clear understanding of the current and future

demand

Consulted

broadly with a wide stakeholder group about supply and demand

Case Study Recommended Action: 3

RED

No ANOG process completed

AMBER

Internal ANOG process completed

GREEN

Comprehensive ANOG process completed within agreed geographical scope

What Did We Gain?

A prestigious location to inspire our staff and students and raise aspirations. A College site that allows us to recruit students in a very competitive local environment An excellent environment with extensive outdoor space, sports pitches, access to the South Downs and space for future expansion

New Worthing College at The Warren

A College environment fit for 21 st Century education with good size teaching rooms, service areas and staff and student facilities An opportunity to consolidate and grow our curriculum offer including an Adult Education programme focused on employers needs and our Sports Strategy An opportunity to develop further income streams by attracting visiting international students, increased lettings and partnerships with other organisations

Lost, Gained and Mantained

Sports Strategy Page: 17-19

Top Tip:

Your LGM analysis must be wholly linked to your ANOG outcomes

Case Study Recommended Action: 4

RED

No lost, gained and maintained analysis completed

AMBER GREEN

Partial lost, gained and maintained analysis completed Comprehensive lost, gained and maintained analysis in place

Your Sports Strategy

•

A Whole College sports strategy is essential if sport and active leisure is to grow and develop culturally in your College.

•

An FE College is a complex organisation and as such successful sports strategies need to transcend the classroom, field and gym if they are to gain traction and support

•

Your sports strategy should tie together ANOG, LGM and key partners.

Case Study Recommended Action: 5

RED

No sports strategy completed (take a look at fesport.co.uk)

AMBER

Sports strategy is out of date or does not include all elements covered today

GREEN

Comprehensive sports strategy is in place

The Warren site (1)

The Warren site (2)

The Warren site (3)

The Warren site (4)

Lunch

Practical Exercise

• Looking at delegate examples from this morning • Into 2 x groups to develop a work plan for tackling the challenges • Using stages: – Develop a vision – what are you trying to achieve and why?

– Who will you involve and why? Internally and externally – Supply challenges and what you will do?

– Demand challenges and what you will do?

– What will the outcomes look like............

Management and Funding

Funding Opportunities

  Sport England and NGBs Underpinned by robust needs assessment followed through into the development process   Sport England

Places People Play

Capital Funding Legacy Programmes ‘Fit for Purpose’ schemes based on needs and evidence......

Management Principles

      Have a clear vision, strategy and objectives for community use Community use is not a cash-cow Long-term comittment and development Don’t be put-off by common misconceptions that surround opening up facilities Seek support, don’t try to develop in isolation By developing your vision with key local partners will ensure you complement rather than compete

Management Principles

    Adopt a sustainable management and booking approach appropriate to your vision and likely income levels Consider all implications of opening up – cleaning energy, marketing etc Consider all spaces and facilities Programmes and usage will take time to evolve – be realistic  Get it right and significant impact on profile and role of College

Management Options

  Integrated with planning, design and funding process Management approach adopted must reflect project aims and established need  Ask yourself what you are trying to achieve, what is important and why?

 Various options dependent on the above and scale of development and facilities you have  No single solution depends on local circumstances

Management Options

 Management via an extended (existing) commercial College company  Establishment of a new College company  Direct management by the College sports team  Direct management by the local authority sports department

Management Options

 Management via contract with a specialist sports management operator (outsourcing)  Management via a not-for-profit organisation e.g. an existing local Trust (outsourcing)  Management via an extended community use specialist (outsourcing)  Mixed Economy – incorporating franchising of certain elements e.g. Fitness suite or AGP

Option Analysis

Option Existing College Company

• • • •

Pros

Existing track record and processes in place Structures in place can just be bolted on Could cross-subsidise from other commercial activities across the College Retains significant influence over management operation and • • •

Cons

Do they necessary possess the sports management expertise Understanding of the market and sector?

Will they maximise income and opportunities?

New College Company

• • • Potential focus for control and Could involve students and relevant Departments Retains significant influence over management and operation • • • No sports management expertise or track record Liable for all costs and exposed to full operational risks Expertise, understanding, maximising opportunities

Option Analysis

Option Sports Team

• • •

Pros

Allows employment volunteering control and integration with curriculum delivery Maximum control Opportunities flexibility for and student and • • • •

Cons

May require appointment of external (manager) to expertise co-ordinate and control May deflect from business of teaching core Liable for all costs and exposed to full operational risks Expertise, and understanding maximising opportunities

Option Analysis

Option Local Authority

• • • • • •

Pros

Strategic approach local provision with Utilises local expertise Co-ordination as opposed to competition Know and understand the market Shares risk with external partner Reduces risk of financial failure (dependent on contract) • •

Cons

Less partner control more of a Contract / agreement critical

Option Analysis

Option Private Sector

• • • • • •

Pros

Benefits from critical mass of ‘company’ – marketing, know-how, processes and procedures Can absorb loss and cross subsidise – build the business Can transfer significant risk to external partner Less financial exposure May be able to invest capital Exposes students to wider opportunities • • • • • • •

Cons

Less partner control more of a Loose streams, potential although income could profit share?

College would invest in monitoring need to Management fee may be applicable May be driven by financial objectives objectives over wider Contract / agreement critical May be difficulties in apportioning costs operational

Option Analysis

Option Trust

• • •

Pros

May be some financial benefits of NNDR and VAT Transfer of some operation and financial risk Other benefits similar to private sector option but with less critical mass depending on the actual trust • • • • • •

Cons

Less partner control more College would invest in monitoring need of a to Management fee may be applicable Contract / agreement critical May be difficulties in apportioning operational costs Similar cons to private sector but may be more of a social focus

Option Analysis

Option Specialist CU vehicle Mixed Economy Franchising

• •

Pros

Understand the business and challenges of cu Experts delivering specialist areas in • • • •

Cons

Limited market college sector in the Could be difficulties of co ordination Loose control and flexibility May be giving away the ‘crown jewels’

Summary and Conclusions

  Ensure needs assessment work is followed through in development proposals –

‘fit for purpose’ facilities

Funders will look to support

‘fit for purpose’

schemes based on needs and evidence  Management approach adopted must reflect project aims and established need  Ask yourself what you are trying to achieve, what is important and why?