Nottingham City Council Sport & Leisure Service

Understanding and improving Capacity Management

Donna Peacock Business Manager Capacity Management What’s it all about?

How do we define it?

What approach are Nottingham taking to improve it?

What does the future look like? Introduction to Nottingham

• Unitary authority • Strong and consistent political leadership • Medium term financial plan – deliver a balance budget – Efficiency – Improvement – VFM – Innovation – Stop / Reduce – Commercialism • 2015-2019 Strategies Capacity (Density) Management

This is not a new concept… …retail have used it since the 50’s

1. The maximum amount that something can contain 2. Fully occupying the available area or space 3. Is the difference between potential and actual utilised

Glossary – Capacity Vs Occupancy Ask yourself the big questions…

• Do we know how we are defining our capacity? • Do we know what is our maximum capacity? • Do we know what our occupancy is against that capacity? • Do we know the difference between a full booking sheet and a full centre? • Do we know what the maximum income and participation potential is for a centre?

Do we achieve it? 2 examples of what you can ask yourself? 3 Court Sports Hall Operating at 100% occupancy

100

90

80

70

60

50 Participation 40 Income 30

20

10

0 Casual Club Event 25m 6-lane Pool

Pro rata the 100% Income Activity Space space Income Capacity £ £ Fitness Swim 12 1/6 pool 36 216 Swim Lessons 12 1/3 pool 110 330 Fitness Class 35 1/2 pool 115 230 Club Booking 30 Pool 60 60 Family Swim 150 Pool 285 285 What’s important to Nottingham’s Capacity Management? Insight

• What do you know about your community and how can you use it?

• To design local offers you have to know the local market.

• Insight is everything.

The power of pricing

Understanding… 1.Fixed and variable costs 2.Competition 3.Business objectives 4.Proposed positioning strategies 5.Target groups and willingness to pay Question..

• Do we know our costs of operation? • Do we know when costs outweigh income at both ends of the scale? • Do we set charges to increase income rather than set charges to increase capacity? • Do we know our market place and what is achievable? The local authority leisure dilema To place these in order of priority…

• Council policy • Government policy • Health policy • Income generation • Community need • Development opportunities • NGB requirements • Partners requirements • Sell it cheap the more you have – make it more expensive the less you have • Charge for anything additional • Queuing is a good thing – waiting lists promote a higher spend • Differing capacity – peak and off peak Facility Planning

• Mapping exercises • Strategic Management approach • Working with NGBs and partners • Understanding supply and demand Sport England’s Facilities Planning Model (FPM)

Nottingham Sports Halls Pools

Sport England Comfort Factor* 80% 70%

Utilised Capacity 68% 75%

Head Room 12% -5%

Import 28% 32%

Export 17% 17%

* Sport England Comfort Factor - This describes the point at which, according to Sport England, a facility starts to become uncomfortably busy. Management Strategy - RAG system

• Consider stopping now

• Needs to be improved or changed

• Need to do more People are becoming a sparse resource People aren’t always well managed – Do our teams look to fill space on a sheet or fill the centre? – Do our teams understand what an infectious personality is? – Do our teams know that cleanliness is the biggest issue raised by our customers? – Matching expectations is exponential

Is it nice and quiet or nice and busy People Can deliver outcomes

KPI Apr-2013 Mar-2015

Occupancy 85% 92%

Participation 2,428 3,991

Direct Debit Payments 80% 90.30%

Outcome 2013/14 2014/15

Net Income £406,789 £634,173

Culture shift! The future for Nottingham – Are we focussed on outcomes?

• Our job is to reduce the subsidy for the citizens • Our job is to give user satisfaction • Our job is to inspire more people to be more active more often. What is expected now? We all know that savings are coming round again

•Know your business •Think through your ideas and bring solutions that deliver your defined outcomes •Check reality •Don’t be part of the creative inertia of the organisation •Manage the team •Check - can we afford to be nice and quiet? For Nottingham?

We’ve done a lot of intelligent thinking..

..now its time for intelligent doing One Component missing..

Thank you

Donna Peacock [email protected] WHAT IS PARKOUR/FREERUNNING?

Parkour / Freerunning / Art Du Déplacement is the non-competitive physical discipline of training to move freely over and through any terrain using only the abilities of the body, principally through running, jumping, climbing and quadrupedal movement. In practice it focuses on developing the fundamental attributes required for such movement, which include functional strength and fitness, balance, spatial awareness, agility, coordination, precision, control and creative vision.

It is a sport that encourages self-improvement on all levels, revealing one’s physical and mental limits while simultaneously offering ways to overcome them. It is a method of training one’s body and mind in order to be as completely functional, effective and liberated as possible in any environment.

The sport aims to build confidence, determination, self-discipline and self-reliance, and responsibility for one’s actions. It encourages humility, respect for others and for one’s environment, self-expression, community spirit, and the importance of play, discovery and safety at all times.

Notes: The description above is to describe Parkour as a sport and does not fully describe the art / discipline / philosophy of Parkour as a whole.

Council of Europe definition of sport: “Sport” means all forms of physical activity which, through casual or organised participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competition at all levels. HISTORY

The sport originally referred to as ‘le parcour’ was founded in Lisses, France in the 1980s by nine young men; David Belle, Sebastien Foucan, Chau Belle, Yann Hnautra, Laurent Piemontesi, Charles Perriere, Malik Diouf, Guylain N’Guba Boyeke, and Williams Belle.

In mid 1997, the group was known as the Yamakasi (Lingala for “strong man, strong spirit”). The Yamakasi created a new name for their movement-based practice: Art Du Déplacement, “the art of moving from one place to another”.

The term ‘Parkour’ was first introduced by David Belle in 1998 to describe parcours with a proper noun. Parkour derives from the French word Parcours meaning ‘route’ or ‘course’. Practitioners of Parkour became known as traceurs.

The term ‘Freerunning’ was used by Sébastien Foucan in the production of a Channel 4 documentary, Jump London, in 2003. This term was used describe the addition of creative movements, drawn from a variety of other disciplines in order to communicate this amazing new sport to an English-speaking audience.

Parkour UK has chosen to utilise the term Parkour to represent the Sport PROGRESS TO DATE . . .

• More than half of the UK’s young people have heard of parkour/ freerunning & people now watch more YouTube videos of parkour/freerunning than skateboarding and BMX combined

• Parkour is most commonly practiced by 13-30yr olds, with significant growth now taking place with 8- 13yrs olds.

• The UK leads the world with an estimated 35% female participation rate and steady growth.

• Regardless of how old people are when they start or what level of ability they start with, as time goes on and they gain enough experience in Parkour/Freerunning they begin to use the problem solving methods they are learning improve their quality of life overall.

• Parkour/Freerunning in the UK has arguably the best cohort of professional traceurs/freerunners in the world. Many of the world’s top practitioners are from UK based groups/teams including Storm Freerun, Storror & 3Run

• Parkour/Freerunning in the UK has a well established and thriving scene that it well developed and supported by Parkour UK as the NGB for the sport in the UK. PARKOUR UK & ITS ROLE

Parkour UK is the National Governing Body for Parkour/Freerunning, providing governance and regulation of Parkour / Freerunning throughout the UK. We work closely with a variety of partners encouraging and developing the safe and appropriate practice of Parkour/Freerunning in addition to working with groups and organisations.

Parkour UK has approx 70 member organisations from all over the UK, including representation in each home country of England, Wales, Scotland & Northern Ireland. We have members as far north as Shetland and as far south as Plymouth and everything in between.

Parkour UK has a variety of awards, CPD & qualifications covering achieving, leading, coaching, teaching & instructing. These have been developed in conjunction with a variety of award bodies including AQA, Sports Leaders UK, 1st4sport Qualifications & CYQ.

Our qualifications are approved by the relevant sector skills council - Skills Active, regulated by Ofqual, sit on the QCF. Our meet the National Occupational Standards for Sports Coaching and for Exercise & Fitness

OPPORTUNITIES FOR LOCAL AUTHORITIES

Facilities for parkour The British Standards Institution (BSi) published BS10075:2013 the British Standard for Parkour Equipment in Feb 2013. Parkour UK has led the development of the standard along with various partners & experts from various. This is a significant achievement for Parkour in the UK, which has been aiding the marked increase in new Parkour training facilities being developed, even prior to publication.

Following publication it has had and continues to have a direct and beneficial impact enabling local authorities, schools, colleges, universities, sports centres, land owners, manufacturers and installers to build Parkour facilities and equipment that are fit-for-purpose, safe and to the recognised standard.

They are currently approximately 30 purpose built Parkour Parks across the UK ranging from the UK’s largest in Coatbridge Scotland to London’s LEAP Parkour Park in Paddington, manufactured and installed by our facility development partners Freemove. In addition there are several indoor Parkour facilities across the UK including Parkour Generations’ – The Chanistore in East London, The Airborn Academy in Liverpool & The Parkour Project in Poole. LEAP PARKOUR PARK

OPPORTUNITIES FOR LOCAL AUTHORITIES

Delivery of Parkour/Freerunning

• Schools

• Sport for Development

• Older People

• Mental Health

Parkour UK partners of national projects such as the Matalan Sporting Promise in conjunction with the Youth Sport Trust to supporting our members to deliver programmes such as Parkour/Freerunning for the over 50’s, delivered by our members ParkourDance.

Parkour/Freerunning is a sport/activity that is available and accessible to everyone and anyone. FOREVER YOUNG

Creating a sporting habit for life

APSE Sports and Leisure Management Advisory Group 2015

Jon Horne & Marie Hartley What I want to cover today • An overview of our work • Focusing on local authorities / communities - the challenges we all face and • How we are working with local government to tackle these • Funding Available A sporting habit for life Five Year £1bn Investment Access £10m 2012/13 - 2016/17 Schools & Whole Sport Plans (NGBs) School Games over £450 million 2013-17 Up to £150 million Transition to  WSPs start at age 14  Focus on 14-25 for relevant sports Clubs* £48.5m (Including Education,& Health funding)  Mandatory growth targets  Payment by results  Enhanced governance Supported  Talent development by CSP Club Link Makers* Higher Rewards Education £40m £25m Mid-range/ Improvement Governance Further £45m e.g. £5m Education pools/artificial £25m pitches Door Step Clubs & Get On Track Facilities £28m Up to £250 million Community Sport Pot Local Investment Health pilot Iconic: £30m £40m £5m Inspired: £50m Over £250m Playing fields: £10m New capital £110m CSPs: £60m £15m Coaching (Sportivate): £58m Market Volunteering (Sport Makers): £14m development Disability: £18m

* £7.5m for CSP Club Link Makers has been included within the local investment budget. All figures are draft and subject to Board approval. Numbers have been rounded in this diagram. Outcomes • Year-on-year increase in the number of people playing sport at moderate intensity for 30 minutes a week, every week – Particular focus on: • young people (14 - 25-year olds) • disabled people • women

• Support talented athletes to fulfil their potential • A sports facility stock that supports these outcomes • Protecting Playing Fields The Scale of the Participation Challenge

2,000 Elite High Performance 60,000 England Talent Pathway

15.6 million Regularly play sport (at least 1 x 30 per week)

2.9 million Irregularly play sport (more than once a month but less than once a week)

25.4 million Inactive (less than once a month) Why we work locally • Grassroots sport is delivered in communities • More funding is held at local than at national level • Most sports facilities are owned and managed locally

Through our local work we aim to • Protect and improve local provision • Secure and safeguard local investment • Successfully land NGB delivery locally • Maximise Sport England’s local investments all in order to drive weekly participation in sport Sport delivers much more than participation numbers

Growing the number of people regularly playing sport directly delivers:

• health; • economic; and • social benefits

Often more cheaply, more holistically and with a better chance of sustaining the behavioural change. Specifically our work with local government

• Advocacy (for example elected members’ workshops) • Expertise and advice (our tools and insight) • Focused support through 3 local teams to local authorities • Range of help on facilities • Investment (for example Community Sport Activation and Get Healthy Get Active funds) • 44 County Sports Partnerships (core services and programmes for example Sportivate) 9 Value of Sport in England £20bn GVA Why invest in Facilities

• Facilities underpin the majority of activities. • Fundamental part of community sport infrastructure. • Key factor in attracting and retaining participants. • More discerning standards from consumers. • History of underinvestment and lack of strategic planning.

Creating a sporting habit for life The Challenges we are seeing • Financial pressures are challenging us all  Staff capacity and capability  Service improvements, efficiencies and effectiveness  Commissioning  Rationalisation/ externalisation  The idea of Zero subsidy and income • This forces the question why is sport important? Who is it for? Who uses sport at the moment? • This forces the question What’s the market? And our role within that?

• Wider outcomes (public health) come first?

12 How we approach increasing participation

• A behavioural change challenge

• Increasingly insight led

• Applying market principles – supply and demand

• To create the environment for growth in participation

13 Estimating young people’s attitudes and behaviours

Estimated* percentages of overall 14-25 audience UNINTERESTE POSITIVE FUNCTIONAL D CONSISTENTLY 20% ACTIVE

IRREGULAR 15% 20%

15% BEHAVIOUR “SPORTING” “SPORTING” CONSISTENTLY INACTIVE

* Extrapolated from Active People Survey and Habit for Life research data 14 15 Campaign objective

More women and girls aged 14 – 40 regularly exercising or playing sport

Less fear of judgment, more confidence and more enjoyment

A new way of thinking and talking about women and girls exercising and playing sport

A suite of material that the whole sport sector can use

A communications campaign that sets a new tone, creates new images and resonates for the long term

16 Funding • Small Grants • Community Sport Activation Fund • Major Events Engagement Fund • Protecting Playing Fields • Inspired Facilities • Improvement Fund • Strategic Investment Fund And CSP administer • Sportivate • Satellite Clubs Any Questions?

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