(Public Pack)Agenda Document for Executive Board, 17/04/2018 14:00

Public Document Pack

NOTTINGHAM CITY COUNCIL EXECUTIVE BOARD

Date: Tuesday, 17 April 2018

Time: 2.00 pm

Place: Ground Floor Committee Room - Loxley House, Station Street, Nottingham, NG2 3NG

Councillors are requested to attend the above meeting to transact the following business

Corporate Director for Strategy and Resources

Governance Officer: Noel McMenamin Direct Dial: 0115 8764304

AGENDA Pages

1 APOLOGIES FOR ABSENCE

2 DECLARATIONS OF INTERESTS

3 MINUTES 3 - 10 Last meeting held on 20 February 2018 (for confirmation)

4 PROPOSAL FOR A SCHEME OF SELECTIVE LICENSING FOR 11 - 52 PRIVATELY RENTED HOUSES AND APPROVAL OF LICENCE CONDITIONS AND FEE - KEY DECISION Report of Portfolio Holder for Planning, Housing and Heritage

5 PROPOSED DESIGNATION FOR A SCHEME OF ADDITIONAL 53 - 94 LICENSING FOR HOUSES IN MULTIPLE OCCUPATION - KEY DECISION Report of Portfolio Holder for Planning, Housing and Heritage

6 ADOPTION OF REVISED PLAYING PITCH STRATEGY - KEY 95 - 198 DECISION Report of the Portfolio Holder for Leisure and Culture

ALL ITEMS LISTED ‘UNDER EXCLUSION OF THE PUBLIC’ WILL BE HEARD IN PRIVATE FOR THE REASONS LISTED IN THE AGENDA PAPERS. THEY HAVE BEEN INCLUDED ON THE AGENDA AS NO REPRESENTATIONS AGAINST HEARING THE ITEMS IN PRIVATE WERE RECEIVED

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Agenda Item 3

NOTTINGHAM CITY COUNCIL

EXECUTIVE BOARD

MINUTES of the meeting held at Ground Floor Committee Room - Loxley House, Station Street, Nottingham, NG2 3NG on 20 February 2018 from 2.01 pm - 2.24 pm

Membership Present Absent Councillor Graham Chapman (Vice Councillor Jon Collins (Chair) Chair) Councillor Jane Urquhart Councillor Dave Liversidge Councillor Sally Longford Councillor Nick McDonald Councillor David Mellen Councillor Toby Neal Councillor Dave Trimble Councillor Sam Webster

Colleagues, partners and others in attendance:

Councillor Andrew Rule - Leader, Minority Group Councillor Jim Armstrong – Minority Group

Noel McMenamin - Governance Officer David Bishop - Deputy Chief Executive/Corporate Director for Development and Growth Candida Brudenell - Corporate Director Strategy and Resources Theresa Channell - Head of Strategic Finance Rav Kalsi - Councillor Support Manager Nick Lee - Head of Access and Learning Alison Michalska - Corporate Director, Children and Adults Colin Monckton - Director of Strategy and Policy Laura Pattman - Strategic Director of Finance Craig Stanley - Majority Support Officer Keri Usherwood - Portfolio Communications Manager Andy Vaughan - Corporate Director, Commercial and Operations

Call-in Unless stated otherwise, all decisions are subject to call-in. The last date for call-in is Friday 2 March 2018. Decisions cannot be implemented until the working day after this date.

73 APOLOGIES FOR ABSENCE

Councillor Jon Collins – Other Council Business Councillor Jane Urquhart – Leave Ian Curryer – Leave

Page1 3 Executive Board - 20.02.18

In the absence of the Chair, the meeting was chaired by Councillor Graham Chapman, the Vice-Chair.

74 DECLARATIONS OF INTERESTS

None.

75 MINUTES

The minutes of the meeting held on 16 January 2018 were agreed as a true record and they were signed by the Chair of this meeting.

76 SCHOOL ADMISSION ARRANGEMENTS 2019/20 FOR COMMUNITY SCHOOLS - KEY DECISION

The Portfolio Holder for Business, Education and Skills presented a report on School Admission Arrangements in 2019/2020 for community schools.

The proposed arrangements were unchanged from those approved for the 2018/19 school year, to ensure fair access to school places and to give priority to local children.

RESOLVED to approve the Local Authority’s proposed admission arrangements for the 2019/20 school year for community schools, which are unchanged from those approved for the 2018/19 school year.

Reasons for decisions

No changes were made to existing arrangements. This will enable the Local Authority to continue to monitor the operation of minor changes made to 2016/17 arrangements, along with the arrangements of all admission authorities, including those of newly formed academies, in order to make any changes in future years on an informed basis.

Other options considered

The option to change admission arrangements from those agreed for the 2018/19 school year was not considered necessary or viable.

77 SCHOOLS BUDGET 2018/19 - KEY DECISION

The Portfolio Holder for Business, Education and Skills presented the report on the Schools Budget 2018/19.

The Schools Budget was prepared in line with the parameters agreed at Schools Forum and with financial regulations issued by the Department for Education (DfE). Indicative budgets will be issued to schools on 28 February 2018, with final budgets being confirmed by 31 March 2018. Where applicable, the Medium Term Financial Plan (MTFP) incorporates the impact from the Dedicated Schools Grant (DSG).

2Page 4 Executive Board - 20.02.18 RESOLVED

(1) in relation to the DSG, to note the overall indicative 2018/19 Schools Budgets to be spent incorporating the Schools, Central Schools Services, Early Years and High Needs blocks is £268.541m, as set out in Figure 1 of the report. This is made up of £265.352m DSG funding (as per (Table 2) and £3.190m from other funding streams, as set out in Table 2 of the report;

(2) in relation to the DSG, to note that the budget will be updated in year to reflect subsequent adjustments made by the Education & Skills Funding Agency to our 2018/19 DSG allocation. Any balance remaining will be allocated to the Statutory School Reserve;

(3) in relation to the DSG, to approve the in-year budget transfers and payments to schools, Private and Voluntary Charitable and Independent settings and Academies totalling £255.091m;

(4) in relation to the DSG, to approve external spend associated with centrally retained expenditure totalling £13.450m;

(5) in relation to the DSG, to note the procurement of external placements will be in accordance with the financial regulations, gaining approval through the appropriate processes;

(6) in relation to the Pupil Premium, to approve the allocation of Pupil Premium and Early Years Pupil Premium and other grants outlined in section 2.6 of the report to settings in accordance with the grant conditions;

(7) to delegate the authority to the Portfolio Holder for Schools and the Corporate Director for Children and Adults to approve any final budget adjustments.

Reasons for the decisions

To ensure an understanding of how and on what basis different education grants are allocated to the Local Authority and how they are then distributed to educational settings. This process enables the schools’ budgets to be established.

To provide the Executive Board with a summary budget position of the DSG based on the approvals gained in accordance with the Schools and Early Years Finance Regulations 2018.

To update the Executive Board on the impact of any new legislation on the Schools budgets.

To ensure the appropriate constitutional approvals are gained to spend the grants.

Other options considered

Page3 5 Executive Board - 20.02.18 No other options are available as the recommendations align to the financial regulations issued by the DfE in relation to the allocation of DSG and pupil premium.

78 MEDIUM TERM FINANCIAL PLAN (MTFP) 2018/19 - 2021/22 - KEY DECISION

The decision is not subject to call-in as Councillor Brian Parbutt, Chair of the Overview and Scrutiny Committee, has agreed that the decision is reasonable in all the circumstances and should be treated as a matter of urgency as the Treasury Management Strategy has to be approved at Full Council on 5 March 2018, and the report dispatch date is before the expiry of the call-in period.

The Deputy Leader/Portfolio Holder for Resources and Neighbourhood Regeneration presented the Medium Term Financial Plan, comprising the revenue and capital programme of both the General Fund and the Housing Revenue Account (HRA).

RESOLVED

(1) in relation to the 2017/18 Forecast Outturn (at Appendix 1 to the report):

(a) to note the current forecast outturn for the 2017/18 General Fund and HRA revenue budgets and capital programmes;

(b) to endorse the allocations from Contingency as set out in Table 3;

(2) in relation to the MTFP 2018/19 – 2020/21 revenue element (at Appendix 2 to the report):

(a) to note the General Fund revenue aspects of the MTFP;

(b) to note, endorse and release phase one updated, phase two and Targeted Intervention consultation proposals as set out in Tables 9 & 10 and detailed within Appendices A & B of the report for formal public consultation;

(c) to note, endorse and recommend to City Council: i. the General Fund net budget requirement for 2018/19 of £246.363m including the net movement in earmarked reserves as set out in Table 5; ii. A basic amount of Council Tax level (Band D) of £1,688.45 that will raise a total of £110.406m (an increase of 5.99% consisting of 2.99% basic increase and 3.00% Adult Social Care Precept); iii. Delegated authority to the appropriate Director to implement all proposals after undertaking necessary consultation;

4Page 6 Executive Board - 20.02.18

(3) in relation to the MTFP 2018/19 – 2022/23 Capital programme element at Appendix 3 to the report, to note, endorse and recommend to City Council:

(a) the Capital Programme as detailed in Appendix D;

(b) the additional key principle for the governance and management of the capital programme as set out in Section 5 and Section 8;

(d) the revised Local Transport Programme as set out in Appendix C;

(4) in relation to MTFP 2018/19 – 2020/21 HRA Element at Annex 4 to the report:

(a) to note the following changes that impact on the HRA’s financial sustainability include: (i) reduction of social housing rents by 1% for four years from April 2016; (ii) implementation of Universal Credit in October 2018; (iii) addition of fire safety works to Public Sector Housing Capital Programme;

(b) to approve the: (i) proposed rent decrease of 1.0% for 2018/19; (ii) continuation of the tenant incentive scheme of up to £100 per annum; (iii) a proposed increase in general services charges of 2.9%; (iv) proposed increase to estate & block maintenance service charges £0.97 and £0.47/week respectively; (v) a working balance of £7.727m to provide for the effects of Universal Credit; (vi) delegation of authority to Nottingham City Homes (NCH) to award capital contracts up to the value of the scheme/programme as set out in Appendix B of Annex of Annex 4 of the report;

(5) in relation to the robustness of the Budget at Annex 5 to the report, to note and endorse the recommendations of the Chief Finance Officer (CFO)

Page5 7 Executive Board - 20.02.18 in respect of the robustness of the estimates within the budget and the adequacy of reserves;

(6) in relation to the Budget Consultation 2018/19 at Annex 6 to the report, to note the outcomes of the budget consultation and communication;

(7) to delegate authority to the Director of Strategic Finance, in consultation with the Deputy Leader, to finalise the MTFP for publication following approval of the relevant elements of the budget by City Council.

Reasons for decisions

To enable Executive Board to approve rent reductions and make recommendations to City Council for consideration on 5 March 2018 when they meet to set the budget and council tax for 2018/19.

Other options considered

Throughout the budget process, a large number of individual cost reduction, income and investment options are considered. These in turn impact on the level of reserves. This is a complex process with many iterations and possibilities too numerous to present as discrete options. This presented the final overall package of detailed proposals which together sought to balance levels of investment, cost reduction and an appropriate level of income.

79 TREASURY MANAGEMENT 2018/19 STRATEGY

This decision is not subject to call-in as Councillor Brian Parbutt, Chair of the Overview and Scrutiny Committee, has agreed that the decision is reasonable in all the circumstances and should be treated as a matter of urgency as the Treasury Management Strategy has to be approved at Full Council on 5 March 2018, and the report dispatch date is before the expiry of the call-in period.

The Deputy Leader/Portfolio Holder for Resources and Neighbourhood Regeneration introduced the Treasury Management Strategy for 2018/19.

The report set out the Treasury Management and Investment strategies for 2018/19 including the debt repayment strategy and the associated Prudential Indicators shown within appendices to the strategy report.

The report also outlined work undertaken to review and amend the current profile for reducing the Council’s underlying need to borrow (Capital Financing Requirement - CFR) through the annual Minimum Revenue Provision charge to revenue (MRP) in respect of capital expenditure incurred prior to 2007/08 which was funded by borrowing. The revised method of calculating a prudent MRP provision identified short to medium term revenue benefits and sought approval.

RESOLVED to endorse and recommend for approval by the City Council at its meeting on 5 March 2018:

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(1) the overall Treasury Management Strategy for 2018/19 (at Appendix 1 to the report), and, in particular:

(a) the strategy for debt repayment (Minimum Revenue Provision) in 2018/19 (at Appendix 4 to the report);

(b) the Investment Strategy for 2018/19 (at Appendix 1 to the report);

(d) adopt the current Treasury Management Policy Statement (at Appendix 5 to the report);

(2) the revision to the 2017/18 strategy for Debt Repayment (Minimum Revenue Provision) (at Appendix 9 to the report).

Reasons for decisions

Approval of a Treasury Management Strategy is a legal requirement, to comply with:

 Financial Regulations and the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Treasury Management by submitting a policy and strategy statement for the ensuing financial year;  guidance issued by the Secretary of State under section 15(1) (a) of the Local Government Act 2003 in approving, at Council, an Annual Investment Strategy before 1 April;  guidance issued by the Secretary of State under the Local Authorities (Capital Finance and Accounting) (England) (Amendment) Regulations 2008 which requires the preparation of an annual statement of the Council’s policy on making a Minimum Revenue Provision (MRP) for the repayment of debt.

This legal requirement also applies to the approval of any in year revisions to the current Treasury Management Strategy, including the MRP policy.

Other options considered

The approval of a Treasury Management Strategy is a legal requirement. The Communities and Local Government (CLG) Guidance and the CIPFA Code do not prescribe any particular treasury management strategy for local authorities to adopt. The Chief Financial Officer, having consulted the portfolio holder, believes that the proposed strategy represents an appropriate balance between risk management and cost effectiveness. Some alternative strategies, with their financial and risk management implications can be found at Appendix 7 to the report.

80 EXCLUSION OF THE PUBLIC

RESOLVED to exclude the public from the meeting during consideration of the remaining item in accordance with Section 100A(4) of the Local Government

Page7 9 Executive Board - 20.02.18 Act 1972 on the basis that, having regard to all the circumstances, the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

81 FIT FOR THE FUTURE - KEY DECISION - EXEMPT

The Board considered the Portfolio Holder for Community and Customer Services’ exempt report.

RESOLVED to approve the recommendations in the report.

Reasons for decisions

As detailed in the report.

Other options considered

As detailed in the report.

Page8 10 EXECUTIVE BOARD – 17th April 2018Agenda Item 4

Subject: Implementation of a scheme of Selective Licensing for Privately Rented Houses and approval of licence conditions and fee. Corporate David Bishop, Corporate Director Development & Growth, Deputy Director(s)/Director(s): Chief Executive Andy Vaughan, Corporate Director for Commercial & Operations Andrew Errington, Director Community Protection

Portfolio Holder(s): Councillor Jane Urquhart, Portfolio Holder for Planning and Housing and Heritage Councillor Toby Neal, Portfolio Holder for Community Services

Report author and Graham de Max, Housing Partnership and Strategy Manager contact details: Lorraine Raynor, Community Protection - Chief Environmental Health and Safer Housing Officer Anton Menzies, Community Protection - Head of Safer Housing David Hobbs, Operations Manager - Selective Licensing

Subject to call-in: X Yes No Key Decision: X Yes No Criteria for Key Decision: (a) X Expenditure Income Savings of £1,000,000 or more taking account of the overall impact of the decision and/or (b) Significant impact on communities living or working in two or more wards in the City X Yes No Type of expenditure: X Revenue X Capital Total value of the decision: £25,092,000 (gross), £992,000 (net expenditure) over five years Wards affected: All Date of consultation with Portfolio Holder(s): 26th February 2018 Relevant Council Plan Key Theme: Strategic Regeneration and Development Schools Planning and Housing X Community Services X Energy, Sustainability and Customer X Jobs, Growth and Transport Adults, Health and Community Sector X Children, Early Intervention and Early Years X Leisure and Culture Resources and Neighbourhood Regeneration X Summary of issues (including benefits to citizens/service users): This report informs the Executive Board of the outcomes of the submission to the Secretary of State for the Ministry of Housing, Communities and Local Government for a scheme of Selective Licensing for housing in the Private Rented sector in our city. This will mean that (subject to certain exemptions) privately rented properties in the designated area (an estimated 32,000 properties) will be required to have a licence under the scheme.

The implementation and subsequent delivery of the scheme will provide the following benefits to the city;  Improve the standards in the private rented sector and to ensure effective management of these properties through more extensive control;  Contribute to tackling and reducing Crime, Disorder, and Anti-Social Behaviour (ASB);  Identify vulnerable citizens that we would not have had the ability to identify or engage with without this scheme. In doing so, we can ensure that appropriate protection measures are put in place using key stakeholders that will improve their health and Page 11 wellbeing.  Engage, build and nurture positive relationships with new and existing landlords that we may not have had the opportunity to do so without the scheme.  Prosecute rogue landlords who fail to reach those standards and/or expose tenants to threat, risk and/or harm; and  By clearly demonstrating our commitment to the above, improve confidence and satisfaction of our citizens living in the private rented sector. Exempt information: None

Recommendation(s): 1 To note that the area shown in the Designation contained in Appendix 1 of the report is confirmed by the appropriate national authority. Selective Licensing will come into effect in this area from the 1st August 2018. The Director of Community Protection has published the required notices under Section 83 of the Housing Act 2004 under delegated powers.

2 To approve the operational detail of the Selective Licensing scheme outlined in the report and at Appendix 2 – Licence Conditions for Privately Rented Houses. Appendix 3 – Operational Delivery and Business Plan.

3 To confirm that the Director of Community Protection has the delegated authority to make changes to the operational delivery of the scheme during its five-year lifetime. For example, this may include changes to the expenditure from within the agreed overall budget, recruitment, licence conditions, structural service change and fee review.

4 To approve the establishment of the scheme over the five-year period, with an estimated value of £25,092,000.

5 To approve the spend as detailed in sections 4.8 and 4.13 of this report from 1st May 2018 until the end of the scheme - 1st August 2023.

1. REASONS FOR RECOMMENDATIONS

1.1 Following the resolutions of Executive Board of 17 July 2017, a Designation for a scheme of Selective Licensing was submitted to the Secretary of State for Housing, Communities and Local Government for confirmation. That confirmation has now been received with the instruction that the scheme take effect in Nottingham on 1st August 2018. The recommendations therefore ask the Board to note the confirmation of the scheme and that the Director of Community Protection has published the appropriate statutory notification under delegated powers. The remaining recommendations are necessary to ensure the implementation of the Designation and Scheme of Selective Licensing which was a priority under the Council Plan.

2 BACKGROUND (INCLUDING OUTCOMES OF CONSULTATION)

2.1 At its meeting of 22 November 2016 Executive Board approved in principle a proposal for a Citywide Designation for a scheme of selective licensing scheme for private rented houses and gave approval for consultation on the scheme to be

Page 12 carried out. A copy of the full report (the November Report) is available here http://committee.nottinghamcity.gov.uk/ieListDocuments.aspx?CId=177&MId=5771

2.2 Following the consultation, taking into account the responses and further consideration of the evidence submitted, the case for selective licensing was still strong. As such a further report was approved by the Council’s Executive Board meeting on 18 July 2017. A copy of the full report (the July Report) is available here http://committee.nottinghamcity.gov.uk/ieListDocuments.aspx?CId=177&MId=6595 &Ver=4 2.3 The Board approved a revised, smaller designation, which now covers approximately 32,000 properties and approved this designation to be submitted to the Secretary of State for confirmation.

2.4 The submission was made on 6th October 2017 and on 8th February 2018 the Council was notified that the Designation had been confirmed to come into effect from 1st August 2018. The Council was obliged to publish this notification of confirmation to the public. On 15th February 2018 the Director of Community Protection published the notification under delegated powers.

2.5 This report asks the Executive Board to note and approve the operational delivery of the scheme in principle and to note that Officers already have delegated powers which may be used throughout the lifetime of the scheme. Being a five-year scheme, there may be a requirement to make further amendments on matters such as fees and conditions if necessary or appropriate.

Proposed Operating Model and Business Plan 2.6 The proposed licence conditions are included in Appendix 2. The final details of the operating model and business plan are found in Appendix 3.

2.7 Business operations including HR, Legal, Communications and Marketing, IT, Finance, Property and the operating principles of the scheme for both set up and ongoing costs for the period of the scheme have been approved. This approval was given in the previous Executive Board report in July 2017. The delegated decisions required to commence recruitment and for the set up costs required to establish the scheme are in place.

The Licence Fee: In summary the application fees are:

1st payment (part A) 2nd payment (part B) Total fee Standard fee £460 £320 £780 Fee for £360 £120 £480 accredited landlords’ properties

There are further fees which may be applied; the full list of fees can be found in Appendix 3. The fee is divided into two parts. The first reflects the administrative element of the fee and the second covers compliance and enforcement. The ability to pay by instalments was requested by some of the consultation responses. The proposed fee complies with the Local Government Association (LGA) Guidance (May / June 2017). The Portfolio Holder, The Corporate Director for Commercial & Operations and The Director of Community Protection have existing delegated powers to approve fees and these will be subject to annual review throughout the duration of the five year scheme. Any revised fee will only apply to new applications. Page 13

Licence conditions The licence conditions have been continually reviewed and updated since the Executive Board reports (November 2016 and July 2017) with minor changes made as a result. The proposed conditions can be found in Appendix 2. Once again, these conditions will be reviewed periodically and may be amended under delegated powers during the course of the scheme.

Exempted properties Most privately rented properties in the designated area as shown in Appendix 1 will require a licence under the scheme. However, there are a number of statutory exemptions, which are reflected in the Designation. These can be found at Appendix 1.

Duration of the licence The applications will be assessed and Landlords who reach the required standards will be issued a licence for five years. It needs to be noted that some may not reach those standards and that the Safer Housing team will need to take positive action to deal with those failures. To comply with the Council’s Housing Enforcement and Compliance guidance, Housing Act 2004 and associated regulations, some licences may be refused, issued for a shorter period, varied or revoked. The Enforcement and Compliance guidance is available on the Council’s website.

3 OTHER OPTIONS CONSIDERED IN MAKING RECOMMENDATIONS

3.1 To not pursue the scheme any further: Rejected. As outlined in earlier reports there is a justification for selective licensing which has been confirmed by the Secretary of State and to abandon the scheme would not meet the Council’s priorities.

4 FINANCE COLLEAGUE COMMENTS (INCLUDING IMPLICATIONS AND VALUE FOR MONEY/VAT)

FINANCIAL COMMENTS 4.1 The estimated value of this scheme over the five-year period is £25,092,000 4.2 The standard fee for a licence will cost £780 per property 4.3 There is a reduced fee for those properties in an accredited scheme. This fee is set at £480 4.4 Based on research and evidence gathering, it is estimated that there are circa. 32,000 private rented properties that potentially fall within the Selective Licensing criteria 4.5 This is a self funded scheme. There will be no gain or loss in association with this scheme, it must remain cost neutral, therefore there will be no negative impact to the MTFP 4.6 The fee has been calculated by using an updated Local Government Association (LGA) toolkit to ensure value for money, but also to ensure that all allowable costs are recovered. 4.7 The assumed costs included are: • Staffing costs to run the scheme, these have been included at productive hours only as per the guidance and relevant staff grades for each piece of work. • Processing costs of each licence, application, checking etc. – this has been calculated using percentages for the amount of time taken. • Enforcement costs (as per recent change to legislation). Page 14 • Management fees • Start-up costs. • Exit costs. • Overhead costs to include accommodation, IT, HR, Finance & Legal support. • Inflation factors.

4.8 Table 1 below is a breakdown of costs. Original approval was granted on the original fee and costs being be based on 75% (24,000) turnover of properties. This decision and table below captures the costs of 100% (32,000) properties. The costs are a guide and need to be flexible throughout the 5 year period based on demand and the risks highlighted in point 4.9 of this report

Table 1: Estimated Operating Costs of scheme £'000 Personnel Costs 17,491 Operating Costs Premises 1,082 Transport 83 Supplies & Services 1,120 IT Support 1,056 Other overheads inc EHO, Legal, Finance, HR , Business Analyst support functions 1,515 Operating Costs 4,856 Publicity and exit fees 1,753 Non-recoverable costs - see Table 2* 992 Total Costs 25,092

** These costs are not part of the fee

In the event that the amount of licences received varies from the estimated 32,000 properties, the income will invariably change, costs would remain in line to reflect this. In the event that the licence numbers exceed the 24,000 as estimated and up to 32,000, additional resources would be factored in and budgeted for accordingly. Likewise, if income falls below, the operating model would be reduced to reflect this. The scheme will remain self-sufficient.

4.9 Risks The risks were highlighted in the Executive Board report in July 2017 and remain the same. I. There are risks to this scheme which could have an impact on the financial business model (covered below) II. An example of some of the risks that could impact on the schemes financial viability and would require a resources review to mitigate are: • Level of applications vary. • Landlords may gain accreditation in order to secure a lower fee. Accredited landlords could receive a reduction of £300. Significant changes to accreditation numbers will affect costs and income. • If operational activity identifies unexpected qualities of property (better or worse) which would mean staffing balance or costs are different to those that are anticipated. • If there is any legislative, guidance changes and/or case law rulings

Page 15 • Any other changes to service delivery which is impacted by issues for example, IT, accreditation providers, staffing, accommodation etc, it may be necessary to amend the business model

III. The valuation and sensitivity of risks above currently cannot be quantified however; these will be developed as the scheme progresses. During this time the following needs to be in place to ensure the early warning of risks and the ability to undertake corrective action mitigating any financial impact to the organisation: • Robust performance monitoring frameworks for both operational and financial targets. • Staffing flexibility set up to be able to align to activity levels. • The business model includes full staffing exit costs (as referred to above).

4.10 The scheme will run for a five year period. Every year, a balanced net zero budget will be set based on projected activity. Monthly budget monitoring will ensure the budget stays on track. Periodically where necessary, the budget may be re-aligned in year to reflect changes in activity.

4.11 There is also the inevitability that applications will not be made uniformly over the duration of the scheme. As with previous similar licensing schemes, it is likely that a larger proportion of income will come in in the early years, meaning there will be no impact on borrowing from the authority. A cash flow statement is currently being developed. Due to the fact that this scheme needs to be self- financing with no gain or loss to be aligned to the Local Authority, the peaks and troughs in both income and expenditure has to be managed.

4.12 This will be done by applying the relevant accounting treatment – Receipts in Advance. This form of accounting treatment has been confirmed by CIPFA. This will ensure there is no impact on the MTFP and the scheme remains viable for the whole term.

4.13 The Selective Licencing scheme also includes non-recoverable costs, which over the five years are estimated to be at £0.992m. These are set out in Table 2 below and are reflected in table 1.

Table 2: Estimated Non-recoverable costs Costs £m Housing rating Inspection 0.525 Prosecutions of licence conditions through the courts 0.300 Tribunal costs including Legal 0.153 Locksmiths 0.014 TOTAL 0.992

The Non Recoverable costs of £0.992m are covered through the budgets already held within other departments of the council, therefore already within the MTFP, so are not included within the fee.

5 LEGAL AND PROCUREMENT COLLEAGUE COMMENTS (INCLUDING RISK MANAGEMENT ISSUES, AND LEGAL, CRIME AND DISORDER ACT AND PROCUREMENT IMPLICATIONS)

Page 16 5.1 As outlined in the earlier reports the Council has followed the necessary statutory steps to establish a Designation for Selective Licensing and that Designation has now been confirmed by the Secretary of State. Any action to challenge the Confirmation of the Designation would primarily be made against the Secretary of State, with the Council being an interested party. So far there has been no indication that a challenge is likely.

5.2 The designation takes effect on 1st August 2018 and applicants for licences have a number of statutory rights to challenge operational decisions such as licence refusals, the imposition of conditions, fees etc. as they do under existing licensing regimes. Guidance, advice and reference to case law has been exercised with a view to minimising the risks of a challenge both to the making of the designation and matters arising out of the operational elements of the scheme. The Portfolio Holder and officers in any event have a series of delegated powers enabling changes to be made to the operational elements of the scheme should these need to be reconsidered or updated in the future.

6 STRATEGIC ASSETS & PROPERTY COLLEAGUE COMMENTS (FOR DECISIONS RELATING TO ALL PROPERTY ASSETS AND ASSOCIATED INFRASTRUCTURE)

6.1 This report confirms that with the implementation of the selective licensing scheme a significant number of new full time posts are being created and new premises required. Property have assisted in the identification of suitable accommodation for the new team and suitable accomodation has been identified for this. A budget has been put in place to pay for accommodation costs including market rent, rates, utilities and repair and maintenance costs as well as initial fit out costs.

6.2 The proposal to accommodate Selective Licencing in a City Council owned property would align with strategic objectives within the Corporate Asset Management Plan.

7 SOCIAL VALUE CONSIDERATIONS

7.1 The use of selective licensing is consistent with the Council’s overall strategic approach to housing and its approach to a number of key priorities for the City. Selective licensing, by tackling the problems which are evidenced in the proposal, will help to achieve a number of positive outcomes in terms of regeneration, health and wellbeing, and community safety, which are all major priorities for the city. This will help to deliver improved outcomes for citizens.

8 REGARD TO THE NHS CONSTITUTION

8.1 The NHS Constitution has as one of its guiding principles that the NHS will work across organisational boundaries. It says: “The NHS is committed to working jointly with other local authority services, other public sector organisations and a wide range of private and voluntary sector organisations to provide and deliver improvements in health and wellbeing”. The Council’s approach to housing also follows this principle, seeking to work with a range of other services to improve citizens’ lives, not least their health and wellbeing. One of the key benefits the Council believes that selective licensing will bring is improved housing conditions; the positive impact that better housing can make on health and wellbeing has been demonstrated both nationally and locally.

Page 17 8.2 The City’s Health and Wellbeing Strategy has “Healthy Environment” as one of its four main priorities. Within this there is the priority action “Housing will maximise the benefit and minimise the risk to health of Nottingham’s citizens”. The proposal for selective licensing fits very clearly with this action.

9 EQUALITY IMPACT ASSESSMENT (EIA)

9.1 Has the equality impact of the proposals in this report been assessed?

No An EIA is not required because: (Please explain why an EIA is not necessary)

Yes X Attached as Appendix 4, and due regard will be given to any implications identified in it.

10 LIST OF BACKGROUND PAPERS RELIED UPON IN WRITING THIS REPORT (NOT INCLUDING PUBLISHED DOCUMENTS OR CONFIDENTIAL OR EXEMPT INFORMATION)

10.1 None

11 PUBLISHED DOCUMENTS REFERRED TO IN THIS REPORT

11.1 Executive Board Report 22 November 2016 Proposal for a scheme of selective licensing for privately rented houses Executive Board Report 18 July 2017 Proposal for a scheme of selective licensing for privately rented houses.

Page 18 The Nottingham City Council Designation of an Area for Selective Licensing 2017.

Nottingham City Council in exercise of its powers under section 80 of the Housing Act 2004 (“the Act”) hereby designates for selective licensing the area described in paragraph 4.

CITATION, COMMENCEMENT AND DURATION

1. This designation may be cited as the Nottingham City Council Designation for an Area for Selective Licensing 2017.

2. This designation is made on 18 July 2017 and shall come into force on 1st August 2018

3. This designation shall cease to have effect on 31st July 2023 or earlier if the Council revokes the scheme under section 84 of the Act.

AREA TO WHICH THE DESIGNATION APPLIES

4. This designation shall apply to the area of land in the district of the City of Nottingham hatched and edged red on the map at annex a.

APPLICATION OF THE DESIGNATION

5. This designation applies to any house1 which is let or occupied under a tenancy or licence within the area described in paragraph 4 unless –

(a) the house is a house in multiple occupation and is required to be licensed under Part 2 of the Act2;

(b) the tenancy or licence of the house has been granted by a registered social landlord3;

(d) the house is subject to a temporary exemption under section 86 of the Act; or

(e) the house is occupied under a tenancy or licence which is exempt under the Act4 or the occupation is of a building or part of a building so exempt as defined in annex b;

1 For the definition of “house“ see sections 79 and 99 of the Act 2 Section 55 of the Act defines which Houses in Multiple Occupation are required to be licensed under the Act. See also The Licensing of Houses in Multiple Occupation (Prescribed Descriptions) (England) Order 2005 (SI 2006/371) 3 Section 79 (3) of the Act. For the definition of a Registered Social Landlord see Part 1 of the Housing Act 1996 4 Section 79 (4) of the Act and SI 370/2006

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EFFECT OF THE DESIGNATION

6. Subject to sub paragraphs 5(a) to (e) every house in the area specified in paragraph 4 that is occupied under a tenancy or licence shall be required to be licensed under 5 section 85 of the Act.

7. Nottingham City Council will comply with the notification requirements contained in section 83 of the Act and shall maintain a register of all houses registered under this 6 designation, as required under section 232 of the Act.

Date: 18 July 2017

Authorised Signatory

The Secretary of State for Communities and Local Government under the power conferred by section 82(2) of the Act hereby confirms the scheme described above.

Signed

An officer authorised by the Secretary of State

Date

5 Section 79 (4) of the Act and SI 370/2006 6 Section 86 of the Act provides for certain temporary exemption. As to suitability see section 89. Note, if the house is not suitable to be licensed the Council must make an Interim Management Order-see section 102. 7 Section 232 of the Act and paragraph 11 of SI 373/2006

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Annex a – Paragraph 4: Map of Designated Area

Page 21 This page is intentionally left blank 1 Annex b – Paragraph 5(d): Exempted Tenancies or licences

Prohibition of occupation by law

1. A tenancy or licence of a house2 or a dwelling3 within a house where the house or the dwelling is subject to a prohibition order made under section 20 of the Act the operation of which has not been suspended under section 23.

Certain tenancies which cannot be assured tenancies

2. A tenancy which cannot be an assured tenancy by virtue of section 1 (2) of the Housing Act 1988 comprised in Part of Schedule 1 of the Act and which is:

(a) a business tenancy under Part II of the Landlord and Tenant Act 1954

(b) a tenancy under which the dwelling-house consists of or comprises premises, which, by virtue of a premises licence under the Licensing Act 2003, may be used for the supply of alcohol (within the meaning of Section 14 of that Act) for 4 consumption on the premises

(d) a tenancy under which the house is comprised in an agricultural holding or the holding is comprised under a farm business tenancy if it is occupied (whether as tenant or as a servant or agent of the tenant), in the case of an agricultural holding, by the person responsible for the control of the farming of the holding, and in the case of a farm business tenancy, by the person responsible for the control of the management of the holding6.

Tenancies and licences granted etc by public bodies

3. A tenancy or licence of a house or dwelling within a house that is managed or controlled7 by:

(a) a local housing authority

(b) a police authority established under section 3 of the Police Act 1996 or the Metropolitan Police Authority established under section 5B of that Act

1 See The Selective Licensing of Houses (Specified Exemptions) (England) Order 2006 SI 370/2006 2 Sections 79 (2) and 99 of the Act 3 For the definition of a dwelling – see section 99 of the Act 4 See paragraph 5 of Schedule 1 of the 1988 Act as amended by section 198 (1) and paragraph 108 of schedule 6 of the Licensing Act 2003 5 For the meaning of “agricultural land” section 26 (3) (a) of the General Rate Act 1967 6 See paragraph 7 of Schedule 1 of 1988 Act as amended by section 40 and paragraph 34 of the Schedule to the Agricultural Tenancies Act 1995 7 For the definition of “person managing” and “person having control” see section 263 of the Act

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(d) a health service body within the meaning of section 4 of the National Health Service and Community Care Act 1990.

Tenancies, licences etc regulated by other enactments

4. A tenancy, licence or occupation of a house which is regulated under the following enactments:

(a) sections 87 to 87D of the Children Act 1989

(b) section 43 (4) of the Prison Act 1952

8 (d) The Secure Training Centre Rules 1998

9 (e) The Prison Rules 1999

10 (f) The Young Offender Institute Rules 2000

11 (g) The Detention Centre Rules 2001

(h) The Criminal Justice and Court Service Act 2000 (Approved Premises) 12 Regulations 2001

13 (i) The Care Homes Regulations 2001

(j) The Children’s Homes Regulations 200114;

(k) The Residential Family Centres Regulations 200215.

Certain student lettings etc

5. A tenancy or licence of a house or a dwelling within a house –

(i) which is managed or controlled by a specified educational establishment or is of a specified description of such establishments and

8 SI 472/1998 as amended by SI 3005/2003 9 SI 728/1999 as amended by SI 1794/2000, SI 1149/2001, SI 2116/2002, SI 3135/2002. SI 3301/2003 and SI 869/2005 10 SI 3371/2000 as amended by SI 2117/2002, SI 3135/2002 and SI 897/2005 11 SI 238/2001. Section 66 (4) of the Nationality, Immigration and Asylum Act 2002 provides that the reference to a detention centre is to be construed as a reference to a removal centre as defined in Part VIII of the Immigration and Asylum Act 1999 12 SI 850/2001 13 SI 3965/2001 as amended by SI 865/2001. SI 534/2003, SI 1590/2003, SI 1703/2003, SI 1845/2003, SI 664/2004, SI 696/2004, SI 1770/2004, SI 2071/2004 SI and SI 3168/2004 14 SI 3967/2001 as amended by SI 865/2002, SI 2469/2002, SI 664/2004 and SI 3168/2004 15 SI 3213/2002 as amended by SI 664/2004, SI 865/2004 and SI 3168/2004 Page 24

(ii) the occupiers of the house or dwelling are undertaking a full time course of further or higher education at the specified establishment16 and

(iii) the house or dwelling is being managed in conformity with an Approved Code of Practice for the management of excepted accommodation under section 233 of 17 the Act

Long leaseholders

6. A tenancy of a house or a dwelling within a house provided that –

(i) the full term of the tenancy is for more than 21 years and

(ii) the tenancy does not contain a provision enabling the landlord (or his successor his in title) to determine it other than by forfeiture, earlier than at the end of the term and

(iii) the house or dwelling is occupied by a person to whom the tenancy was granted or his successor in title or by any members of either of those person’s family.

Certain family arrangements

7. A tenancy or licence of a house or a dwelling within a house where –

(i) the person who has granted the tenancy or licence to occupy is a member of the family of the person who has been granted the tenancy or licence and

(ii) the person who has granted the tenancy or licence to occupy is the freeholder or long leaseholder of the house or dwelling and

(iii) the person occupies the house or dwelling as his only or main residence (and if there are two or more persons at least one of them so occupies).

Holiday lets

8. A tenancy or licence of a house or a dwelling within a house that has been granted to the person for the purpose of a holiday.

Certain lettings etc by Resident Landlord etc

9. A tenancy or licence of a house or a dwelling within a house under the terms of which the person granted the tenancy or licence shares the use of any amenity with the person granting that tenancy or licence or members of that person’s family. An “amenity” includes a toilet, personal washing facilities, a kitchen or a living room but excludes any area used for storage, a staircase, corridor or other means of access.

16 See the schedule to The Houses in Multiple Occupation (Specified Educational Establishments) (England) (No 2) Regulations 2006 for the list of specified bodies 17 The relevant codes of practice are approved under SI 646/2006 – The Housing (Approval of Codes of Management Practice) (Student Accommodation) (England) Order 2006 Page 25

Interpretation

10. In this annex:

(a) a “person” includes” persons”, where the context is appropriate

(b) a “tenancy” or “licence” includes “a joint tenancy” or “joint licence”, where the context is appropriate

(c) “long leaseholder” in paragraph 7 (ii) has the meaning conferred in paragraphs 6 (i) and (ii) and in those paragraphs the reference to “tenancy” means a “long lease”

(d) a person is a member of the family of another person if –

(i) he lives with that person as a couple

(ii) one of them is the relative of the other; or

(iii) one of them is, or is a relative of, one member of a couple and the other is a relative the other member of the couple

and

(iv) For the purpose of this paragraph –

(1) “couple” means two persons who are married to each other or live together as husband and wife or in an equivalent arrangement in the case of persons of the same sex

(2) “relative” means a parent, grandparent, child, grandchild, brother, sister, uncle, aunt, nephew, niece or cousin

(3) a relationship of the half-blood is to be treated as a relationship of the whole blood and

(4) a stepchild of a person is to be treated as his child

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* Indicates a statutory condition as prescribed by the Housing Act 2004

Appendix 2 - Licence conditions for privately rented houses A. Gas, Electrical and Fire Safety Gas Safety 1. Where gas is supplied to the house the licence holder shall ensure that all gas installations and appliances are in a safe condition at all times and that an annual gas safety check is carried out by a Gas Safe registered engineer. The licence holder shall provide a copy of the gas safety certificate to all tenants/occupiers at the beginning of their tenancy and keep a written record that it has been provided.*

2. The licence holder shall produce the gas safety certificate issued in respect of the house within the previous 12 months for inspection within 7 days of the Council’s demand.*

Details of Gas Safe engineers can be found at www.gassaferegister.co.uk

Safety of Electrical Appliances 3. The licence holder shall ensure that electrical appliances made available in the house by them are kept in a safe condition and proper working order at all times.*

4. The licence holder shall ensure a record of visual inspections and tests of such appliances is maintained and shall submit this record to the Council within 7 days of the Council’s demand.

5. Within 7 days of the Council’s demand, the licence holder shall supply a declaration as to the safety of electrical appliances made available by him at the house.*

Safety of Electrical Installations 6. The licence holder shall ensure that the electrical installation in the house is kept safe and in proper working order at all times. The licence holder shall ensure that a satisfactory Electrical Installation Condition Report (EICR) or Electrical Installation Certificate (EIC) is produced at intervals of no more than 5 years or more frequently if indicated on the previous report and supply the most recent EICR / EIC to the Council within 7 days of the Council’s demand.

Smoke Alarms / Fire Detection Systems 7. The licence holder shall ensure that at all times a suitable fire detection and alarm system is installed in the house and is maintained in proper working order. As a minimum there must be a smoke alarm installed on each storey of the house on which there is a room used wholly or partly as living accommodation. For the purposes of this paragraph, a bathroom or lavatory is to be treated as a room used as living accommodation.*

8. The licence holder shall ensure that where the current BS 5839 (or any British Standards which subsequently replaces this) requires the fire alarm system to

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Page 27 * Indicates a statutory condition as prescribed by the Housing Act 2004

be tested in accordance with it, the system is so tested, inspected and serviced by a competent person. Copies of testing certificates shall be supplied to the Council within 7 days of the Council’s demand.

9. The licence holder shall supply a declaration as to the condition and position of any smoke alarms/detectors in the property within 7 days of the Council’s demand.*

Emergency Escape Lighting 10. The licence holder shall ensure that any emergency escape lighting in the house is inspected, tested and serviced by a competent person in accordance with BS 5266-1:2011 (or any British Standard which subsequently replaces this). Copies of testing certificates shall be provided to the Council within 7 days of the Council’s demand.

Furniture and Furnishings (Fire Safety) 11. The licence holder shall ensure that the furniture made available by them at the house is kept in a safe condition at all times.*

12. The licence holder shall supply a declaration as to the safety of the furniture made available by him at the house within 7 days of the Council’s demand.*

Carbon Monoxide Alarms 13. The licence holder shall ensure that a carbon monoxide alarm is installed in any room in the house which is used wholly or partly as living accommodation and contains a solid fuel burning combustion appliance. Any such alarm must be kept in proper working order. For the purposes of this paragraph, a bathroom, lavatory, hall or landing are all treated as being a room used as living accommodation.*

14. The licence holder shall supply a declaration as to the condition and position of any carbon monoxide alarms in the property within 7 days of the Council’s demand.*

B. Property Management

15. The licence holder must ensure all reasonable and practical steps are taken to respond to repair and maintenance issues at their property and that any works to deal with repairs are undertaken within a reasonable period of time after they are notified, and within the timescales notified to occupiers under condition 22.

16. The licence holder must ensure that:

a) The property is kept in a good state of repair and free from significant hazards that could affect the health and safety of tenants, occupiers and visitors to the property (part 1 of the Housing Act 2004)

b) The exterior of the property is maintained in a reasonable decorative order, and in a good state of repair. Page 2 of 10

Page 28 * Indicates a statutory condition as prescribed by the Housing Act 2004

c) The exterior of the property and boundary walls, fences and gates etc. are kept free from graffiti.

d) Gardens, yards and other external areas within the boundary of the property are kept in a clean and tidy condition and free from rodent infestations.

17. The licence holder shall make sure adequate security arrangements are in place and take reasonable steps to achieve property security by complying with the requirements of paragraphs a) to h) below:

a) So far as reasonably possible, any emergency works necessary to protect the security of the property are undertaken within 24 hours of notification e.g. damage to windows/entrance points to the property.

b) The security provisions for the access to the property (locks, latches, deadbolts and entry systems etc.) are maintained in good working order at all times.

c) Where window locks are fitted, window keys are provided to the occupant(s) of the property.

d) Where a burglar alarm is fitted to the house that the occupant is (are) made aware of the code, how the alarm is operated and the circumstances under which the code for the alarm can be changed.

e) Where previous occupiers have not surrendered keys, arranging for a lock change to be undertaken, prior to new occupiers moving in.

f) Where alley gates are installed to the side or rear of the licensed property, taking responsibility for holding a key and making satisfactory arrangements for the occupiers’ access and egress .

g) The main escape route (usually the front door) must be fitted with a thumb turn mortice lock, or equivalent, to five-lever security level. The lock must comply with fire safety requirements in that it shall be openable from the inside without the use of a key.

h) Where it has been identified by the Police or Council, that additional security is necessary that those works are carried out within a reasonable time.

Dealing with rubbish

18. The licence holder shall at the beginning of a tenancy, provide written information to the occupiers of the property indicating:

 which day refuse collections will take place;

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 what type of bins to use for household and recycling waste;  details of the Council’s bulky waste collection service;  the occupiers responsibility to put bins out no earlier than 4pm on the day before collection and to return refuse containers within the boundary of the property by 8am the day after the collection;  that occupiers should make arrangements for any extra rubbish that cannot fit in the bins to be collected and/or disposed of as soon as is reasonably possible and ensure that such rubbish, where possible, is stored at the rear of and within the boundary of the property until collection/disposal;  the licence holder shall ensure so far as is reasonably possible that the occupiers make arrangements for the collection of waste in accordance with these provisions and, when the property is unoccupied, adhere to these provisions themselves.

19. The licence holder shall ensure that suitable and adequate provision for refuse storage and collection is provided at the house. This shall include a closable bin(s) of suitable capacity as specified by the Council.

Property inspections

20. The licence holder must ensure that the tenant’s right to quiet enjoyment of the property is respected. The licence holder must ensure that the tenant receives at least 24 hours written notice of intention to enter the property specifying the reason entry is required. The only exception is when it would not be reasonable to give such notice and access is urgent, e.g. in an emergency.

21. The licence holder shall ensure that inspections of the property are carried out at least every six (6) months to identify any problems relating to the condition and management of the property. The records of such inspections shall be kept for the duration of this licence. As a minimum requirement the records must contain a log of who carried out the inspection, the date and the time of inspection and any issues found and action(s) taken. Copies of these must be provided within 7 days of the Council’s demand.

C. Tenancy management

22. At the beginning of a new tenancy, the licence holder must provide the occupier(s) with written information, including contact details, explaining how they can make a complaint about the property and the arrangements in place to deal with emergency and other repairs. The contact and telephone number details should be applicable for contact between 9am – 5pm Monday to Friday, and should also include an out of hours contact number for use in emergencies, which could include a number with a regularly accessed voicemail facility. Any change in contact and/or telephone number details should be provided to occupiers within 24 hours of the changes being made. Copies of the written information provided to tenants must be provided within 7 days of the Council’s demand.

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Page 30 * Indicates a statutory condition as prescribed by the Housing Act 2004

23. Where an occupier makes a complaint the licence holder shall indicate to the occupier(s) how they intend to respond to the complaint including a timescales for the steps they intend to take.

24. The licence holder shall respond to any complaint within a reasonable timescale. Copies of all correspondence relating to complaints shall be retained during the term of this licence and shall be provided to the Council within 7 days of the Council’s demand.

25. The licence holder must provide the tenant with an information pack containing the following details:

a) A true copy of the licence to which these conditions apply.

b) A notice with the name, address, day time and emergency contact number of the licence holder or managing agent.

c) Where appropriate, true copies of the current gas, electrical safety and energy performance certificates.

d) The information required by conditions 18, 22 and 26.

26. The licence holder shall supply to the occupiers of the house a written statement of the terms on which they occupy it (eg a tenancy agreement or licence). This statement shall be provided within 7 days of the occupancy beginning and the licence holder shall supply a copy of the written statement within 7 days of the Council’s demand. * The written statement shall be clear about tenants responsibility for not causing anti-social behaviour and that breach of the requirement may lead to eviction.

27. The licence holder shall comply with all relevant landlord and tenant law and shall ensure that all legal processes are followed when requiring occupiers to leave.

28. The licence holder shall demand references for new occupiers before entering into any occupancy agreement with them or allowing them to occupy the premises. Where obtained copies of these references shall be kept for the duration of this licence and made available to the Council within 7 days of the Council’s demand.*

29. The licence holder shall ensure there is suitable and sufficient landlord buildings insurance in place for the duration of this licence. This should cover the costs of re-housing occupiers in the event of the need arising.

30. Before a new tenancy is issued the licence holder / agent should carry out an inventory and document it with photographs (where appropriate). Both the licence holder and the tenant shall date and sign the inventory and each retain a copy. Page 5 of 10

Page 31 * Indicates a statutory condition as prescribed by the Housing Act 2004

31. Where a deposit is taken the licence holder must provide the tenant with the relevant information about the deposit scheme to which it relates and any other information required under section 213 of the Housing Act 2004. This information must be provided to the Council within 7 days of the Council’s demand.

D. Tackling Anti-Social Behaviour

32. The licence holder shall ensure that all reasonable and practical steps are taken to prevent or reduce anti-social behaviour by the occupants and visitors to the house. In particular:-

a) The licence holder shall put in place written procedures indicating how complaints made to the licence holder will be dealt with, a copy of which shall be provided to the occupiers upon commencement of their occupation and to the Council within 7 days of the Council’s demand.

b) Where complaints of ASB or criminality are made to the licence holder the licence holder shall investigate them and take action to resolve them. Copies of the complaint shall be kept together with notes arising during the course of the investigation and how the matter was resolved and keep them for the duration of this licence. Where the licence holder has reason to believe that criminal activity is taking place at the property the licence holder must ensure that the appropriate authorities are informed.

c) There may be instances where anti-social behaviour occurs more than once, but not continuously and possibly several months apart. In such circumstances the licence holder shall take all reasonable and practical steps to ensure it is effectively dealt with, up to and including eviction. An ASB guide with good practice to be completed by a licence holder can be found on the Council’s website at www.nottinghamcity.gov.uk/ E. Change of Details or Circumstances

33. The licence holder must inform the Council within 21 days of any material change in circumstances including:

a. change of their address; b. change of manager, management arrangements or ownership; c. any changes to their, the manager’s or any associate’s circumstances which could affect their fit and proper person status, i.e. any cautions or convictions for any offence involving fraud, dishonesty, violence, drugs, sexual offences (under Sexual Offences Act, schedule 3) discrimination or breach of housing or landlord / tenant law; d. any proposed changes to the layout of the house that would affect the licence or licence conditions.

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Page 32 * Indicates a statutory condition as prescribed by the Housing Act 2004

34. Licence holders who are accredited by a body approved by the Council shall ensure that accreditation status and / or membership of that body is maintained for the duration of this licence. If for any reason accreditation status/membership ceases the licence holder shall inform the Council in writing within 21 days and shall pay to the Council a sum representing the difference between the standard and accreditation fees for licences applicable at that time.

F. Licence Holder Training

35. Where the licence holder has not attended relevant training in the previous 3 years, they must as a minimum attend suitable training on the law and legal requirements relating to managing privately rented housing within 12 months of the date the licence is granted. This requirement can be satisfied in one of the following ways: a. by attending a one-day training course arranged and delivered by the Council or our accreditation partner DASH Services and submitting a certificate to the Council following this training. Visit www.dashservices.org.uk or call 01332 641111 to arrange this; b. by completion of the accreditation training of the National Landlords Association (NLA), Residential Landlords Association (RLA), National Approved Letting Scheme (NALS) or East Midlands Property Owners (EMPO) and submitting the pass certificates to the Council for confirmation; c. by completion of other suitable training on the law and legal requirements relating to managing privately rented properties subject to approval by the Council in advance and subject to submitting a pass certificate or similar document to the Council for confirmation.

G. Interpretation 36. Where reports, certificates, declarations or other documents are required to be produced or supplied to the Council, this shall mean sending by submitting them via the online portal.

37. Any reference to tenant or tenancy can also be interpreted to include occupancy by licence or other form of written agreement for the purposes of these conditions.

38. Where electrical works / certificates are required they shall be carried out by a suitably qualified electrical contractor who should be registered / member of an approved scheme such as NICEIC, ECA, NAPIT etc. or registered to undertake electrical works in accordance with Part P of the Building Regulations (unless exempt works). Electrical contractors that are on a relevant competent person scheme can be found at www.competentperson.co.uk

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Failure to comply with any licence conditions may result in legal proceedings including, civil penalty or prosecution through the courts and loss of the licence.

Guidance information These do not form part of the licence conditions, but you may still be under an obligation to comply with this legislation Gas Safety If gas is supplied to the house the licence holder shall ensure the Gas Safety (Installation and Use) Regulations 1998 (or any Regulations which subsequently replace these) are complied with.

Electrical Safety The licence holder shall ensure that the Electrical Equipment (Safety) Regulations 1994 (or any Regulations which subsequently replace these) are complied with.

Smoke Alarms/Fire Detection Systems Depending on the size, layout and occupancy of the property the licence holder may need to go over and above the legal minimum required in legislation to adequately protect the tenants from fire. When doing this the licence holder should have regard to the current Building Regulations; another useful guide is the LACORS Fire Safety Guide. The LACORS Fire Safety guidance is available at www.nottinghamCity.gov.uk/environmental-health-and-safer-housing/private-sector- housing/

Emergency Escape Lighting The licence holder should have regard to the current Building Regulations covering emergency escape lighting. Another useful guide is the LACORS Fire Safety Guidance. This guidance is available at www.nottinghamCity.gov.uk/environmental-health-and-safer-housing/private-sector- housing/

Furniture Safety The licence holder shall ensure that the Furniture and Furnishings (Fire Safety) Regulations 1988 (or any Regulations which subsequently replace these) in respect of any upholstered furniture supplied by them, including chairs, sofas, beds, upholstered head boards, mattresses, cushions, seat pads, pillows and upholstered garden furniture etc. are complied with.

Safety and Security of Property It is recommended that licence holders work towards improving the safety and security of their property by as a minimum complying with the Security and Standards of HMO and Rented Properties guide issued jointly by Nottinghamshire Police and Nottingham City Council, available at www.nottinghamCity.gov.uk/HMO.

Property Management More information on dealing with waste can be found at www.nottinghamcity.gov.uk/bin-and-rubbish-collections/. Licence holders may find it

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useful to include this link in the documentation provided to occupiers under condition 18.

Training The training requirement in conditions 35 is a minimum requirement and depending on the level of responsibility and complexity of properties involved the licence holder should consider undertaking further relevant training in line with the extent of their liabilities. Deposits The licence holder shall ensure that any deposit taken as security for a tenancy is protected as appropriate by placing it in an approved tenancy deposit scheme. The tenant must be given the prescribed information about the scheme being used within 30 days of giving the deposit. Variations to licence Where the licence holder or a relevant person applies to vary a licence they should do so at the earliest opportunity. The original licence shall stay in force until the point that the variation is determined, as they can be granted or refused. Right to rent Only people with permission or a right to be in the UK have a right to rent property. As a landlord, you have a responsibility to restrict illegal immigrants accessing the private rented sector. If you are found letting to someone who does not have the right to be in the UK, and you cannot show that you have made right to rent checks, then you could face a penalty of £3000. For more information visit www.gov.uk/check-tenant-right-to-rent-documents Energy Performance Certificates (EPCs) Licence holders shall ensure they comply with relevant legislation, ensuring tenants have sight of a current EPC for the property at the appropriate time. From 1st April 2018 domestic properties in England and Wales must have an EPC certificate with a minimum E rating for energy efficiency. Redress scheme Where the licence holder is also a letting agent or property manager they shall be a member of a relevant property redress scheme. More information is available at www.gov.uk/government/publications/lettings-agents-and-property-managers- redress-schemes Converting family housing to HMOs – Planning permission Licence holders proposing to convert properties from single occupancy into HMOs should be aware that planning permission is required. More information is available at www.nottinghamcity.gov.uk/planning-and-building-control/planning- applications/do-i-need-planning-permission/ To Let boards In Nottingham there are controls on to let boards in certain parts of the City. More information is available at www.nottinghamcity.gov.uk/planning-and-building- control/planning-applications/do-i-need-planning-permission/controls-on-to-let-ad- boards/

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Electoral Registration If you live in Nottingham City, access to certain services may be affected if you are not on the electoral register. It is a legal requirement to be on the electoral register. For more information please visit www.nottinghamcity.gov.uk/about-the- council/voting-elections/register-to-vote/

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Page 36 Appendix 3 – Selective Licensing Operating Model and Business Plan Highlight Summary

 Proposed online applications, with presumption to issue licences, unless valid reasons to refuse  Proposed fee of £780 for standard applications and £480 for accredited landlords.  Fee split into 2 payments - Part A and part B  Requires landlords to be proactive in managing their properties  Estimate 32,000 properties will be licensable  Team of 75 staff (5 year average) to successfully deliver the scheme, including licensing, enforcement and housing liaison staff  Other fees for applicants and landlords who cause extra work ensuring maximum cost recovery The Selective Licensing Team This team will be based in Community Protection and within the Environmental Health and Safer Housing Service. Consideration is being given to locating the service will be located at Isabella Street in a proposed future Housing Hub for the Council, subject to further due diligence. The team will have an average of 75 officers but this will vary during the period of the scheme depending on the volume of applications and the types of activity required. The team will include processing officers, officers skilled in housing standards and safety, inspection, investigation, tenancy matters and regulation as well as engagement and support. The team will have dedicated HR, legal and financial support. The overall team could consist of up to 150 FTEs and if the Council is to create an integrated hub a location that is able to accommodate this number of employees is required. Team Functions The principle team functions will include:

 Receiving processing and issuing / refusing licences.

 Carrying out compliance and appropriate enforcement activity

 Establishing history of failure to comply, licence, poor management and standards to identify potential rogues and proactively tackle these landlords

 To target inspections in areas where the BRE house condition survey, or intelligence identifies the likelihood of poor housing conditions, rogue landlord behaviour, or licensing and regulation around housing will contribute to crime prevention, neighbourhood improvement, improved health outcomes etc.

 To provide wider support or information to landlords and tenants to contribute to bringing positive benefits.

 To enhance engagement and interaction with landlord’s tenant’s stakeholders and community affected by the private rented sector

Page 37  To support homeless prevention and respond to landlords robustly if tenancies are threatened and there is illegal eviction or harassment

Operation of the scheme The introduction of selective licensing will bring an estimated 32,000 privately rented properties into the licensing framework over the 5 year licence period. The principles of the operation of the scheme once applications are received is to:

 Assess if the proposed licence holder and manager is fit and proper  Issue the licence with the appropriate conditions. The licence conditions are the key to achieving improvements in property conditions and management that will be the major driver to achieve the scheme outcomes.  Pre – inspect before licence issue if the application or information indicates that this is appropriate.  Refuse licences or reduce the licence period if there are concerns about the proposed licence holder and / or manager not being fit and proper, unsatisfactory management arrangements or concerns about property standards  Encourage and require landlords to adhere to the licence conditions  Investigate complaints about housing conditions and licences breaches  Carry out compliance checks and hazards safety assessment  Advise and support landlords and tenants  Take robust enforcement action as appropriate and in accordance with our enforcement guidance and policy  Work with other services, partners and stakeholders to add value and benefit  Utilise information available to prioritise action on a risk, intelligence, neighbourhood and citizen based response The scheme is for 5 years and there will be a cycle of activity through the 5 year period

Table 1: Scheme priorities

Year Promote Process Engage Enforcem Compliance Review ent

Page 38 Table 1 demonstrates the scheme is for 5 years and there will be a cycle of activity through the 5 year period. The staffing structure will reflect these priorities and be flexible to support changes as they occur during the scheme.

Application process Applications will be accepted from 1st July 2018, with the scheme coming into force on 1st August 2018. Applications should be made before 1st August 2018. Applications will be made via the online portal on the council’s website which can be found at www.nottinghamcity.gov.uk/. Paper applications will not be permitted. The scheme will operate on the basis of issuing licences based mainly on the information contained in the application form and the applicant’s self-declaration. Consideration will also be given to other relevant sources of information and intelligence such as data and information held by the Council and partners. This will require the landlord to provide the first part of the fee (Part A) and submit a good quality application containing all required information and documents.

The good quality application and supporting information will support the Council in undertaking a desk top assessment, putting the onus on the landlord to provide the appropriate information necessary to issue or refuse the licence. The objective is to issue licences efficiently so licence conditions are in place as it is compliance with licence conditions that will secure improved housing standards and management. Where it is appropriate, inspection will be made before determining a licence. Where property conditions or management warrant licence refusal licences will be refused. Poor quality licence applications without the correct documentation will not be deemed duly made and will not be accepted.

If a licence is granted, licence holders will be required to provide a copy of the licence to the tenants detailing the conditions the licence holder has to comply with. Licence holders will be notified that they should be proactive in managing their properties and should assess their house, taking action to remove hazards to an acceptable level. The licence conditions will require landlords to be proactive in managing their properties and will require them to have written procedures and processes in place, as well as safety certificates where required to ensure safety and adequate management. Information to support landlords in this is available on the Council’s website.

Information required to support the application form.

Required  Landlord insurance for the property  ‘Basic’ Disclosure certificate (a criminal record check)  Proof of right to reside (to live) in the UK  Evidence of relevant training (if undertaken)  Gas Safety Certificate  Energy Performance Certificate (EPC)

Page 39 Additional information that may be required depending on type of property or circumstances.  Electrical Installation Condition Report or an Electrical Installation Certificate Emergency  Escape Lighting Test Certificate  Fire Alarm Test Certificate  Written Fire Safety Risk Assessment  Portable appliance test (PAT) certificate  Building regulations completion certificate and /or planning consents

Processing licences efficiently and effectively coupled with appropriate enforcement of the licence conditions through risk based compliance inspections and enforcement against those not applying are vital to the success of the scheme. This will allow the Council to focus resource on non-compliant and criminal / rogue landlords that can be investigated to ensure that appropriate action is taken. Properties operated by these landlords are likely to be the worst managed and maintained properties, posing the greatest risks to the tenants. Focus will also be given to areas where licensing action will benefit such as where it is known there is poorer housing or attention to neighbourhoods where licensing activity will contribute to the scheme objectives This will ensure a robust scheme that should be supported by those good landlords who want to see the whole sector improve.

Accreditation of private rented sector properties has been in place in the City for a number of years and is now branded as the ‘Nottingham Standard’ accreditation scheme. The accreditation schemes are managed outside of the Council and form a voluntary and market driven approach for improving housing standards. Accredited properties, as they have already been assessed by the Nottingham Standard accreditation provider, will receive much lower assessment by the Council.

Fees for selective licensing The fee covers the recoverable costs of the licensing scheme. The licence fee will be taken in 2 parts (Part A and Part B) to ensure compliance with guidance and case law. This in part meets requests by applicants to pay by instalments, and minimises risks to the Council around recovery of non-payment of instalments. The first part of the fee will cover the costs of processing and determining the licence application, with the second part of the fee covering remaining recoverable costs (enforcement and compliance costs). The fees in Table 3 show the breakdown and total application fees. If an accredited landlord loses their accreditation during the duration of their licence then the difference in fees will become payable. Table 2: Fees for Selective Licensing

Fee Comments Standard fee 1st payment For non-accredited landlords £460 2nd payment £320

Total £780

Page 40 Fee for 1st payment The proposed licence holder is accredited with the accredited £360 Nottingham Standard (either Unipol or DASH) properties 2nd payment £120

Total £480 Finder’s fee £150 Where the Council has to do more than the normal amount of work to ensure a licence application/renewal is made. Fee for 25% of the This is to ensure appropriate cost recovery of moving appropriate costs associated with the licence which will be between application fee issued under a different Part of the Act. Any new mandatory / licence that is issued will run to same expiry date additional to of the earlier licence. selective or Please note – no fee will be payable for changes vice versa between mandatory / additional licensing, as these are under the same part of the Act (Part 2). Missed £50 Failure to attend an agreed inspection a charge inspections shall be levied Part 1 £350 Not all costs can be recovered from the licence Housing Act fee. Under Part 1 of the Housing Act 2004 (section 2004 49) the Council can charge for relevant costs linked to enforcement work. NB Once an invoice is issued, this charge becomes a local land charge on the property. Extra £30 Where the Council has to e.g. do more than corresponden normal to obtain further information to secure a ce valid licence application or provide copies of documents requested. Application to No charge Includes applications to change the manager, vary a licence address, number of occupants.

The Council will only give a refund if:

 a duplicate application has been made  an application has been made for an exempted property by mistake The fees have been reviewed taking into account several factors including the changes to the operational model, online only applications, additional staff, revised overheads costs, changes to staffing costs and the expectation that, on average non accredited licence applications will take longer to process. The Council will inspect a higher proportion of non-accredited properties, compared with accredited properties. It is anticipated that 10% of accredited properties will be inspected and 50% of non accredited properties will be inspected. This is likely to mean that not all landlords will receive an inspection.

The 2nd (Part B) payment is required if it is intended to grant the licence to cover enforcement and compliance costs. This part of the fee will be required when the draft licence is issued and payment due within 14 days (same as the representation period). Where payment is not received, a further 7 day period will be offered

Page 41 following which the applicants financial circumstances and the initial proposal to grant a licence will be reconsidered. Where the finder’s fee is applied this may affect the decision to issue a licence or not, and if a licence is issued, it may be for a reduced term. Tenants will be encouraged to contact the service if they are dissatisfied with standards and management of their property and this will prompt a response in relation to licence compliance. Tenants of licensed properties will be proactively contacted at least once through the licence period to check on their satisfaction with standards and management. Engagement support and liaison The selective licensing scheme will allow greater opportunities to build better engagement with landlords, managing agents and other key stakeholders that have an impact on housing and neighbourhoods in Nottingham. A key role within the selective licensing team will be the role of the Housing Engagement Officer to provide a key focus to ensure engagement work takes a central role within the team. This will help with the overall success of the scheme. The role will help drive positive change across the sector and, through better engagement will work with those people to help make improvements to properties and neighbourhoods, ideally without the need for enforcement action. Where landlords choose not to improve and do not positively engage with the Council, they will be investigated and the appropriate enforcement action will be taken. Performance Delivery and Review A Governance Structure has been established to oversee delivery and outcomes. A performance framework covering, income and expenditure, delivery against purpose, review and development as well as risk will be in place. The Governance will be tiered to including Portfolio Holders, Senior Officers and those involved with delivery. It is proposed through engagement to gather information from those in receipt of service on service delivery outcomes and perception. Governance Tier 1: Project Board chaired by the Portfolio Holder for Housing and / or the Portfolio Holder for Community Protection Tier 2: Selective Licensing Corporate Group Chaired by the Corporate Director for Commercial and Operations

Tier 3: Operational Delivery Group Chaired by the Director of Community Protection

Page 42 Equality Impact Assessment Form (Page 1 of 10)

screentip-sectionA Title of EIA/ DDM: Implementation of a scheme of Selective Licensing of Private Rented Sector Houses Name of Author: Graham Demax/Lisa Ball/David Hobbs Department: Development & Growth and Commercial and Operations Director: David Bishop and Andy Vaughan Service Area: Housing Strategy and Partnerships and Housing Licensing and Compliance Strategic Budget EIA Y/N (please underline) Author (assigned to Covalent): Graham De Max screentip-sectionB Selective licensing is a regulatory tool provided by the Housing Act 2004. Part 3 of the Housing Act 2004 sets out the scheme for licensing private rented properties in a local housing authority area. Under section 80 of the Act a local housing authority can designate the whole or any part or parts of its area as subject to selective licensing. Where a selective licensing designation is made it applies to privately rented property in the area.

In 43 Page early 2017 the Council consulted on a selective licensing scheme in a designated area (see map at the end of EIA). In October 2017 the designation was submitted for confirmation to the Secretary of State for Housing, Communities and Local Government. The designation was confirmed in February 2018, and becomes effective from August 1 2018.

Under the designation, all privately rented houses will require a licence; and applications will need to be made to the Council by landlords.

One of the key benefits which licensing is perceived to bring is an improvement in housing standards in a sector of the housing market in which a large number of vulnerable citizens are housed.

An initial EIA was carried out in October 2016 prior to consultation on the Council’s proposed scheme. A further EIA was undertaken in June 2017 following the Council’s consideration of the outcomes of the Consultation. This is a final EIA to consider the equalities impacts of the scheme and their mitigation prior to implementation. screentip-sectionC Information used to analyse the effects on equality: The Project Team held an informal focus group discussion in August 2016, as part of the initial EIA and invited representatives from different communities in Nottingham to discuss experiences of living in and renting out properties in Nottingham. The aim of the session was to find out what issues are faced by different equality groups, explore what impact a licensing scheme may have on the City’s different communities and equality groups, and explore options for future consultation and engagement. In addition data from the 2011 census was used to map areas with a high proportion of properties in the Private Rented Sector (PRS) and areas with a high concentration of bad health, age group, black and minority ethnic (BAME) population and disability. As part of the Consultation an event was held in Feb 2017 at Nottingham Community & Voluntary Action Centre. This was a special event arranged to discuss the proposal with voluntary organisations and community/communities of interest groups within the City. In addition the project team attended a BME Network meeting in Feb 2017 to discuss the proposal with representatives from community of interest groups, voluntary organisations and community groups. This was in addition to email communication to various communities of interest networks in January 2017. Protected characteristics were also requested in the Council’s on line survey and the demographic make-up of the responses has been analysed. Learning from the existing licensing schemes has also been used.

screentip-sectionD Could particularly benefit May adversely impact X X

People from different ethnic groups. X X Men Women Trans Disabled people or carers. X X Pregnancy/ Maternity Page 44 Page People of different faiths/ beliefs and those with none. X X Lesbian, gay or bisexual people. Older X X Younger X X Other (e.g. marriage/ civil partnership, looked after children, cohesion/ good relations, vulnerable children/ adults).

Please underline the group(s) /issue more adversely affected or which benefits.

screentip-sectionE screentip-sectionF How different groups Details of actions to reduce could be affected negative or increase positive impact (Summary of impacts) (or why action isn’t possible)

1 Actions will need to be uploaded on Covalent.

The Focus Group held with representatives from different communities identified potential impacts on different sections of the community. It was acknowledged that Selective Licensing could, along with a wider set of measures, address issues associated with the Private Rented Sector (PRS) such as antisocial behaviour (ASB), poor property conditions, high levels of deprivation and crime. These may have a disproportionate effect on different types of communities. Participants agreed that there should be some form of control over landlords and that they should be accountable for the conditions in their properties

People from different ethnic groups New online application process to include separate feedback form  There is no data set which links property ownership to that includes monitoring information to help to build a better picture ethnic origin, so it is not possible to quantify the impact. It of the profile of the landlord community. is however acknowledged that there is a high level of ownership amongst the South Asian community, and Housing Strategy and Environmmental Health teams to support and Page 45 Page therefore the Council must have regard to this potential help explain more complex issues in the run up to implementation adverse impact. Licence applications provide an and in the early stages of the scheme so that all members of the opportunity to capture ethnic monitoring data and provide community fully understand what is expected of them and are able to better data on ownership of PRS. This was introduced as comply with the requirements. part of the Additional Licensing scheme. However out of 1962 Licence Holders, only 126 declared their ethnicity. The table below shows the breakdown.

Ethnicity % Asian Indian 17 Asian Pakistani 36 Asian other 2

Black Caribbean 1 Black other 1 White and Black Caribbean 2

White and Asian 1 Chinese 2 White British 36

White Irish 1 White other 2

 The population of those living in the City’s PRS comprises people from a range of different BME communities. o Mapping shows that BME citizens are over represented in areas of the city where there is a high concentration of PRS properties; o Overcrowding is likely to be an issue in some areas and illegal conversions of properties particularly affect new and emerging communities.

 Respondents to the on line survey o 66% of the respondents were white, o landlords and tenants are around 65% White. o More landlords than in the other stakeholder groups were from an Asian Indian background at 4.4%. o 22% of landlords preferred not to state their ethnicity o In the tenants stakeholder group, a significant group Page 46 Page was White Other at 10%.

Potential benefit:

Improved quality and safety of accommodation for BME tenants in the rental market due to the compliance with licensing conditions. Life chances/opportunities are affected by housing. As accommodation improves outcomes should improve. May also improve health and wellbeing as homes are improved.

Potential adverse impact:

(a)Landlords Background: Property investment by the South Asian community is the foundation of financial interests. Property portfolios are seen as ‘pension schemes’ and a means to support: families (within the UK and back in Pakistan and India), communities and faith institutions. Life savings are often invested in property. Great concern that the proposals will seriously damage property portfolios having a ‘knock-on’ effect of reducing ‘yields’ and lowering income that can be used to support families, the community etc. Community representatives perceived that South Asian landlords have already been disproportionately affected by the additional licensing scheme and another scheme may have a big impact on their portfolios

One of the strong themes that emerged from the consultation was around fees. The estimated licence fees were viewed as too expensive and the discount for accredited landlords considered The discount was increased after the consultation too low. There were suggestions that having to pay in one instalment could mean considerable up front expense , especially Paying by instalments was considered but would not be legally for landlords with multiple properties/large portfolios. Both these compliant. However, there is now a two-part fee which means that considerations could have an adverse impact on landlords whose the fee does not all have to be paid up front. income is low and profits from lettings are marginal

(b)Tenants The effect of large cohorts of renters in a community was discussed. Different areas of Nottingham have different amenities that attract people from different ethnic groups. This leads to a concentration of particular ethnic groups in an area. This can put pressure 47 Page on services in that area as the community is less diverse. It can also mean tension between different communities.

Overcrowding Overcrowding in the PRS was discussed. People from new and emerging communities may be particularly affected by overcrowding or illegal/substandard conversions Issues of subletting were identified as a key issue that needs to be addressed.

Unintended consequences Concern that landlords will inevitably increase rents to cover licensing costs and costs of works to comply with licensing conditions. One of the unintended consequences of a scheme Within the first year of operation of the scheme, the Housing may be to push tenants further into food and fuel poverty. People Strategy Team to investigate the use of referral data to from BME communities more likely to earn less than non BME agencies including; Housing Aid, Notts Housing Advice etc to communities. review the impact the scheme is having on the groups identified. The Housing Strategy to have established feasibility The consultation also highlighted that the scheme may have a of data collection by the time the scheme commences in negative impact on tenants especially tenants claiming housing August. benefit which could lead to a greater burden for the Council. Landlords could put up rents which then exceed the local housing allowance, leaving poorer tenants to make up the shortfall, or leading to landlords exiting the housing benefit market.

The scheme may cause landlords to withdraw properties from the sector and lead to less homes being available for renters resulting in  tenants possibly relocating outside of the city due to increase in rents and a decrease in supply and;

 lower income tenants forced to look for alternative

accommodation because of higher rents.

Overall, the additional costs to landlords over five years is considered to be small, although it is acknowledged that those with larger portfolios needing to pay multiple licence fees will have a large upfront outlay. It is intended that accredited landlords will receive a discount on the fee.

In comparison to fees charged by other authorities those estimated by the Council are not the highest in the country. The fee reflects the costs of administering the licensing scheme. The

Page 48 Page Council has used the updated version of the Local Government

Association (LGA) toolkit available for precisely this process, which is how the fee has been set. The Council is not allowed to make a profit from the licence fee.

The Council wants to ensure a sustainable solution and some of the work required for both accredited and non-accredited landlords is the same. The savings for accredited landlords are partly based on fewer inspections and checks of accredited landlords as they should be up to a good standard already and may also have been recently inspected by an accreditation partner. It is also anticipated that there shall be fewer issues to resolve following any inspection, which again, keeps the costs lower. The discount offered needs to reflect the saving to the

Council of landlords being accredited

The Council acknowledges that fees could be expensive to be paid upfront in one instalment, especially for landlords with multiple properties/large portfolios. It considered fee payment models following comments in the consultation, which could include payment by instalment. However there are potential issues with this: legally it needs to be clarified whether a licence can be held if a fee has only been paid in part; also the additional administrative cost of payment by instalment could make it prohibitive

Positive impact can be continually improved by on-going enforcement action against non-compliant landlords.

There is a risk that Selective licensing will result in rent increases, but this impact would not be fully understood until the scheme had been implemented. Consideration has been given to the potential impact of the cost of licensing being passed on to tenants through higher rents. It is felt that over the five year term of the scheme the proposed licence fee will not constitute more than a few pounds per week. The evidence from the Council’s additional licensing scheme suggests that although rents in student HMOs (which make up a significant proportion of the city’s HMOs) increased after the introduction of additional licensing, this was part of an upward trend in student rents that was also experienced by other cities with large student populations. It is therefore a risk that the Council should be aware of, but one which is based on speculation 49 Page It would be extremely difficult to assess the impact of licensing schemes on rents. In recent years rising demand for privately rented homes has led to rents increasing almost everywhere in the country; The Housing Strategy team monitors rents in the private rented sector and will track what happens after the implementation. However, whether any rent increases which do occur are directly attributable to selective licensing will be very difficult to say with certainty

The Council considered this as part of the consultation. Landlords may pass the cost on to tenants,. Over the five years of the scheme the licence fee equates to a relatively small weekly sum of between £2 and £3 which most landlords should be able to absorb.

Owing to rising costs since the consultation the licence fee has increased by approximately 20%. However, taken over the life of the licence these amount to relatively small amounts of money.

There is a clear risk to landlords ending tenancies in order to exit the local housing allowance (LHA) market, as there is no guarantee that they will be able to relet their properties to other groups. It could be that the regular and reliable income from letting to LHA tenants makes it worthwhile them absorbing the costs of the licence fee. Certainly, the Council values the role of the PRS in relieving homelessness, and will increasingly be looking to the PRS under the provisions of the Homelessness Reduction Act. The Nottingham Private Rented Assistance Scheme operated by the Council’s Housing Aid service offers landlords considerable support in the form of bonds, advice, tenancy support, tenant-finding and tenant references. The Council has used grant funding from the government to boost the NPRAS offer to landlords.

Additional support in the form of discretionary housing payments are available to people who have specific difficulties

The Council does not believe that standards of accommodation should be compromised in the interests of greater affordability. These are standards that the Council believes landlords should already be meeting 50 Page

It is hoped that the scheme will help to tackle ASB issues in the PRS

It is felt that overall the benefits of selective licensing outweigh the potential disadvantages; it is believed will have a positive impact on disadvantaged groups who are over-represented in many of the communities where it will be implemented

Disabled people or carers

12% of tenants who responded to the on line survey were disabled.

Mapping shows no apparent overlap between areas of high PRS and population experiencing disability. This may be due to the small cohort.

The focus group identified that disabled tenants often face particular problems when renting properties. They may have problems with security of tenure. Landlords are reluctant to facilitate property adaptions and getting these agreed with landlords was highlighted as a particular difficulty. Tenants with health issues are also much more likely to be affected by problems with damp and housing disrepair issues. They may face problems with getting repairs done quickly. Disabled tenants are much more impacted by the cold and issues such as no heating or hot water affect them more. Disabled tenants have also highlighted problems renting properties when they have assistance dogs, as these are seen as pets.

Potential benefit: An improvement in property standards which it is believed licensing will bring will have a positive impact on the lives of disabled people

Potential adverse impact: Tenants in this equality strand could be affected by rent rises and other adjustments to the PRS market that might result from licensing changes.

People from different faith groups 51 Page Potential adverse impact: For religious reasons Muslims cannot receive, ‘interest’ from investments and therefore property is a preferred investment, hence this makes this community sensitive to any matters that could affect property prices or yields.

Older or younger people Most of the tenants who responded to the online survey were younger, with 43% being in the 25 to 24 age group. Most landlords were older and fell into either the 45 to 54 or the 55 to 64 age groups (47%). Although the proposals are not believed to specifically have an adverse impact on these groups, the risk already mentioned of rent increases could have an impact on all sections of the community.

Has consultation been done or planned for this proposal? •Completed X •Planned screentip-sectionG

Has human rights legislation been considered in this proposal? •Yes •No X screentip-sectionH

Outcome(s) of equality impact assessment: •No major change needed X •Adjust the policy/proposal •Adverse impact but continue •Stop and remove the policy/proposal

Arrangements for future monitoring of equality impact of this proposal / policy / service: Review of monitoring information from on line application forms and r eview of referral data from agencies such as Housing Aid, Notts Housing Advice etc to see what specific impacts the scheme is having if it is implemented Approved by (manager signature): Date sent to equality team for publishing: Graham de Max rd Housing Strategy and Partnership Manager 23 March 2018

[email protected]

Tel 52 Page 0115 8763538

Before you send your EIA to the Equality and Community Relations Team for scrutiny, have you:

1. Read the guidance and good practice EIA’s http://gossweb.nottinghamcity.gov.uk/nccextranet/index.aspx?articleid=9770 2. Clearly summarised your proposal/ policy/ service to be assessed. 3. Hyperlinked to the appropriate documents. 4. Written in clear user friendly language, free from all jargon (spelling out acronyms). 5. Included appropriate data. 6. Consulted the relevant groups or citizens or stated clearly when this is going to happen. 7. Clearly cross referenced your impacts with SMART actions. EXECUTIVE BOARD – 17 April 2018Agenda Item 5

Subject: Proposed Designation for a scheme of Additional Licensing for Houses in Multiple Occupation – Key decision

Corporate David Bishop, Deputy Chief Executive and Corporate Director for Director(s)/Director(s): Development and Growth Andy Vaughan, Corporate Director, Commercial and Operations Portfolio Holder(s): Cllr Jane Urquhart, Portfolio Holder for Planning, Housing and Heritage Cllr Toby Neal, Portfolio Holder for Community Protection Report author and Ceri Davies, Housing Strategy Specialist (Housing Strategy) tel contact details: 8763530, [email protected] Subject to call-in: Yes No Key Decision: Yes No Criteria for Key Decision: (a) Expenditure Income Savings of £1,000,000 or more taking account of the overall impact of the decision and/or (b) Significant impact on communities living or working in two or more wards in the City Yes No Type of expenditure: Revenue Capital Total value of the decision: £2,900,000 (gross), £62,000 (net expenditure) over five years

Wards affected: Arboretum, Berridge, Bridge, Dales, Dunkirk and Lenton, Mapperley, Radford & Park, Sherwood, St Ann’s, Wollaton East and Lenton Abbey Date of consultation with Portfolio Holder(s): 15th January and 22nd February 2018 Relevant Council Plan Key Theme: Strategic Regeneration and Development - Schools - Planning and Housing x Community Services x Energy, Sustainability and Customer x Jobs, Growth and Transport - Adults, Health and Community Sector x Children, Early Intervention and Early Years x Leisure and Culture - Resources and Neighbourhood Regeneration x Summary of issues (including benefits to citizens/service users):

This report informs Executive Board of the data collection and analysis work that has been completed to inform a decision to be made on a proposed Designation for a new scheme of Additional Licensing for houses in multiple occupation (HMOs), the current scheme being due to end in December 2018. Should the proposed Designation be approved by the Board a public consultation will take place.

Continued use of the Additional Licensing powers will provide the following benefits:  An opportunity to continue to influence higher standards of HMO accommodation and to ensure effective management through more extensive control; and  Lead to higher levels of citizen satisfaction with Private Rented Sector accommodation within the City.

The report outlines the outcomes of evidence gathering surrounding the continuing need for Additional Licensing within the City and presents a proposed Designation for consideration. Page 53

Note: Additional Licensing is a separate consideration to, and this report is separate from that regarding, Selective Licensing.

Exempt information: None

Recommendation(s): 1. The Board confirms that at this stage they propose to pursue a scheme of Additional Licensing as outlined in the report.

2. That the draft Designation contained in Appendix One be approved for consultation in accordance with the Department for Communities and Local Government (DCLG) guidance document Approval steps for Additional and Selective Licensing Designations in England.

3. The Board agrees that the outcome(s) of the consultation are reported to Executive Board to consider whether the Designation should be approved

1 REASONS FOR RECOMMENDATIONS

1.1 The evidence collected suggests that a scheme of Additional Licensing is needed in the Designation shown, and the conditions for implementing a scheme have been met. 1.2 The legislation requires that there must be a public consultation of at least ten weeks before a local housing authority can approve a designation.

2 BACKGROUND (INCLUDING OUTCOMES OF CONSULTATION)

2.1 Additional Licensing of houses in multiple occupation (HMOs) is a power available to local housing authorities within the provisions of the Housing Act 2004. This is a discretionary form of licensing that can be used in addition to the Mandatory Licensing of HMOs within the Act, which states that HMOs which have three storeys or more occupants comprising 2 or more households that are sharing amenities must be licenced. Additional Licensing can be used to license HMOs of any number of storeys with less than 5 occupants comprising 2 or more households that are sharing amenities.

2.2 From 1st October 2018 the definition of HMOs that are covered by Mandatory Licensing will change, with the storey element removed. This will mean that some HMOs that are currently or would potentially be licensed under Additional Licensing will move to Mandatory Licensing; the majority of HMOs in Nottingham will still be licensable under the proposed Additional Licensing scheme.

Page 54 2.3 Additional Licensing in Nottingham to date

2.3.1 Nottingham is in its final year of the five-year Additional Licensing scheme that is due to end on December 31st 2018. The delivery of the scheme has been effective in its operation and it has had a positive impact in addressing issues associated with HMOs. The nature of the scheme means that measuring performance is complex and its full impact will not be able to be measured until its conclusion. Combined with Mandatory Licensing and Nottingham’s scheme of Selective Licensing, Additional Licensing remains a key tactic in effort to improve the quality of the Private Rented Sector.

2.3.2 A review of the existing scheme (January 2014 to May 2017) demonstrates some measurable success and effectiveness. However, it shows that even as the scheme is in its final stages, a lack of engagement with the scheme and non- compliance from landlords persists and that further compliance and enforcement action is required to achieve the scheme outcomes.

2.3.3 Between January 2014 and March 2018, 2,665 applications were received and 2,458 processed in total, including secondary issuing after change of ownership, refusals and those subsequently revoked. The scheme however, continues to process c.30 applications a month, which is believed to be more than can be accounted for by new ownerships and movements into Additional Licensing from Mandatory Licensing or single occupancy.

2.3.4 At 4th April 2018 there were 2,276 active, additionally licensed HMOs and 212 applications being processed.

2.3.5 The review does show Additional Licensing has supported property improvement and the management of HMOs, however it has also demonstrated there is still considerable progress to be made across this sector. Between January 2014 and May 2017 less than half of HMOs inspected were compliant at first inspection and two-thirds required further conditions adding to the standard licence conditions. Additional Licensing has enabled properties to become compliant and have their amenities and facilities improved, however a lack of compliance is still indicated.

2.3.6 Two-thirds of properties that were not compliant at first inspection, showed improvement at subsequent inspections. This was achieved through positive intervention(s), engagement and strict inspection regimes. Such improvements have come at a cost to the resourcing of the scheme overall however, with multiple visits and inspections placing large demands on officer time and resource, slowing down the process of administering and issuing licences to other landlords.

2.3.7 Failure to comply has resulted in positive action being taken and in some cases the outright refusal to issue licenses to landlords, with some being declared not fit and proper to manage a HMO and hold a licence. As a result, some of these landlords have removed properties from the market or enabled the transfer into the ownership or management of new responsible and compliant landlords, thus taking rogue landlords out of the market completely. Where appropriate, new civil penalty powers have also been used to tackle non-compliance.

Page 55 2.3.8 In the year to date, there has been a decrease in the amount of ASB (particularly noise related) complaints and reports relating to HMOs that have extra licence conditions enforced and where these conditions have complimented other enforcement activity. Such conditions help ensure landlords of previously problematic HMO properties manage and tackle ASB more effectively.

2.3.9 The ability to access and regularly inspect properties is a vital tool that the scheme provides. It encourages a proactive and responsible management culture among compliant landlords, including increased professionalism for some smaller or non-portfolio landlords. The scheme has also benefitted the City by improving communication and engagement with tenants, helping them understand the property and management standards they should expect and promoting responsible behaviour by them when occupying homes in the Private Rented Sector. It has also been invaluable in identifying safeguarding concerns, as well as in preventing, intervening and detecting more serious, organised and major crimes such exploitation and modern slavery.

2.3.10 Maintaining Additional Licensing alongside the other two licensing schemes will enable a consistent, consolidated and robust approach to raising standards across the Private Rented Sector. It will help prevent landlords from changing the occupancy levels or location of their portfolio in order to avoid compliance with other licensing schemes.

2.3.11 The final phase of the current scheme will focus on compliance, enforcement and delivery of the scheme outcomes before its close on 31st December 2018. With Mandatory Licensing established and Selective Licensing to launch on 1st August 2018, the outcomes of this scheme of Additional Licensing as well as the continuation of a refreshed scheme, play a pivotal role in protecting our citizens.

2.4 The evidence for a new scheme

2.4.1 Officers have carried out an evidence collecting and analysis exercise to see where a further scheme is required once the original has ended, and the types of HMO that should be included.

2.4.2 The CLG guidance document “approval Steps for additional and Selective Licensing designations in England” states before making a designation for licensing of a particular type of HMO or for a particular area, a local authority must:

 Consider that a significant proportion of the HMOS of that description in the area are being managed sufficiently ineffectively as to give rise, or be likely to give rise to one or more particular problems for those occupying the HMOs or members of the public.  Have regard to any information regarding the extent to which any codes of practice approved under section 233 have been complied with by persons managing HMOs in the area in question.  Consider whether there are any other courses of action available to them (of whatever nature) that might provide an effective methods of dealing with the problem(s) in question.  Consider whether making the designation will significantly assist them to deal with the problem(s) (whether or not they take another course of actions as well).  Consult persons likely to be affected by the designation.  Ensure that the exercise of power is consistent with their overall housing strategy; and Page 56  Seek to adopt a coordination approach in connection with dealing with homelessness, empty property and anti-social behaviour affecting the Private Rented Sector as regards to combining licensing with other action stake by them or others.

2.4.3 An evidence base has been collected to inform the proposed Designation using records relating to HMO addresses and complaints held on the Environmental Health “CIVICA” database.

2.4.4 In order to comply with the Housing Act 2014 and DCLG guidance that require that a significant proportion of HMOs of the proposed description in the area are being managed sufficiently ineffectively, the area covered by the proposed designation has been has been arrived at using the same statistical test and broadly the same overall methodology The designation is based on:

a. Census output areas (COAs) containing 10 or more HMOs that would be licensable under an Additional Licensing where 20% of these HMOs have received one or more complaint or service request recorded in CIVICA or Community Protection Warnings or Notices between January 2014 and December 2017 concerning:

 Waste and refuse (fly tipping, refuse accumulation, bins on streets)  Noise  Housing disrepair, conditions and detriment to amenity  Overcrowding, fire safety, HMO licensing (the methodology used for the 2014-18 designation)

b. COAs where statistics indicate the level of complaints or service requests against HMOs of the type licensable means HMOs creating significant issue for the area overall.

c. Input from ward councillors and stakeholders in areas where progress in effective management is considered contingent on the continuation of Additional Licensing.

d. The review of the 2014-18 scheme and the need for Additional Licensing to sustain the progress already made. Whilst a decrease in the number of COAs from the 2014-18 designated area now meeting the above test (due to a reduction in complaints) has occurred, if licensing was removed from these COAs, it would result in a designation that lacked coherence and, given the concentration of HMOs in those COAs, a real likelihood that problems would return in the absence of a combination of licensing and enforcement. For these reasons these COAs have been retained within the proposed Designation.

2.4.5 The proposed Designation, if based solely on COAs and complaints data would create an abstract boundary that would not necessarily fit with public perception and potentially make the scheme’s operation confusing. It has therefore been further defined to include natural or physical boundaries that provide a more coherent or legible area.

2.4.6 Officers are satisfied that the area of the Designation contains a significant proportion of the type of properties that cause or are likely to cause the Page 57 problems set out in the DCLG guidance due to sufficiently ineffective management. Whilst the current scheme has helped to achieve significant progress in improving property conditions and the management of HMOs, there is recognition at central government level that licensing may have to be a long- term strategy and will not provide instant solutions. The evidence suggests that problems persist and that the statutory tests are met to merit a further Designation to take effect on the expiry of the current one.

2.4.7 A map proposed Designation is shown at Annex A of Appendix One. Coverage comprises the 2014-2018 designation plus areas of Sherwood, St Ann's, New Basford and the City Centre that have met the statistical test. These "new" areas contain c.150 HMO of the type licensable under Additional Licensing

2.5 Classes of HMO to be excluded from the Designation

2.5.1 When making a Designation the Authority may choose to exempt certain classes of HMO in addition to those that are exempt by law. As indicated above the Authority must have regard to any information regarding the extent to which any Codes of Practice approved under section 233 have been complied with by persons managing HMOs. In Nottingham, there are a number of premises that do comply with these codes, namely purpose built or purpose converted student accommodation administered by Accreditation Network UK (ANUK).These properties were exempted from the 2014-2018 scheme and as there is continued compliance with these codes it is proposed that these properties also be exempted from any new designation and scheme.

2.5.2 The existing Designation currently applies to HMOs as defined by s.257 of the Act (certain older conversions to flats). Under the current Additional Licensing Scheme, the Authority has found s.257 HMOs complex and problematic to regulate within the terms of the legislation. The person required to licence the s.257 HMO is usually the person responsible for the entire building (i.e. freeholder), however they will not necessarily have control over the flats that are being rented out in a way that is compatible with Additional Licensing’s operation. It is proposed therefore, that s.257 HMOs be exempt from the 2019-23 Designation. This will not however mean that these properties go unregulated; with the changes to Mandatory Licensing and the introduction of Selective Licensing these properties (or private rented flats within) are likely to be licensable under one or other of those schemes.

2.6 Other Courses of Action

2.6.1 Before implementing a scheme of Additional Licensing the Council must consider whether there are any other courses of action available to it (of whatever nature) that might provide an effective method of dealing with the problem or problems in question. Over the past decade the Council has operated a range of schemes and initiatives aimed at improving property conditions in the private rented sector, the management of HMOs, and the promotion of a more positive presence of HMO in the wider housing market and community. These were considered when the current Additional Licensing scheme was proposed. Some of these have continued, and there have been new initiatives introduced. These include:

Page 58  The “Nottingham Standard”, combining the UNIPOL and DASH accreditation schemes under one accreditation mark, and significantly increasing the numbers of properties covered by accreditation  Specialist teams to deal with ASB and environmental crime  Community Protection Service, with NCC and Nottinghamshire Police working together to proactively and reactively tackle ASB at a local or community level  A wide range of partnerships developed by Community Protection across the statutory and voluntary sector to address some of the issues raised by HMOs and the wider private rented sector  Three successful Rogue Landlord programmes, utilising grant secured from Government  “Nottingham Together” – the programme of activity (including housing) within the City’s migrant communities to build greater community cohesion, funded via the Government’s Controlling Migration fund.  Landlord engagement via regular meetings with the key landlord groups and participation in their events  Use of the internet and social media to promote the work of the Council in the Private Rented Sector, raise awareness of tenants’ rights and responsibilities and provide ways for tenants to make complaints via the “Nottingham Renters” site  The “Nouse” Strategic Housing Network, promoting positive practice in the Private Rented Sector and providing housing market news and information for landlords and tenants.  The Nottingham Private Rented Accommodation Scheme (NPRAS) to encourage landlords to work with NCC’s Housing Aid in providing accommodation for homeless households and enable the Council to discharge its duties via the Private Rented Sector  The continued employment of a Student Strategy Manager post at NCC to lead a more coordinated, partnership approach to student issues across the City, including housing.  The continued response by Safer Housing Teams in Environmental Health to complaints about housing conditions with the appropriate enforcement ranging from asking to prohibitions, prosecutions and financial penalties.

2.6.2 These initiatives have proven successful in both raising standards and levels of engagement and awareness within the Private Rented Sector, particularly when linked to the current scheme of Additional Licensing. Despite these schemes and initiatives, problems still exist in the proposed Designation:

2.6.3 Enforcement powers are also available under the Act and Regulations. Community Protection’s Houses in Multiple Occupation (HMO) team respond reactively to health and safety concerns about poor accommodation in the private rented sector.

2.6.4 Whilst powers such as Emergency Prohibition Orders (EPOs) already exist within the Housing Act 2004 to deal with situations that are an imminent danger to the health and safety of the occupants, Additional Licensing requires landlords to be proactive in managing the risks in their properties and ensure improved management. Therefore, Additional Licensing potentially reduces the requirement to use powers such as EPOs.

2.6.5 In some cases, landlords have undertaken works at very short notice to deal with serious hazards rather than face formal enforcement action but only because of the reactive intervention of colleagues in the HMO Team. However, in order to address

Page 59 the problems that persist within HMOs in the City, the continued use of Additional Licensing is required.

2.7 Fit with the Council’s Strategic Approach

2.7.1 As stated above, the Council is further required to ensure that the exercise of power is consistent with their overall housing strategy; and to seek to adopt a coordinated approach in connection with dealing with homelessness, empty property and anti-social behaviour affecting the private rented sector. To take each of these in turn:

 The Housing Strategy The Council is about to consult on a new housing strategy which will span the years 2018-21. The document, entitled “Quality Housing for All” has an overall objective that all Nottingham’s citizens should be able to access a good quality home irrespective of its tenure. In terms of the Private Rented Sector this will primarily be delivered through the implementation of a scheme of Selective Licensing covering the majority of the City’s Private Rented Sector, and by building the case for a further scheme of Additional Licensing for HMOs on the expiry of the current scheme.

 Homelessness The use and availability of decent and affordable accommodation is key to addressing and preventing homelessness, which has increased considerably in the past 2 years. In order to meet its relief duties within the Homelessness Reduction Act the Council will be looking increasingly to the Private Rented Sector as a source of accommodation. Shared accommodation is particularly important in meeting the housing needs of younger, single people who are only able to claim the single room rate of local housing allowance. Tackling poor property or living conditions as well as poor tenancy management can make accommodation more sustainable and prevent homelessness presentations. In recognition of the growing importance of the Private Rented Sector in homelessness prevention and relief there will be increased levels of joint working between Housing Aid officers dealing with homelessness and the Housing Licensing and Compliance and Safer Housing Teams in the form of a new “Housing Hub”.

 Empty Homes Additional Licensing will enable HMOs that come back into use to ensure decent, well-managed accommodation.

 Anti-social behaviour The Council works to reduce anti-social behaviour (ASB) across the City. Additional Licensing is an additional tool that can be utilised to ensure landlords manage their properties and tenants in an appropriate manner. Where required colleagues in Community Protection would be able to identify and provide evidence of licence holders that are failing to comply with the HMO licence conditions.

The making of the Designation is felt to be consistent with these strategies and to form part of a co-ordinated approach in connection with dealing with homelessness, empty properties and anti-social behaviour affecting the Private Rented Sector.

Page 60 A scheme of Additional Licensing will significantly assist in achieving improved property conditions and standards as well as reducing ASB, as it allows for properties not meeting minimum requirement to be excluded from the market if they do not comply, therefore protecting tenants and the wider community from their negative impact. Further, the administrative practicalities of the scheme (e.g. having access to landlord details) allows better and more timely communication and issue resolution, maintaining progress and improvements over the longer term.

2.8 Operational Matters

2.8.1 The Designation can operate for a maximum of 5 years and there is a statutory duty to review the Designation from time to time. It is proposed that this Designation run for a 5 year period in order that it provide maximum benefit.

2.8.2 It is proposed that the licence conditions at Appendix Two be applied in the new scheme. The consultation will include information on the licence conditions and indicative fees, though both may be subject to change.

2.8.3 The departmental operation of the various Private Rented Sector licensing regimes is the subject of ongoing reviews and some changes are proposed to the way that applications for Additional Licensing are administered and the fees that are charged. Operational issues are generally dealt with under delegated powers.

2.8.4 Fees It is proposed that the fees be amended to reflect a more targeted approach. It is proposed that in addition to the existing “standard” and “accredited” fees a new category of “less compliant fee” be introduced to make less compliant landlords pay the highest fee, reflecting the additional work/compliance activity associated with such licences. Fees for accredited landlords will remain lower than the standard fee reflecting both the lower level of work associated with such applications and acting as an incentive for applicants to become accredited. The proposed fee structure is detailed in sections 4.2 to 4.5. The increase in fee reflects the fact the fee has remained the same since introduction of the existing scheme but costs have risen. It also covers in full those operating costs that are recoverable through the fee.

The fee has been based on the issue of 1,500 licences; for increased certainty in financial forecasting this figure equates to existing licenced properties minus properties predicted to migrate to mandatory or selective schemes.

2.8.5 Applications It is proposed that all licensing applications will become online only, the presumption being that a licence will be issued unless a valid reason for refusal is known at the time of the application. Inspections will be carried out on a risk based assessment with landlords that attract the “less compliant” fee having their properties inspected either before a licence is granted, or during the term of it.

2.8.6 Conditions The conditions have been reviewed and updated in line with the introduction of Selective Licensing in Nottingham (August 2018). Updated conditions can be found at Appendix Two (numbers 21, 34, 39, 40, 42 and 46-48)

Page 61

3 OTHER OPTIONS CONSIDERED IN MAKING RECOMMENDATIONS

3.1 To not propose a further scheme of Additional Licensing: rejected because there is evidence that there is a need for a further scheme. Five years has not been a sufficient period of time to fully deal with the problems that are being seen in HMOs. Furthermore, to not continue with Additional Licensing would undermine the Council’s efforts to improve property and management conditions in the Private Rented Sector, thus enabling all citizens to access a good quality home.

4 FINANCE COLLEAGUE COMMENTS (INCLUDING IMPLICATIONS AND VALUE FOR MONEY/VAT)

4.1 The estimated value of this scheme over the 5-year period is £2.9m

4.2 The standard fee for a licence will cost £1,370 per property.

4.3 The higher fee for less compliant landlords will cost £1,720 per property

4.4 There is a reduced fee for those properties in an accredited scheme. This fee is set at £1,000

4.5 Based on research and evidence gathering, it is estimated that there are c. 1,500 private rented properties that potentially fall within the Additional Licensing criteria

4.6 This is a self-funded scheme. There will be no gain or loss in association with this scheme. It must remain cost neutral; therefore, there will be no negative impact to the MTFP

4.7 The fee has been calculated by using an updated Local Government Association (LGA) toolkit to ensure value for money, but also to ensure that all allowable costs are recovered. Based on running the scheme alongside the Mandatory licensing scheme, the fee was based on costs for 4,000 licences (Mandatory is estimated to receive 2,500 applications) the teams will work together and be costed proportionally across the two schemes. For the sake of this report, the costs for running the Additional scheme have been calculated based on the processing of 1,500 licences.

4.8 The assumed costs included are: a. Staffing costs to run the scheme, these have been included at productive hours only as per the guidance and relevant staff grades for each piece of work. b. Processing costs of each licence, application, checking etc. – this has been calculated using percentages for time taken. c. Enforcement costs (as per recent change to legislation). d. Management fees e. Exit costs. f. Overhead costs to include accommodation, IT, HR, Finance & Legal support. g. The most recent inflation factors

4.9 Table 1 below is a breakdown of costs. The costs are a guide and need to be flexible throughout the 5 year period based on demand and the risks highlighted in point 4.10 of this report Page 62

Table 1: Estimated Operating Costs of scheme £'000 Personnel Costs 2,178 Operating Costs Premises 162 Transport 10 Supplies & Services 63 IT Support 94 Other overheads inc EHO, Legal, Finance, HR , Bus Analyst support functions 234 Operating Costs 563 Publicity and exit fees 97 Non-recoverable costs - see Table 2 ** 62 Total Costs 2,900 ** These costs are not part of the fee

In the event that the amount of licences received varies from the estimated 1,500 properties, the income will invariably change. Costs would remain in line to reflect this. In the event that the licence numbers exceed the 1,500 additional resources would be factored in and budgeted for accordingly. Likewise, if income falls below, the operating model would be reduced to reflect this. The scheme will remain self-sufficient.

4.10 Risks a. There are risks to this scheme, which could have an impact on the financial business model.

b. An example of some of the risks that could impact on the schemes financial viability and would require a resources review to mitigate are: i. Level of applications vary. ii. Landlords may gain accreditation in order to secure a lower fee. Accredited landlords could receive a reduction of £370. Significant changes to accreditation numbers will affect costs and income. iii. If operational activity identifies unexpected qualities of property (better or worse) which would mean staffing balance or costs are different to those that are anticipated. iv. If there is any legislative, guidance changes and/or case law rulings v. Any other changes to service delivery which is impacted by issues for example, IT, accreditation providers, staffing, accommodation etc., it may be necessary to amend the business model vi. Two part fee and new fee structure

c. The valuation and sensitivity of risks above currently cannot be quantified however; these will be developed as the scheme progresses. During this time, the following needs to be in place to ensure the early warning of risks and the ability to undertake corrective action mitigating any financial impact to the organisation: i. Robust performance monitoring frameworks for both operational and financial targets. ii. Staffing flexibility set up to be able to align to activity levels.

Page 63 iii. The business model includes full staffing exit costs (as referred to above).

4.11 The scheme is set for a five-year period. Each year, a balanced net zero budget will be set based on projected activity. Monthly budget monitoring will ensure the budget stays on track. Periodically where necessary, the budget may be re-aligned in year to reflect changes in activity.

4.12 There is also the inevitability that applications will not be made uniformly over the five years of the scheme. This will apply to some costs also, in particular with staffing. As with previous similar schemes, it is likely that a larger proportion of income will come in in the early years. Therefore, there will be no impact on borrowing from the authority. Because this scheme needs to be self-financing with no gain or loss to be aligned to the Local Authority, the peaks and troughs in both income and expenditure has to be managed.

4.13 This will be done by applying the relevant accounting treatment – Receipts in Advance. This form of accounting treatment has been confirmed by CIPFA. This will ensure there is no impact on the MTFP and the scheme remains viable for the whole term

4.14 The Additional Licencing scheme also includes non-recoverable costs, which over the five years are estimated at £62,000. These are set out in Table 2 below and are reflected in table 1:

Table 2: Estimated Non-recoverable costs Costs £’000 Housing rating Inspection 33 Prosecutions of licence conditions through the courts 20 Tribunal costs including Legal 9 TOTAL 62

The Non Recoverable costs of £0.062m are covered through the budgets already held within other departments of the council, therefore already within the MTFP, so are not included within the fee.

5 LEGAL AND PROCUREMENT COLLEAGUE COMMENTS (INCLUDING RISK MANAGEMENT ISSUES, AND LEGAL, CRIME AND DISORDER ACT AND PROCUREMENT IMPLICATIONS)

5.1 In order for the Board to ultimately approve a scheme of Additional Licensing Councillors must be satisfied of the matters outlined in paragraph 2.13 of the report. In particular section 56(2) of the Housing Act 2004 states:

“The authority must consider that a significant proportion of the HMOs of the relevant description in the area are being managed sufficiently ineffectively as to give rise, or to be likely to give rise, to one or more particular problems either for those occupying the HMOs or for members of the public.”

5.2 The making of the initial Designation was unsuccessfully challenged by way of Judicial Review. Whilst this Designation would also be open to challenge a similar but slightly modified approach has been taken to assessing the Page 64 evidence and considering the relevant guidance and tests as before to try and ensure that any new Designation would also withstand any challenge. Given that this report is at an early stage of the process and seeks authority to consult on the proposals the risk of such a challenge at this stage is low.

5.3 Councillors should satisfy themselves that the tests outlined in paragraph 2.13 of the report are met and that they are satisfied with the evidential basis of the Corporate Directors’ recommendations before proceeding to consultation. Were any changes to be proposed to the area to be designated they would need to be evidence based in order to withstand any potential challenges

6 STRATEGIC ASSETS & PROPERTY COLLEAGUE COMMENTS (FOR DECISIONS RELATING TO ALL PROPERTY ASSETS AND ASSOCIATED INFRASTRUCTURE)

6.1 This report raises no particular issues or concerns from a Strategic Asset and Property perspective.

7 SOCIAL VALUE CONSIDERATIONS

7.1 The use of Additional Licensing is consistent with the Council’s overall strategic approach to housing and its approach to a number of key priorities for the City. Additional Licensing, by tackling the problems that are evidenced in the proposal, will help to achieve a number of positive outcomes in terms of regeneration, health and wellbeing, and community safety, which are all major priorities for the city. This will help to deliver improved outcomes for citizens.

8 REGARD TO THE NHS CONSTITUTION

8.1 The NHS Constitution has as one of its guiding principles that the NHS will work across organisational boundaries. It says: “The NHS is committed to working jointly with other local authority services, other public sector organisations and a wide range of private and voluntary sector organisations to provide and deliver improvements in health and wellbeing”. The Council’s approach to housing also follows this principle, seeking to work with a range of other services to improve citizens’ lives, not least their health and wellbeing. One of the key benefits the Council believes that Additional Licensing will bring is improved housing conditions; the positive impact that better housing can make on health and wellbeing has been demonstrated both nationally and locally.

8.2 The City’s Health and Wellbeing Strategy has “Healthy Environment” as one of its four main priorities. Within this there is the priority action “Housing will maximise the benefit and minimise the risk to health of Nottingham’s citizens”. The proposal for Additional Licensing fits very clearly with this action

9 EQUALITY IMPACT ASSESSMENT (EIA)

9.1 Has the equality impact of the proposals in this report been assessed?

No An EIA is not required because: (Please explain why an EIA is not necessary) Page 65

Yes Attached as Appendix Three, and due regard will be given to any implications identified in it.

10 LIST OF BACKGROUND PAPERS RELIED UPON IN WRITING THIS REPORT (NOT INCLUDING PUBLISHED DOCUMENTS OR CONFIDENTIAL OR EXEMPT INFORMATION)

10.1 None.

11 PUBLISHED DOCUMENTS REFERRED TO IN THIS REPORT

11.1 None.

Page 66 Appendix One:

Nottingham City Council

Designation of an Area for Additional Licensing of Houses in Multiple Occupation 2018

Nottingham City Council in exercise of their powers under section 56 of the Housing Act 2004 (“the Act”) hereby designates for additional licensing of Houses in Multiple Occupation (“HMOs”) the area described in paragraph 4.

CITATION, COMMENCEMENT AND DURATION 1. This designation may be cited as the Nottingham City Council Designation for an Area for Additional Licensing of Houses in Multiple Occupation 2018.

2. This designation is made on [date] 2018 and shall come into force on 1 January 2019

3. This designation shall cease to have effect on 31 December 2023 or earlier if the Council revokes the scheme under section 60 of the Act.

AREA TO WHICH THE DESIGNATION APPLIES 4. This designation shall apply to the areas delineated and shaded red on the map at Annex A.

APPLICATION OF THE DESIGNATION 5. This designation applies to all HMOs within the area described in paragraph 4 unless -

(a) the building is of a description specified in Annex B (Buildings that are not HMOs for the purpose of the Act - other than Part 1)

(b) the HMO is subject to an Interim or Final Management Order under Part 4 of the Act

(d) the HMO is required to be licensed under section 55 (2) (a) of the Act (mandatory licensing) , or

(e) the HMO is of a type which complies with an Approved Code of Practice under the The Housing (Codes of Management Practice) (Student Accommodation) (England) Order 2010 (or any Order subsequently amending or replacing the same) and which are administered by ANUK (f) HMOs as defined by Section 257 of the Act (certain converted blocks of flats)

EFFECT OF THE DESIGNATION

Page 67 6. Subject to sub paragraphs 5(a) to (e) every HMO of the description specified in that paragraph in the area specified in paragraph 4 shall be required to be licensed under section 61 of the Act.

7. Nottingham City Council will comply with the notification requirements contained in section 59 of the Act and shall maintain a register of all houses registered under this designation, as required under section 232 of the Act.

This Deed is given under the } Common Seal of NOTTINGHAM CITY COUNCIL:

Authorised Signatory

Date:

Page 68 Appendix 1 Annex A – Map of Designated Area

Page 69 Appendix Two:

Proposed Licensing Conditions for Houses in Multiple Occupation

A. Gas, Electrical and Fire Safety Gas Safety

1. Where gas is supplied to the property the licence holder shall ensure that all gas installations and appliances are in a safe condition at all times and that an annual gas safety check is carried out by a Gas Safe registered engineer on each gas appliance/flue in the house. The licence holder shall provide a copy of the gas safety certificate to all tenants/occupiers at the beginning of their tenancy and keep a written record that it has been provided.

2. The licence holder shall produce the gas safety certificate issued in respect of the house within the previous 12 months for inspection by the Council within 7 days of any demand given by the Council to do so. Details of Gas Safe engineers can be found at www.gassaferegister.co.uk

Safety of Electrical Appliances

3. The licence holder shall ensure that all electrical appliances made available in the house by them are kept in a safe condition and proper working order at all times.

4. The licence holder shall ensure that all electrical appliances made available in the house by them are inspected in accordance with current edition of INDG236 or HSG107 as appropriate, published by The Health and Safety Executive.

5. The licence holder shall ensure that as soon as any electrical appliance is identified as being unsafe, it is removed from the house immediately and properly disposed of.

6. The licence holder shall ensure that a record of visual inspections and tests is maintained. The licence holder shall submit to the Council on demand the records of visual inspections and tests within 7 days of the Council’s demand.

7. Within 7 days of the Council’s demand the licence holder shall supply a declaration as to the safety of electrical appliances made available by them at the property together with a copy of the inspections record carried out within the previous 6 months.

Safety of Electrical Installations

8. The licence holder shall ensure that the electrical installation in the house is kept safe and in proper working order at all times. The licence holder shall ensure that a satisfactory Electrical Installation Condition Report (EICR) or Electrical Installation Certificate (EIC) is produced at intervals of no more than 5 years or more frequently if indicated on the previous report. The licence holder shall on the demand of the Council supply the most recent fixed wire inspection and test certificate in the format recommended in Appendix 6 of BS 7671(or any British Standards which subsequently replaces this), within 7 days of the Council’s demand. “This report must be issued by a registered competent person see Appendix Two A for general guidance.

Page 70 Furniture and Furnishings (Fire Safety)

9. The licence holder shall ensure that the furniture made available by them at the house is safe and is kept in a safe condition at all times. Any furniture, which is made available by the licence holder, that is not in a safe condition should be removed from the property and properly disposed of.

10. The licence holder shall on the demand of the Council supply a declaration as to the safety of the furniture made available by him at the house within 7 days of the Council’s demand.

Smoke Alarms / Fire Detection Systems

11. The licence holder shall ensure that at all times a suitable fire detection system, designed in accordance with the current BS 5839 (or any British Standards which subsequently replaces this), is installed in the property. For the purposes of this paragraph, a suitable fire detection system includes the following grades: D, C, B or A, as described in the current BS 5839 (or any British Standards which subsequently replaces this).

The number and position of the detectors and alarms must comply with the recommendations of the current BS 5839 (or any British Standards which subsequently replaces this) but as a minimum there must be a smoke alarm installed on each storey of the house on which there is a room used wholly or partly as living accommodation. For the purposes of this paragraph, a bathroom or lavatory is to be treated as a room used as living accommodation. Smoke alarms shall be cleaned periodically in accordance with supplier’s instructions.

12. The licence holder shall supply a declaration as to the condition and position of any smoke alarms/detectors in the property within 7 days of the Council’s demand.

13. The licence holder shall ensure that the fire alarm system in the house is maintained in proper working order and is tested, inspected and serviced in accordance with the current BS 5839-1: (for Grade A systems) or the current BS 5839-6 (for all other grades of system), or any British Standards which subsequently replace these.

Grade A System 14. The system shall be inspected and serviced at periods not exceeding six months in accordance with the recommendations of BS 5839(or any British Standards which subsequently replaces this). Throughout the period of the licence and where relevant, inspection and servicing certificates in the format recommended by the current BS 5839 (Annex G 6) shall be submitted to the Council within 7 days of its demand. This report must be issued by a registered competent person see appendix 1 for general guidance.

Emergency Escape Lighting

15. The licence holder shall ensure that any emergency escape lighting in the house is well maintained in proper working order and inspected, tested and serviced in accordance with BS 5266. Throughout the period of the licence, periodic and test certificates in the format recommended by BS 5266-1:2011 (or any British Standard which subsequently replaces this) shall be submitted Page 71 to the Council within 7 days of the demand.” This report must be issued by a registered competent person see Appendix Two A for general guidance.

Carbon Monoxide Alarms

16. The licence holder shall ensure that if there are any natural gas or liquid petroleum gas (LPG) appliances or solid fuel burning combustion appliances, carbon monoxide alarms are installed in the property. Any carbon monoxide alarms must be manufactured in accordance with EN 50291 or have the British Standard kitemark. Any such alarm must be kept in proper working order.

17. Alarms must be located in each room in the house which is used wholly or partly as living accommodation and contains a solid fuel burning combustion appliance. For the purposes of this paragraph, a bathroom, lavatory, hall or landing are all treated as being a room used as living accommodation.

18. The licence holder shall on the demand of the Council supply a declaration as to the condition and position of any carbon monoxide alarms in the property within 7 days of the Council’s demand.

B. Property Management

19. The licence holder must ensure all reasonable and practical steps are taken to respond to repair and maintenance issues at their property and that any works to deal with repairs are undertaken within a reasonable period of time after they are notified, and within the timescales notified to occupiers under condition 26.

20. The licence holder must ensure that:

 The property is kept in a good state of repair and free from significant hazards that could affect the health and safety of tenants, occupiers and visitors to the property (part 1 of the Housing Act 2004)  The exterior of the property is maintained in a reasonable decorative order, and in a good state of repair.  The exterior of the property and boundary walls, fences and gates etc. are kept free from graffiti.  Gardens, yards and other external areas within the boundary of the property are kept in a clean and tidy condition and free from rodent infestations.

21. The licence holder shall make sure adequate security arrangements are in place and take reasonable steps to achieve property security by complying with the requirements of paragraphs below:

 So far as reasonably possible, any emergency works necessary to protect the security of the property are undertaken within 24 hours of notification e.g. damage to windows/entrance points to the property.  The security provisions for the access to the property (locks, latches, thumb turns, deadbolts and entry systems etc.) are maintained in good working order at all times. Page 72  Where window locks are fitted, window keys are provided to the occupant(s) of the property.  Where a burglar alarm is fitted to the house, which the occupant(s) is (are) made aware of the code, how the alarm is operated and the circumstances under which the code for the alarm can be changed.  Where previous occupiers have not surrendered keys, arranging for a lock change to be undertaken, prior to new occupiers moving in.  Where alley gates are installed to the side or rear of the licensed property, taking responsibility for holding a key and making satisfactory arrangements for the occupiers’ access and egress .  The main escape route (usually the front door) must be fitted with a thumb turn mortice lock, or equivalent, to five-lever security level. The lock must comply with fire safety requirements in that it shall be openable from the inside without the use of a key.  Where it has been identified by the Police or Council, that additional security is necessary that those works are carried out within a reasonable time.

Property inspections

22. The licence holder must ensure that the tenant’s right to quiet enjoyment of the property is respected. The licence holder must ensure that the tenant receives at least 24 hours written notice of intention to enter the property specifying the reason entry is required. The only exception is when it would not be reasonable to give such notice and access is urgent, e.g. in an emergency.

23. The licence holder shall ensure that inspections of the property are carried out at least every six (6) months to identify any problems relating to the condition and management of the property. The records of such inspections shall be kept for the duration of this licence. As a minimum requirement the records must contain a log of who carried out the inspection, the date and the time of inspection and any issues found and action(s) taken. Copies of these must be provided within 7 days of the Council’s demand.

Dealing with rubbish

24. The licence holder shall display in a conspicuous position within the HMO, written information indicating:

 which day refuse collections will take place;  what type of bins to use for household and recycling waste;  details of the Council’s bulky waste collection service;  details of the Council’s missed bin collection service;  the occupiers responsibility to put bins out no earlier than 4pm on the day before collection and to return bins within the boundary of the property by 8am the day after the collection.

25. Extra rubbish that cannot fit in the bins will be collected and disposed of within a period of 7 days by arrangement by the licence holder; and that such Page 73 rubbish, where possible, is to be stored at the rear of the property and within the boundary of the property until collection/disposal.

26. Where waste is not placed out for collection, and the collection has been missed, the waste will be collected and disposed of within a period of 7 days by arrangement by the licence holder.

27. The licence holder shall ensure there is a continued provision of an adequate, sufficient and suitable bins, having regard to the size and number of households at the property, and in accordance with the Council’s local waste disposal arrangements.

28. The licence holder shall ensure that all bins are in good working order with closable lids.

29. Where bins are not moved back within the boundary of the property by 8am the day after collection, it shall be the licence holders responsibility to do so.

30. The licence holder shall ensure that suitable and adequate provision for refuse storage and collection is provided at the house. This shall include a closable bin(s) of suitable capacity as specified by the Council.

C. Tenancy management

31. At the beginning of a new tenancy, the licence holder must provide the occupier(s) with written information, including contact details, explaining how they can make a complaint about the property and the arrangements in place to deal with emergency and other repairs. The contact and telephone number details should be applicable for contact between 9am – 5pm Monday to Friday, and should also include an out of hours contact number for use in emergencies. Any change in contact and/or telephone number details should be provided to occupiers within 24 hours of the changes being made. Copies of the written information provided to tenants must be provided within 7 days of the Council’s demand.

32. Where an occupier makes a complaint the licence holder shall indicate to the occupier(s) how they intend to respond to the complaint including a timescales for the steps they intend to take.

33. The licence holder shall respond to any complaint within a reasonable timescale. Copies of all correspondence relating to complaints shall be retained during the term of this licence and shall be provided to the Council within 7 days of the Council’s demand.

34. The licence holder must provide the tenant with an information pack containing the following details:  A true copy of the licence to which these conditions apply.  A notice with the name, address, day time and emergency contact number of the licence holder or managing agent.  Where appropriate, true copies of the current gas, electrical safety and energy performance certificates.  The information required by conditions 24, 26 and 30.

Page 74 35. The licence holder shall supply to the occupiers of the house a written statement of the terms on which they occupy it (e.g. a tenancy agreement or licence). This statement shall be provided within 7 days of the occupancy beginning and the licence holder shall supply a copy of the written statement within 7 days of the Council’s demand. * The written statement shall be clear about tenants responsibility for not causing anti-social behaviour and that breach of the requirement may lead to eviction.

36. The agreements are not to unfairly discharge the responsibility for anything that should reasonably be considered to be the responsibility of the Landlord/ Licence holder or manager under the Management of Houses in Multiple Occupation Regulations.

37. The licence holder shall comply with all relevant landlord and tenant law and shall ensure that all legal processes are followed when requiring occupiers to leave.

38. The licence holder shall demand references for new occupiers before entering into any occupancy agreement with them or allowing them to occupy the premises. Copies of these references shall be kept for the duration of this licence and made available to the Council within 7 days of the Council’s demand.*

39. The licence holder shall ensure there is suitable and sufficient buildings insurance in place for the duration of this licence. This should cover the costs of re-housing occupiers in the event of the need arising.

40. Before a new tenancy is issued the licence holder / agent should carry out an inventory and document it with photographs (where appropriate). Both the licence holder and the tenant shall date and sign the inventory and each retain a copy. 41. Where a deposit is taken the licence holder must provide the tenant with the relevant information about the deposit scheme to which it relates and any other information required under section 213 of the Housing Act 2004. This information must be provided to the Council within 7 days of the Council’s demand.

D. Tackling Anti-Social Behaviour

42. The licence holder shall ensure that all reasonable and practical steps are taken to prevent or reduce anti-social behaviour by the occupants and visitors to the house. In particular:-

 The licence holder shall put in place written procedures indicating how complaints made to the licence holder will be dealt with, a copy of which shall be provided to the occupiers upon commencement of their occupation and to the Council within 7 days of the Council’s demand.  Where complaints of ASB or criminality are made to the licence holder the licence holder shall investigate them and take action to resolve them. Copies of the complaint shall be kept together with notes arising during the course of the investigation and how Page 75 the matter was resolved and keep them for the duration of this licence. Where the licence holder has reason to believe that criminal activity is taking place at the property the licence holder must ensure that the appropriate authorities are informed.  There may be instances where anti-social behaviour occurs more than once, but not continuously and possibly several months apart. In such circumstances the licence holder shall take all reasonable and practical steps to ensure it is effectively dealt with, up to and including eviction.

An ASB guide with good practice to be completed by a licence holder can be found on the Council’s website at www.nottinghamcity.gov.uk/

E. Change of Details or Circumstances

Fit and Proper Person

43. The licence holder must inform the Council in writing if, since becoming the licence holder any of the events described within Appendix Two B have occurred in respect of either the licence holder and/or the manager of the house or any persons associated with them. Notification shall be made to the Council within 21 days of such occurrence.

Documents to be Displayed

44. The licence holder shall display in a conspicuous position in the common parts of the HMO, a copy of this licence to which these conditions apply; the name, address and phone number of the manager of the HMO and any notices related to the varying of this licence.

Notification

45. The licence holder must inform the Council within 21 days of any material change in circumstances including:

 change of their residential address or contact details; including when they no longer reside at the address on the licence, or where the licence holder is a business, if their business address has changed.  If the manager is an agent, or employee of the licence holder, and this person or company ceases to be the manager or is no longer employed by the licence holder, and apply to vary the licence where a new manager is proposed, before the new manager begins managing the HMO.  If the licence holder is a manager of the HMO, they shall inform the Council if they are no longer a manager of the property  change of manager, management arrangements or ownership;  any proposed changes to the structure, layout or amenity provision of the property that would affect the licence or licence conditions.

Page 76 Any material change of details or circumstances may require a variation or revocation of this licence. See Appendix Two A for general guidance.

46. Licence holders who are accredited by a body approved by the Council shall ensure that accreditation status and/or membership of that body is maintained for the duration of this licence. If for any reason accreditation status/membership ceases the licence holder shall inform the Council in writing within 21 days and shall pay to the Council a sum representing the difference between the standard and accreditation fees for licences applicable at that time.

F. Licence Holder Training

47. Where the licence holder has not attended relevant training in the previous 3 years, they must as a minimum attend suitable training on the law and legal requirements relating to managing privately rented housing within 12 months of the date the licence is granted. This requirement can be satisfied in one of the following ways:  by attending a one-day training course arranged and delivered by the Council or our accreditation partner DASH Services and submitting a certificate to the Council following this training. Visit www.dashservices.org.uk or call 01332 641111 to arrange this;  by completion of the accreditation training of the National Landlords Association (NLA), Residential Landlords Association (RLA), National Approved Letting Scheme (NALS) or East Midlands Property Owners (EMPO) and submitting the pass certificates to the Council for confirmation;  by completion of other suitable training on the law and legal requirements relating to managing privately rented properties subject to approval by the Council in advance and subject to submitting a pass certificate or similar document to the Council for confirmation G. Interpretation

48. Where reports, certificates, declarations or other documents are required to be produced or supplied to the Council, this shall mean sending by submitting them via the online portal.

49. Any reference to tenant or tenancy can also be interpreted to include occupancy by licence or other form of written agreement for the purposes of these conditions.

Failure to comply with any licence conditions may result in legal proceedings including, civil penalty or prosecution through the courts and loss of the licence.

Page 77

Appendix Two A - Guidance information These do not form part of the licence conditions, but you may still be under an obligation to comply with this legislation

Gas Safety If gas is supplied to the house the licence holder shall ensure the Gas Safety (Installation and Use) Regulations 1998 (or any Regulations which subsequently replace these) are complied with.

Electrical Safety The licence holder shall ensure that the Electrical Equipment (Safety) Regulations 1994 (or any Regulations which subsequently replace these) are complied with. Electrical checks shall be carried out by a competent person.

Competent Person

A competent person is someone who has sufficient training and experience or knowledge and other qualities that allow them to assist you properly. The level of competence required will depend on the complexity of the situation and the particular help you need.

Where electrical works / certificates are required by competent persons the work shall be carried out by a suitably qualified electrical contractor who should be registered / member of an approved scheme such as NICEIC, ECA, NAPIT etc. or registered to undertake electrical works in accordance with Part P of the Building Regulations (unless exempt works). Electrical contractors that are on a relevant competent person scheme can be found at www.competentperson.co.uk

Details of competent Gas Safe engineers can be found at www.gassaferegister.co.uk

Property Management More information on dealing with waste can be found at www.nottinghamcity.gov.uk/bin-and- rubbish-collections/. Licence holders may find it useful to include this link in the documentation provided to occupiers under condition 24

Page 78 Training The training requirement in conditions 42 is a minimum requirement and depending on the level of responsibility and complexity of properties involved the licence holder should consider undertaking further relevant training in line with the extent of their liabilities.

Deposits The licence holder shall ensure that any deposit taken as security for a tenancy is protected as appropriate by placing it in an approved tenancy deposit scheme. The tenant must be given the prescribed information about the scheme being used within 30 days of giving the deposit.

Variations to licence Where the licence holder or a relevant person applies to vary a licence they should do so at the earliest opportunity. The original licence shall stay in force until the point that the variation is determined, as they can be granted or refused. See condition 40

Right to rent Only people with permission or a right to be in the UK have a right to rent property. As a landlord, you have a responsibility to restrict illegal immigrants accessing the private rented sector. If you are found letting to someone who does not have the right to be in the UK, and you cannot show that you have made right to rent checks, then you could face a penalty of £3000. For more information visit www.gov.uk/check-tenant-right-to-rent-documents

Energy Performance Certificates (EPCs) Licence holders shall ensure they comply with relevant legislation, ensuring tenants have sight of a current EPC for the property at the appropriate time. From 1st April 2018 domestic properties in England and Wales must have an EPC certificate with a minimum E rating for energy efficiency.

Redress scheme Where the licence holder is also a letting agent or property manager they shall be a member of a relevant property redress scheme. More information is available at www.gov.uk/government/publications/lettings-agents-and-property-managers-redress- schemes

Changing Use and converting family housing to HMOs Licence holders proposing to convert properties from single occupancy into HMOs should be aware that planning permission is required. More information is available at www.nottinghamCity.gov.uk/planning-and-building-control/planning-applications/do-i-need- planning-permission/

To Let boards In Nottingham there are controls on to let boards in certain parts of the City. More information is available at www.nottinghamCity.gov.uk/planning-and-building-control/planning- applications/do-i-need-planning-permission/controls-on-to-let-ad-boards/

Page 79

Appendix Two B (see condition 43)

Acted in contravention of any of the following:

 Commission of an offence involving: fraud, dishonesty, violence, drugs and sexual offences.  Practised unlawful discrimination on grounds of sex, colour, race, ethnic or national origins or disability in connection with a business.  Contravened any provision of housing or landlord and tenant law. By way of example this may include but is not limited to: proceedings being taken by a local authority a local authority has carrying out works in default premises being made subject to a management order under the Housing Act 2004 refusal of a HMO licence or breach conditions of a licence.  Acted in contravention of any Approved Code of Practice  or any Banning Order offences as listed below;

Protection from Section 1(2), (3) and (3A) Unlawful eviction and harassment of Eviction Act 1977(4) occupier

Criminal Law Act Section 6(1) Violence for securing entry 1977(5)

Housing Act 2004(6) Section 30(1) Failing to comply with an improvement notice

Section 32(1) Failing to comply with a prohibition order

Section 72(1), (2) and (3) Offences in relation to licensing of Houses in Multiple Occupation

Section 95(1) and (2) Offences in relation to licensing of houses under Part 3

Section 139(7) Contravention of an overcrowding notice

Section 234(3) Failure to comply with management regulations in respect of Houses in Multiple Occupation

Section 238(1) False or misleading information

Regulatory Reform Article 32(1) and (2) Fire safety offences (Fire Safety) Order 2005(7)

Health and Safety at Section 33(1)(c) where a person contravenes Gas safety offences - duties on Work etc. Act 1974(8) any requirement specified in regulation 36 of landlords the Gas Safety (Installation and Use) Regulations 1998(9)

Immigration Act Section 33A(1) and (10) Residential tenancies – landlord 2014(10) offences

Section 33B(2) and (4) Residential tenancies – agent offences

Fraud Act 2006(11) Section 1(1) Fraud

Section 6(1) Possession etc. of articles for use in frauds

Section 7(1) Making or supplying articles for use in frauds

Section 9(1) Participating in fraudulent business carried on by sole trader etc.

Page 80 Section 11(1) Obtaining services dishonestly

Section 12(2) Liability of company officers for offences by company

Criminal Justice Act Schedule 15 Specified violent and sexual offences 2003(12)

Misuse of Drugs Act Section 8 Occupiers etc. of premises to be 1971(13) punishable for permitting certain activities to take place there

Section 9 Prohibition of certain activities relating to opium

Section 9A(1) and (3) Prohibition of supply etc. of articles for administering or preparing controlled drugs

Section 18(1), (2), (3) and (4) Miscellaneous offences

Section 19 Attempts etc. to commit offences

Section 20 Assisting in or inducing commission outside United Kingdom of offence punishable under a corresponding law

Section 21 Offences by corporations

Proceeds of Crime Act Section 327 Concealing etc. criminal property 2002(14)

Section 328 Arrangements

Section 329 Acquisition, use and possession

Protection from Section 2 Offence of harassment Harassment Act 1997(15)

Section 2A Offence of stalking

Anti-social Behaviour, Section 30 Breach of criminal behaviour order Crime and Policing Act 2014(16)

Section 48 Failure to comply with a community protection notice

Criminal Damage Act Section 1(1) Destroying or damaging property 1971(17)

Section 2 Threats to destroy or damage property

Section 3 Possessing anything with intent to destroy or damage property

Theft Act 1968(18) Section 7 Theft

Section 9 Burglary

Section 21 Blackmail

Section 22 Handling stolen goods

Page 81

Page 82 Appendix Three: Equality Impact Assessment Form

GREEN Title of EIA/ DDM: Additional Licensing Consultation Name of Author: Ceri Davies Department: Development & Growth/Commercial & Operations Director: David Bishop and Andy Vaughan Service Area: Housing Strategy/Environmental Health Safer Housing Strategic Budget EIA N Author (assigned to Covalent):

Brief description of proposal / policy / service being assessed:

Additional licensing of houses in multiple occupation (HMOs) is a power available to local housing authorities within the provisions of the Page 83 Page Housing Act 2004. Section 56 of the Act allows local housing authorities to designate areas, or the whole area, within their districts subject to additional licensing in respect of some or all the HMOs in it areas that are not already subject to Mandatory Licensing.

Under the proposed scheme, all HMOs in the designation, that are not subject to Mandatory Licensing or not s.257 HMOs will require a licence; and applications will need to be made to the Council by landlords. There is a fee for the licence, that is based on the costs of administration and operation of the scheme and licences can be refused or revoked if properties do not meet the management or condition standards required.

The Council is proposing to implement a scheme of additional licensing scheme in a designated area – see appendix 1.

Continued use of the Additional Licensing powers will provide the following benefits:

 An opportunity to continue to influence higher standards of HMO accommodation and to ensure effective management through more extensive control; and  Lead to higher levels of citizen satisfaction with private rented sector accommodation within the City.

Nottingham has had a scheme of additional licensing in place since January 2014. The scheme has been a success, improving the condition of HMO properties and reducing associated Anti-Social Behaviour (ASB), however it is believed that 5 years is insufficient to bring about and sustain the long term improvements required. Therefore, an evidence gathering and analysis exercise was been undertaken to see if ad and where a new scheme is required and what the designation for the scheme should be.

It is possible that the consultation process itself (which will subsequent to the approval of this decision) will raise other issues in relation to equality and will be considered in a second EIA that will accompany the Executive Board report regarding the scheme’s adoption/implementation.

References 1. Housing Act (2004) Section 56 - https://www.legislation.gov.uk/ukpga/2004/34/part/2/crossheading/designation-of-additional-licensing

Page 84 Page Information used to analyse the effects on equality:

 Ethnicity monitoring via additional licensing applications.  Building Research Establishment (BRE) - Integrated Dwelling Level Housing Stock Modelling and Database for Nottingham City Council  Census 2011 and Household Projections  Issues and indications arising from full consultation on the previous scheme of additional licensing (2013-18).

Could May Details of actions to reduce How different groups particularly adversely negative or increase could be affected benefit impact positive impact (Summary of impacts) X X (or why action isn’t possible) The most significant difference in impact will be between the two groups that Additional Licensing directly affects most – Tenants and Landlords; to a lesser though still significant extent it will also impact members of the broader communities that have a high number of HMOs and are covered by the designation.

As groups, HMO tenants and HMO Landlords are diverse and consideration must be given to whether any potential benefit or adverse impact of the scheme relates to the Tenant/Landlord/Community Cohort or to a particular equality strand

Page 85 Page represented within them.

The positive impact of the scheme - improved property conditions, safety, tenancy management, community relations and reduced ASB - can be continually improved via the monitoring and enforcement action against non-compliant landlords

It is felt that overall the benefits of additional licensing outweigh the potential disadvantages; it is believed will have a positive impact on disadvantaged groups who are over-represented in HMO accommodation and wider communities that are covered in the designation

Action: The consultation process will engage directly with groups representing landlords, tenants and therein their component communities and a range of communications and marketing works will be undertaken to ensure engagement with a broad range of stakeholders. Issues of communication and understanding in respect of learning from the existing scheme and for any new scheme will be factored into the final scheme proposals. The consultation will take place from May 2018 for 11 weeks, with the report recommending the final scheme going to executive Board in September 2018. People from different ethnic The population of those living in the groups City’s Private Rented Sector (PRS) Action: comprises people from a range of  Continue to collect ethnicity data different BME communities and from landlords applying to the mapping shows there are citizens from scheme, with analysis every 2 BME communities with higher levels of years of any change in dynamic private rented sector property and or BME communities entering or HMOs. The tenant profile of HMOs is exiting this market. likely to be less diverse than that of the  Annually continue to monitor PRS overall, however we know that in HMO rent and compare to other certain areas of the City HMOs

Page 86 Page areas with and without licensing accommodated significant proportion of schemes. certain BME groups, particularly single,  Continue to make information economic migrants such as those from X and good practice on licensing Eastern European countries. available in accessible and easy Overcrowding can an issue in some read formats. areas and illegal conversions of properties particularly affect new and emerging communities, as does poor or improper tenancy management.

Potential benefit: Additional Licensing would bring improved quality and safety of accommodation for BME tenants living in HMOs and assist in the identification and removal of landlords who cause negative impact to vulnerable BME or new communities via substandard or illegal accommodation.

Potential adverse impact: (a)Landlords During consultation on the previous scheme of additional licensing it was put forward that the scheme would disproportionately and adversely impact the South Asian community. Many HMO landlords are of South Asian (Indian and Pakistani heritage) and residential property investment is a key strand of the named communities’ financial interests, therefore any Page 87 Page adverse financial impact of the scheme on landlords would be disproportionately felt.

There is limited data available on landlord ethnicity, however that collected (105 volunteered responses via the licensing application process), 40% were White British/Irish, 47% were Asian and 13% were Black or Other Ethnicity. Of the Asian landlords, 62% were Asian Pakistani, meaning this particular ethnicity makes up 35% of the total respondents.

It is acknowledged that this is a complex issue and that support will be required to ensure that different communities understand what licensing means for them, what is expected of landlords and that they are able to comply with the requirements.

(b)Tenants Concern has been raised that licensing will inevitably cause an increase in rents as a result of the increased landlord expenditure on the licence and the costs of complying with licensing conditions. Though the proposed designation covers areas of the city with higher proportions of BME households,

Page 88 Page there is no evidence to suggest that the overall HMO stock is disproportionately occupied by BME households. Based on the main groups known to use HMO accommodation, it is likely that overall the concentration of BME households is less than in the PRS as a whole. . It is understood however, that the type of HMOs subject to additional licensing, do accommodate large proportions of some newer BME communities, namely EU citizens of Eastern European and African descent as well as single refugees and asylum seekers. Such households could be negatively impacted or displaced by an increase in rents, especially as they many not be eligible. Similarly, landlords could limit themselves to “safer” options in terms of rental security reducing the availability of accommodation to these groups.

Overall, the additional cost to landlords is considered to be small as a proportion of rental income, especially across the term of the licence it should not equate to more than a few pounds per week. Although it is acknowledged that those with larger portfolios will need to pay for multiple licences. Further, a reduction in the fee is proposed for Page 89 Page those landlords who are accredited under the Nottingham Standard or contributing schemes.

There is a risk however that the costs to landlords associated with Additional Licensing will be passed on to tenants, however there is no evidence to suggest that increases in HMO rents to date are driven exclusively by the introduction of the scheme . Increases in HMO rents were observed after the introduction of licensing however, they were also seen in cities – notably with similar student populations – that did not have a licensing scheme in place.

The risk of rent increases is therefore one that council is aware of, but one which is based on speculation.

The Council does not believe that standards of accommodation should be compromised in the interest of greater affordability or preservation of margins and believe that the standards required by licensing are ones that landlords should already be meeting. Disabled People or carers It is acknowledged that this sector maybe home to a number of people with learning disabilities or mental health issues, particularly as it is known Page 90 Page to cater to younger and/or single household in receipt of local housing allowance.

Tenants with health issues are also much more likely to be affected by X problems with damp and housing disrepair issues and may face problems with communication and getting repairs done quickly.

Potential benefit: improvement in the property standards and tenancy management will have a positive impact on the health and security of tenants, something of particular benefit to those who may be vulnerable due to mental health or learning needs.

Potential adverse impact: Tenants in this equality strand could be affected by rent rises and other adjustments to the sector that might result from licensing changes People of different faiths/ Issues or links between particular BME beliefs and those with none. groups and the impacts of additional licensing could also apply to this equality strand.

Having identified that many landlords

Page 91 Page are from South Asian, or more specifically Pakistani, backgrounds, it should be noted that the Muslim community may not receive, for religious reasons, ‘interest’ from investments and therefore property is a X preferred investment for many, hence this makes this community sensitive to any matters that could affect property prices or yields.

As previously stated, the Council does not believe that standards of accommodation should be compromised in the interest of greater affordability or preservation of margins and believe that the standards required by licensing are ones that landlords should already be meeting. Younger It is recognised that the age profile of Action: Monitor homelessness HMO tenants tends to be younger than presentations made by those existing the housing market or PRS as a whole, shared accommodation in the additional predominantly because two of the main licensing area, as well as rent levels as groups using this type of per the above. accommodation are students and young people who are in receipt of Local Housing Allowance. LHA (housing benefit for PRS tenants) is capped at a “room rate” for single people under 35, meaning the amount they receive is intended to cover the rent in shared rather than single occupancy housing. Page 92 Page

Potential benefit: Improving the X standard of accommodation therefore would benefit younger people and provide better value for money to the public purse.

Potential adverse impact: Any rent increase because of licensing could have a particular impact on young people in receipt of local housing allowance. Their allowance is specifically based on shared accommodation or room rate however, their allowance could fall short of an increased rent, making them more vulnerable to eviction ad homelessness and landlords more likely to seek out “safer” tenant/rent options.

Other: cohesion/ good Looked after children and vulnerable relations, vulnerable children/ X children are most unlikely to be housed adults). in HMOs, although those leaving care may well access this type of accommodation, in which case observations relating to younger people (above) may apply. Where vulnerable children are living in HMOs they would benefit from improvements in property conditions and safety.

Page 93 Page Improvements to the management and

conditions of HMO properties, particularly in terms of ASB and poor external condition will assist an increase

in cohesion and reduction in tensions between occupants of HMOs and others residing in the neighbourhood.

The evidence for the proposal and review of the current scheme, both looked complaints and service requests relating to HMOs, indicating a reduction in areas where licensing and enforcement has been in operation.

Outcome(s) of equality impact assessment: •No major change needed X •Adjust the policy/proposal •Adverse impact but continue •Stop and remove the policy/proposal

Arrangements for future monitoring of equality impact of this proposal / policy / service: If the proposal proceeds to a final decision by the Council to implement, a further review of this EIA will take place. It may be possible to use referral data to agencies such as Housing Aid, Notts Housing Advice etc to see what specific impacts the scheme is having if it is implemented.

Approved by (manager signature): Date sent to equality team for publishing:

Graham de Max – Housing Strategy & Partnership Manager 03/04/2018

Page 94 Page [email protected], 0115 8763538

EXECUTIVE BOARD – 17th April 2018Agenda Item 6

Subject: Adoption of the revised Nottingham City Playing Pitch Strategy – Key Decision

Corporate Andy Vaughan, Commercial & Operations Director(s)/Director(s): Portfolio Holder(s): Cllr Dave Trimble, Leisure & Culture Cllr Jane Urquhart, Planning, Housing and Heritage Report author and Eddie Curry –Head of Parks, Open Spaces & Investment Funding contact details: [email protected] Subject to call-in: Yes No Key Decision: Yes No Criteria for Key Decision: (a) Expenditure Income Savings of £1,000,000 or more taking account of the overall impact of the decision and/or (b) Significant impact on communities living or working in two or more wards in the City Yes No Type of expenditure: Revenue Capital Total value of the decision: Nil Wards affected: All Wards Date of consultation with Portfolio Holder(s): 13/03/18 Relevant Council Plan Key Theme: Strategic Regeneration and Development Schools Planning and Housing Community Services Energy, Sustainability and Customer Jobs, Growth and Transport Adults, Health and Community Sector Children, Early Intervention and Early Years Leisure and Culture Resources and Neighbourhood Regeneration Summary of issues (including benefits to citizens/service users): This report presents the updated Playing Pitch Strategy (PPS) Strategy & Action Plan Report for Nottingham Council (NCC) and its partners. It builds upon the 2015 Playing Pitch Strategy. It provides a clear, strategic framework for the maintenance and improvement of existing outdoor sports pitches and ancillary facilities between 2017 and 2028. It also informs the review of the Local Plan to shape policy, informing land use decisions in respect of future use of existing outdoor sports areas and playing fields and providing allocation information for disused sites to help with new housing growth. (see Appendix 1, updated PPS including disused lapsed sites (page 48)

Exempt information: State ‘None’ or complete the following None

Recommendation(s): 1. To adopt the updated Playing Pitch Strategy and its strategic recommendations. (Appendix 1 Page 31) 2. To use the document to inform the review of the Local Plan, helping to shape policy, inform on the protection and provision of sports facilities and also provide development opportunities as part of the review of the Local Plan to help address housing needs of the city Page 95 3. To note the agreed approach with Sport England and the National Governing Bodies of Sport for the disposal of the surplus sites for new housing growth as listed within Appendix 1 page 48. 4. To agree the action plan which provides a framework for the improvement, maintenance, development and, as appropriate, rationalisation of the playing pitch stock. 6. To delegate authority to the Portfolio Holder for Leisure and Culture and the Director of Neighbourhood Services to implement the action plans in the Playing Pitch Strategy.

1 REASONS FOR RECOMMENDATIONS 1.1 In line with the National Planning Policy Framework, the PPS provides the Council with a robust and up-to-date assessment of the needs for sport and recreation facilities as well as an assessment of quantitative or qualitative deficits or surpluses of sports and recreational facilities across the city. It does this by auditing the City’s outdoor sports provision and clubs who use them, and considers whether there are deficiencies or surpluses of pitches across the South, Central and Northern areas and how these might be addressed.

1.2 The document provides a clear, strategic framework for the maintenance and improvement of formal outdoor sports facilities and provides an agreed approach to the release of surplus sports and recreational facilities to provide development opportunities as part of the review of the Local Plan to help address housing needs of the city. It also reaffirms the approach within the Local Plan on securing developer contributions where applicable specifying the amount and timing of the contribution(s) to be paid using the existing SPG as a starting point for negotiation. In addition the document also sets out that all new or improved playing pitches on school sites should be subject to community use agreements where applicable.

1.3 The Breathing Space Strategy (2011 – 2020) advocates the protection, maintenance and enhancement of an accessible network of playing pitch provision that meets the current and future anticipated demand, but also recommends that proposals to reconfigure provision through development can be acceptable provided that such developments lead to substantial enhancement in the quality and distribution of playing pitches. This protection should be afforded through the development of planning policies within the emerging Local Development Framework and the Playing Pitch Strategy is a major tool in helping to achieve this balance, enabling the provision of new housing provision on agreed lapsed sites.

2 BACKGROUND (INCLUDING OUTCOMES OF CONSULTATION)

2.1 The development of the revised Playing Pitch Strategy (PPS) provides an update for the current Playing Pitch Strategy adopted in 2015. It is a detailed tool for engagement and has involved the City’s professional, agency and voluntary sectors and has set the direction on the future of the current playing pitch stock within the City.

2.2 Sport England recently reviewed their methodology for completing Playing Pitch Strategies. The updated / reviewed PPS has used the new methodology as part of this assessment process.

2.3 The updated PPS offers a strategic approach to the provision and protection of sports facilities, through the protection of existing open space, sports and recreational land and buildings, protecting existing sites from development unless Page 96 an assessment has been undertaken which has clearly shown them to be surplus to requirements. It also includes a playing pitch analysis, which guides the future provision and management of new and existing sports pitches in the Nottingham area in the context of national policy and local sports development criteria through the development of the agreed action plan.

2.4 At the strategic level it links and underpins in more detail the City’s approach as a Core City towards fulfilling our national and corporate targets. It also helps to inform Sport England (East Midlands) long term with regional planning and also help provide facilities to enable National Governing Bodies to deliver their working outcomes as outlined in their Whole Sport Plans.

2.5 It also assists in positioning ourselves locally, regionally and nationally in attempting to secure relevant funding and help address identified priorities.

2.6 The PPS covers the following playing pitches and outdoor pitch sports:  Football pitches  Cricket pitches  Rugby union pitches  Rugby league pitches  Artificial Grass Pitches (AGPs) including sand based/filled, water based and 3G  Tennis courts  Bowling greens

2.7 The Strategy is capable of: . Providing adequate planning guidance to assess development proposals affecting playing fields and to informing the review of the Local Plan to shape policy, inform protection and provision of sports facilities and the Infrastructure Delivery Plan and Section 106 planning obligations. . Informing land use decisions in respect of future use of existing outdoor sports areas and playing fields (capable of accommodating pitches) across the City; . Providing a strategic framework for the provision and management of outdoor sports across the City; . Supporting external funding bids and maximise support for outdoor sports facilities; . Providing the basis for on-going monitoring and review of the use, distribution, function, quality and accessibility of outdoor sport.

3 OTHER OPTIONS CONSIDERED IN MAKING RECOMMENDATIONS

3.1 Not completing the strategy would have meant that the current opportunities to develop outdoor sports provision would have no clear rationale nor strategic support for attaining the external funding required to help develop these developments.

3.2 Undertaking the strategies in this way has provided significant funding from Sport England towards their completion and provides further opportunities for future grant funding to enable the completion of the action plans.

3.3 The strategies also provide Sport England with crucial information for them to use in their decision making process as statutory consultees regarding development plans which include the disposal of any playing pitches in the City for new housing developments on disused sites.

Page 97 4 FINANCE COLLEAGUE COMMENTS (INCLUDING IMPLICATIONS AND VALUE FOR MONEY/VAT)

4.1 There is no direct financial implication as a result of this report, because any addition, investment or closure of sites would be subject to a further decision. The revenue accounts for the Parks and Open Spaces service includes a budget for maintenance of the sites. 4.2 Page 48 of the appendix includes possible sites for development. If these schemes proceed the project manager will need to allow sufficient time and possible financial implications to ensure adherence to this new policy.

5 LEGAL AND PROCUREMENT COLLEAGUE COMMENTS (INCLUDING RISK MANAGEMENT ISSUES, AND LEGAL, CRIME AND DISORDER ACT AND PROCUREMENT IMPLICATIONS)

5.1 The production and adoption of this Playing Pitch Strategy is in response to the Guidance set out in paragraph 73 of the National Planning Policy Framework to support and inform the development and adoption of Planning Policies forming the Local Development Scheme. The adoption of the strategy is within the Board’s powers.

6 STRATEGIC ASSETS & PROPERTY COLLEAGUE COMMENTS (FOR DECISIONS RELATING TO ALL PROPERTY ASSETS AND ASSOCIATED INFRASTRUCTURE)

6.1 Property will work with Parks and Open Spaces colleagues within the context of the Council’s Property and Regeneration priorities to deliver the strategic recommendations set out in the updated Playing Pitch Strategy.”

7 SOCIAL VALUE CONSIDERATIONS

7.1 The strategy has social value implications linked to the delivery of the action plans and have been written to take into account the City’s corporate objectives. The strategies will provide opportunities for our citizens to benefit from outdoor sport and leisure facilities with targeted provision for them to increase their levels of sports, physical activity and recreational activities across the City.

7.2 In providing identified lapsed sites for new housing growth it provides opportunities for increased social housing and local jobs.

8 REGARD TO THE NHS CONSTITUTION

8.1 The strategies take regard of NHS recommendations in respect of improving health and actions will be developed in partnership with NHS Nottingham to address their ambitions, linking to the Joint Strategic Needs Assessment.

9 EQUALITY IMPACT ASSESSMENT (EIA)

9.1 Has the equality impact of the proposals in this report been assessed?

No An EIA is not required because the report does not contain specific proposals for new or changing policies, services or functions, financial decisions or decisions about implementation of policies development outside the Council. When being undertaken EIA’s will be completed. Page 98

Yes Attached as Appendix x, and due regard will be given to any implications identified in it.

10 LIST OF BACKGROUND PAPERS RELIED UPON IN WRITING THIS REPORT (NOT INCLUDING PUBLISHED DOCUMENTS OR CONFIDENTIAL OR EXEMPT INFORMATION)

10.1 None

11 PUBLISHED DOCUMENTS REFERRED TO IN THIS REPORT

11.1 None

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NOTTINGHAM PLAYING PITCH STRATEGY

STRATEGY & ACTION PLAN UPDATE

FEBRUARY 2018

QUALITY, INTEGRITY, PROFESSIONALISM

Knight, Kavanagh & Page Ltd Company No: 9145032 (England) MANAGEMENT CONSULTANTS

Registered Office: 1 -2 Frecheville Court, off Knowsley Street, Bury BL9 0UF T: 0161 764 7040 E: [email protected] www.kkp.co.ukPage 101

Page 102

NOTTINGHAM PLAYING PITCH STRATEGY STRATEGY & ACTION PLAN

CONTENTS

PART 1: INTRODUCTION ...... 2

PART 2: VISION ...... 12

PART 3: AIMS...... 13

PART 4: SPORT SPECIFIC ISSUES SCENARIOS AND RECOMMENDATIONS ...... 14

PART 5: STRATEGIC RECOMMENDATIONS ...... 31

PART 6: ACTION PLAN ...... 49

PART 7: HOUSING GROWTH SCENARIOS ...... 74

PART 8: DELIVER THE STRATEGY AND KEEP IT ROBUST AND UP TO DATE ...... 78

APPENDIX ONE: INCREASING FOOTBALL USE OF 3G PITCHES ...... 82

APPENDIX TWO: SPORTING CONTEXT ...... 86

APPENDIX THREE: FUNDING PLAN ...... 91

APPENDIX FOUR: GLOSSARY ...... 95

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PART 1: INTRODUCTION

This is the Playing Pitch Strategy (PPS) Strategy & Action Plan Report Update for Nottingham Council (NCC) and its partners. Building upon the preceding Assessment Report Update, it provides a clear, strategic framework for the maintenance and improvement of existing outdoor sports pitches and ancillary facilities between 2017 and 2028.

A Steering Group has led and will continue to lead the PPS to ensure the delivery and implementation of its recommendations and actions. It is made up of representatives from the Council, Sport England, the County Sports Partnership and National Governing Bodies of Sport (NGBs).

The following types of outdoor sports facilities were agreed by the steering group for inclusion in the Assessment and Strategy:

Pitch sports

 Football pitches  Cricket pitches  Rugby league pitches  Rugby union pitches  Hockey/artificial grass pitches (AGPs)  Third generation turf pitches (3G pitches)

Pitch sports were assessed using the guidance set out in Sport England’s Playing Pitch Strategy Guidance: An approach to developing and delivering a playing pitch strategy.

Outdoor sports:

 Outdoor bowling greens  Outdoor tennis courts  Golf courses

Outdoor sports were assessed using Sport England’s Assessing Needs and Opportunities Guidance (2014). Non-pitch outdoor sports require a different methodology to assess demand and supply to that used for pitch sports.

A Playing Pitch Strategy will provide the evidence required to help protect playing fields to ensure sufficient land is available to meet existing and projected future pitch requirements. Planning Policy and other relevant sport related corporate strategies must be based upon a robust evidence base in order to ensure planning, local policies and sport development criteria can be implemented efficiently and effectively. The strategy is capable of the following in Nottingham:

 Providing a clear framework for all playing pitch providers, including the public, private and third sectors;  Clearly addressing the needs of all identified sports within the local area, picking up particular local demand issues;  Addressing issues of population growth, and or major growth/regeneration areas;

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 Addressing issues of cross boundary facility provision;  Addressing issues of accessibility, quality and management with regard to facility provision;  Standing up to scrutiny at a public inquiry as a robust study;  Providing realistic aspirations which are implementable within the local authority’s budgetary position and procurement regime.

The partner organisations have a vested interest in ensuring existing playing fields, pitches and ancillary facilities can be protected and enhanced. Many of the objectives and actions will need to be delivered and implemented by sports organisations and education establishments in addition to the Council.

Strategy structure

The Strategy has been developed from research and analysis of playing pitch provision and usage within Nottingham to provide:

 A vision for the future improvement and prioritisation of outdoor sports facilities.  A number of aims to help deliver the recommendations and actions.  A series of sport by sport recommendations which provide a strategic framework for sport led improvements to provision  A range of sport by sport and local authority wide scenarios to help inform policy recommendations and prioritisation of actions.  A series of strategic recommendations which provide a strategic framework for the improvement, maintenance, development and, as appropriate, rationalisation of provision.  A prioritised area-by-area action plan to address key issues.

The Strategy and Action Plan recommends a number of priority projects for Nottingham which should be implemented over the next ten years. It provides a framework for improvement and, although resources may not currently be in place to implement it, potential partners and possible sources of external funding (see Appendix Four: Funding Plan1).

Monitoring and updating

It is important that there is regular annual monitoring and review against the actions identified in the Strategy. This monitoring should be led by the Council and supported by the Steering Group. As a guide, if no review and subsequent update has been carried out within three years of the PPS being signed off by the Steering Group, then Sport England and the NGBs would consider the PPS and the information on which it is based to be out of date. If the PPS is used as a ‘live’ document, and kept up to date, the time frame can be extended to five years. This document serves as an update to the 2014 Nottingham City PPS, a maintenance as part of the Stage E of the PPS guidance.

The PPS should be reviewed on an annual basis from the date it is formally signed off by the Steering Group. This will help to maintain the momentum and commitment that would have been built up when developing the PPS. Taking into account the time to develop the PPS this should also help to ensure that the original supply and demand information is no more than two years old without being reviewed. Part 8 of this strategy report contains a suggested process for carrying out the update and monitoring. The Steering Group will need to agree the process prior to adoption of this strategy.

1 Please note that Sport England funding streams will be subject to change throughout 2016/17. Page 105 February 2018 Strategy: Knight Kavanagh & Page 3

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Study area

The City is split into three distinct areas (termed Analysis Areas) for the purpose of this study and site by site action plans will be developed for each. They are (including current population2):

 North (111,705)  Central (113,094)  South (100,483)

Whilst the Analysis Areas should be used for the basis of reporting, the strategy also addresses the sport specific geography of the City. Many sports and leagues cross these boundaries and pitch facilities in one area may also be suitable for clubs in another area. This cross-boundary movement has therefore been taken into consideration when producing this strategy.

Figure 1.1: Map of Nottingham with Analysis Areas

2 Data Source: ONS Mid-2016 Population Estimates for Lower Layer Super Output Areas in England and Wales by Single Year of Age and Sex

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Population growth

The current resident population in Nottingham is 325,2823. By 2028 (to reflect the PPS review timeframe, in line with the Nottingham Local Plan) the City’s population is projected to increase to approximately 347,4444 representing an increase of 22,162 (or equivalent to a percentage increase of 6.8%) according to ONS data.

Team generation rates were used to provide an indication of how many people it may take to generate a team (by gender and age group), in order to help estimate the change in demand for pitch sports that may arise from any population change in the study area and are set out in the Assessment Report.

Table 1.1: Breakdown of playing pitches across Nottingham

Sport Pitch type Management City Education Sports Club/ Private/ Council/ Community other Trust organisation Football Adult 36 43 22 Youth 11v11 - 3 2 Youth 9v9 10 8 6 1 Mini 7v7 10 27 6 Mini 5v5 2 7 3 Cricket Natural turf 2 10 5 Non-turf 7 8 6 Rugby Senior - 18 2 - Union Junior - - - - Mini - - 1 - Rugby Senior - - - - League Junior - - - Primary - - - - 3G pitch Full sized 2 4 1 - Small sized - - - 21 Sand based Full sized 1 3 4 2 AGP Small sized 1 14 1 2 Tennis - 56 39 26 4 Bowling Flat Green 4 1 8

3Source: ONS Mid-2016 Population Estimates for Lower Layer Super Output Areas in England and Wales by Single Year of Age and Sex 4 Data Source: ONS 2014-based projections 2014-2039. Released: 25 May 2016 Page 107 February 2018 Strategy: Knight Kavanagh & Page 5

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Context

The primary purpose of the Playing Pitch Strategy (PPS) is to provide a strategic framework which ensures that the provision of outdoor playing pitches meet the local needs of existing and future residents across Nottingham. The Strategy is produced in accordance with Sport England Playing Pitch Strategy Guidance (October 2013 as updated in March 2014) and the National Planning Policy Framework and provides robust and objective justification for future playing pitch provision throughout the City.

One of the core planning principles of the National Planning Policy Framework (NPPF) is to improve health, social and cultural wellbeing for all, and deliver sufficient community and cultural facilities and services to meet local needs. Section 8 of the NPPF deals specifically with the topic of healthy communities. Paragraph 73 discusses the importance of access to high quality open spaces and opportunities for sport and recreation that can make an important contribution to the health and well-being of communities.

The Nottingham Local Plan needs to be based upon a robust evidence base. Paragraph 73 of the NPPF requires “planning policies to be based on robust and up-to-date assessments of needs. Information gained from the assessments should be used to determine what open space, sports and recreational provision is required.” Paragraph 74 of the NPPF require assessments to be used to inform the protection of “existing open space, sports and recreational buildings and land, including playing fields.”

Planning Policy and other relevant sport related corporate strategies must be based upon a robust evidence base in order to ensure planning and sports development policy can be implemented efficiently and effectively. The Council is currently preparing a Facility Strategy. This assesses current and future need for built sports facilities. A Playing Pitch Strategy will complement the objectives and action plan associated with the Facility Strategy and other corporate strategies:

Corporate and strategic:  It ensures a strategic approach to playing pitch provision. The PPS will act as a tool for Nottingham Council and partner organisations to guide resource allocation and set priorities for pitch sports in the future.  It provides robust evidence for capital funding. As well as proving the need for developer contributions towards pitches and facilities a playing pitch strategy can provide evidence of need for a range of capital grants. Current funding examples include the Sport England Funding Programmes, Heritage Lottery Fund (for park improvements), the Football Foundation and the Big Lottery.

Planning:  The Playing Pitch Strategy will provide important evidence to support the Nottingham Local Plan.  It will support strategic policies on green infrastructure, leisure, outdoor sports facilities and health and well-being.  Evidence for Community Infrastructure Levy and Developer Contributions

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Operational:  It can help improve management of assets management, which should result in more efficient use of resources and reduced overheads.  The Action Plan will identify sites where quality of provision can be enhanced.  An assessment of all pitches (in use and lapsed) will be undertaken to understand how pitches are used and whether the current maintenance and management regimes are appropriate or require change.

Sports development:  It helps identify which sites have community use and whether that use is secure or not.  It helps identify where community use of school sports pitches is most needed to address any identified deficits in pitch provision.  It provides better information to residents and other users of sports pitches available for use. This includes information about both pitches and sports teams / user groups.  It promotes sports development and can help unlock latent demand by identifying where the lack of facilities might be suppressing the formation of teams/community needs.

Headline findings

Sport Analysis Current picture Future picture (2028)5 Area Football (grass North Spare capacity on adult Spare capacity on adult pitches pitches) pitches equating to two match equating to one match session per sessions per week. week. Youth 11v11 pitches at Youth 11v11 shortfall of 2.5 capacity. match sessions per week. Youth 9v9 pitches Youth 9v9 pitches overplayed by overplayed by 3.5 match 4.5 match sessions per week. sessions per week. Mini 7v7 pitches at capacity. Mini 7v7 pitches at capacity. Mini 5v5 pitches at capacity. Mini 5v5 pitches at capacity. Central Shortfall of 1.5 match Shortfall of two match sessions sessions per week on adult per week on adult pitches. pitches. Shortfall of 3.5 match sessions Youth 11v11 pitches at per week on youth 11v11 capacity. matches. Shortfall of two match Shortfall of 3.5 match sessions sessions per week on youth per week on youth 9v9 pitches. 9v9 pitches. Spare capacity of equating to 0.5 Spare capacity of equating to match sessions per week on mini one match session per week 7v7 pitches. on mini 7v7 pitches. Spare capacity of 0.5 match Spare capacity of one match sessions per week on mini 5v5 session per week on mini 5v5 pitches. pitches.

5 Future demand based on ONS calculations and club consultation which also includes any latent and displaced demand identified. Page 109 February 2018 Strategy: Knight Kavanagh & Page 7

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Sport Analysis Current picture Future picture (2028)6 area Football (grass South Spare capacity of three match Spare capacity of two match pitches) sessions per week on adult session per week on adult pitches pitches. Shortfall of 1.5 match sessions Youth 11v11 pitches at per week on youth 11v11 capacity. matches. Shortfall of two match Shortfall of 3.5 match sessions sessions per week on youth per week on youth 9v9 pitches. 9v9 pitches. Spare capacity of equating to one Spare capacity of equating to match session per week on mini 1.5 match sessions per week 7v7 pitches. on mini 7v7 pitches. Shortfall of 0.5 match sessions Mini 5v5 pitches at capacity. on mini 5v5 pitches.

Football (3G North No shortfalls identified. No shortfalls identified. 7 pitches) Central Shortfall of two full sized 3G Shortfall of two full sized 3G pitches with floodlighting to pitches with floodlighting to meet meet affiliated team training affiliated team training demand. demand. South Shortfall of two full sized 3G Shortfall of two full sized 3G pitches with floodlighting to pitches with floodlighting to meet meet affiliated team training affiliated team training demand. demand.

Rugby union North No shortfalls identified. No shortfalls identified. Central No shortfalls identified. No shortfalls identified.

South Nottingham Moderns RFC Nottingham Moderns RFC overplayed by 7.5 match remains overplayed by 7.5 match sessions per week. sessions per week.

Rugby league North No shortfalls identified. No shortfalls identified. (senior pitches) Central No shortfalls identified. No shortfalls identified.

South No shortfalls identified. No shortfalls identified.

Cricket North No shortfalls identified. No shortfalls identified. Central Current shortfall of 32 match Shortfall of 44 match sessions sessions per season at per season at Wollaton CC. Wollaton CC. Shortfall Junior growth exacerbates exacerbated to 44 match shortfalls to 50 match sessions sessions with displaced per season. demand. South Current shortfall of 12 match Shortfall of 12 match sessions sessions per season due to per season due to displaced displaced demand from demand from Carrington CC. Carrington CC.

6 Future demand based on ONS calculations and club consultation which also includes any latent and displaced demand identified. 7 Based on accommodating 42 teams to one full size pitch for affiliated team training. Page 110 February 2018 Strategy: Knight Kavanagh & Page 8

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Sport Analysis Current picture Future picture (2028)8 Area Hockey North No shortfalls identified. No shortfalls identified. (Sand/water Central No shortfalls identified. No shortfalls identified. AGPs) South No shortfalls identified. No shortfalls identified.

Tennis Nottingham No shortfalls identified. No shortfalls identified.

Outdoor bowls Nottingham No shortfalls identified. No shortfalls identified.

American Nottingham No shortfalls identified. No shortfalls identified. football

Lacrosse Nottingham No shortfalls identified. No shortfalls identified.

Gaelic sports Nottingham No shortfalls identified. No shortfalls identified.

Ultimate Nottingham No shortfalls identified. No shortfalls identified.

Golf Nottingham Level of demand is able to be Level of demand is able to be met by existing playing field met by existing playing field provision. provision.

Conclusions

The existing position for all pitch sports is either demand is currently being met or there is a shortfall. As such, there is a need to protect all existing playing pitch provision until demand is met. Some shortfalls can be reduced through increased access to existing provision, for example, increased certification and use of 3G pitches for competitive football, or rugby union match play would create new accessible capacity to reduce future grass pitch shortfalls.

8 Future demand based on ONS calculations and club consultation which also includes any latent and displaced demand identified. Page 111 February 2018 Strategy: Knight Kavanagh & Page 9

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Recommended short term actions (12-18 months)

Site Site/organisation Analysis Action Indicative ID name Area cost9 Various City wide Create new full sized 3G pitch provision Low to service the Central and South Areas at identified sites recommended by 3G/AGP scenario testing which compliments this PPS. 15 Highfields Park Central Establish a suitable and agreed High relocation offer for Wollaton Hall & Bramcote FC in order to facilitate progression of plans to create two new 45 Nottingham Hockey full sized AGPs to aggregate the Centre hockey offer within the City and for Clubs in surrounding accessible Boroughs. 28 Southglade Leisure North Pursue conversion of the sand based Medium Centre AGPs at these sites to 3G to form double 3G pitch football hubs, each with accompanying grass pitch 30 The Forest Recreation Central provision. Multi-stakeholder approach Medium Ground required to aggregate the City hockey offer and agreeably relocate Wollaton Hall & Bramcote FC to facilitate this. 37 Victoria Embankment South Improve changing provision as well as Medium quality and regularity of pitch maintenance, undertaken to the required quality to suitably sustain multi-sport use. Consider the site as potential host to develop new 3G pitch provision to service the South Area. 25 Nottingham Moderns South Establish preferred 3G pitch scheme(s) High RFC for RFU investment and secure access to capacity for use by Nottingham Moderns RFC in order to accommodate a proportion of training demand and reduce overplay across the site. 39 Wollaton Village Central Seek to make greater use of NTP Low Sports Association provision onsite to reduce levels of overplay on the natural turf square. 43 Harvey Hadden Sports North Improve quality and regularity of pitch Low/ Village maintenance to improve quality for use. Medium Refurbish existing pavilion to develop Step 7 compliant changing provision to service Bilborough Town FC use of the track pitch.

9 Low - less than £50k; Medium - £50k-£250k; High £250k and above Page 112 February 2018 Strategy: Knight Kavanagh & Page 10

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Definitions

Match equivalent sessions

Pitches have a limit of how much play they can accommodate over a certain period of time before their quality, and in turn their use, is adversely affected. As the main usage of pitches is likely to be for matches, it is appropriate for the comparable unit to be match equivalent sessions but may for example include training sessions.

Based on how they tend to be played this unit for football, rugby union and rugby league pitches relate to a typical week within the season for each sport. For cricket pitches it is appropriate to look at the number of match equivalent sessions (MES) over the course of a season.

Pitch capacity

The capacity for pitches to regularly provide for competitive play, training and other activity over a season is most often determined by quality. As a minimum, the quality and therefore the capacity of a pitch affects the playing experience and people’s enjoyment of playing football. In extreme circumstances it can result in the inability of the pitch to cater for all or certain types of play during peak and off peak times. Pitch quality is often influenced by weather conditions and drainage.

As a guide, each NGB has set a standard number of matches that each grass pitch type should be able to accommodate without adversely affecting its current quality (pitch capacity):

Sport Pitch type Number of matches per week Good Standard Poor quality quality quality Football Adult pitches 3 2 1 Youth pitches 4 2 1 Mini pitches 6 4 2 Rugby league Senior pitches 3 per week 2 per week 1 per week Cricket One grass wicket 5 per season N/A N/A One synthetic wicket 60 per season N/A N/A

Rugby union pitches Maintenance rating Poor (M0) Adequate (M1) Good (M2)

Natural Inadequate (D0) Poor Poor Standard

Natural Adequate (D1) Poor Standard Good

rating Pipe Drained (D2) Standard Standard Good Drainage Pipe and Slit Drained (D3) Standard Good Good

Shortfalls

Please note that shortfalls are expressed in match equivalent sessions rather than as pitches as it is possible that shortfalls could be accommodated in various ways (e.g. through pitch improvements) and not just by providing more pitches. For a full Glossary of terms please refer to Appendix Four.

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PART 2: VISION

The strategy seeks to support the Council and its partners in the creation of the vision as follows:

“By 2022 Nottingham will be serviced by a viable stock of Council owned/managed sites supported by a complementary network of community and private outdoor sports facilities that make outdoor sport accessible to people from the whole community”

To achieve this strategic vision, the strategy seeks to deliver the following objectives;

 Ensure that all valuable facilities are protected for the long-term benefit of sport  Promote a sustainable approach to the provision of playing pitches and management of sports clubs  Ensure that there are enough facilities in the right place to meet current and projected future demand  Ensure that all clubs have access to facilities of appropriate quality to meet current needs and longer-term aspirations.

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PART 3: AIMS

The following overarching aims are based on the three Sport England themes (see Figure 3.1 below). Delivery of the Strategy is the responsibility of and relies on, the Steering Group.

It is recommended that the following are adopted by the Council and its partners to enable it to achieve the overall vision of the Playing Pitch Strategy and Sport England’s requirements.

Aim 1 To protect the existing supply of playing pitches where it is needed for meeting current and future needs

Aim 2 To enhance playing fields, pitches and ancillary facilities through improving quality and management of sites

Aim 3 To provide new playing pitches where there is current or future demand to do so

Figure 3.1: Sport England planning objectives - Protect, Enhance and Provide

Source: Sport England 2015

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PART 4: SPORT SPECIFIC ISSUES SCENARIOS AND RECOMMENDATIONS

In order to help develop the recommendations/actions and to understand their potential impact a number of relevant scenario questions are tested against the key issues in this section for the playing pitch sports resulting in the sport specific recommendations.

Football pitches

Current supply of grass football provision is not sufficient to cater for current and future demand.

Citywide there is a present need for greater capacity at youth 9v9 format, whilst in

future this shortfall is exacerbated to include youth 11v11 format.

This demand can be met through qualitative improvements to increase capacity at existing sites, thus reducing shortfalls, whilst reconfiguration of pitches to better utilise capacity and required additional full sized 3G pitches will provide capacity available for match play providing they are FA/FIFA certified.

Summary – grass

 There are 181 pitches identified across Nottingham of 153 are available for community use.  Of the pitches available for community use, 36 pitches do not have any recorded use.  Most available pitches in Nottingham (57%) are adult sized which is, in part, due to youth 11v11 teams playing on adult pitches.  39% of all pitches in Nottingham are good quality, 38% are standard quality and 23% are poor quality.  Changing facilities are a key issue at several football sites, with several ancillary facilities requiring modernisation.  A total of 369 teams are identified as playing matches on football pitches within Nottingham. Of these, 312 teams are recorded as consistently playing home matches on grass pitches during 2016/17 season.  Team generation rates based on population indicate the likely creation of 30 teams equating a combined requirement to accommodate 15 match sessions per week.  Actual spare capacity in Nottingham amounts to 23 match equivalent sessions across all pitches types, some of which exists on pitches which are available but currently unused by clubs.  There are 18 pitches in Nottingham which are identified as being cumulatively overplayed by 20 match sessions per season.

Scenarios - grass

 Improving pitch quality (poor quality) – improving poor quality pitches with secure tenure (either through increased maintenance or drainage improvements in order to increase pitch capacity) to standard quality will help to reduce overplay expressed in Nottingham and create additional overall spare capacity.  There are 29 poor quality pitches across six sites where tenure is considered to be secure. Improving these pitches from poor to standard quality would generate an increase in potential carrying capacity of 31 match equivalent sessions (MES) per week, though not all necessarily available at peak times.

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 Improving pitch quality (overplay) - Improving pitch quality at all overplayed sites with secured access to increase capacity as a means to reduce or eliminate overplay would have an effective impact on City wide levels of overplay.  The table overleaf shows the potential effect of improving pitch quality by one increment (poor to standard or standard to good) at overplayed sites where tenure is considered secure.  Doing so would eliminate overplay completely across eight pitches in additional to completely eradicating overplay at Victoria Embankment and create a total of 17 match equivalent sessions per week of capacity.  There is a requirement to continue to work with a number of sites identified in the table below which despite quality improvements would remain overplayed and therefore it is recommended that play from these sites is transferred to alternative sites that offer spare capacity to accommodate additional fixtures or FA certified 3G pitches.  Loss of grass pitch provision – proposals to develop two new AGPs at Nottingham Hockey Centre would be created on grass football pitches currently utilised by Wollaton Hall & Bramcote FC. During the 2016/2017 the football club utilised the Highfield Park site for a total of 14.5 match sessions a week across adult, youth 9v9 and both mini 7v7 and 5v5 pitch types.  Loss of access at school sites – there are six pitches across five school sites where tenure is considered unsecure and there is current use by community football clubs, totalling 9.5 match sessions per week.  Loss of access to these pitches would generate a need to re-accommodate 5.5 match sessions on adult pitches and four match sessions on youth 9v9 pitches.

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The table below shows the possible effect of improving pitch quality (from poor to standard or standard to good) to increase potential capacity at only overplayed sites offering secure tenure:

Site Site name Analysis Security Management Pitch Pitch Quality Number Current FA Overused, at New Potential ID area of type size rating of play recommended capacity or capacity capacity 10 tenure pitches (in match site capacity potential to (quality effect sessions) (match accommodate increase) equivalent additional 11 sessions) play 15 Highfields Park Central Secure Council Adult Standard 2 7.5 4 3.5 6 1.5 Youth (9v9) Standard 1 3 2 1 4 1 30 The Forest Central Secure Council Adult Standard 2 7 4 3 6 1

Page 118 Page Recreation Ground 37 Victoria South Secure Council Adult Poor 5 6.5 5 1.5 10 3.5 Embankment Youth (9v9) Poor 1 1.5 1 0.5 2 0.5 Mini (7v7) Poor 1 2.5 2 0.5 4 1.5 40 Woodthorpe Central Secure Council Youth (9v9) Poor 1 3 1 2 2 1 Grange 76 Bulwell Mellish North Secure Community Adult Poor 2 4 2 2 4 - Sports Centre

Youth (9v9) Poor 5 1 1 4 2 3

10 Unless local information suggests otherwise it can be assumed that the availability of all pitches in LA, town and parish council and sports club ownership will be secure.

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Recommendations – grass  Existing quantity of football pitches to be protected, except for where re-provision of playing field land elsewhere represents a preferable and greater benefit to sport or adequately mitigates against a loss of playing field.  Seek to develop sustainable, multi-pitch football hubs including onsite 3G pitch provision to create an all-in-one football offer capable of servicing team training, short- formats and non-traditional participation and match play across grass and certified 3G pitches.  Review and improve maintenance regimes at key sites where maintenance is perceived to not meet the required standard, particularly Victoria Embankment, Harvey Hadden Sports Village and Southglade Leisure Centre/Southglade Park.  Where pitches are overplayed and rated as standard or poor quality, prioritise investment and review maintenance regimes to ensure it is of an appropriate standard to sustain/improve pitch quality.  Look to utilise actual spare capacity expressed on sites in order to cater for existing and future demand including overplay. This may require improvements to pitch quality and is explored on a site by site basis within the accompanying action plan.  Consider potential and feasibility for asset transfer or long-term leasehold to clubs which express interest and are considered realistically able to sustain and maintain sporting provision as required, allowing for greater opportunities to access external funding streams for facility development.  Seek to increase use of 3G pitches in order to increase capacity available to address future shortfalls and review impact on grass pitches as part of the PPS Annual Review.  Determine sites with key qualitative issues which may benefit most from technical assessment and a composed bespoke programme of works through the FA Pitch Improvement Programme.  Seek to better reconfigure pitch sizes where possible at sites where adult pitches are used for youth 11v11 play.  Improve, provide and increase access to changing facilities which serve grass football pitches, for example at Victoria Embankment. Ensure any works ensure suitability for female and disability access to facilitate increased formats of football.  Seek to secure community use through formal agreement and/or the planning process should there be development of new football pitch provision.  Ensure adequate provision for increased demand generated by housing developments, secured through appropriately calculated developer contributions.

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3G pitches

Supply and demand analysis highlights that Nottingham has insufficient supply of 3G pitches to meet current and future demand.

Based on the FA model for affiliated football team training, there is a requirement for four additional full sized 3G pitches, two pitches each to be located in or accessible to the Central and South Areas.

Further 3G and AGP scenario testing establishes possible options to meet the current shortfall as part of a wider strategic approach taking in the surrounding Boroughs outside of the City. Central and South Areas.

Summary

 Supply and demand analysis highlights that Nottingham has insufficient supply of 3G pitches to meet current and future demand, based on the FA model for affiliated football team training.  There are seven full sized 3G pitches in Nottingham, all of which have floodlighting. Of the seven pitches, four offer full and unrestricted availability for community use, however three pitches located at university sites offer little to no capacity for community use during the peak season due to in-house programming of student sport.  There are a further 21 small sized 3G pitches, all but one of which are located at commercial small sided football centres.  All seven-full sized FA/FIFA certified 3G pitches are suitable for competitive football play. Southglade Leisure Centre has recently undergone repair to retain certification on the FA register.  There are two 3G pitches at Lee Westwood Sports Centre and Jubilee Campus which are suitable for competitive and contact rugby union activity, certified as World Rugby compliant and on the RFU register of certified pitches although these are rarely accessed by community clubs due to capacity issues.  A number of providers have aspirations for increased 3G pitch provision, including Nottingham Forest Community Trust (The Forest Recreation Ground) and the University of Nottingham (Highfields Sports Ground).  The RFU is also exploring potential sites around the Nottinghamshire region at which to invest to create World Rugby certified 3G provision as part of its Rugby 365 strategy. This may include potentially feasible sites within or accessible to the City.  The majority of full sized 3G pitches (five of seven – 71%) are rated as good quality. The remaining two pitches are standard (Nottingham College) and poor (Southglade Leisure Centre).  The pitch at Southglade Leisure Centre presently exceeds the recommended surface lifespan and is now 11 years old. Performance and rate of deterioration should be monitored over in the short term onwards and consideration should be given to resurfacing when required. The site along with adjacent Southglade Park offers opportunity for the development and improvement of facilities to serve as a sporting hub which should be pursued to help service increased demand generated from new residential development in the area and border areas with surrounding Boroughs.

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 The FA training model estimates that there is a need for eight full sized 3G pitches which are fully available for community use to service affiliated football training demand in the City, both presently and in light of future demand from population change. There are presently four full sized pitches which offer unrestricted availability and floodlighting, discounting university managed pitches which are in practice unavailable during the peak season. On this basis, the model evidences a shortfall of four full sized pitches, two pitches each within or accessible to the Central and South Analysis Areas.

Scenarios – 3G pitches12

 Moving all mini teams to play on 3G pitches – there are currently 108 mini (5v5 and 7v7) teams playing competitive football in Nottingham, 33 of which already play on 3G pitches.  Based on the FA model for competitive football, five full sized FA/FIFA certified 3G pitches (rounded up from 4.625) would be required to accommodate all mini soccer teams, inclusive of those already playing on 3G pitches. This is on the basis that both playing formats can be accommodated on one day using staggered kick off times.  Alternatively, four pitches (rounded up from 3.55) would be required to accommodate just the mini soccer teams presently playing on grass pitches.  Use of 3G pitches to accommodate current and future grass pitch shortfalls – in order to accommodate current shortfalls on youth 9v9 grass pitch shortfalls, additional capacity equivalent to a total of one full sized FA/FIFA certified 3G pitch would be required (based on all teams playing at peak times in the assessment).  In order to accommodate all future grass pitch shortfalls, additional capacity equivalent to a total of five full sized FA/FIFA certified 3G pitches (rounded up from 4.85) would be required (based on all new teams playing at peak times in the assessment).  Development of football hubs – the FA Parklife Programme aims to create football hub sites, each to include multiple full sized 3G pitches which support grass pitch provision also onsite, allowing for sustainable, programmed football delivery. This as a single portfolio investment provides an all-in-one solution across a local authority area.  Nottingham City Council has undertaken further evidence base work with Gedling Borough Council, Broxtowe Borough Council and Rushcliffe Borough Council to understand current regional demand for full sized 3G pitches, including whether and how the FA Parklife Model could work across the four local authority areas.  Should this further work identify a key need for additional full sized 3G pitches accessible across the four authorities, this would likely influence 3G pitch provision in Nottingham.

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Recommendations – 3G pitches  Develop additional 3G pitch provision, preferably through pursuit of opportunities to create multi-pitch (potentially multi-sport) hub sites where 3G provision is able to support grass pitches as a broader, sustainable, all-in-one community offer, for example through (but not limited to) the FA Parklife Programme.  Ensure any new 3G pitches are certified for football match play and seek to maximise use for matches, for example through transfer of mini soccer or accommodation of youth 9v9 football, in order to allow for reconfiguration of grass pitches to service any youth 11v11 shortfalls which are not also able to be addressed through additional 3G pitch capacity.  Ensure current supply is maintained regularly and rigorously as required to ensure continued quality for use and ensure they are of sufficient quality to pass performance standing testing or certification renewal.  Retain all certified 3G pitches on the respective sporting certification registers and ensure certification of each is renewed through performance standard testing so to maintain the level of 3G capacity available to accommodate demand from different sports.  Seek to maximise use of capacity where available at weekends to accommodate match play in order to reduce grass pitch shortfalls, particularly at Charnwood Football Centre and Southglade Leisure Centre which are underutilised for weekend match play.  Should any new 3G pitches be built, seek to secure community access through usage agreements where possible as a condition of partnership investment or planning conditions.  Should any new 3G pitches be built, ensure they are constructed to required specifications and to meet FA recommended rather than minimum dimensions where land footprint allows, so to maximise opportunities for use for all formats of competitive play.  Encourage providers to have a mechanism in place which ensures the long-term sustainability of provision, such as a sinking fund formed over time for repairs or resurfacing.  Through the creation of new full sized 3G pitches, consider options to deliver a wide variety of football opportunities, including new formats of competitive football such as central venue midweek flexi and Vets leagues, walking football, female development centres, turn and play sessions and non-traditional football opportunities building on participation findings from the City of Football project.  Develop additional World Rugby compliant 3G pitch provision in the South Nottinghamshire area to reduce identified shortfalls at club sites in the region. This includes Nottingham Moderns RFC and overplay at other sites in surrounding Boroughs such as West Bridgford RFC and Nottinghamshire Sports Ground in Rushcliffe.  Should FA Parklife Programme investment not be pursued as the Council’s preferred option to develop new 3G pitch provision, continue to explore feasibility to aggregate the City hockey offer and convert hockey suitable AGPs with no hockey use to 3G in areas of evidenced need to address 3G pitch shortfalls, particularly in light of proposals at Nottingham Hockey Centre.

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Cricket pitches

Current supply of cricket pitch provision is insufficient in servicing existing demand, presenting a shortfall of 32 match equivalent sessions per season in the Central Area

This is exacerbated in light of future demand and if demand presently displaced by both Wollaton CC and Carrington CC was to be accommodated back within the City. The Central area particularly evidences need for greater capacity.

The Central area particularly evidences need for access to greater capacity, either at existing sites such as Riverside Sports Complex where tenure is unsecure or through creation of a new cricket pitch. There are no disused or lapsed sites located in the Central Area at which a new cricket pitch could be developed.

Junior cricket both now and in the future, can be catered for midweek at all club sites in Nottingham with the exception of Wollaton CC.

Summary

 In total, there are 17 grass cricket squares in Nottingham, of which 12 are available for community use. All unavailable cricket squares are located at education sites.  There are ten NTPs accompanying cricket squares and ten standalone NTPs.  Of the grass cricket squares available for community use, nine (75%) are good quality, two (17%) standard quality and just one (8%) square, located at Basford Cricket Club is poor quality.  Both Nottinghamshire Cricket Board and Nottinghamshire FA report qualitative issues at Victoria Embankment impacting on use for cricket and football, notably a perceived insufficient level and quality of maintenance.  Basford Mill CC is unable to secure long-term tenure of its home ground of the same name which is owned by the NHS Trust.  Nottingham Unity Casuals CC leases The Brian Wakefield ground from the Council, though only four years remain on the term of the lease.  There is a Last Man Stands league in Nottingham, based at Victoria Embankment where it has use of four non-turf pitches.  In total, there are ten community clubs operating in Nottingham, in addition to teams fielded by both the University of Nottingham and Nottingham Trent University. As a breakdown, this consists of 27 men’s teams, four women’s teams and 18 junior boys’ teams.  Overplay is identified at Wollaton Village Sports Association amounting to 32 match sessions per season.  Additional pitch provision is required to meet this demand in the Central Area, as Wollaton Village Sports Association is landlocked and offers little scope for expansion, whilst the NTP can only sufficiently service a proportion of this additional demand.  Capacity is available both midweek and at weekends at Riverside Sports Ground which represents the best placed solution in the Central Area and secured access for Wollaton CC should be sought as a secondary venue.  There is an overall insufficient supply of cricket provision in Nottingham to accommodate demand from Wollaton CC and Carrington CC based on peak time Saturday cricket requirements.

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Scenarios

 Alleviating overplay – overplay at Wollaton Village Sports Club is high and amounts to 32 match sessions per season. The site already has two adequate NTPs accompanying the cricket square and there is a greater requirement for these to be utilised by junior teams to minimise impact on the grass cricket square.  Transfer of the clubs four junior teams to the onsite NTPs would alleviate overplay by 24 match sessions leaving eight match sessions of overplay. Therefore, there remains a requirement to resolve overplay identified on site.  Working with lower standard Sunday leagues to allow fixtures to be played on good quality NTPs would allow transfer of both Sunday teams at Wollaton CC to play fixtures on NTPs which would in turn reduce overplay by 24 match sessions per season. A mix of the above would alleviate overplay in its entirety on the site.  Accommodating displaced demand –Wollaton CC 3rd XV and Carrington CC 3rd XV are identified as playing fixtures outside of Nottingham due to capacity issues at each respective club site. No club site across Nottingham has spare peak time capacity and therefore unless no dedicated natural turf cricket provision is created these clubs will continue to be displaced. Creation of a new natural turf cricket square could accommodate both teams currently exported outside of Nottingham.  Security of tenure – Basford Mill CC is unable to secure a long-term arrangement with the NHS over its site and therefore cannot access grant funding. Explore future opportunities to work with the Club and NHS representatives to try and secure future access.

Recommendations – cricket  Existing quantity of cricket pitches to be protected.  Seek to improve poor quality ancillary facilities at club sites including poor quality changing rooms identified at Notts Unity Casuals CC and West Indian Cavaliers CC.  Maintain and improve pitch quality through rigorous and regular maintenance, remedial and preparatory work, ensuring that clubs have sufficient access to the required equipment in order to do so.  Ensure the cricket outfields at Victoria Embankment are adequately and regularly cut to accommodate Last Man Stands fixtures and that maintenance is sufficient to withstand both cricket and football use of the site  Support clubs in having access to adequate training provision, particularly Basford Mill CC and Notts Unity Casuals CC which have been identified as requiring new NTPs.  Deliver the new All Stars Cricket programme and seek to increase junior participation as a result.  Consider opportunities to increase NTP provision in parks and public spaces should recreational and short format demand by identified.

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Rugby union pitches

Overall there is insufficient supply of rugby union pitch provision to cater for levels of demand, as evidenced by significant overplay at the only rugby union club site in the City. Development of new pitch provision is required.

There is a key need for access to increased floodlit provision given only one grass pitch in the City offers floodlighting and is subsequently significantly overplayed.

Shortfalls in the South Area and identified across the Southern border through the Rushcliffe PPS support the case for an additional World Rugby compliant pitch to help provide further floodlit capacity.

Additional pitch provision is required within or accessible to the South Nottingham with Rushcliffe border and should be sought initially through development of a World Rugby compliant 3G pitch.

Summary

 Overall there is insufficient supply of rugby union pitch provision to cater for levels of demand, as evidenced by significant overplay at the only rugby union club site in the City.  There is a key need for access to increased floodlit provision given only one grass pitch in the City offers floodlighting and is subsequently significantly overplayed.  Shortfalls in the South Area and identified across the Southern border through the emerging Rushcliffe PPS support the case for an additional World Rugby compliant pitch to help provide further floodlit capacity.  There is a total of 20 rugby union pitches in the City. Of these, 14 senior pitches and one mini pitch are available for community use, with six pitches at Nottingham High School unavailable for community use.  There is just one floodlit pitch located at Nottingham Moderns RFC.  The RFU is presently exploring the feasibility of creating a new World Rugby compliant pitch in the area around the South of the City and is considering site options both within Nottingham and accessible neighbouring boroughs.  In total, there are 11 senior men’s teams, four senior women’s teams, five junior boys’ teams, one dedicated junior girl’s teams and six mini teams.  Nottingham Moderns RFC is the only community club based in the City. It does not have any plans to increase its number of teams but does plan to increase the number of users at the site through incorporating more university players into its current teams.  A proportion of demand is exported from the City, including Nottingham Moderns RFC at Emmanuel School and Nottingham Trent University (NTU), both in Rushcliffe.  Overplay at Nottingham Moderns RFC represents a shortfall in the South Area of 7.5 match equivalent sessions per week.  Potential spare capacity is located at education sites which do not offer secure tenure or floodlighting required to service midweek training requirements from the Club and NTU.

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Scenarios

 Improving pitch quality – Nottingham Moderns RFC is cumulatively overplayed by 5.5 match sessions per week although notably the floodlit senior training pitch is overplayed by 4.5 match sessions per week. Both senior pitches are already identified as being good quality (M2/D1) and therefore it is unlikely that alterations to the maintenance regime will affect overall capacity.  Installing new pipe and slit drainage systems on both pitches will reduce overplay on each pitch by 0.5 match sessions per pitch and therefore a total reduction in overplay by just one match session per week.  Removing training demand – There is currently six match sessions of midweek training demand on the two senior pitches at Nottingham Moderns RFC (although predominately on the floodlit training pitch). Removal of 50% of this demand to an alternatively suitable site i.e. to a newly created World Rugby Compliant 3G pitch would significantly reduce overplay, with 2.5 match sessions remaining.  Increased World Rugby compliant 3G provision – The RFU is keen to explore opportunities to invest in the development of new World Rugby (WR) compliant provision in the South Nottinghamshire region.  Creation of a new WR pitch may not necessarily be created in Nottingham but would be created in close proximity to Nottingham Moderns and other surrounding clubs such as Rushcliffe based side West Bridgford RFC which is also identified as having high levels of overplay and therefore would be easily accessible to accommodate training demand.  As well as greater capacity to host midweek training, a new WR compliant 3G pitch in replacement of a grass pitch would create additional capacity of one match equivalent session per week at both senior and junior peak times (on the basis that 3G pitches can accommodate back to back matches without the same immediate impact on pitch quality).  Increased floodlight provision – providing floodlighting at Lee Westwood Sports Centre (Nottingham Trent University) alongside securing a formal community use agreement (CUA) could allow the transfer of training from Nottingham Moderns RFC (2.5 miles from the site, equating to a ten-minute drive) to the site allowing the transfer of four match sessions of midweek training demand, reducing overplay to 1.5 match sessions per week remaining at Nottingham Moderns RFC.

Recommendations – rugby union  Existing quantity of rugby union pitches to be protected.  As a priority, seek to develop new World Rugby compliant 3G pitch provision within or accessible to the South Nottingham area and determine feasible strategic host sites in light of siginificant rugby union shortfalls also identified in the Rushcliffe PPS around the West Bridgford area. Secure access to the newly created capacity for Nottingham Moderns RFC and midweek site users University of Nottingham to reduce significant shortfalls at Nottingham Moderns RFC.  Explore the feasibility of developing floodlit provision at Lee Westwood Sports Centre to accommodate midweek training demand in the South Nottingham area. Ensure any external funding is linked to a secure community use agreement.  Ensure that the quality of maintenance at Nottingham Moderns RFC is sustained as a minimum and improved where possible, in order to reduce current shortfalls.

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Rugby league

Although there are no dedicated rugby league pitches in Nottingham, given limited demand from Nottingham Outlaws RLFC provision is adequate to accommodate the demand for the Club.

This could be achieved should the Club secure management of the ex-Greenwood Meadows FC site which has floodlighting of the natural turf pitch, however the pitch must be maintained to a high standard to ensure sufficient pitch quality and capacity to sustain both training and match play use.

Summary

 There are two pitches used for rugby league in Nottingham; one at Highfields Sports Ground (University of Nottingham) and the other at Lee Westwood Sports Centre (Nottingham Trent University). Both are dual use pitches marked also for rugby union.  Both pitches are rated as good quality.  Nottingham Outlaws Rugby League Club is the only community club within the City and has a total of seven teams (three senior and four junior).  Also, the University of Nottingham and Nottingham Trent University each have two senior men’s teams playing in the BUCS leagues on Wednesday afternoons.  Whilst university teams use their respective sports ground sites, Nottingham Outlaws Rugby League Club also uses Highfield Sports Ground (UoN) for all senior competitive fixtures.  Demand can be accommodated at this site; however the Club is trying to identify a permanent home ground that can be accessed throughout the year by all teams for both competitive fixtures and training and is in discussions with the Council regarding transfer of the lease at the ex-Greenwood Meadows FC site.

Recommendations – rugby league  Support Nottingham Outlaws RLFC with aspirations for self-management of a site and consider long-term leasehold of the ex-Greenwood Meadows FC site should the Club be able to sufficiently evidence capability and resource to sufficiently sustain the site.

Hockey pitches (AGPs)

The current supply of hockey suitable AGPs is considered sufficient to accommodate all current and future demand. Plans to create two additional full sized AGPs at Nottingham Hockey Centre has the potential to allow the facility to become a centre of excellence for hockey in England.

Summary

 The current supply of hockey suitable AGP provision in the City can sufficiently accommodate all current and future demand.  There are eight full sized hockey suitable AGPs in Nottingham, all of which are floodlit and available for community use. Six are considered broadly available for community use in some capacity, though the university managed pitches at Lee Westwood Sports Centre and David Ross Sports Village are generally exclusively for university use, with some limited capacity available amongst in-house programming. Page 127 February 2018 Strategy: Knight Kavanagh & Page 25

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 Exactly half of hockey suitable AGP provision is rated as good quality (four pitches), whilst three are rated as standard quality (38%) and one at Southglade Leisure Centre is rated as poor (12%).  The AGPs at Fernwood School, Southglade Leisure Centre and The Forest Recreation Ground have all exceeded the recommended ten year surface lifespan.  There is a total of 18 small sided hockey suitable AGPs in Nottingham which may be able to accommodate some training demand.  There are proposals to create two new AGPs at Highfields Park as an extension of Nottingham Hockey Centre, however this would impact on playing fields presently used for football.  Nottingham Girls High School has submitted a planning application for the creation of two full sized artificial pitches on the school playing fields on Grassington Road, one of which would be a hockey suitable AGP surface.  There are five community clubs in Nottingham generating demand of 839 members. In addition, both University of Nottingham and Nottingham Trent University operate significant hockey programmes.

Scenarios

 Nottingham Hockey Centre – Plans to create two additional AGPs at the site would create an additional 36 hours community use in the peak period as well as a minimum of four match equivalent sessions for Saturday afternoon matches for competitive match play. This would allow additional use from hockey clubs/teams and other sports such as football and touch rugby.  Transfer of hockey demand – should new AGPs be created at Nottingham Hockey Centre, there are three AGPs across Nottingham; Fernwood School, The Forest Recreation Ground and Southglade Leisure Centre which are each used for 0.5 match sessions per week for competitive fixtures and for just midweek one hockey training session each. Relocation of these three clubs to Nottingham Hockey Centre would allow the AGPs to be converted to 3G whilst giving transferred hockey clubs a good quality playing surface.  Transfer of hockey demand to Nottingham Hockey Centre from single use AGP sites would still allow 2.5 match sessions of weekly demand for competitive hockey at Nottingham Hockey Centre thus leaving room for future growth.  Conversion of AGPs to 3G - conversion of sand based AGP’s to 3G should not take place unless consultation with England Hockey identifies the AGP is not required to meet existing or future predicted demand.

Recommendations – hockey  Pursue and support plans to develop additional AGPs at Nottingham Hockey Centre, on the condition that football users at Highfields Park are able to be suitably and agreeably re-accommodated elsewhere. This may include at a football hub site.  Work with the relatively smaller local clubs to aggregate the hockey offer where possible, creating both a more coherent and wholistic offer and releasing AGPs in need of resurfacing (notably at The Forest Recreation Ground and Southglade Leisure centre) for conversion to 3G to form football hub sites.  Increase participation driven through community clubs and schools.  Maintain AGPs regularly and rigorously to the standard required to preserve quality for performance. Monitor quality and rate of natural deterioration and seek resurfacing when required so not to impact on hockey use.  Encourage providers to put in place a mechanism for sustainability such as a sinking fund (formed by periodically setting aside money over time ready for surface repair or replacement when required) to maintain AGP pitch quality in the long term.

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Tennis

There is a sufficient supply of tennis courts in Nottingham to accommodate both current and future demand. Emphasis should be placed on ensuring that the current supply of courts is sustained and quality improvements made when possible.

Summary

 There is a total of 125 tennis courts provided in Nottingham across a range of sites including private sports clubs, parks and schools.  84% are categorised as being available for community use (either used competitively or available for recreational use).  Of the provision that is available for community use, 69 courts (65%) are assessed as good quality, with 20 courts (19%) assessed as standard quality and the remaining 17 courts (16%) assessed as poor quality.  There are six tennis clubs located in Nottingham; Magdala LTC, Mapperley Park Tennis Club, Nottingham Castle LTC, The Park Tennis Club, Wollaton Village Tennis Club and David Lloyd.  The LTA, with partners, is currently updating its citywide tennis plan which will aim to increase tennis participation.

Recommendations – Tennis  Protect existing quantity of tennis courts, particularly those used by clubs.  Review quality issues relating to poor quality courts and seek improvements where appropriate.  Improve ancillary provision at council sites to improve the casual tennis offer.  Work with clubs regarding increasing community engagement and pay and play aspects including schools and non-members.  Assist clubs in engaging with the County LTA to obtain advice and potential funding streams.

Bowling

Overall there is a sufficient number of bowling greens in Nottingham at each club site to accommodate both current demand and any anticipated future growth.

Summary

 There are 13 flat bowling greens in Nottingham provided across 10 sites. Of these, nine greens are provided by the City Council across six sites.  There are five identified disused or lapsed sites.  In general, the quality of greens across Nottingham is assessed as good with 30% clubs reporting that the quality of their home green has got ‘slightly better’ from the previous season, and 18% (two clubs) reporting that quality has got ‘much better’ since the previous year.  Analysis of club membership shows that demand has generally decreased or remained constant over the previous three years; membership numbers have remained static at 46% of clubs. There has been a decline in demand at some clubs with 46% of clubs reporting a decrease in membership. Page 129 February 2018 Strategy: Knight Kavanagh & Page 27

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 It is evident that there is spare capacity across greens in Nottingham to accommodate more play.  Future population increases will not result in an increase in demand for provision and future demand expressed by clubs can be accommodated on existing provision.  Current and future demand for bowling greens is being met by provision in Nottingham.

Recommendations – Bowling  Improve green quality at sites identified as being poor or standard quality. Sustain quality of sites assessed as good.  Support clubs which exhibit low membership levels to ensure they do not fold and greens do not become disused in the future.  Explore opportunities to increase participation in the sport in the future through working closely with the Bowls Development Alliance and Active Notts.

Golf

Golf provision in Nottingham is adequate to accommodate both current and future levels demand. Consultation suggests that clubs both in Nottingham and in surrounding local authorities have seen a decline in membership and therefore capacity remains for future growth.

Summary

 There are four golf courses falling with the Nottingham, one is owned by the City Council, Bulwell Forest Golf Club (but leased out to the Club) and the remaining are private.  The majority of members travel over five miles to access their course, although less than 10% come from outside of Nottingham.  Participation in the area has generally decreased, yet most clubs have plans to increase membership and have the capacity to withstand future growth.  Most Clubs believe that previous pricing structures are the reason for declining membership numbers.  Junior demand at private courses is low, with players preferring to use municipal courses on a pay and play basis.  The quality of private courses is reported to be excellent or good, whereas the municipal courses vary from excellent to average as a result of poor maintenance regimes.  Ancillary facilities across the area are commonly good with Bulwell Forest Golf Club planning to refurbish its clubhouse in order to improve disabled access.  The current supply of courses appears to satisfy user demand, and no future demand was recorded.

Recommendations – Golf  Ensure maintenance regimes, particularly at Council operated sites, is undertaken to a good standard as to ensure a good overall quality.  Look to encourage growth in the sport to develop higher memberships at clubs located in Nottingham.

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Other sports

Provision for lacrosse, American football, ultimate frisbee and gaelic football is

adequate to accommodate current levels of demand. It is unlikely that future

growth in any of the above sports will generate demand for additional or PK dedicated playing pitch provision to be created.

Lacrosse summary

 Demand for lacrosse (based at both universities) is considered able to be sufficiently catered for by existing artificial turf pitch provision, given the preference for use of 3G pitches.  There are is just one community lacrosse club in Nottingham, a junior club which trains only. Most demand is university based, playing in university sports leagues on Wednesday afternoons.  There are 11 teams playing lacrosse in the City, five men’s teams and six women’s teams.  All matches and training take place on 3G pitches at Jubilee Campus and David Ross Sports Village (both University of Nottingham) or Lee Westwood Sports Centre (Nottingham Trent University).  There are seven grass pitches which are generally used for training purposes.  Demand for lacrosse has increased, with University of Nottingham entering a fourth team in the BUCS leagues last season.  Access to facilities for lacrosse matches and training is considered to be secured through the respective universities’ student sports programmes and facilities used are university managed and programmed.

American football summary

 Demand for American football is considered able to be sufficiently catered for by existing artificial turf pitch provision, given the preference for use of 3G pitches.  There is one natural turf American football pitch located at Bilborough Park, available and used by Nottingham Caesars.  There is one community American football club in the City (Nottingham Caesars), whilst both universities have men’s contact and women’s flag football teams. In total, there are four contact teams (three men’s, one junior boys) and two women’s flag football teams.  Nottingham Caesars use natural turf pitch provision and all training and matches take place on the one pitch at Bilborough Park. It receives approximately one match and one training session per week.  All university play and training takes place on 3G pitches at Lee Westwood Sports Centre (NTU), Jubilee Campus and David Ross Sports Village (both University of Nottingham)

Ultimate frisbee summary

 Current provision is deemed adequate to accommodate both current and future demand.  Nottingham Trent University operates one senior men’s teams playing regularly in the BUCS league. Similarly, The University of Nottingham operates two senior men’s teams which play in the BUCS league.  There is one community based club which does not affiliate to UK Ultimate. The Club’s main ambitions are to introduce people to the sport to increase overall participation levels in Nottingham.

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Gaelic football summary

 Current provision is deemed adequate to accommodate both current and future demand.  St Barnaba GAA Club operates a senior men’s and women’s team as well as a junior section.  There is no dedicated Gaelic football provision in Nottingham however overmarked rugby union provision is adequate to accommodate all demand.  It is recommended that secured access to current provision is the priority to allow the sport to continue to grow in the future.

Recommendations – Other sports  Ensure that each sport is adequately catered for whether by access to sufficient natural turf or artificial turf pitch provision dependent on the preferred facility type.  Seek to create formal arrangements so that community clubs have secured tenure in the future.

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PART 5: STRATEGIC RECOMMENDATIONS

The strategic recommendations for the Strategy have been developed from the key issues cutting across all playing pitch sports and categorised under each of the Strategy Aims. They reflect overarching and common areas to be addressed which apply across outdoor sports facilities and may not be specific to just one sport.

Aim 1 To protect the existing supply of playing pitch facilities where it is needed for meeting current or future needs

Recommendations:

a. Protect playing field sites through local planning policy

b. Secure tenure and access to sites for high quality, development minded clubs, through a range of solutions and partnership agreements.

c. Maximise community use of education facilities where there is a need to do so.

Recommendation a – Protect playing field sites through local planning policy

The PPS Assessment shows that all currently used playing field sites require protection and therefore cannot be deemed surplus to requirements because of shortfalls now and in the future. Therefore, based on the outcomes of the PPS, local planning policy should reflect this situation.

Paragraph 74 of the Framework states that existing open space, sports and recreational buildings and land, including playing fields, should not be built on unless:

 An assessment has been undertaken which has clearly shown the open space, buildings or land to be surplus to requirements; or  The loss resulting from the proposed development would be replaced by equivalent or better provision in terms of quantity and quality in a suitable location; or  The development is for alternative sports and recreational provision, the needs for which clearly outweigh the loss.

Lapsed and disused – playing field sites that formerly accommodated playing pitches but are no longer used for formal or informal sports use.

 Disused – sites that are not being used at all by any users and are not available for community hire either. Once these sites are disused for five or more years they will then be categorised as ‘lapsed sites’.  Lapsed - last known use was as a playing field more than five years ago. These sites fall outside of Sport England’s statutory remit but still have to be assessed using the criteria in paragraph 74 of the National Planning Policy Framework and Sport England would nonetheless challenge a proposed loss of playing pitches/playing field which fails to meet such criteria. It should be emphasised that the lawful planning use of a lapsed site is still that of a playing field.

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Disused and lapsed sites in Nottingham

Site name Local Analysis Sport(s) Status Comments Plan Area Review Ref Beckhampton N/A North Football Disused Former education centre for Centre pregnant girls and young mothers of school ages which closed on 31st August 2016. Two-tiered playing field behind the centre previously hosted three football pitches of varying sizes. Hempshill Lane N/A North Football Lapsed One adult and one youth 9v9 football pitch, both poor quality. also with adjacent play area, Neighbours Nottingham Outlaws BMX Club track. No onsite changing or toilet facilities since the pub on the corner of the junction closed down. Bowling One bowling green now lapsed. Chingford PA25 North Football Lapsed No longer used or required for formal Playing Fields sport provision. Proposed for residential development - a proportion of the site should be retained as provision for semi-natural open space. Clifton West PA57 South N/A Lapsed No longer used or required for formal sport provision. Proposed for residential development with a proportion of the site retained as open space. Fairham PA59 South N/A Lapsed No longer used or required for formal Comprehensive sport provision. Proposed for School residential development with a proportion of the site retained as open space. Former PA3 North N/A Lapsed No longer used or required for formal Eastglade sport provision. Proposed for Primary and residential development with a Nursery School proportion of the site retained as open space. Former Henry PA10 North N/A Lapsed No longer used or required for formal Mellish School sport provision. Proposed for Playing Fields residential development with a proportion of the site to be retained as open space. Former Padstow PA8 North N/A Lapsed No longer used or required for formal School sport provision. Proposed for residential development with a proportion of the site retained as open space, with development of Southglade Leisure Centre and Park as a hub site instead if demand requires.

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Site name Local Analysis Sport(s) Status Comments Plan Area Review Ref Former Padstow PA6 North N/A Lapsed No longer used or required for formal School sport provision. Former school Detached playing field now lapsed. Previously Playing Fields accommodated approximately four to (Beckhampton five grass pitches, was originally Road) identified as a potential site for development of a sports hub however it is no longer required to be retained for formal sport use and can be released for development, with development of Southglade Leisure Centre and Park as a hub site instead if demand requires. Former Padstow PA5 North N/A Lapsed Former school playing field now School lapsed, publicly accessible. Detached Allocated for residential Playing Fields development. No longer used or (Ridgeway) required for formal sport provision with the development of Southglade Leisure Centre and Park developed as a hub site instead if demand requires. Some reported unauthorised recreational use, able to be accommodated at other sites in the locality. Haywood PA9 North N/A Lapsed No longer used or required for formal Detached sport provision. Proposed for Playing Fields residential development with a proportion of the site retained as open space, subject to the development of a community sports hub site in the North of the City if demand requires. Lortas Road PA19 North N/A Lapsed No longer used or required for formal sport provision. Proposed for residential development with a proportion of the site retained as open space, subject to the development of a community sports hub site in the North of the City if demand requires. Melbury School PA24 North N/A Lapsed No longer used or required for formal Playing Fields sport provision. Proposed for residential development with a proportion of the site retained as open space. Greenholme N/A Central Playing Lapsed Former school playing field now School field/ overgrown, which also Tennis/ accommodates a hard court area netball marked for both tennis and netball. The site is believed to be last used in 2011 when the School was permanently closed.

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Furthermore, there are some sites with disused playing pitches no longer marked, however, the sites as a whole remain operational as they are either protected or serve a wider function such as a public park and therefore are not likely to be considered for potential development.

Disused/unmarked pitches in Nottingham

Site name Analysis Sport(s) Last used Comments area Colwick South Football Unknown Five adult pitches previously Racecourse marked within the racecourse track, lease from NCC by The Jockey Club. Changing pavilion was burned down and pitches are no longer marked. Potential to develop a football hub onsite. Wollaton Park Central Football Unknown Large hub park which previously accommodated three pitches (adult, youth 11v11 and mini soccer). Previously used by Wollaton Hall & Bramcote FC before the club was relocated to Highfields Park, as part of a non- sporting decision to remove formal football from the site. Pitches no longer marked and onsite changing building being converted to an onsite café.

Any sites omitted from the PPS either intended or having been overlooked, whether used, disused or lapsed, are subject to the same conditions as those detailed herein. Any such site is not to be considered as not required or surplus as part of the planning process.

The PPS Assessment shows that all currently used playing field sites require protection and therefore cannot be deemed surplus to requirements because of shortfalls now and in the future. Lapsed, disused, underused and poor quality sites should also be protected from development or replaced as there is potential need for playing field land to accommodate more pitches to meet the identified shortfalls.

It is recommended that the Council allocates all disused/lapsed sites as playing field in the first instance until such time as the Council, NGB/Community group or a developer expresses an interest in the site. It is also recommended that the following priority order of options is adopted with regards to addressing disused/lapsed sites:

1) Firstly, explore the feasibility of bringing the site back into use. A feasibility study may show either:

a) The site can be brought back into sustainable use where funding is available and use is secured by the Council and relevant NGBs/Community Groups; or

b) The site is not in a sustainable location and in which case no amount of money will make it desirable.

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2) The site could become public open space to meet a need identified in the Open Space Study; or

3) Redevelop the site for an alternative use but use the capital receipt to invest in existing sites in the locality

Each currently disused/lapsed site is included within the action plan together with a recommendation in relation to the need to bring the site back into use or mitigate the loss on a replacement site to address the shortfalls identified with the Assessment.

New housing development - where proposed housing development is located within access of a high quality playing pitch, this does not necessarily mean that there is no need for further pitch provision or improvements to existing pitches in that area in order to accommodate additional demand arising from that development. The PPS should be used to help determine what impact the new development will have on the demand and capacity of existing sites in the area, and whether there is a need for improvements to increase capacity or if new provision is required.

Housing Growth scenarios have been provided in Part 7 to estimate the additional demand generated by housing by sport and pitch type.

Development management - the PPS should be used to help inform Development Management decisions that affect existing or new playing fields, pitches and ancillary facilities. All applications are assessed by the Local Planning Authority on a case by case basis taking into account site specific factors. In addition, Sport England as statutory consultee on planning applications that affect or prejudice the use of playing field will use the PPS to help assess that planning application against paragraph 74 of the National Planning Policy Framework (NPPF) and their13 Playing Fields Policy.

Sport England’s playing field policy exception E1 only allows for development of lapsed or disused playing fields if a PPS shows a clear excess in the quantity of playing pitch provision at present and in the future across all playing pitch sports types and sizes.

Policy Exception E1:

‘A carefully quantified and documented assessment of current and future needs has demonstrated to the satisfaction of Sport England that there is an excess of playing field provision in the catchment, and the site has no special significance to the interests of sport’.

Where the PPS cannot demonstrate the site, or part of a site, is clearly surplus to requirements then replacement of the site, or part of a site, will be required to comply with Sport England policy exception E4.

Policy Exception E4:

‘The playing field or fields to be lost as a result of the proposed development would be replaced, prior to the commencement of development, by a new playing field site or sites:

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 of equivalent or better quality and  of equivalent or greater quantity;  in a suitable location and  subject to equivalent or better management arrangements.

Further to this, all playing fields should be protected or replaced up until the point where all satisfied demand has been met within the study area or each individual sports catchment areas within a sub area.

Local authorities wanting to dispose of school playing field land need consent under Section 77 of the Schools Standards and Framework Act 1998, but consent is now also required for disposal of any land used by a school or academy under Schedule 1 to the Academies Act 2010.

It should be noted that consent under Section 77 of the Schools Standards and Framework Act does not necessarily mean subsequent planning approval will be granted. Therefore, any application for planning permission must meet the requirements of the relevant policy, in this case paragraph 74 of Framework, Local Plan Policy and Sport England policy. Indeed, applicants are advised to engage Sport England before submitting applications. Robust implementation of the statutory obligation will ensure protection of school playing fields for use by pupils (and sometimes the community as a whole) to ensure receipt is ploughed back into sports education.

Recommendation b – Secure tenure and access to sites for high quality, development minded clubs through a range of solutions and partnership agreements

A number of school sites are being used in Nottingham for competitive play, predominately for football. In all cases use of pitches has not been classified as unsecure, however, use is not necessarily formalised and further work should be carried out to ensure an appropriate Community Use Agreement (CUA) is in place (including access to changing provision where required).

NGBs can often help to negotiate and engage with schools where the local authority may not have direct influence.

Sport England has also produced guidance, online resources and toolkits to help open up and retain school sites for community use and can be found at: http://www.sportengland.org/facilities-planning/use-our-school/

Local sports clubs should be supported by partners including the Council, NGBs or the County Sports Partnership (CSP) to achieve sustainability across a range of areas including management, membership, funding, facilities, volunteers and partnership working. For example, support club development and encourage clubs to develop evidence of business and sports development plans to generate an income through their facilities. All clubs could be encouraged to look at different management models such as registering as Community Amateur Sports Clubs (CASC)14. Clubs should also be encouraged to work with partners locally whether volunteer support agencies or linking with local businesses.

As well as improving the quality of well-used, local authority sites, there are a number of sites which have poor quality (or no) ancillary facilities. The Council should further explore opportunities where security of tenure could be granted to the clubs playing on these sites (minimum 25 years as recommended by Sport England and NGBs) so the clubs are in a position to apply for external funding to improve the ancillary facilities.

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Further to this there could be examples in Nottingham where long term leases could be put into place for the continued use of a site. Each club should be required to meet service and/or strategic recommendations. However, an additional set of criteria should be considered, which takes into account the quality of the club, aligned to its long-term development objectives and sustainability.

In the context of the Comprehensive Spending Review, which announced public spending cuts, it is increasingly important for the Council to work with voluntary sector organisations in order that they may be able to take greater levels of ownership and support the wider development and maintenance of facilities.

To facilitate this, the Council should support and enable clubs to generate sufficient funds to allow this.

Recommended criteria for lease of sport sites to clubs/organisations:

Club Site Clubs should have Clubmark/FA Charter Sites should be those identified as ‘Club Sites’ Standard accreditation award. (recommendation d) for new clubs (i.e. not those Clubs commit to meeting demonstrable local with a City wide significance) but which offer demand and show pro-active commitment to development potential. For established clubs which developing school-club links. have proven success in terms of self-management Clubs are sustainable, both in a financial ‘Key Centres’ are also appropriate. sense and via their internal management As a priority, sites should acquire capital investment structures in relation to recruitment and to improve (which can be attributed to the presence retention policy for both players and of a Clubmark/Charter Standard club). volunteers. Sites should be leased with the intention that Ideally, clubs should have already identified investment can be sourced to contribute towards (and received an agreement in principle) any improvement of the site. match funding required for initial capital An NGB/Council representative should sit on a investment identified. management committee for each site leased to a Clubs have processes in place to ensure club. capacity to maintain sites to the existing, or better, standards.

The Council can further recognise the value of NGB club accreditation by adopting a policy of prioritising the clubs that are to have access to these better quality facilities. This may be achieved by inviting clubs to apply for season long leases on a particular site as an initial trial.

The Council should establish a series of core outcomes to derive from clubs taking on a lease arrangement to ensure that the most appropriate clubs are assigned to sites. As an example, outcomes may include:

 Increasing participation.  Supporting the development of coaches and volunteers.  Commitment to quality standards.  Improvements (where required) to facilities, or as a minimum retaining existing standards.

In addition, clubs should be made fully aware of the associated responsibilities/liabilities when considering leases of multi-use public playing fields.

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Community asset transfer

The Council should continue to work towards adopting a policy which supports community management and ownership of assets to local clubs, community groups and trusts. This presents sports clubs and national governing bodies with opportunities to take ownership of their own facilities; it may also provide non-asset owning sports clubs with their first chance to take on a building.

The Sport England Community Sport Asset Transfer Toolkit is a bespoke, interactive web based tool that provides a step by step guide through each stage of the asset transfer process: http://www.sportengland.org/facilities-planning/tools-guidance/asset-transfer/

Recommendation c – Maximise community use of education sites where there is a need to do so

Given the mix of provider in Nottingham, there is a need for the Council and NGBs to work with other partners to help maximise use of outdoor sports facilities and in particular grass pitches and AGPs.

In order to maximise community use of educational facilities it is recommended to establish a more coherent, structured relationship with schools. The ability to access good facilities within the local community is vital to any sports organisation, yet many clubs struggle to find good quality places to play and train. In Nottingham pricing policies at facilities can be barrier to access at some of the education sites but physical access and resistance from schools to open up provision is also an issue.

Where appropriate, it will be important for schools to negotiate and sign formal and long-term agreements that secure community use.

It is not uncommon for school pitch stock not to be fully maximised for community use. Even on established community use sites, access to grass pitches for community use is limited.

In some instances, grass pitches are unavailable for community use due to poor quality and therefore remedial works will be required before community use can be established.

As detailed earlier, Sport England has also produced guidance, online resources and toolkits to help open up and retain school sites for community use and can be found at: http://www.sportengland.org/facilities-planning/use-our-school/

Although there are a growing number of academies and college sites in Nottingham, which the Council has no control over the running of, it is still important to understand the significance of such sites and attempt to work with the schools where there are opportunities for community use. In addition, the relevant NGB has a role to play in supporting the Council to deliver the strategy and communicating with schools where necessary to address shortfalls in provision, particularly for football pitches.

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Aim 2 To enhance playing fields, pitches and ancillary facilities through improving quality and management of sites

Recommendation:

d. Improve quality

e. Adopt a tiered approach (hierarchy of provision) for the management and improvement of sites.

f. Work in partnership with stakeholders to secure funding

Recommendation d – Improve quality

There are a number of ways in which it is possible to increase pitch quality and these are explored below. One way for improving quality on football sites is via the FA’s pitch improvement programme.

The FA Pitch Improvement Programme (PIP)

The key principles behind the service are to provide football clubs with advice/practical solutions on a number of areas and discounts on machinery and materials to support improving the clubs’ playing surface. The programme should be utilised in order to help any clubs that take on the management and maintenance of sites or which are currently managing and maintaining their own pitch site.

As subsidy is removed for pitch maintenance the PIP is an essential toolkit in supporting self-management/maintenance of sites, particularly on adult sites that have historically been maintained by the Council.

Addressing quality issues

Generally, where pitches are assessed as standard or poor quality and/or overplayed, review/improve maintenance regimes to ensure it is of an appropriate standard to sustain/improve pitch quality. Ensuring existing maintenance of good quality pitches continues is also important.

Based on an achievable target using existing quality scoring to provide a baseline, a standard should be used to identify deficiencies and investment should be focused on those sites which fail to meet the proposed quality standard (using the site audit database, provided in electronic format). The Strategy approach to these outdoor sports facilities achieving these standards should be to enhance quality and therefore the planning system should seek to protect them.

For the purposes of the Quality Assessments, this Strategy will refer to pitches and ancillary facilities separately as Good, Standard or Poor quality. In Nottingham, for example, some good quality sites have poor quality elements i.e. changing rooms or a specific pitch.

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Good quality refers to pitches that have, for example, a good maintenance regime coupled with good grass cover, an even surface, are free from vandalism, litter etc. In terms of ancillary facilities, good quality refers to access for disabled people, sufficient provision for referees, juniors/women/girls and appropriate provision of showers, toilets and car parking. For rugby union, a good pitch is also pipe and/or slit drained.

Standard quality refers to pitches that have, for example, an adequate maintenance regime coupled with adequate grass cover, minimal signs of wear and tear, goalposts may be secure but in need of minor repair. In terms of ancillary facilities, standard quality refers to adequately sized changing rooms, storage provision and provision of toilets. For rugby union, drainage is natural and adequate.

Poor quality refers to pitches that have, for example, poor levels of maintenance coupled with inadequate grass cover, uneven surface and damage. In terms of ancillary facilities, poor quality refers to inappropriate size of changing rooms, no showers, no running water and old dated interior. For rugby union, drainage is natural and inadequate.

Please refer to the Sport England/NGB quality assessments. Sites played beyond capacity may require remedial action to help reduce this.

In terms of ancillary facilities, poor quality refers to inappropriate size of changing rooms, no showers, no running water and old dated interior.

Without appropriate, fit for purpose ancillary facilities, good quality pitches may be underutilised. Changing facilities form the most essential part of this offer and therefore key sites such as those mentioned above should be given priority for improvement.

In order to prioritise investment into key sites it is recommended that the steering group works up a list of criteria, relevant to the Area, to provide a steer on future investment.

For improvement/replacement of AGPs refer to Sport England and the NGBs ‘Selecting the Right Artificial Surface for Hockey, Football, Rugby League and Rugby Union’ document for a guide as to suitable AGP surfaces: www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/artificial- sports-surfaces/

Addressing overplay

In order to improve the overall quality of the playing pitches stock; it is necessary to ensure that pitches are not overplayed beyond recommended weekly carrying capacity. This is determined by assessing pitch quality (via a non-technical site assessment) and allocating a weekly match limit to each. Each NGB recommends a number of matches that a good quality grass pitch should take:

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Sport Pitch type Number of match equivalent sessions per week Good Standard Poor quality quality quality Football Adult pitches 3 per week 2 per week 1 per week Youth pitches 4 per week 2 per week 1 per week Mini pitches 6 per week 4 per week 2 per week Rugby Natural Inadequate (D0) 2 per week 1.5 per week 0.5 per week 15 union Natural Adequate (D1) 3 per week 2 per week 1.5 per week Pipe Drained (D2) 3.25 per week 2.5 per week 1.75 per week Pipe and Slit Drained 3.5 per week 3 per week 2 per week (D3) Rugby Senior 3 per week 2 per week 1 per week league Cricket One grass wicket 5 per season N/A N/A One synthetic wicket 60 per season

There are also a number of sites that are poor quality but are not overplayed. These sites should not be overlooked as often poor quality sites have less demand than other sites but demand could increase if the quality was to increase. Improving pitch quality should not be considered in isolation from maintenance regimes.

Whilst it works both ways in so much as poor pitch condition is a symptom of pitches being over played, potential improvements may make sites more attractive and therefore more popular.

There is also a need to balance pitch improvements alongside the transfer of play to alternative pitch sites. Therefore, work with clubs to ensure that sites are not played beyond their capacity and encourage play, where possible, to be transferred to alternative venues which are not operating at capacity.

Increasing pitch maintenance

Standard or poor grass pitch quality may not just be a result of poor drainage. In some instances, ensuring there is an appropriate maintenance for the level/standard of play can help to improve quality and therefore increase pitch capacity. Each NGB can provide assistance with reviewing pitch maintenance regimes.

For example, the FA, ECB and RFL in partnership have recently introduced a Pitch Advisor Scheme and have been working in partnership with Institute of Groundmanship (IOG) to develop a Grass Pitch Maintenance service that can be utilised by grassroots football clubs with the simple aim of improving the quality of grass pitches. The key principles behind the service are to provide football clubs with advice/practical solutions on a number of areas, with the simple aim of improving the club’s playing surface.

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At local authority sites in Nottingham, maintenance of grass pitches is deemed to be basic and for football covers grass cutting and seeding only, resulting in many pitches being assessed as poor quality. Where local authority pitches are recommended for improvement within the action plan, carrying out additional regular work such as aerating, sand dressing, fertilising and/or weed killing will all improve quality. An improvement in post season remedial work is also recommended. It is recommended that the Council works with users and the relevant County Football Associations (Nottinghamshire FA) to fully determine the most appropriate pitch improvements on a site by site basis.

In relation to cricket, maintaining high pitch quality is the most important aspect of cricket. If the wicket is poor, it can affect the quality of the game and can, in some instances, become dangerous. The ECB recommends full technical assessments of wickets and pitches available through a Performance Quality Standard Assessment (PQS). The PQS assesses a cricket square to ascertain whether the pitch meets the Performance Quality Standards that are benchmarked by the Institute of Groundsmanship. Please note that PQS assessments are also available for other sports, whilst the LCB Groundsman’s Association offers maintenance tips to local clubs as well as an onsite assessment service with subsequent report advising recommended maintenance actions.

Improving changing provision

There is a need to address changing provision at some sites in the City, including some local authority sites. It is recommended that a holistic view is taken in regard to improvements and provision on site.

Sites which predominantly accommodate adult and/or older junior age group sports should be prioritised for improvements, whilst there is a trend for younger junior age groups (particularly for football) not to require use of changing provision, with suitable male and female toilet provision for players and spectators considered to be of greater importance. Multi-pitch football sites including Victoria Embankment, Melbourne Park and Clifton Playing Fields are reported to offer poor quality changing provision, whilst other sites do not offer accompanying changing provision at all. Other sites with poor quality changing provision include Lenton Lane and Woodthorpe Grange Park.

Recommendation e – Adopt a tiered approach (hierarchy of provision) for the management and improvement of sites

To allow for facility developments to be programmed within a phased approach the Council should adopt a tiered approach to the management and improvement of playing pitch sites and associated facilities. Please refer to Part 7: Action Plan for the proposed hierarchy.

Recommendation f – Work in partnership with stakeholders to secure funding

Partners, led by the Council, should ensure that appropriate funding secured for improved sports provision is directed to areas of need, underpinned by a robust strategy for improvement in playing pitch facilities.

In order to address the community’s needs, to target priority areas and to reduce duplication of provision, there should be a coordinated approach to strategic investment. In delivering this recommendation the Council should maintain a regular dialogue with local partners and through the Playing Pitch Steering Group.

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Some investment in new provision will not be made by the Council directly, it is important, however, that the Council therefore seeks to direct and lead a strategic and co-ordinated approach to facility development by education sites, NGBs, sports clubs and the commercial sector to address community needs whilst avoiding duplication of provision.

Please refer to Appendix Three for further funding information which includes details of the current opportunities, likely funding requirements and indicative project costs.

Sport and physical activity can have a profound effect on peoples’ lives, and plays a crucial role in improving community cohesion, educational attainment and self-confidence. However, one of sport’s greatest contributions is its positive impact on public health. It is therefore important to lever in investment from other sectors such as health and wellbeing for example.

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Aim 3

To provide new outdoor sports facilities where there is current or future demand to do so

Recommendations:

g. Rectify quantitative shortfalls in the current pitch stock.

h. Identify opportunities to add to the overall stock to accommodate both current and future demand.

Recommendation g - Rectify quantitative shortfalls in the current pitch stock

The Council and its partners should work to rectify identified inadequacies and meet identified shortfalls as outlined in the Assessment Report and the sport by sport specific recommendations.

It is important that the current levels of grass pitch provision are protected, maintained and enhanced to secure provision now and in the future. For most sports, the future demand for provision identified in Nottingham can be overcome through maximising use of existing pitches through a combination of:

 Improving pitch quality in order to improve the capacity of pitches to accommodate more matches.  The re-designation of pitches for which there is an oversupply.  Securing long term community use at school sites.  Working with commercial and private providers to increase usage.

While maximising the use of existing pitches offers scope to address the quantitative deficiencies for most sports, new or additional pitches may be required to meet the levels of demand identified for football and rugby both now and in the future.

There may be an opportunity to use some senior pitches to provide senior, junior or mini pitches (through different line markings/coning areas of the pitch). However, further work should be undertaken on this as an action for the Council/NGBs. Furthermore, the re- designation of adult pitches that are not currently used may lead to a deficiency of adult pitches in the medium to longer term as younger players move up the ages. It is likely that for some sports, particularly football, that the provision of new pitches and facilities will be required in the future to support the predicted future demand.

Unmet demand, changes in sport participation and trends, and proposed housing growth should be recognised and factored into future facility planning. Assuming an increase in participation and housing growth occurs, it will impact on the future need for certain types of sports facilities. Sports development work also approximates unmet demand which cannot currently be quantified (i.e., it is not being suppressed by a lack of facilities) but is likely to occur. The following table highlights the main development trends in each sport and their likely impact on facilities. However, it is important to note that these may be subject to change.

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Furthermore, retaining some spare capacity allows some pitches to be rested to protect overall pitch quality in the long term. Therefore, whilst in some instances it may be appropriate to re-designate a senior pitch where there is low demand identified a holistic approach should be taken to re-designation for the reasons cited. The site-by-site action planning will seek to provide further clarification on where re-designation is suitable.

Likely future sport-by-sport demand trends

Sport Future development trend Strategy impact Football As a result of the FA Youth Development Consider re-allocating leases to Review pitch demands are changing. This Community Charter Standard clubs with a could also see changes in the seasonal large number of teams. demand of pitches (youth football). Work with clubs to identify facility development opportunities. Work with clubs in relation to their pitch demands as a result of the FA Youth Development Review. Demand for senior football is likely to be Sustain current stock but consideration sustained based on current trends and given to reconfigure pitches if required. the move to small sided football. County FA focus to maintain growth of youth football through to adults. An increase in women and girls football A need to provide segregated ancillary following £2.4m investment from Sport facilities and the potential need for more England between 2014 and 2016 to pitches. increase the number of women and girls taking part in football sessions. Additionally, one of the major goals of The FA’s ‘Game Changer’ strategy for Women’s and Girls’ football (2017-2020) is to double participation from the current 6,000 teams to 12,000. Cricket Demand is likely to remain static for grass Isolated pockets of demand for access to wickets for adult participation. The ECB additional facilities where pitches are targets participation increases at junior operating at capacity. level through the Allstars Cricket A need to encourage greater use of non- Programme which may have a turf wickets particularly for junior use to subsequent future impact on requirement help meet shortfalls. for grass and non-turf cricket provision. Women’s and girls’ cricket is a national Support clubs to ensure access to priority and there is a target to establish segregated changing and toilet provision two girls’ and one women’s team in every and access to good quality cricket pitches local authority over the next five years. to support growth. Rugby Locally, the RFU wants to ensure access Clubs are likely to field more teams in the union to pitches in Nottingham that satisfies future. It is important, therefore, to work existing demand and predicted growth. It with the clubs to maintain the current pitch is also an aim to protect and improve stock, support facility development where pitch quality, as well as ancillary facilities appropriate and increase the number of including changing rooms and floodlights. floodlit pitches where necessary. Rugby RFL is working towards growing rugby Review the need for dedicated rugby league league participation including through league pitches in the next three years. growth at junior clubs, Play Touch RL and Seek 3G pitch venues for Play Touch and 9 aside RL. grass pitches for 9 aside.

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Sport Future development trend Strategy impact AGPs Demand for 3G pitches for competitive Ensure that access to new AGP provision football will increase. It is likely that future across the City is maximised and that demand for the use of 3G pitches to community use agreements are in place. service competitive football, particularly Utilise Sport England/NGB guidance on mini and youth will result in some reduced choosing the correct surface: demand for grass pitches. http://www.sportengland.org/media/30651 Provision of 3G pitches which are World /Selecting-the-right-artificial-surface-Rev2- Rugby compliant will help to reduce 2010.pdf overplay as a result of training on rugby

pitches.

Hockey Potential increase of participation Sinking funds in place to improve quality particularly junior teams. and ensure continued use of provision for current and future hockey demand.

Recommendation h - Identify opportunities to add to the overall pitch stock to accommodate both current and future demand

The Council should use, and regularly update, the Action Plan within this Strategy for improvements to its own pitches whilst recognising the need to support partners. The Action Plan lists improvements to be made to each site focused upon both qualitative and quantitative improvements as appropriate for each area.

Furthermore, any potential school sites which become redundant over the lifetime of the Strategy may offer potential for meeting community needs on a localised basis. Where schools are closed their playing fields may be converted to dedicated community use to help address any unmet community needs.

Some sites (or adjacent land) in Nottingham also have the potential to accommodate more pitches which may be a solution to meeting shortfalls identified as is further explored within the action plan.

LAPP (Land and Planning Policies) sites

Nottingham City Council’s Land and Planning Policies (LAPP), Development Plan Document, Local Plan Part 2, Preferred Option outlines site allocations and development management policies in accordance with the Core Strategy.

The following LAPP sites either previously accommodated or currently accommodate playing pitches:

Revised Site name Analysis Pitch Status Proposed development Publication Area type Ref Number PA25 Chingford North Football Open A proportion of the site Playing Fields Space should be retained as provision for semi-natural open space. This could be incorporated into multi- purpose green space. Nearby parks and open spaces have capacity for future increases in demand for pitches.

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Revised Site name Analysis Pitch Status Proposed development Publication Area type Ref Number PA57 Clifton West South N/A Open Proposed uses – residential Space / with a proportion of the site Agricultural retained as open space as set out in the Development Principles. Future increases in demand for pitches in the area to be addressed via new community use agreements or increases in the quality and capacity of existing pitches. PA59 Fairham South N/A Education Proposed uses - residential Comprehensive & Open with a proportion of the site School Space retained as open space. Existing playing fields offer opportunities for provision of improved green space and biodiversity with careful consideration to the character of the existing landscape. Future increases in demand for pitches in the area to be addressed via new community use agreements or increases in the quality and capacity of existing pitches. PA03 Former North N/A Vacant/ Proposed uses - residential Eastglade Open with a proportion of the site Primary and Space retained as open space – Nursery School subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA13 Former Haywood North N/A Vacant Proposed uses - residential School Site with a proportion of the site retained as open space – subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA10 Former Henry North N/A Open Proposed uses - residential Mellish School Space with part of site to be Playing Fields developed for school pitches subject to community use agreement.

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Revised Site name Analysis Pitch Status Proposed development Publication Area type Ref Number PA08 Former Padstow North N/A Open Proposed uses - residential School Space / with a proportion of the site Former retained as open space – School subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA06 Former Padstow North N/A Open Proposed uses - residential School Detached Space with a proportion of the site Playing Fields retained as open space – (Beckhampton subject to the development of Road) a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA05 Former Padstow North N/A Open Proposed uses - residential School Detached Space with a proportion of the site Playing Fields retained as open space – (Ridgeway) subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA09 Haywood North N/A Open Proposed uses – residential Detached Space with a proportion of the site Playing Fields retained as open space – subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA19 Lortas Road North N/A N/A Proposed uses - residential with a proportion of the site retained as open space – subject to the development of a community sports hub site in the north of the City if demand requires, currently proposed at Southglade Park PA24 Melbury School North N/A Open Proposed uses - residential - Playing Fields Space with a proportion of the site retained as open space. Nearby parks and open spaces, including redeveloped Harvey Haddon Sports Complex (Bilborough Park), have capacity for future increases in demand for pitches.

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PART 6: ACTION PLAN

Introduction

The site-by-site action plan list seeks to address key issues identified in the accompanying Assessment Report. It provides recommendations based on current levels of usage, quality and future demand, as well as the potential of each site for enhancement.

It should be reviewed in the light of staff and financial resources in order to prioritise support for strategically significant provision and provision that other providers are less likely to make. Recommendation e below explains the hierarchy of priorities on the list. It is imperative that action plans for priority projects should be developed through the implementation of the strategy.

The Council should make it a high priority to work with NGBs and other partners to comprise a priority list of actions based on local priorities, NGB priorities and available funding.

Recommendation e - Adopt a tiered approach (hierarchy of provision) to the management and improvement of sites

To allow for facility developments to be prioritised and programmed within a phased approach a tiered model to for the improvement of playing pitch sites and associated facilities is useful.

The identification of sites is based on their strategic importance in a City-wide context i.e. they accommodate the majority of demand or the recommended action has the greatest impact on addressing shortfalls identified either on a sport by sport basis or across the City as a whole. Recommended tiered site criteria:

Hub sites Key sites Local sites Reserve sites Strategically located. Strategically located Services the local Services the local Priority sites for NGB. within the Analysis community. Likely to community. Area. include education sites. Accommodates three or Accommodates two Accommodates more Likely to be single- more good quality grass or more good quality than one pitch. pitch site. pitches. grass pitches. Including provision of at least one AGP/3G pitch. May offer potential for development as a Parklife football hub. Single or multi-sport Single or multi-sport Single or multi-sport Supports informal provision. provision. provision. demand and/ or Could also operate as a Could also operate as training etc. central venue. a central venue. Maintenance regime Maintenance regime Standard maintenance Basic level of aligns with NGB aligns with NGB regime either by the maintenance i.e. guidelines. guidelines. club or in-house grass cutting. maintenance contract. Good quality ancillary Good quality ancillary Appropriate access No requirement for facility on site, with facility on site, with changing to access changing to sufficient changing rooms sufficient changing accommodate both accommodation. and car parking to serve rooms and car senior and junior use the number of pitches. parking to serve the concurrently (if number of pitches. required).

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Hub sites are of City wide importance where users are willing to travel to access the range and high quality of facilities offered and are likely to be multi sport. These have been identified on the basis of high impact on addressing the issues identified in the assessment.

The financial, social and sporting benefits which can be achieved through development of hub sites are significant. Sport England provides further guidance on the development of community sports hubs at: http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/sports_hubs. aspx

Where development of Hub Sites includes provision of 3G pitches for football it is recommended that further modelling/feasibility work is carried out to ensure sustainability of new 3G pitches to accommodate competitive fixtures. However, as a priority consultation should be carried out with leagues/clubs to gauge acceptance/buy in of moving competitive play to 3G pitches in the future. In Nottingham, this is currently being undertaken through the Parklife Programme process which incorporates demand modelling, a degree of market testing with key local clubs and leagues, commercial planning for sustainability and other related variables.

Key sites although these sites are more community focused, some are still likely to service a wider Analysis Area (or slightly wider). However, there may be more of a focus on a specific sport i.e. a dedicated site.

It is considered that some financial investment will be necessary to improve the ancillary facilities at both Hub sites and Key Centres to complement the pitches in terms of access, flexibility (i.e. single-sex changing if necessary), quality and that they meet the rules and regulations of local competitions.

Local sites refer to those sites which are generally one and two pitch sites and may be Council owned hired to clubs for a season or are sites which have been leased on a long- term basis. However, they are also likely to be private club sites serving one particular sport.

The level of priority attached to them for Council-generated investment may be relatively low and consideration should be given, on a site-by-site basis, to the feasibility of a club taking a long-term lease on the site (if not already present), in order that external funding can be sought.

It is possible that sites could be included in this tier which are not currently hired or leased to a club, but have the potential to be leased to a suitable club. NGBs would expect the facility to be transferred in an adequate condition that the club can maintain. In the longer term, the Club should be in a position to source external funding to improve/extend the facilities.

Reserve sites could be used as overspill for neighbouring sites and/or for summer matches/competitions, training or informal play. They are most likely to be single-pitch sites with no ancillary facilities or school sites where there is no current demand for community use.

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Management and development

The following issues should be considered when undertaking sports related site development or enhancement:

 Financial viability.  Security of tenure.  Planning permission requirements and any foreseen difficulties in securing permission.  Adequacy of existing finances to maintain existing sites.  Business Plan/Masterplan – including financial package for creation of new provision where need has been identified.  Analysis of the possibility of shared site management opportunities.  The availability of opportunities to lease sites to external organisations.  Options to assist community groups to gain funding to enhance existing provision.  Availability of funding for hub site development.  Impact on all sports that use a site regardless of the sport that is the subject of enhancements.

Action plan columns

Partners

The column indicating Partners refers to the main organisation that the Council will liaise with in helping to deliver the actions. The next stage in the development of the action plan will be to agree a Lead Partner to help deliver the actions.

Site hierarchy tier and priority level

Although Hub Sites are mostly likely to have a high priority level as they have City wide importance, high priority sites have been identified on the basis of the impact that the site will have on addressing the key issues identified in the assessment and therefore some Key Centres are also identified as having a high priority level. It is these projects/sites which should generally be addressed within the short term (1-2 years).

It is recommended that as the Steering Group reviews and updates the action plan that medium and low priority sites are then identified as the next level of sites for attention. As a guide, it is recommended that:

Key centres are a medium priority and have Analysis Area importance and have been identified on the basis of the impact that the site will have on addressing the issues identified in the assessment.

Low priority sites generally have local specific importance and have been identified on a site by site basis as issues appertaining to individual sites but that may also contribute to addressing the issues identified in the assessment

Costs

The strategic actions have also been ranked as low, medium or high based on cost. The brackets in which these sit are:

 Low (L)- less than £50k  Medium (M) - £50k-£250k  High (H) - £250k and above.

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These are based on Sport England’s estimated facility costs which can be found at www.sportengland.org/media/198443/facility-costs-4q13.pdf

Timescales

The action plan has been created to be delivered over a ten-year period. The information within the Assessment Report, Strategy and Action Plan will require updating as developments occur. The timescales relate to delivery times and are not priority based. Timescales are recommended within the following three categories:

 Short (S) – 1 to 2 years  Medium (M) - 3 to 5 years  Long (L) - 6+ years

Aim

Each action seeks to meet at least one of the three aims of the Strategy; Enhance, Provide, Protect.

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NORTH ANALYSIS AREA

Sport Current picture Future picture (2028)16 Football Spare capacity on adult Spare capacity on adult pitches (grass pitches) pitches equating to two match equating to one match session per sessions per week. week. Youth 11v11 pitches at Youth 11v11 shortfall of 2.5 capacity. match sessions per week. Youth 9v9 pitches Youth 9v9 pitches overplayed by overplayed by 3.5 match 4.5 match sessions per week. sessions per week. Mini 7v7 pitches at capacity. Mini 7v7 pitches at capacity. Mini 5v5 pitches at capacity. Mini 5v5 pitches at capacity.

Football No shortfalls. No shortfalls. (3G pitches)17

Rugby union No shortfalls. No shortfalls. (senior pitches)

Rugby league No shortfalls. No shortfalls. (senior pitches)

Cricket No shortfalls. No shortfalls.

Hockey (Sand/water AGPs) No shortfalls. No shortfalls.

Tennis No shortfalls. No shortfalls.

Outdoor Bowls No shortfalls. No shortfalls.

Golf Level of demand is able to be Level of demand is able to be met met by existing playing field by existing playing field provision. provision.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales18 Cost 19 Aim ID hierarchy tier 2 Bilborough College Football College One standard adult pitch which is overplayed Seek options to improve quality to FA Local site Medium Medium Low Protect by two match sessions per week. accommodate to partially alleviate College Enhance overplay. Explore opportunities to transfer some match play from the site to sites exhibiting spare capacity or to 3G. AGP Two small sided sand filled AGPs with Ensure that the quality of the small sided England Medium Medium Low Protect floodlighting which do not accommodate any surfaces is sustained and that a sinking Hockey hockey use. fund is in place for future resurfacing. College 3 Bilborough Park Football Council Two standard quality pitches which Ensure quality of the pitches is sustained Council Key Centre Medium Medium Low Protect collectively have a spare capacity of 1.5 through continuation of the current match sessions. maintenance agreement. 48 Harvey Hadden Football/ Council/ Adult football pitch overmarked with Seek to refurbish the poor quality athletics Council Medium Short Medium Protect Sports Village American Trust American football markings situated within pavilion which lies unused so that it may Trust Enhance football the athletics track, used by Nottingham act as changing facilities to service the FA Caesars American football club and track pitch at Step 7 of the non-league England Bilborough Town FC which plays at Step 7 of system. Athletics the non-league system. Maintained by NCC Parks department. FA Pitch Improvement Programme report identifies current maintenance regime is limited which has left pitches in an unsatisfactory state, whilst pitches suffer from severe compaction and Page 156 Page there are large bare areas which result in cancelled fixtures. Changing rooms within the leisure centre building are too far away from the pitch and do no meet Step 7 requirements. 4 Bulwell Hall Park Football Council Two poor quality adult pitches with minimal Explore opportunities to increase level of Council Key Centre Medium Medium Low Enhance peak time capacity which is discounted from maintenance on the site to increase FA overall capacity due to issues with surface available capacity quality. 9 Ellis Guilford Sports Football Education One youth 11v11 football pitch which is No current local demand for community School Local site Low Long Low Protect Centre available for community use but unused. use. Consider future potential to open up Cricket One poor quality non-turf wicket unavailable for community use depending on strategic for community use due to quality issues. need. AGP Small sided sand filled AGP with floodlights. Ensure that a sinking fund is in place to Unused for hockey. resurface the AGP in the future. 19 Mill Street Playing 3G Sports Club Site managed by Basford United FC which Maintain regularly and rigorously as Sports Club Hub site High Long Low Protect Field has long-term leasehold of the pitches and required for performance use at Step 4. FA ancillary provision. Good quality 3G stadia Ensure the pitch is recertified annually in High Short Low pitch converted from grass in 2016, assisted order to retain FIFA Quality certification. by Football Foundation funding secured. Encourage the provider to ensure a High Long Low FIFA Quality standard certification. mechanism for long-term sustainability is in place, such as a sinking fund. Football Four adult football pitches and one mini 7v7 Ensure that the quality of the all grass Sports Club Club High Long Low pitch. All pitches are good quality and receive pitches on site are sustained through FA a high level of maintenance from Notts upkeep of the current maintenance County FC which use the site as an academy regime. training ground.

18 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 19 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales18 Cost 19 Aim ID hierarchy tier 22 Nottingham Girls' Football Education One adult pitch with no community use. Consider exploring future potential to Education Local site Low Long Low Protect Academy open up for community use depending on FA strategic need.

23 Nottingham Girls Football Education One good quality adult football pitch which is Ensure quality of the pitches on site are Education Local site Low Long Low Protect High School used for 0.5 match sessions per week. The sustained for both curricular use and to FA Provide site also has a youth 9v9, mini 7v7 and mini accommodate any potential future 5v5 pitch which are available for community community use. use but are unused. Tennis Seven hard courts of good quality but no Ensure that the quality of courts is Education Low Long Low community use. sustained for curricular use. Explore LTA opportunities to utilise courts for the community if there is a strategic need to do so. AGP The school has submitted a planning Consider potential impact of permitted Education High Short High application for the creation of two full sized community use on Nottingham Hockey England artificial pitches (one 3G, one sand based) on Centre, especially in light of proposals to Hockey the school playing fields on Grassington develop new AGP provision there. 3G Road. Pursue development of new 3G pitch Education High Short High Page 157 Page provision and secure community use for FA Wollaton Hall Bramcote FC. Lacrosse A natural turf lacrosse pitch used exclusively Ensure quality is sustained for curricular Education Low Long Low for school use. use. 24 Nottingham High Football Education Two youth football pitches and four cricket Consider future potential to open up Education Local site Low Long Low Protect School pitches overmarked in summer. No spare facilities for community use depending on capacity for community use. strategic need. Rugby Six standard quality (M1/D1) senior pitches Union which are not available for community use. Pitches are Cricket Three natural turf grass cricket squares and a standalone NTP. All unavailable for community use. 26 Nottingham Football University One adult pitch with no community use. Work with the University to maximise University Local site Low Long Low Protect University Samworth community use of the 3G pitch and Academy Tennis Four good quality tennis courts available for explore options to link this with availability community use but receive minimal use. of the grass pitch for community use. 3G Small sided 3G pitch suitable for small sided and recreational play.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales20 Cost 21 Aim ID hierarchy tier 28 Southglade Leisure Football Council Five adult, two youth 9v9 and one mini 7v7 Develop as a sporting hub site and seek Council Hub site High Short Low Protect Centre pitch all identified as being poor quality. to improve pitch quality through improved FA Enhance Minimal spare capacity exists on the site but management and maintenance regimes. poor surface quality AGP One poor quality full sized sand dressed AGP Pursue aggregation of the hockey offer Council High Short High built in 2006. Used by Redhill Ladies HC through plans for new AGPs at Highfields England though the Club has used The Forest Park, in order to release this AGP for Hockey Recreation Ground at times over the past surface conversion to 3G. FA season due to qualitative issues. Little use, Improve quality of management and especially for hockey. maintenance regimes across the site. 3G A poor quality medium pile 3G pitch built in Resurface the 3G pitch to improve quality Council High Short High 2006 which has had to recently undergo for use, potentially alongside conversion FA repair to retain certification on the FA of the AGP if timings allow. register. Demand for use has decreased and Improve quality of management and relocated due to qualitative issues. maintenance regimes across the site. 34 Top Valley Academy Football Education Three standard quality adult pitches with no Consider future potential to open up for Council Local site Low Long Low Protect community use. community use depending on strategic need. Cricket Two standard quality non-turf wickets with no Seek to ensure that quality of the wickets ECB Low Long Low community use. is sustained for curricular use.

Page 158 Page 35 Trinity School Football Education Two standard quality adult pitches with no Seek to ensure quality of all facilities on ECB Local site High Short Low Protect community use and one standard quality the site is sustained. Cricket non-turf wicket with potential for community use. 36 Vernon Park Football Council Four adult, one youth and two mini football Retain current levels of play and spare Council Key Centre Low Long Low Protect pitches, all of which are used by various capacity in order to protect/sustain pitch FA teams including AFC Vernon Youth (long quality. term lease due to be finalised). Three adult pitches are assessed as standard quality with the remaining pitches assessed as good quality. Actual spare capacity exists on adult and youth 9v9 pitches. Tennis Four floodlit tennis courts assessed as good Sustain court quality and seek to Council Low Long Low quality. maximise use. Bowls One flat bowling green used by Vernon Park Sustain green quality and seek to Council Low Long Low Bowling Club and Nottingham Western maximise use. Bowling Club. It is reported that the quality has improved due to the maintenance and quality of the Council’s green keeper.

20 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 21 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales22 Cost 23 Aim ID hierarchy tier 38 West Indian Cricket Sports Club One natural grass cricket square with eight Seek to sustain quality of the cricket Sports Club Local site Medium Medium Medium Protect Cavaliers Cricket standard quality wickets which has limited square to accommodate high levels of Club spare capacity remaining. Adequate demand. Explore opportunities to improve changing provision which the Club has quality of the square through enhanced aspirations to upgrade. The Club has a ten- preparatory and remedial maintenance year lease agreement on its site as of 2017. regime. Club to merge with Carrington CC for the 2018 cricket season which will result in both sites being utilised. Football One standard quality adult football pitch Ensure quality of the pitch is sustained to Low Long Low played to capacity. accommodate current and future levels of demand. 41 Bulwell Forest Tennis Council One tennis court assessed as good quality. Seek to ensure good quality is sustained Council Local site Low Long Low Protect for future recreational use. Ensure funds LTA are available to resurface court in the future. Bowls One flat bowling green used by Bulwell Seek to ensure that quality of the green is Low Long Low Forest Bowling Club. The Club reports that sustained for continued multi club use. the quality has increased and suggests that

Page 159 Page the change is due to additional maintenance being completed. 44 Hempshill Lane Football Council One adult and one youth 9v9 football pitch Consider site feasibility to accommodate Council Local site Low Long Low Provide Bowls and adjacent play area, the site neighbouring youth football pitches to meet shortfalls. Nottingham Outlaws BMX Club track. No Alternatively, no requirement to be onsite changing or toilet facilities since the retained for pitch provision. pub on the corner of the junction closed down and an onsite bowling green which is no longer maintained or used. 48 King George V Football Education Youth 9v9 football pitch secured by St Ensure quality of grass pitch is sustained Education Local site Low Long Low Protect Playing Fields Teresa’s Catholic Primary School. Site has for curricular use. Consider potential FA substantial playing field land and can future uses for site including community accommodate additional pitches if required. asset transfer. 50 Stockhill Park Tennis Council Three courts assessed as poor quality. Explore opportunities to improve quality of Council Local site Low Long Low Protect the courts through resurfacing. LTA Bowls Derelict bowling green. Consider future strategic requirement of Council Low Long Low provision. 60 Strelley Recreation Tennis Council One court assessed as poor quality. Explore opportunities to improve quality of Council Local site Low Long Low Protect Ground the court through increased maintenance or resurfacing of the court. Bowls One flat green used by Russell Bowling Club. Seek to ensure that the quality of the Low Long Low The Club report that the quality of the bowling court is sustained to ensure continued green has improved extensively due to a use. good grounds keeper. 52 Mapperley Park Tennis Sports Club Four floodlit courts assessed as good quality. Sustain court quality and ensure Sports Club Local site Low Long Low Protect Tennis Club maintenance is appropriate to sustain LTA investment made.

22 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 23 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales22 Cost 23 Aim ID hierarchy tier 71 Bluecoats Beechdale Football Education Two standard adult football pitches that are Ensure maintenance of the pitches is Education Local site Low Long Low Protect Academy (Hadden available for community use with spare sustained to accommodate both curricular FA Enhance Park) capacity in the peak period. and community club use. Rugby One poor senior rugby pitch (M0/D1) that is Seek to improve quality of the pitch for School Low Long Low available for community use but unused. curricular use through improving the level RFU of maintenance undertaken on the pitch. AGP Half size sand filled AGP that is available for Ensure a sinking fund is in place for future School Low Long Low community use and used. resurfacing. 18 Melbourne Park Football Council Key site with seven adult, one youth 9v9 Support the Club in obtaining long-term Council Key site High Short Medium Protect pitch and one mini 7v7 pitch all are identified leasehold of the site and seek to improve FA Enhance as being poor quality. Spare capacity on all quality of pitches and supporting ancillary pitch types although pitch quality facilities onsite. improvements required before pitches should receive further use. The youth pitch is overplayed. Poor quality changing facilities which require investment. Education FC in discussions with the Council regarding the presented offer of a 30 year lease. 72 Bulwell Academy AGP Education A large sand filled AGP built in 2010. Pitch is Ensure that pitch quality is regularly Education Local site Low Long Low Protect undersized for hockey and therefore cannot maintained and that a suitable sinking England accommodate competitive fixtures. fund is in place for future resurfacing. Hockey

Page 160 Page Tennis Four floodlit courts assessed as good quality No current local demand but consider Education Low Long Low that are available for community use but future potential to open up for community LTA unused. use depending on strategic need. 101 Bluecoats Academy Football Education A good quality adult football pitch. Pitch is Consider future potential to open up the Education Local site Low Long Low Protect (Aspley site) available for community use but is unused. site to accommodate teams through FA Rugby One adult rugby pitch assessed as standard Nottingham to accommodate any potential Education Low Long Low shortfalls. Cricket would require quality. Available for community use but not RFU used. investment to be brought back into use. Cricket Poor quality non-turf wicket unfit for purpose. Education Low Long Low No actual spare capacity for community use ECB due to poor quality Tennis Two MUGAs both accommodate four Education Low Long Low tennis/3 netball courts assessed as good LTA quality with fencing but no floodlighting. 202 Bulwell Forest Golf Golf Council 18-hole good quality golf facility with bunkers Ensure good quality is sustained through Council Local site Low Long Low Protect Club and putting greens. good quality maintenance and investment England when required. Golf 207 Nottingham City Golf Golf Council 18-hole good quality golf facility with bunkers Ensure good quality is sustained through Council Local site Low Long Low Protect Club and putting greens. good quality maintenance and investment England when required. Golf DIS Beckhampton Centre N/A Council Disused - Former education centre for Mitigate the loss of playing field land Council - - - - - pregnant girls and young mothers of school through investment into the development FA ages which closed on 31st August 2016. Two- of facilities at Southglade Leisure Centre tiered playing field behind the centre and Southglade Park as a local sporting previously hosted three football pitches of hub. varying sizes site is now disused. Proposed to be lost to residential development.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales22 Cost 23 Aim ID hierarchy tier LAP Hempshill Lane N/A Council Lapsed - One adult and one youth 9v9 Determine future use of the site based on Council - - - - - football pitch and adjacent play area, the site the following priority order of options: FA neighbouring Nottingham Outlaws BMX Club 1) Retain/allocate site as strategic track. No onsite changing or toilet facilities reserve. since the pub on the corner of the junction 2) Explore feasibility to bring back into closed down. Site now lapsed. use. 3) Use as open space to meet local needs. 4) Redevelop site and use developer contributions to improve other playing pitch sites (quantity and/or quality). LAP: Chingford Playing Football Council Lapsed - Proposed for residential Retain a proportion of the site for semi- Council - - - - - LA24 Fields development - a proportion of the site should natural open space. This could be FA be retained as provision for semi-natural incorporated into multi-purpose green open space. space. Nearby parks and open spaces have capacity for future increases in demand for pitches. LAP: Former Haywood N/A Council Lapsed - Proposed for residential No requirement to be retained for pitch Council - - - - - LA37 School Site development with a proportion of the site provision due to size. retained as open space, subject to the

Page 161 Page development of a community sports hub site in the North of the City. LAP: Former Henry N/A Council Lapsed - Proposed for residential Develop new playing field and seek to Council - - - - - LA39 Mellish School development with a proportion of the site to secure community use for local users. Playing Fields be developed for school pitches subject to community use agreement. Site now lapsed. LAP: Former Eastglade N/A Council Lapsed - Proposed for residential Mitigate the loss of playing field land Council - - - - - LA36 Primary and Nursery development with a proportion of the site through investment into the development School retained as open space, subject to the of facilities at Southglade Leisure Centre development of a community sports hub site and Southglade Park as a local sporting in the North of the City. Site now lapsed. hub. LAP: Former Padstow N/A Council Lapsed - Proposed for residential Mitigate the loss of playing field land Council - - - - - LA40 School development with a proportion of the site through investment into the development retained as open space, subject to the of facilities at Southglade Leisure Centre development of a community sports hub site and Southglade Park as a local sporting in the North of the City. hub. LAP: Former Padstow N/A Council Lapsed - Former school playing field now Mitigate the loss of playing field land Council - - - - - LA41 School Detached lapsed, publicly accessible due to through investment into the development Playing Fields compromised roadside fencing. Previously of facilities at Southglade Leisure Centre (Beckhampton Road) accommodated approximately four to five and Southglade Park as a local sporting grass pitches, was originally identified as a hub. potential site for development of a sports hub however is no longer required to be retained for formal sport use and can be released for development, LAP: Former Padstow N/A Council Former school playing field, publicly Mitigate the loss of playing field land Council - - - - - LA42 School Detached accessible but no longer used for formal through investment into the development Playing Fields football. Allocated for residential of facilities at Southglade Leisure Centre (Ridgeway) development, however reported to be used and Southglade Park as a local sporting by local football participation group Rejects hub. Secure use for Rejects FC at the hub FC. site.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales22 Cost 23 Aim ID hierarchy tier LAP: Haywood Detached N/A Council Lapsed - Proposed uses - residential. Mitigate the loss of playing field land Council - - - - - LA43 Playing Fields through investment into the development of facilities at Southglade Leisure Centre and Southglade Park as a local sporting hub. LAP: Lortas Road N/A Council Lapsed - Proposed for residential Mitigate the loss of playing field land Council - - - - - LA47 development with a proportion of the site through investment into the development retained as open space, subject to the of facilities at Southglade Leisure Centre development of a community sports hub site and Southglade Park as a local sporting in the North of the City. hub. LAP: Melbury School N/A Council Lapsed - Proposed for residential No requirement to be retained for pitch Council - - - - - LA49 Playing Fields development with a proportion of the site provision. Nearby parks and open spaces retained as open space. including redeveloped Harvey Hadden Sports Village have capacity for future increases in demand for pitches.

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CENTRAL ANALYSIS AREA

Sport Current picture Future picture (2028)24 Football Shortfall of 1.5 match Shortfall of two match sessions (grass pitches) sessions per week on adult per week on adult pitches. pitches. Shortfall of 3.5 match sessions Youth 11v11 pitches at per week on youth 11v11 capacity. matches. Shortfall of two match Shortfall of 3.5 match sessions sessions per week on youth per week on youth 9v9 pitches. 9v9 pitches. Spare capacity of equating to 0.5 Spare capacity of equating to match sessions per week on mini one match session per week 7v7 pitches. on mini 7v7 pitches. Spare capacity of 0.5 match Spare capacity of one match sessions per week on mini 5v5 session per week on mini 5v5 pitches. pitches.

Football Shortfall of two full sized 3G Shortfall of two full sized 3G (3G pitches)25 pitches with floodlighting to pitches with floodlighting to meet meet affiliated team training affiliated team training demand. demand.

Rugby union No shortfalls identified. No shortfalls identified. (senior pitches)

Rugby league No shortfalls identified. No shortfalls identified. (senior pitches)

Cricket Current shortfall of 32 match Shortfall of 44 match sessions sessions per season at per season at Wollaton CC. Wollaton CC. Shortfall Junior growth exacerbates exacerbated to 44 match shortfalls to 50 match sessions sessions with displaced per season. demand.

Hockey (Sand/water AGPs) No shortfalls identified. No shortfalls identified.

Tennis No identified shortfalls. No identified shortfalls.

Outdoor Bowls No identified shortfalls. No identified shortfalls.

Golf Level of demand is able to be Level of demand is able to be met met by existing playing field by existing playing field provision. provision.

24 Future demand based on ONS calculations and club consultation which also includes any latent and displaced demand identified. 25 Based on accommodating 42 teams to one full size pitch for affiliated team training.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales26 Cost 27 Aim ID hierarchy tier 1 Basford Mill Cricket Cricket Sports Club A poor-quality cricket square with eight grass Explore opportunities to work with Basford Sports Club Local site High Short Low Protect Club wickets and a NTP. Square is played to CC to improve quality of the cricket ECB Enhance capacity. Basford Mill Cricket Club has free square through an increased maintenance use of its pitch which is owned by the NHS and preparatory regime. Explore Trust, however though there is no reported resolutions with key stakeholders to perceived threat of losing access, the Club is provide tenure for the Club so it can unable to secure a lease. Consequently, the secure future grant funding. Club is considered to have unsecure tenure which obstructs its ability to meet criteria for grant funding applications in order to improve facilities. 8 Djanogly City Football Education A good quality youth 11v11 pitch which is Explore strategic requirement to better Education Local site Low Long Low Protect Academy unavailable for community use. utilise facilities at the school site. Work FA Nottingham (Haydn AGP A standard quality small sided sand filled with school to open football pitch for Education Low Long Low Road Sports Ground) community use if required. AGP. Pitch is available for community use England but receives limited use. Hockey 11 Fernwood School Football Education Two standard quality adult pitches and a Ensure quality of pitches is sustained for Education Key site Low Long Low Protect standard quality mini 7v7 pitch. Pitches are curricular use. Explore strategic FA Provide available for community use but receive no requirement for pitches to be utilised. current usage. Rugby A standard quality (M1/D1) rugby union pitch Ensure quality of pitches is sustained for Education Low Long Low Union which is available for community use but curricular use. Explore strategic RFU Page 164 Page unused. Not floodlit. requirement for pitches to be utilised AGP A full sized standard quality sand dressed Resurface the pitch in the short-term in Education Medium Short High AGP built in 2003. The pitch is past its order to ensure sufficient quality for both England recommended life expectancy and likely to school and community use. Aggregation Hockey deteriorate in quality in the near future. Used of the City hockey offer may allow for FA for one competitive hockey match a week conversion to 3G dependent on preferred and a one-hour training session by Trent surface type of the school. Vale Hockey Club. Tennis Four good quality macadam courts. Courts Ensure quality is sustained and that a Education Low Long Low are not floodlit. Available for community use sinking fund is in place. LTA but receive limited demand. 12 Greenwood Football Sports Club A good quality adult pitch and mini 5v5 pitch. Subject to securing leasehold of the site, Sports Club Local site Medium Medium Medium Protect Meadows Football Ancillary provision identified as being poor support Nottingham Outlaws RLFC to RFL Enhance Club quality and needing investment to modernise develop the site as a home ground from FA the facility. Council in discussion with which to base itself for the future and Nottingham Outlaws RLFC regarding which it is able to improve possible lease of the site.

26 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 27 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales28 Cost 29 Aim ID hierarchy tier 13 Riverside Sports Football University 16 good quality adult football pitches with Ensure quality of the pitches is sustained University Key site Medium Medium Low Protect Complex high amounts of spare capacity. Spare for both competitive university fixtures and FA Provide capacity discounted from overall intramural sport. Explore opportunities to supply/demand figures due to tenure being establish secure community insecure. arrangements with established clubs. Cricket Three good quality grass cricket squares Seek to secure access for use by University Medium Short Low each with 12 wickets. Substantial spare Wollaton CC as a solution to alleviating ECB capacity in the peak period however this is levels of overplay at Wollaton Village discounted from overall figures due to tenure Sports Association. being insecure for community clubs. Sustain pitch quality through continued regular and rigorous maintenance regime. Rugby Four good quality (M2/D2) senior pitches Ensure quality of the pitches is sustained University Medium Medium Medium Union available for community use but unused. for both competitive university fixtures and RFU Tenure insecure for community clubs. intramural sport. Explore opportunities to install floodlighting to provide additional training facilities. Lacrosse Two lacrosse pitches which are used Protect for recreational use/competitive University Low Long Low sporadically for training and match purposes. match play. England Main lacrosse activity takes place on 3G Lacrosse pitches. Page 165 Page 15 Highfields Park Football Sports Club Two adult football pitches overplayed by 3.5 Relocate Wollaton Hall & Bramcote FC to Sports Club Hub site High Short High Provide match sessions per week as well as a youth an appropriate site in Nottingham and in FA 9v9 pitch which is overplayed by one match accessible proximity to Highfields Park to England session per week. A mini 7v7 and 5v5 pitch allow the creation of additional hockey Hockey with no peak time capacity. All pitches are suitable AGPs to create a hockey hub of standard quality. There are proposals on the national significance. site to create two full sized hockey suitable AGPs from a private education provider which would be created over grass football provision on site and therefore there is a need to relocate site user Wollaton Hall & Bramcote FC.

28 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 29 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales30 Cost 31 Aim ID hierarchy tier 16 University of Football University Five good quality adult pitches with high Ensure quality of pitches is sustained for University Key site Low Long Low Protect Nottingham - levels of peak time capacity which is however University uses. Explore opportunities for FA Provide Highfields Sports discounted due to insecure tenure for pitches to be utilised by community clubs Ground community clubs. Youth 11v11 and mini 7v7 through secure community use pitches which have no identified use. agreements. Cricket A 12-wicket good quality natural turf cricket Ensure quality of each cricket square is University Low Long Low square with high levels of peak time capacity. sustained for both intramural fixtures and ECB Spare capacity discounted due to insecure competitive fixtures. tenure for community clubs. Rugby Three good quality (M2/D2) senior rugby Ensure quality of the pitches is sustained University Medium Medium Medium union union pitches used exclusively by the for both competitive university fixtures and RFU University for both intramural and competitive intramural sport. rugby fixtures in additional to rugby league Explore opportunities to expand floodlit usage from Nottingham Outlaws RLFC. capacity through additional floodlighting or Pitches are not floodlit. There is spare potentially as host to a World Rugby capacity available on the site for peak time compliant 3G pitch. use but this is discounted due to insecure tenure for community clubs. Rugby No dedicated rugby league provision but the Ensure that Nottingham Outlaws RLFC University Low Long Low League site is utilised by Nottingham Outlaws RLFC are able to access pitch provision in the RFL on overmarked rugby union pitches. future to ensure growth of rugby league in

Page 166 Page Nottingham. Lacrosse Three lacrosse pitches which are used Protect for recreational use/competitive University Low Long Low sporadically for training and match purposes. match play. England Main lacrosse activity takes place on 3G Lacrosse pitches. 27 Radford Football Football Sports Club A single good quality adult pitch. Club has 25 Refurbish changing facilities to improve Sports Club Local site Low Long Low Protect Club year lease from the Council to expire in 2038. quality for use. FA Recently received Football Foundation Ensure quality of the pitch is sustained for funding to refurbish changing facilities. continued levels of use. 29 The Brian Wakefield Football Sports Club Two good quality adult pitches with no peak Ensure that quality of all pitches on site is Sports Club Local site Low Long Low Protect Sports Ground time capacity. Mini 7v7 pitch which is sustained to accommodate current levels FA standard quality with minimal spare capacity. of use. Cricket A good quality natural turf cricket square with Seek to sustain current good quality of the Sports Club Low Long Low 16 wickets. Site is the home ground to cricket square by continuation of the ECB Nottingham Unity Casuals CC and ICCA CC. current maintenance and preparatory Site has an overall spare capacity of 17 regimes currently undertaken. matches per season but none in the peak period.

30 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 31 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales32 Cost 33 Aim ID hierarchy tier 30 The Forest Football Council/ Two standard quality adult football pitches Seek to ensure that quality of the pitches Council Hub site Medium Medium Low Protect Recreation Ground Community overplayed by three match sessions per is sustained, especially considering wider Community Enhance Trust week. A standard quality youth 9v9 and mini implications of the annual Goose fair. Trust 7v7 pitch each with minimal spare capacity. Look to improve quality of adult pitches as FA Issues surrounding pitch quality due to the an option to alleviate identified overplay. annual Goose Fair festival which takes place Attentively look to transfer play to sites in September each year. with identified spare capacity or to an FA registered 3G pitch. Cricket A standard quality NTP created to encourage Ensure quality of the NTP is sustained for Council Low Long Low recreation use. Future plans to create cricket recreational use. Support plans to create ECB nets on the site. cricket nets on the site. AGP Standard quality AGP built in 2004. AGP is Pursue aggregation of the hockey offer Council High Short High past its recommended life expectancy and through creation of new AGPs at Community will require resurfacing over the next three Highfields Park, in order to release this Trust years. Used by Sikh Union HC for one AGP for conversion to 3G. England hockey fixture per week in addition to one Hockey training sessions. FA 3G A good quality FIFA one-star pitch which is Ensure quality of the pitch is sustained Community Medium Medium Low on the FA register. Pitch is managed by and that an appropriate sinking fund is in Trust Nottingham Forest Community Trust FC. place for future resurfacing and repairs.

Page 167 Page FA Pitch has limited spare capacity for additional use. 32 The Nottingham Football Education A good quality adult and youth 9v9 pitch. Ensure good quality of grass pitches is Education Local site Low Long Low Protect Bluecoat School and Pitches are available for community use but sustained for curricular use. Explore FA Technology College are unused. Tenure considered insecure on strategic need for pitches to be utilised (Wollaton Park) site for community clubs. linked to secure community use agreements. 33 The Ron Steel Football Sports Club A good quality adult, youth 11v11, 9v9 and Ensure good quality of the pitches is Sports Club Local site Low Long Low Protect Sports Ground mini 7v7 pitch. No pitches are overplayed. sustained through continuation of the FA Pitches have gradually increased in quality current maintenance regime. Support the over past few years due to visits from the site with funding for any required FA’s pitch improvement programme. maintenance equipment. 39 Wollaton Village Football Sport Clubs Standard quality adult football pitch with Ensure quality of the pitch is sustained to Sports Club Key site Low Long Low Protect Sports Association spare capacity on the site. accommodate current use levels. Review FA maintenance regime if usage levels increase. Cricket A good quality eight wicket natural turf Ensure that the quality of the grass Sports Club High Short Low square with two non-turf NTPs accompanying square is maintained through continuation ECB the square. Grass wickets identified as being of the current maintenance and overplayed by 32 matches per season. Club preparatory regime to mitigate against the has a 3rd Saturday team displaced into consequences of overplay. Look to Rushcliffe. transfer the main of junior activity off grass wickets onto on square NTPs. Tennis Three standard quality macadam tennis Ensure quality of courts is sustained to Sports Club Low Long Low courts of which two are fully floodlit. Courts accommodate current levels of use. Look LTA are utilised and managed by Wollaton TC. No to create a sinking fund for future court onsite capacity issues identified. resurfacing and repair work. Bowls Good quality flat bowling green managed by Ensure quality is sustained to Sports Club Low Long Low Wollaton BC. No identified capacity issues. accommodate current usage levels.

32 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 33 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales32 Cost 33 Aim ID hierarchy tier 40 Woodthorpe Grange Football Council A poor-quality adult and youth 9v9 pitch. Review current maintenance regime on Council Local site Medium Medium Low Protect Adult pitch is played to capacity whilst youth site. Explore opportunities to increase FA Enhance 9v9 pitch is overplayed by two match quality of the maintenance to eradicate sessions per week. overplay identified on the site. 45 Nottingham Hockey Hockey Commercial/ A standard quality sand filled AGP which was Explore proposals to develop new AGP Commercial/ Hub site High Short High Protect Centre University resurfaced in 2015 and two good quality provision to be managed in principle by University Provide water based AGPs (one resurfaced in 2015 the Centre. Seek to aggregate the and one created in 2016). In additional to a Citywide hockey offer is new pitches are small AGP which is primarily used for pre- developed and establish the centre as a match warm ups. The site is utilised by venue of international significance for England Hockey to accommodate both its hockey. Development Centres and Academy Centres which provides a performance pathway to elite hockey in England. The site is currently used by both Beeston HC and Nottingham Players HC as well as high levels of use from the University of Nottingham and therefore at present the site is deemed to be at capacity for peak time hockey use. There are plans from an education provider to create an additional two full sized hockey suitable AGPs on site which would then total five full size hockey AGPs which would represent a Page 168 Page centre of excellence for hockey, which has the potential to create additional growth across Nottingham. 46 John Carroll Leisure AGP Commercial A small sided sand dressed AGP. Primarily Ensure quality is appropriate for current Commercial Local site Low Long Low Protect Centre used for recreational football. usage levels. Seek to create a sinking fund for future carpet replacement. 49 Lucozade 3G Commercial 14 small sided 3G pitches used for Maximise commercial usage to increase Commercial Local site Low Long Low Protect Powerleague Soccer commercial leisure leagues. recreational football participation. FA Centre (Nottingham) 56 Valley Road Park Tennis Sports Club Two grass and three macadam tennis courts Ensure good quality of the courts is Sports Club Local site Low Long Low Protect are identified as being good quality. sustained. Look to create a sinking fund LTA for future resurfacing and repair work. Bowls A good quality flat bowling green. No Ensure good quality of bowling green is Sports Club Low Long Low capacity issues identified. sustained for current usage levels. 59 Nottingham Tennis Tennis Commercial The Nottingham Tennis Centre is one of the Ensure that there is an adequate sinking Commercial Key site Medium Medium Low Protect Centre largest tennis centres in the UK and is a high- fund set up by the commercial provider for profile facility for both tennis in the area and future repair and remedial work to courts. for the LTA as a whole. The site has a total of Look to work with the provider to 29 good quality courts (including 20 maximise court usage. macadam courts and nine grass courts). There are four floodlit macadam courts at the centre. In additional there is nine indoor courts which service the centre. All courts are identified as being good quality.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales34 Cost 35 Aim ID hierarchy tier 70 Pelican Colts JFC Football Sports Club Two adult, one youth 9v9, one mini 7v7 and Open negotiations with the Council in Sports Club Local site Low Medium Low Protect mini 5v5 pitch which are all good quality. order to renew the existing lease to FA Pitches have improved in quality since a secure long-term tenure for the Club. 2015 visit from the FA’s pitch improvement Seek to ensure that the good quality of all programme advisor. Site has minimal spare pitches is sustained to accommodate high capacity across adult pitches. No overplay levels of activity on the site. Work closely identified on the site. Leased from the with the Club to identify any future need Council on a 15 year term to expire in 2022. requirements. 74 Djanogly City AGP Education A small sided sand dressed AGP with no Ensure AGP is adequate for curricular use Education Local site Low Long Low Protect Academy (Gregory floodlighting and therefore has restricted and that an appropriate sinking fund is in England Boulevard) community use. place for future resurfacing. Hockey Tennis Four good quality macadam courts. Available Ensure quality is sustained and a sinking Education Low Long Low for community use but receive little demand. fund is in place for future resurfacing and LTA repair work. 77 Radford Primary Football Education Mini 7v7 pitch unavailable for community use. Ensure pitch is adequate for curricular Education Local site Low Long Low Protect School and recreational school use. FA 78 Burford Primary Football Education Mini 7v7 pitch unavailable for community use. Ensure pitch is adequate for curricular Education Local site Low Long Low Protect School and recreational school use. FA 83 Dunkirk Primary Football Education Mini 7v7 pitch unavailable for community use. Ensure pitch is adequate for curricular Education Local site Low Long Low Protect Page 169 Page School and recreational school use. FA 85 Haydn Primary Football Education Mini 7v7 pitch available for community use Ensure pitch is adequate for curricular Education Local site Low Long Low Protect School but unused. and recreational school use. FA 86 David Ross Sports AGP University A full sized sand filled AGP which was Ensure that the quality of the pitch is University Hub site Medium Medium Low Protect Village resurfaced in 2016 used exclusively by the sustained for University use and that an England University of Nottingham for both competitive appropriate sinking fund is in place for Hockey matches and midweek training. future resurfacing and repair work. 3G A good quality full sized FA registered 3G Ensure that the quality of the pitch is University Medium Medium Low pitch which is predominately used for sustained for University use and that an FA university matches. Limited community use appropriate sinking fund is in place for due do University demand. future resurfacing and repair work. 87 Mellers Primary Football Education Mini 7v7 pitch unavailable for community use. Ensure pitch is adequate for curricular Education Local site Low Long Low Protect School and recreational school use. FA 97 St. Marys Catholic Football Education Mini 7v7 pitch unavailable for community use. Ensure pitch is adequate for curricular Education Local site Low Long Low Protect Primary School and recreational school use. FA 106 UoN Jubilee Campus 3G University A good quality long pile 3G pitch which is Ensure an appropriate sinking fund is in Education Key site Medium Medium Low Protect both on the FA register and is World Rugby place for future resurfacing and repair FA regulation 22 compliant. Used primarily for works when required. Work to keep the RFU University use and therefore limited pitch on both the FA and WR register. availability for any wider community use. 112 Nottinghamshire Fire Football Private A standard quality youth 9v9 pitch with peak Ensure quality of the pitch is sustained to Private Local site Low Long Low Protect & Rescue time capacity. accommodate current use. FA 209 Riverside Golf Club Golf Private A good quality nine hole golf with driving Ensure quality is sustained. Private Local site Low Long Low Protect range. England Golf

34 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 35 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales36 Cost 37 Aim ID hierarchy tier LAP Greenholme School - Council Lapsed - Former school playing field now Determine future use of the site based on Council - - - - - overgrown, which also accommodates a hard the following priority order of options: LTA court area marked for both tennis and netball. 1) Retain/allocate site as strategic The site is believed to be last used in 2011 reserve. when the School was permanently closed. 2) Explore feasibility to bring back into use. 3) Use as open space to meet local needs. 4) Redevelop site and use developer contributions to improve other playing pitch sites (quantity and/or quality).

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36 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 37 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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SOUTH ANALYSIS AREA

Sport Current picture Future picture (2028)38 Football Spare capacity of three match Spare capacity of two match (grass pitches) sessions per week on adult session per week on adult pitches pitches. Shortfall of 1.5 match sessions Youth 11v11 pitches at per week on youth 11v11 capacity. matches. Shortfall of two match Shortfall of 3.5 match sessions sessions per week on youth per week on youth 9v9 pitches. 9v9 pitches. Spare capacity of equating to one Spare capacity of equating to match session per week on mini 1.5 match sessions per week 7v7 pitches. on mini 7v7 pitches. Shortfall of 0.5 match sessions Mini 5v5 pitches at capacity. on mini 5v5 pitches.

Football Shortfall of two full sized 3G Shortfall of two full sized 3G (3G pitches)39 pitches with floodlighting to pitches with floodlighting to meet meet affiliated team training affiliated team training demand. demand.

Rugby union Nottingham Moderns RFC Nottingham Moderns RFC (senior pitches) overplayed by 5.5 match remains overplayed by 5.5 match sessions per week. sessions per week.

Rugby league No shortfalls identified. No shortfalls identified. (senior pitches)

Cricket Current shortfall of 12 match Shortfall of 12 match sessions sessions per season due to per season due to displaced displaced demand from demand from Carrington CC. Carrington CC.

Hockey (Sand/water AGPs) No shortfalls identified. No shortfalls identified.

Tennis No identified shortfalls. No identified shortfalls.

Outdoor Bowls No identified shortfalls. No identified shortfalls.

Golf Level of demand is able to be Level of demand is able to be met met by existing playing field by existing playing field provision. provision.

38 Future demand based on ONS calculations and club consultation which also includes any latent and displaced demand identified. 39 Based on accommodating 42 teams to one full size pitch for affiliated team training.

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales40 Cost 41 Aim ID hierarchy tier 5 Carrington Sports Football Sport Club Three pitches (one adult, one youth 9v9 and Ensure appropriate pitch maintenance is Sports Club Local site Low Long Low Protect Ground one mini 7v7) all assessed as good quality. applied in order to sustain current usage. FA All pitches have spare peak time capacity. Cricket One pitch assessed as good quality with Retain spare capacity and ensure Sports Club Medium Medium Low eight grass wickets and one non-turf wicket. appropriate pitch maintenance is applied ECB The site has an overall seasonal spare in order to sustain current usage. capacity of three match sessions per season and is therefore operating close to capacity. Carrington CC has future plans to merge with West Indian Cavaliers with 3rd and 4th team fixtures to be placed at this site in 2018. 6 Charnwood Football Football Education Two good quality adult pitches and one good Ensure good quality is sustained to Education Education Medium Medium Low Protect Centre quality youth 9v9 pitch. Each pitch type has accommodate current levels of use. Look FA peak time capacity. to maximise use of pitches. 3G A full sized standard quality medium pile 3G Ensure an appropriate sinking fund is in Education Medium Medium Low pitch on the FA register until 2020. Pitch has place for future resurfacing and repairs FA spare capacity on Saturdays to when appropriate. Look to maximise accommodate additional competitive usage, particularly for competitive play. matches. 7 Clifton Playing Fields Football Council Five adult and two mini 7v7 pitches which are Ensure that the quality of all pitches is Council Hub site Medium Medium Medium

Page 172 Page all standard quality and each contain peak sustained to accommodate current levels FA period spare capacity. The site also has a of use. Explore potential funding youth 9v9 pitch with no recorded use. opportunities for investment into ancillary Ancillary provision for the pitches is provision. Consider potential for considered to be poor quality. development as a Parklife hub site. Cricket Two cricket pitches, each with six grass Ensure that the quality of both squares is Council Medium Medium Medium wickets and a non-turf wicket. Both standard sustained to accommodate current levels ECB quality. Pitches are utilised by ICCA CC and of use. Explore potential funding Young Lions CC. Site is operating within its opportunities for investment into ancillary capacity although no peak time capacity provision. exists. Tennis Eight tennis courts (three of which are Explore opportunities to improve quality Council Low Long Low floodlit) that are assessed as poor quality. and maximise participation. LTA Key provision servicing very south of the City and is the only provision in Clifton. Bowls Two flat bowling greens used by Clifton Sustain quality and seek to maximise use Council Low Long Low Bowling Club with spare capacity available. through pay and play opportunities. 10 Farnborough School AGP Education Half size sand filled AGP. Maximise community available usage. Education Local site Low Long Low Protect Technology College England Hockey FA

40 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 41 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales42 Cost 43 Aim ID hierarchy tier 17 Lee Westwood Football University Two good quality adult pitches which are Ensure quality of pitches is sustained for University Hub site Low Long Low Protect Sports Centre unavailable for any community use. competitive university use. FA Provide Cricket Two good quality natural turf cricket squares Look to support the relationship between University Medium Medium Low used by both the Nottingham Trent University the University and Clifton Village CC ECB and Clifton Village CC. It is recognised that (where possible). Ensure that quality of Clifton Village CC does not have secure both squares is sustained through tenure on the site. There is no peak time continuation of the current maintenance capacity on the site however midweek regime. capacity does exist. 3G A good quality long pile 3G pitch which is Ensure a sufficient sinking fund is in place University Medium Medium Low both on the FA register and is World Rugby for future resurfacing and repair work. RFU (Reg 22) compliant. Community access is Look to maximise opportunities for FA limited due to a high level of programming community use when availability allows.

from university teams. Rugby Two good quality (M2/D2) senior pitches Ensure quality is sustained for university University Medium Medium Medium Union which are unavailable for community use. No use. Look for potential funding RFU pitches are floodlit. opportunities to install floodlighting to allow the transfer of midweek training from Nottingham Moderns RFC.

Page 173 Page Rugby A senior rugby league pitch which is Ensure quality of pitches is sustained for University Low Long Low League overmarked across a senior rugby union University use. RFL pitch. Pitch is not available for community use and exclusively utilised by the University for BUCS fixtures. AGP A good quality sand filled AGP resurfaced in Ensure a sufficient sinking fund is in place University Medium Medium Low 2012. Primarily utilised by the University for for future resurfacing and repair work. England competitive fixtures and therefore has limited Look to maximise opportunities for Hockey peak time capacity. On occasion used as an community use when availability allows. overspill pitch for Rushcliffe based team Boots HC. Lacrosse One lacrosse pitch which are used Protect for recreational use/competitive University Low Long Low sporadically for training and match purposes. match play. England Main lacrosse activity takes place on 3G Lacrosse pitches. 20 Norman Archer Football Sports Club Five pitches (two adult, one youth 9v9, two Ensure that the quality of all pitches is Sports Club Local site Medium Medium Low Protect Memorial Ground mini) assessed as good quality (with the sustained to accommodate high levels of FA exception of the mini 5v5 which is standard use from Clifton All Whites FC. Support quality). The site has minimal peak time the Club in accessing appropriate capacity on adult pitches. Leased from the maintenance equipment to continue Council to Clifton All Whites FC on a 25 year appropriate maintenance is continued. term due to expire in 2034. The Club has recently invested in upgrading its parking facilities.

42 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 43 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales44 Cost 45 Aim ID hierarchy tier 21 Nottingham Football Education Two standard quality mini 7v7 pitches which Ensure quality is sustained and explore Education Local site Low Long Low Protect Academy are available for community use but unused. opportunities for pitches to be greater FA (Ransom Road Site) utilised by the community.

AGP Two small sided sand filled AGPs. Pitches Ensure quality of the AGPs is sustained Education Low Long Low are available for community use but the size for curricular use. Ensure an appropriate England of the pitches is restrictive to accommodate sinking fund is in place Hockey football team training, Tennis Four tennis courts located at the school site Explore local demand for community use. Education Low Long Low which are adequate quality and could be LTA made available for community use if required. 25 Nottingham Moderns Rugby Sports Club Two good quality senior pitches and one mini Explore feasibility of creating a World Sports Club Local site High Short Medium Protect RFC Union pitch (M2/D1). Pitches are overplayed by a Rugby compliant 3G pitch in the South RFU Provide cumulative 5.5 match sessions per week. Nottingham area (including sites in Only one pitch is floodlit and therefore a neighbouring Boroughs) and seek to substantial amount of midweek demand is secure access for the Club, transferring a exerted onto one pitch. Pitches are utilised by proportion of training demand to 3G to the University of Nottingham. Clubhouse and reduce or eliminate overplay at changing facilities are of an overall good Nottingham Moderns RFC. quality.

Page 174 Page 37 Victoria Embankment Football Council Five adult pitches as well as a youth 9v9 and Review maintenance regimes and Council Hub site High Short Low Protect mini 7v7 all assessed as poor quality. Each improve standard of maintenance, FA Enhance pitch type is overplayed due to the poor sufficient to sustain levels of both football ECB quality surface on each pitch. If quality and cricket use. improvement at the site all overplay would be Seek to improve changing provision to eradicated. FA Pitch Improvement support both football and cricket. Programme report identifies insufficient frequency of grass cutting has resulted in grass clippings being left on the surface with has an effect of the quality of match play, but also smothers grass plant and leads to a build-up of thatch. Also, pitches are severely compacted and consisted of a large amount of weed grass and turf weeds. Site is identified as having poor quality ancillary provision. Cricket Four NTPs all assessed as poor quality. High Short Low Pitches have declined in quality since installation due to a poor maintenance regime, which includes the outfield of the wickets not being adequately cute. Consequently, the site accommodated just two LMS fixtures in the 2017 cricket season with fixtures having to be played elsewhere. 42 Colwick Racecourse Football Council Five adult pitches previously marked within Consider value of reinstating football use Council - - - - - the racecourse track, leased from NCC by as a potential Parklife hub, given existing The Jockey Club. Changing pavilion burned infrastructure and proximity to cater for down and pitches are no longer marked. shortfalls in surrounding Boroughs.

44 (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years) 45 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above

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Site Site Sport Management Current status Recommended actions Partners Site Priority Timescales44 Cost 45 Aim ID hierarchy tier 47 K.K Sports and AGP Private Two half size sand filled AGPs. Ensure that the quality of the pitches is Private Local site Low Long Low Protect Leisure Centre sustained and that an adequate sinking England fund is in place for future use. Hockey 51 Sycamore Park Football Council One standard quality mini 7v7 pitch which is Ensure quality of the pitch is sustained to Council Local site Low Long Low Protect available and well used. Pitch has minimal accommodate current levels of play. capacity not available during the peak period. 53 Magdala Tennis Club Tennis Commercial Private club site with two hard (standard Explore funding opportunities to improve Commercial Local site Medium Medium Low Protect quality) and three artificial grass courts (poor court quality in order to maximise use. LTA Enhance quality). Of the five courts, four are floodlit. Establish sinking fund for resurfacing. 55 Wilford Social Club Bowls Sports Club Privately owned site with one flat bowling Sustain quality and seek to maximise use. Sports Club Local site Low Long Low Protect green. Used by Wilford Bowling Club and spare capacity identified. 79 Dovecote Primary Football Education A standard quality mini 7v7 pitch which is Ensure quality is sustained for curricular Education Local site Low Long Low Protect School unavailable for community use. and recreational school use. FA 82 Highbank Primary Football Education A standard quality mini 7v7 pitch which is Ensure quality is sustained for curricular Education Local site Low Long Low Protect School unavailable for community use. and recreational school use. FA 90 Greenfields Primary Football Education A standard quality adult football pitch which is Ensure quality is sustained for curricular Education Local site Low Long Low Protect School unavailable for community use. and recreational school use. FA 92 Huntingdon Football Education A poor quality mini 7v7 pitch which is Look to improve quality of the Education Local site Low Long Low Protect Page 175 Page Academy available for community use but unused. maintenance undertaken at the school to FA improve quality for curricular activity. 95 Walter Hall Primary Football Education A standard quality youth 9v9 pitch which is Ensure quality is sustained for curricular Education Local site Low Long Low Protect unavailable for community use. and recreational school use. FA 96 South Wilford Football Education A poor quality mini 7v7 pitch which is Look to improve quality of the Education Local site Low Long Low Protect Primary School available for community use but unused maintenance undertaken at the school to FA improve quality for curricular activity. 100 Welbeck Primary Football Education A standard quality mini 7v7 and mini 5v5 Ensure quality is sustained for curricular Education Local site Low Long Low Protect School pitch which are unavailable for community and recreational school use. FA use. 109 Nottingham AGP Education A small sided sand filled AGP. Ensure an appropriate sinking fund is in Education Local site Low Long Low Protect Academy place for future resurfacing and repair England (Greenwood work. Hockey Campus) 110 Meadow Lane Football Sports Club Stadia pitch which is the home ground of Look to support the Club in any future Sports Club Local site Medium Medium High Protect Stadium (Notts Notts County FC. renovation plans of the stadium. Council County FC) FA 111 Sycamore Academy Football Education A standard quality youth 9v9 pitch which is Ensure quality of maintenance is Education Local site Low Long Low Protect played to capacity. sustained to accommodate current levels FA of demand. LAP: Fairham Football Council Lapsed - Proposed for residential No requirement to be retained for pitch Council - - - - - LA31 Comprehensive development with a proportion of the site provision. Future increases in demand for retained as open space. pitches in the area to be addressed via new community use agreements or increases in the quality and capacity of existing pitches. LAP: Clifton West N/A Council Lapsed - Proposed for residential No requirement to be retained for pitch Council - - - - - LA25 development with a proportion of the site provision. Future increases in demand in retained as open space. the area to be addressed via new community use agreements or increases in quality and capacity of existing pitches.

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PART 7: HOUSING GROWTH SCENARIOS

The PPS provides an estimate of demand for pitch sports based on population forecasts and club consultation to 2028 (in line with the Local Plan). This future demand is translated into teams likely to be generated, rather than actual pitch provision required. The Playing Pitch Demand Calculator adds to this, updating the likely demand generated for pitch sports based on housing increases and converts the demand into match equivalent sessions and the number of pitches required. This is achieved via TGRs in the Assessment Report to determine how many new teams would be generated from an increase in population derived from housing growth and gives the associated costs of supplying the increased pitch provision.

The scenarios below show the additional demand for pitch sports generated from projected housing growth. The demand is shown in match equivalent sessions per week for the majority of sports, with the exception of cricket, where match equivalent sessions are by season. The indicative figures are based on the assumption that population growth will average 2.31 per dwelling. The indicative figures will be applied to two scenarios, based on the population figures contained within the adopted. The scenarios are as follows:

 Scenario One: Likely demand generated for pitch sports from housing growth requirement over the remainder of the Local Plan period (April 2017- April 2028).  Scenario Two: Likely demand generated for pitch sports from housing growth over the next five years (2017/18 - 2021/22).

Please note that the scenarios can be updated as required over the Local Plan period throughout the lifespan of the PPS to reflect population projections and change in the average household size.

The number of pitches required in the following tables has been rounded up or down accordingly, however capital and revenue costs are based on indicative pitch costs, proportionate to the total match equivalent sessions required rather than just whole pitches required. Though increases in match sessions for some sports are not sufficient to warrant the creation of new pitches, the associated costs have been incorporated and investment into alternative sites could instead be considered to increase capacity to accommodate this new demand.

Scenario 1: Likely demand generated for pitch sports from housing growth requirement over the Local Plan period to 2028

The Council’s Housing Trajectory shows the total number of dwellings to be provided across the City during the Plan Period, from April 2011 to April 2028 to be 17,150. The trajectory identifies that there will be 12,764 dwellings delivered across the City from 2017 to 2028. The estimated additional population derived from the housing growth October 2017 to 2028 is 29,37846 people.

46 Based on a predicted household size of 2.3 persons, taken from an overall average of 2019, 2024 and 2029 average household sizes from Department for Communities & Local Government (DCLG) 2014-based household projections, change in average household size, local authority districts and England 2012-2039

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The following areas are likely to have the greatest gains in residential units:

 Aspley, Bilborough, Leen Valley  Arboretum, Dunkirk & Lenton, Radford & Park  Dales, Mapperley, St Ann's  Bridge, Clifton North, Clifton South

This equates to 17.86 match equivalent sessions per week for grass pitch sports, 3.82 for on artificial grass pitches for hockey and 39.24 match equivalent sessions per season for cricket.

Table 7.1: Likely demand for pitch sports generated from housing growth (2017 to 2028)

Pitch Sport Estimated demand by sport (2028) Match equivalent sessions Pitches (MES) per week47 Adult football 5.71 6 pitches Youth football 5.94 6 pitches Mini soccer 4.97 5 pitches Rugby union 0.85 1 senior pitch Rugby league 0.38 No pitches Hockey 3.82 One artificial grass pitch Cricket 39.24 per season One cricket pitch

Should new pitches be required to accommodate all of this demand, the total capital cost is estimated at £2,015,95148 and the total life cycle cost (per annum) is £310,29249.

47 As per the PPS Guidance, demand for cricket is considered in terms of match equivalent sessions per season rather than per week 48 Capital cost is based on 2016 second quarter calculations. 49 Sport England Life Cycle Costs Natural Turf Pitches and Artificial Surfaces April 2012

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Scenario 2: Likely demand generated for pitch sports from housing growth over the next five years (2017 - 2022)

The Nottingham City Aligned Core Strategy (ACS) estimates that over the next five years (2017 to 2022) housing delivery is likely to be 4,342 dwellings. The estimated additional population derived from housing growth up to 2021/22 is 11,1371 people.

This equates to 6.77 match equivalent sessions per week for grass pitch sports, 1.45 on artificial grass pitches for hockey and 14.88 match equivalent sessions per season for cricket.

Table 7.2: Likely demand for pitch sports from housing growth in the next five years (2017 – 2022)

Pitch Sport Estimated demand by sport (2021/22) Match equivalent sessions Pitches (MES) per week50 Adult football 2.17 2 pitches Youth football 2.25 2 pitches Mini soccer 1.89 2 pitches Rugby union 0.32 No senior pitches Rugby league 0.14 No pitches Hockey 1.45 No artificial grass pitches Cricket 14.88 per season No pitches

Should new pitches be required to accommodate all of this demand, the capital cost is estimated at £764,0972 and the total life cycle cost (per annum) is £117,6303.

New allocations

Experience shows that only housing sites with 600 dwellings or more are likely to generate demand in their own right; however, the cumulative impact of housing across the local authority clearly shows that there will be demand generated over the next five years and up to 2028. The following areas are likely to have the greatest gains in residential units:

 Aspley, Bilborough, Leen Valley  Arboretum, Dunkirk & Lenton, Radford & Park  Dales, Mapperley, St Ann's  Bridge, Clifton North, Clifton South

Notwithstanding existing planning permissions for which Section 106 contributions have already been agreed, it is important that the Council secures appropriate contributions from all new qualifying developments to provide for the sporting needs arising from the residents of those developments, where these cannot be met by existing facilities and are identified as needed through use of the Council’s Open Space Toolkit.

50 As per the PPS Guidance, demand for cricket is considered in terms of match equivalent sessions per season rather than per week.

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The Council could consider using CIL (if adopted) to obtain contributions to priority sites, or pooling S106 contributions from major housing schemes to invest in priority sites. In either case, the preceding Action Plan and future consultation with NGBs should inform the playing fields that most require investment.

The exact nature and location of provision associated with developments should be fully determined through the local planning process and in partnership with each specific NGB, which may, for example, include off site contributions in the form of upgrading pitches at existing sites where appropriate.

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PART 8: DELIVER THE STRATEGY AND KEEP IT ROBUST AND UP TO DATE

Delivery

The Playing Pitch Strategy seeks to provide guidance for maintenance/management decisions and investment made across Nottingham in the years up to 2026. By addressing the issues identified in the Assessment Report and using the strategic framework presented in this Strategy, the current and future sporting and recreational needs of Nottingham can be satisfied. The Strategy identifies where there is a deficiency in provision and identifies how best to resolve this in the future.

It is important that this document is used in a practical manner, is engaged with partners and encourages partnerships to be developed, to ensure that outdoor sports facilities are regarded as a vital aspect of community life and which contribute to the achievement of Council priorities.

The production of this Strategy should be regarded as the beginning of the planning process. The success of this Strategy and the benefits that are gained are dependent upon regular engagement between all partners involved and the adoption of a strategic approach.

Each member of the steering group should take the lead to ensure the PPS is used and applied appropriately within their area of work and influence. The role of the steering group should not end with the completion of the PPS document

To help ensure the PPS is well used it should be regarded as the key document within the study area guiding the improvement and protection of playing pitch provision. It needs to be the document people regularly turn to for information on the how the current demand is met and what actions are required to improve the situation and meet future demand. In order for this to be achieved the steering group need to have a clear understanding of how the PPS can be applied and therefore delivered.

The process of developing the PPS will hopefully have already resulted in a number of benefits that will help with its application and delivery. These may include enhanced partnership working across different agendas and organisations, pooling of resources along with strengthening relationships and understanding between different stakeholders and between members of the steering group and the sporting community. The drivers behind the PPS and the work to develop the recommendations and action plan will have also highlighted, and helped the steering group to understand, the key areas to which it can be applied and how it can be delivered.

Monitoring and updating

It is important that there is regular annual monitoring and review against the actions identified in the Strategy. This monitoring should be led by the local authority and supported by all members of, and reported back to, the steering group. Understanding and learning lessons from how the PPS has been applied should also form a key component of monitoring its delivery. This should form an on-going role of the steering group.

As a guide, if no review and subsequent update has been carried out within three years of the PPS being signed off by the steering group, then Sport England and the NGBs would consider the PPS and the information on which it is based to be out of date.

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The nature of the supply and in particular the demand for playing pitches will likely to have changed over the three years. Therefore, without any form of review and update within this time period it would be difficult to make the case that the supply and demand information and assessment work is sufficiently robust.

Ideally the PPS could be reviewed on an annual basis from the date it is formally signed off by the steering group. This will help to maintain the momentum and commitment that would have been built up when developing the PPS. Taking into account the time to develop the PPS this should also help to ensure that the original supply and demand information is no more than two years old without being reviewed.

An annual review should not be regarded as a particularly resource intensive task. However, it should highlight:

 How the delivery of the recommendations and action plan has progressed and any changes required to the priority afforded to each action (e.g. the priority of some may increase following the delivery of others)  How the PPS has been applied and the lessons learnt  Any changes to particularly important sites and/or clubs in the area (e.g. the most used or high quality sites for a particular sport) and other supply and demand information, what this may mean for the overall assessment work and the key findings and issues  Any development of a specific sport or particular format of a sport  Any new or emerging issues and opportunities.

Once the PPS is complete the role of the steering group should evolve so that it:

 Acts as a focal point for promoting the value and importance of the PPS and playing pitch provision in the area  Monitors, evaluates and reviews progress with the delivery of the recommendations and action plan  Shares lessons learnt from how the PPS has been used and how it has been applied to a variety of circumstances  Ensures the PPS is used effectively to input into any new opportunities to secure improved provision and influence relevant programmes and initiatives  Maintains links between all relevant parties with an interest in playing pitch provision in the area;  Reviews the need to update the PPS along with the supply and demand information and assessment work on which it is based. Further to review the group should either:  Provide a short annual progress and update paper;  Provide a partial review focussing on particular sport, pitch type and/or sub area; or  Lead a full review and update of the PPS document (including the supply and demand information and assessment details).

Alongside the regular steering group meetings a good way to keep the strategy up to date and maintain relationships may be to hold annual sport specific meetings with the pitch sport NGBs and other relevant parties. These meetings could look to update the key supply and demand information, if necessary amend the assessment work, track progress with implementing the recommendations and action plan and highlight any new issues and opportunities.

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These meetings could be timed to fit with the annual affiliation process undertaken by the NGBs which would help to capture any changes in the number and nature of sports clubs in the area. Other information that is already collected on a regular basis such as pitch booking records for local authority and other sites could be fed into these meetings. The NGBs will also be able to indicate any further performance quality assessments that have been undertaken within the study area. Discussion with the league secretaries may also indicate annual league meetings which it may be useful to attend to pick up any specific issues and/or enable a review of the relevant club details to be undertaken.

The steering group should regularly review and refresh area by area plans taking account of any improvements in pitch quality (and hence increases in pitch capacity) and also any new negotiations for community use of education sites in the future.

It is important that the Council maintains the data contained with the accompanying Playing Pitch Database. This will enable it to refresh and update area by area plans on a regular basis. The accompanying databases are intended to be refreshed on a season by season basis and it is important that there is cross-departmental working, including for example, grounds maintenance and sports development departments, to ensure that this is achieved and that results are used to inform subsequent annual sports facility development plans. Results should be shared with partners via a consultative mechanism.

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Checklist

To help ensure the PPS is delivered and is kept robust and up to date, the steering group can refer to the new methodology Stage E Checklist: Deliver the strategy and keep it robust and up to date: http://www.sportengland.org/facilities-planning/planning-for-sport/planning-tools-and- guidance/playing-pitch-strategy-guidance/

Tick Stage E: Deliver the strategy and keep it robust and up to date Yes Requires Attention Step 9: Apply & deliver the strategy 1. Are steering group members clear on how the PPS can be applied across a range of relevant areas? 2. Is each member of the steering group committed to taking the lead to help ensure the PPS is used and applied appropriately within their area of work and influence? 3. Has a process been put in place to ensure regular monitoring of how the recommendations and action plan are being delivered and the PPS is being applied? Step 10: Keep the strategy robust & up to date 1. Has a process been put in place to ensure the PPS is kept robust and up to date? 2. Does the process involve an annual update of the PPS? 3. Is the steering group to be maintained and is it clear of its on-going role? 4. Is regular liaison with the NGBs and other parties planned? 5. Has all the supply and demand information been collated and presented in a format (i.e. single document that can be filtered accordingly) that will help people to review it and highlight any changes? 6. Have any changes made to the Active Places Power data been fed back to Sport England?

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APPENDIX ONE: INCREASING FOOTBALL USE OF 3G PITCHES

During the last decade 3G AGPs have played an increasing role within the national game. They are regarded by the Football Association (FA) as the optimum facility for training by clubs. In recent seasons, they have also become more popular for competitive matches. With this in mind, before developing the recommendations and action plan for this PPS, two scenarios have been looked at to help with understanding what demand there may be for full sized floodlit 3G AGPs in Nottingham if increased amounts of play were to take place on them.

In order to do so, information from the ‘Assessment’ stage of developing this PPS, alongside details from the FA, have been used to help answer the following questions:

How many full sized floodlit 3G AGPs may be required to meet demand within Nottingham if:

 All teams playing competitive football had access to a full size floodlit 3G AGP to train on once a week?

 All matches for teams currently playing competitive football on local authority managed natural grass pitches were played on full size floodlit 3G AGPs?

The answers to these questions are set out below and are based on full sized floodlit 3G AGPs which have full community use during peak periods51. However, the results should be viewed as providing an indication of the ‘full size pitch equivalents’ that may be demanded. In practice, the most appropriate ways of meeting any such increase in demand will vary depending on the nature of the local area. For example, in some areas new full size floodlit AGPs may be appropriate, whereas in others small sided provision to cater for increased training use, or securing greater community use/hours of existing provision may be the best way forward.

Given the above, what the answers may mean for Nottingham, taking into account the wider findings from the PPS studies, is also presented below.

51 Weekdays 17:00 - 21:00 (or 19:00 on Fridays) and 09:00 - 17:00 on weekends.

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Scenario results i. If all teams playing competitive football had access to a full size floodlit 3G AGP to train on once a week.

The FA considers high quality third generation artificial grass pitches as an essential tool in promoting coach and player development. The FA can support intensive use and as such are great assets for both playing and training. Primarily such facilities have been installed for community use and training, however, are increasingly used for competition which The FA wholly supports.

The FA’s long-term ambition is to provide every affiliated team in England the opportunity to train once per week on floodlit 3G surface, together with priority access for every Charter Standard Community Club through a partnership agreement. The FA standard is calculated by using the latest Sport England research "AGPs State of the Nation March 2012" assuming that 51% of AGP usage is by sports clubs when factoring in the number of training slots available per pitch at peak times. It is estimated that one full sized AGP can service 42 teams.

The table below considers the number of full sized 3G pitches required if every team was to remain training within the Analysis Area in which they play. For this, please note that the 3G requirement is rounded down to the nearest whole number, in order to allow for some teams which choose not to train, as well as those which train on small sized artificial surfaces and sand based AGPs in order for them to remain financially sustainable and viable.

Analysis Current Current Current Current Future Future Area number requirement number of shortfall number shortfall of teams available 3G of teams52 pitches North 102 2.43 - 2 2 0 110 0 Central 129 3.07 - 3 1 2 142 2 South 129 3.07 - 3 1 2 137 2

 As a guide, the FA suggests that one full size floodlit 3G AGP could potentially accommodate this training demand from 42 teams (Ratio of 1:4253).  Using the FA’s 1:42 ratio suggests that eight full sized floodlit 3G AGPs would be required to meet this increased training use across the three Analysis Areas.  At present, there are four full sized 3G pitches with floodlighting offering unrestricted community access. Therefore, there is a requirement for an additional four full sized 3G pitches with floodlighting to meet affiliated football training demand.

52 Based exclusively on increased demand forecasted from team generation rates 53 The FA developed the training ratio following their facilities strategy vision to provide all affiliated clubs with access to a 3G AGP for training. An original ratio of 1:56 was based on a full size pitch providing 56 slots per week (Mon-Thurs 6-9pm, Fri 6-8pm). The ratio was subsequently revised to 1:42. This was due to evidence of a number of local authority areas reaching the perceived required number of 3G AGP facilities based on the 1:56 ratio yet still evidencing latent demand. Further FA analysis of 3G AGP facility usage also showed that many affiliated teams seek more than one slot for training and that significant amounts of non-FA affiliated and recreational demand also use 3G AGPs during the peak time, creating a need for further 3G AGP provision.

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ii. If all matches for teams playing competitive football on local authority managed natural grass pitches were played on full sized floodlit 3G AGPs.

 The FA is keen to work with local authorities (LAs) to understand the potential demand for full size floodlit 3G AGPs should all competitive matches, currently played on LA managed natural grass pitches, be transferred to one.  Table A.1 takes information from the Assessment stage of this PPS to present the number of teams playing on LA/Trust managed natural grass pitches (not including school sites or sites leased to clubs) and the relevant peak periods.

Table A.1: Number of teams playing on local authority managed natural grass pitches

Pitch type Pitch size Local authority Total number of peak period teams playing on LA pitches Adult 11v11 Sunday AM 49 Youth 11v11 Saturday AM 37 Youth 9v9 Saturday AM 23 Youth 7v7 Saturday AM - Mini 7v7 Saturday AM 13 Mini 5v5 Saturday AM 10 Total 132

 The FA suggests an approach (see below) for estimating the number of full size floodlit 3G AGPs that teams may demand for competitive matches. Table A.2 presents the results of this approach for the teams set out in Table A.1.

Table A.2: Number of 3G AGPs that may be required

Format Number of Number of 3G units Total units 3G pitches teams per matches at per match required required time PEAK TIME formats (x) (y)= x/2 (z) (A)=(y)*(z) B= (A)/64 5v5 10 5 4 20 0.3125 7v7 13 6.5 8 52 0.8125 9v9 23 11.5 10 115 1.796875 11v11 37 18.5 32 592 9.25 (Youth) 11v11 49 24.5 32 784 12.25 (Adult)

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Table A.3: Number of 3G AGPs that may be required - scenarios

Local Full sized 3G pitches required to accommodate: Authority All mini soccer All mini soccer All mini soccer & All formats of (5v5 & 7v7) (5v5 & 7v7) youth football affiliated football & youth 9v9

Nottingham 1.13 2.92 12.17 12.25

 Transferring all matches for teams currently playing competitive football on local authority managed natural grass pitches may equate to a demand for 13 full sized floodlit 3G AGPs (rounded up from 12.25) for all the different formats of the game. However, this is not realistically feasible to deliver.  In order to accommodate just mini soccer (both formats) and youth 9v9 football on Saturday mornings there would be a need for three full sized pitches (rounded up from 2.92). This could also accommodate a proportion of adult demand (six matches across three pitches) on Sunday mornings, as the peak time for mini soccer and youth 9v9 play is Saturday mornings.

 The FA approach for estimating the number of full size floodlit 3G AGPs that teams may demand for competitive matches is based on:  A team playing a ‘home’ match every other week - therefore dividing the number of teams by two with the result rounded up to provide a figure for the number of matches a week during the peak period (Table A.2 Column y).  A 3G AGP being available for 4 hours54 a day during the peak period (e.g. 10am to 2pm). Therefore, all demand being programmed over the four hour period.  Using a unit measure which can be applied to the different formats of the game to quantify how a pitch can be used during this 4 hour period (Table A.2 Column z). One unit is taken as equating to a quarter of a full size 3G AGP for 15 minutes. Therefore, a full size 3G AGP provides 4 units per 15 minutes and 16 units per hour. Across the four hour period this totals a capacity of 64 units (16 units per hour x 4 hours).  As set out in Table A.3 below, each format of the game will require a certain amount of units of a full size 3G AGP per match based on the required pitch size and match duration.

Table A.3: FA set units of a full size 3G AGP per match for each format

Format of the Number of Number of matches Number of matches Number of game pitches that fit per hour on a full per 2 hour period units per on a full size 3G size 3G AGP on a full size 3G match AGP AGP 5v5 4 4 8 4 7v7 2 2 4 8 9v9 2 2 2 10 11v11 Youth 1 0 1 32 11v11 Adult 1 0 1 32

54 The rationale for 4 hours is based on a standard approach for match programming nationally and the ability to facilitate 2 adult games.

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APPENDIX TWO: SPORTING CONTEXT

The following section outlines a series of national, regional and local policies pertaining to the study and which will have an important influence on the Strategy.

National context

The provision of high quality and accessible community outdoor sports facilities at a local level is a key requirement for achieving the targets set out by the Government and Sport England. It is vital that this strategy is cognisant of and works towards these targets in addition to local priorities and plans.

Sport England: Towards an Active Nation (2016-2021)

Sport England has recently released its new five year strategy ‘Towards an Active Nation’. The aim is to target the 28% of people who do less than 30 minutes of exercise each week and will focus on the least active groups; typically women, the disabled and people from lower socio-economic backgrounds.

Sport England will invest up to £30m on a plan to increase the number of volunteers in grassroots sport. Emphasis will be on working with a larger range of partners with less money being directed towards National Governing Bodies.

The Strategy will help deliver against the five health, social and economic outcomes set out in the Government’s Sporting Future strategy.

 Physical Wellbeing  Mental Wellbeing  Individual Development  Social & Community Development  Economic Development

National Planning Policy Framework

The National Planning Policy Framework (NPPF) sets out planning policies for England. It details how these changes are expected to be applied to the planning system. It also provides a framework for local people and their councils to produce distinct local and neighbourhood plans, reflecting the needs and priorities of local communities.

The NPPF states the purpose of the planning system is to contribute to the achievement of sustainable development. It identifies that the planning system needs to focus on three themes of sustainable development: economic, social and environmental. A presumption in favour of sustainable development is a key aspect for any plan-making and decision-taking processes. In relation to plan-making the NPPF sets out that Local Plans should meet objectively assessed needs.

The ‘promoting healthy communities’ theme identifies that planning policies should be based on robust and up-to-date assessments of the needs for open space, sports and recreation facilities and opportunities for new provision. Specific needs and quantitative or qualitative deficiencies or surpluses in local areas should also be identified. This information should be used to inform what provision is required in an area.

As a prerequisite, the NPPF states existing open space, sports and recreation buildings and land, including playing fields, should not be built on unless:

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 An assessment has been undertaken, which has clearly shown that the open space, buildings or land is surplus to requirements.  The loss resulting from the proposed development would be replaced by equivalent or better provision in terms of quantity and quality in a suitable location.  The development is for alternative sports and recreational provision, the needs for which clearly outweigh the loss.

In order for planning policies to be ‘sound’ local authorities are required to carry out a robust assessment of need for open space, sport and recreation facilities.

The FA National Game Strategy (2015 – 2019)

The Football Association’s (FA) National Game Strategy provides a strategic framework that sets out key priorities, expenditure proposals and targets for the national game (i.e., football) over a four year period. The main issues facing grassroots football are identified as:

 Sustain and Increase Participation.  Ensure access to education sites to accommodate the game.  Help players to be the best that they can be and provide opportunities for them to progress from grassroots to elite.  Recruit, retain and develop a network of qualified referees  Support clubs, leagues and other competition providers to develop a safe, inclusive and positive football experience for everyone.  Support Clubs and Leagues to become sustainable businesses, understanding and serving the needs of players and customers.  Improve grass pitches through the pitch improvement programme to improve existing facilities and changing rooms.  Deliver new and improved facilities including new Football Turf Pitches.  Work with priority Local Authorities enabling 50% of mini-soccer and youth matched to be played on high quality artificial grass pitches.

England and Wales Cricket Board (ECB) Cricket Unleashed 5 Year Plan

The England and Wales Cricket Board unveiled a new strategic five-year plan in 2016 (available at http://www.cricketunleashed.com). Its success will be measured by the number of people who play, follow or support the whole game.

The plan sets out five important headline elements and each of their key focuses, these are:

 More Play – make the game more accessible and inspire the next generation of players, coaches, officials and volunteers. Focus on:  Clubs and leagues  Kids  Communities  Casual  Great Teams – deliver winning teams who inspire and excite through on-field performance and off-field behaviour. Focus on:  Pathway  Support  Elite Teams  England Teams

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 Inspired Fans – put the fan at the heart of our game to improve and personalise the cricket experience for all. Focus on:  Fan focus  New audiences  Global stage  Broadcast and digital  Good Governance and Social Responsibility – make decisions in the best interests of the game and use the power of cricket to make a positive difference. Focus on:  Integrity  Community programmes  Our environments  One plan  Strong Finance and Operations – increase the game’s revenues, invest our resources wisely and administer responsibly to secure the growth of the game. Focus on:  People  Revenue and reach  Insight  Operations

The Rugby Football Union National Facilities Strategy (2013-2017)

The RFU National Facility Strategy 2013-2017 provides a framework for development of high-quality, well-managed facilities that will help to strengthen member clubs and grow the game in communities around them. In conjunction with partners, this strategy will assist and support clubs and other organisations, so that they can continue to provide quality opportunities for all sections of the community to enjoy the game. It sets out the broad facility needs of the sport and identifies investment priorities to the game and its key partners. It identifies that with 1.5 million players there is a continuing need to invest in community club facilities in order to:

 Create a platform for growth in club rugby participation and membership, especially with a view to exploiting the opportunities afforded by RWC 2015.  Ensure the effectiveness and efficiency of rugby clubs, through supporting not only their playing activity but also their capacity to generate revenue through a diverse range of activities and partnerships.

In summary, the priorities for investment which have met the needs of the game for the Previous period remain valid:

 Increase the provision of changing rooms and clubhouses that can sustain concurrent adult and junior male and female activity at clubs  Improve the quality and quantity of natural turf pitches and floodlighting  Increase the provision of artificial grass pitches that deliver wider game development

It is also a high priority for the RFU to target investment in the following:

 Upgrade and transform social, community and catering facilities, which can support the generation of additional revenues  Facility upgrades, which result in an increase in energy-efficiency, in order to reduce the running costs of clubs  Pitch furniture, including rugby posts and pads, pitch side spectator rails and grounds maintenance equipment

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England Hockey Strategy

Vision: For every hockey club in England to have appropriate and sustainable facilities that provide excellent experiences for players. Mission: More, Better, Happier Players with access to appropriate and sustainable facilities.

Our club market is well structured and clubs are required to affiliate to England Hockey to play in community leagues. As a result, only relatively few occasional teams lie outside our affiliation structure. Schools and Universities are the other two areas where significant hockey is played. The 3 main objectives of the facilities strategy are:

1. PROTECT: To conserve the existing hockey provision

We currently have over 800 pitches that are used by hockey clubs (club, school, universities.) We need to retain the current provision where appropriate to ensure that hockey is maintained across the country.

2. IMPROVE: To improve the existing facilities stock (physically and administratively).

The current facilities stock is ageing and there needs to be strategic investment into refurbishing the pitches and ancillary facilities. There needs to more support for clubs to obtain better agreements with facilities providers & education around owning an asset.

3. DEVELOP: To strategically build new hockey facilities where there is an identified need and ability to deliver and maintain. This might include consolidating hockey provision in a local area where appropriate.

The research has identified key areas across the country where there is a lack of suitable Hockey provision and there is a need for additional pitches. There is an identified demand for multi pitches in the right places to consolidate hockey and allow clubs to have all of their provision catered for at one site.

The Rugby Football League Facility Strategy

The RFL’s Facilities Strategy was published in 2011. The following themes have been prioritised:

 Clean, Dry, Safe & Playable  Sustainable clubs  Environmental Sustainability  Geographical Spread  Non-club Facilities

The RFL Facilities Trust website www.rflfacilitiestrust.co.uk provides further information on:

 The RFL Community Facility Strategy  Clean, Dry, Safe and Playable Programme  Pitch Size Guidance  The RFL Performance Standard for Artificial Grass Pitches  Club guidance on the Annual Preparation and Maintenance of the Rugby League Pitch

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Further to the 2011 Strategy detail on the following specific programmes of particular relevance to pitches and facility planning are listed below and can be found via the trust link (see above):

 The RFL Pitch Improvement Programme 2013 – 2017  Clean, Dry and Safe programmes 2013 – 2017

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APPENDIX THREE: FUNDING PLAN

Funding opportunities55

In order to deliver much of the Action Plan, it is recognised that external partner funding will need to be sought. Although seeking developer contributions in applicable situations and other local funding/community schemes could go some way towards meeting deficiencies and/or improving provision, other potential/match sources of funding should be investigated. Below is a list of current funding sources that are relevant for community improvement projects involving sports facilities.

Awarding body Description Big Lottery Fund Big invests in community groups and to projects that http://www.biglotteryfund.org.uk/ improve health, education and the environment. For example, Awards for All which is for small Lottery grants of between £300 and £10,000. Sport England Sport England is keen to marry funding with other The current funding streams will change organisations that provide financial support to create throughout 2016/17 so refer to the and strengthen the best sports projects. Applicants are website for the latest information: encouraged to maximise the levels of other sources of http://funding.sportengland.org/funding/ou funding, and projects that secure higher levels of r-different-funds/ partnership funding are more likely to be successful. Football Foundation This trust provides financial help for football at all http://www.footballfoundation.org.uk/fundi levels, from national stadia and FA Premier League ng-schemes/ clubs down to grass-roots local development. Rugby Football Foundation The Grant Match Scheme in particular provides easy- http://www.rugbyfootballfoundation.org/ind to-access grant funding for playing projects that ex.php?option=com_content&view=article contribute to the recruitment and retention of &id=14&Itemid=113 community rugby players. Grants are available on a ‘match funding’ 50:50 basis to support a proposed project. Projects eligible for funding include: 1. Pitch Facilities – Playing surface improvement, pitch improvement, rugby posts, floodlights. 2. Club House Facilities – Changing rooms, shower facilities, washroom/lavatory, and measures to facilitate segregation (e.g. women, juniors). 3. Equipment – Large capital equipment, pitch maintenance capital equipment (e.g. mowers). Other loan schemes are also available. The England and Wales Cricket Trust Interest Free Loan Scheme provides finance to clubs https://www.ecb.co.uk/be-involved/club- for capital projects and the Small Grant Scheme is also support/club-funding open to applications from affiliated cricket clubs. EU Life Fund LIFE is the EU’s financial instrument supporting http://ec.europa.eu/environment/funding/in environmental and nature conservation projects tro_en.htm throughout the EU. National Hockey Foundation The Foundation primarily makes grants to a wide http://www.thenationalhockeyfoundation.c range of organisations that meet one of the areas of om/ focus: Young people and hockey, Enabling the development of hockey at youth or community level.

55 Up to date as of April 2017.

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Protecting Playing Fields

Sport England’s Strategy: Towards an Active Nation (2016-2021) will simplify the funding reducing the number of investment programmes from 30 to 7:

 Tackling Inactivity  Children and Young People  Volunteering  Taking sport and activity into the mass market  Supporting sports core markets  Local delivery  Creating welcoming sports facilities

The current funding streams listed below will remain operational during 2016/17 but will be phased out and replaced by one or more of the seven listed above.

It launched Protecting Playing Fields (PPF) as part of its Places People Play Olympic legacy mass participation programme and is investing £10 million of National Lottery funding in community sports projects.

The programme is being delivered via five funding rounds (with up to £2 million being awarded to projects in each round). Its focus is on protecting and improving playing fields and developing community sport. It will fund capital projects that create, develop and improve playing fields for sporting and community use and offer long term protection of the site for sport. Projects are likely to involve the construction of new pitches or improvement of existing ones that need levelling or drainage works.

Sport England’s ‘Inspired Facilities’ funding programme will be delivered via funding rounds and where clubs, community and voluntary sector groups and local authorities can apply for grants of between £25k and £150k where there is a proven local need for a facility to be modernised, extended or modified to open up new sporting opportunities.

The programmes three priorities are:

 Organisations that haven’t previously received a Sport England Lottery grant of over £10k.  Projects that are the only public sports facility in the local community.  Projects that offer local opportunities to people who do not currently play sport.

Besides this scheme providing an important source of funding for potential voluntary and community sector sites, it may also provide opportunities for Council to access this funding particularly in relation to resurfacing the artificial sports surfaces. For further up to date information please go to: http://funding.sportengland.org/funding/our-different- funds/protecting-playing-fields/

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Strategic Facilities Fund

Facilities are fundamental in providing more people with the opportunity to play sport. The supply of the right facilities in the right areas is key to getting more people to play sport. Sport England recognises the considerable financial pressures that local authorities are currently under and the need to strategically review and rationalise leisure stock so that cost effective and financially sustainable provision is available in the long-term. Sport England has a key role to play in the sector, from influencing the local strategic planning and review of sports facility provision to investing in major capital projects of strategic importance.

The Strategic Facilities Fund will direct capital investment into a number of key local authority projects that are identified through a strategic needs assessment and that have maximum impact on growing and sustaining community sport participation. These projects will be promoted as best practice in the delivery of quality and affordable facilities, whilst demonstrating long-term operational efficiencies. The fund will support projects that bring together multiple partners, including input from the public and private sectors and national governing bodies of sport (NGBs). The fund is also designed to encourage applicants and their partners to invest further capital and revenue funding to ensure sustainability. Sport England has allocated a budget of circa £30m of Lottery funding to award through this fund (2013-17).

Key features which applications must demonstrate are:

 A robust needs and evidence base which illustrates the need for the project and the proposed facility mix  Strong partnerships which will last beyond the initial development of the project and underpin the long-term sustainability of the facility  Multi-sport provision and activity that demonstrates delivery against NGB local priorities  A robust project plan from inception to completion with achievable milestones and timescales.

Lottery applications will be invited on a solicited-only basis and grants of between £500,000 and £2,000,000 will be considered.

The Strategic Facilities Fund will prioritise projects that:

 Are large-scale capital developments identified as part of a local authority sports facility strategic needs assessment/rationalisation programme and that will drive a significant increase in community sports participation  Demonstrate consultation/support from two or more NGBs and delivery against their local priorities  Are multi-sport facilities providing opportunities to drive high participant numbers  Are a mix of facility provision (indoor and/or outdoor) to encourage regular and sustained use by a large number of people  Offer an enhancement, through modernisation, to existing provision and/or new build facilities  Have a long-term sustainable business plan attracting public and private investment  Show quality in design, but are fit for purpose to serve the community need  Have effective and efficient operating models, combined with a commitment to development programmes which will increase participation and provide talent pathways.

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Projects will need to demonstrate how the grant will deliver against Sport England’s strategic priorities. The funding available is for the development of the capital infrastructure, which can contribute to the costs of new build, modernisation or refurbishment and purchasing of major fixed equipment as part of the facility development.

Funder’s requirements

Below is a list of funding requirements that can typically be expected to be provided as part of a funding bid, some of which will fall directly out of the Playing Pitch Strategy:

 Identify need (i.e., why the Project is needed) and how the Project will address it.  Articulate what difference the Project will make.  Identify benefits, value for money and/or added value.  Provide baseline information (i.e., the current situation).  Articulate how the Project is consistent with local, regional and national policy.  Financial need and project cost.  Funding profile (i.e., Who’s providing what? Unit and overall costs).  Technical information and requirements (e.g., planning permission).  Targets, outputs and/or outcomes (i.e., the situation after the Project/what the Project will achieve)  Evidence of support from partners and stakeholders.  Background/essential documentation (e.g., community use agreement).  Assessment of risk.

Indicative costs

The indicative costs of implementing key elements of the Action Plan can be found on the Sport England website: https://www.sportengland.org/facilities-planning/design-and-cost-guidance/cost-guidance/

The costs are for the development of community sports facilities and are based on providing good quality sports facility based on the last quarter. The Facilities Costs are updated on the Sport England website every quarter These rounded costs are based on schemes most recently funded through the Lottery (and therefore based on economies of scale), updated to reflect current forecast price indices provided by the Building Cost Information Service (BCIS), prepared by Technical Team Lead of Sport England.

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APPENDIX FOUR: GLOSSARY

Displaced demand generally relates to play by teams or other users of playing pitches from within the study area (i.e. from residents of the study area) which takes place outside of the area. This may be due to issues with the provision of pitches and ancillary facilities in the study area, just reflective of how the sports are played (e.g. at a central venue for the wider area) or due to the most convenient site for the respective users just falling outside of the local authority/study area.

Unmet demand is demand that is known to exist but unable to be accommodated on current supply of pitches. This could be in the form of a team with access to a pitch for matches but nowhere to train or vice versa. This could also be due to the poor quality and therefore limited capacity of pitches in the area and/or a lack of provision and ancillary facilities which meet a certain standard of play/league requirement. League secretaries may be aware of some unmet demand as they may have declined applications from teams wishing to enter their competitions due to a lack of pitch provision which in turn is hindering the growth of the league.

Latent demand is demand that evidence suggests may be generated from the current population should they have access to more or better provision. This could include feedback from a sports club who may feel that they could set up and run an additional team if they had access to better provision.

Future demand is an informed estimate made of the likely future demand for pitches in the study area. This is generally based on the most appropriate current and future population projections for the relevant age and gender groupings for each sport. Key trends, local objectives and targets and consultation also inform this figure.

Casual use or other use could take place on natural grass pitches or AGPs and include:

 Regular play from non-sports club sources (e.g. companies, schools, fitness classes)  Infrequent informal/friendly matches  Informal training sessions  More casual forms of a particular sport organised by sports clubs or other parties  Significant public use and informal play, particularly where pitches are located in parks/recreation grounds.

Carrying capacity is the amount of play a site can regularly accommodate (in the relevant comparable unit) for community use without adversely affecting its quality and use. This is typically outlined by the NGB

Overplay is when a pitch is used over the amount that the carrying capacity will allow, (i.e. more than the site can accommodate). Pitches have a limit of how much play they can accommodate over a certain period of time before their quality, and in turn their use, is adversely affected.

Spare capacity is the amount of additional play that a pitch could potentially accommodate in additional to current activity. There may be reasons why this potential to accommodate additional play should not automatically be regarded as actual spare capacity, for example, a site may be managed to regularly operate slightly below its carrying capacity to ensure that it can cater for a number of friendly matches and training activity. This needs to be investigated before the capacity is deemed actual spare capacity.

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Match equivalent sessions is an appropriate comparable unit for pitch usage. For football, rugby union and rugby league, pitches should relate to a typical week within the season and one match = one match equivalent session if it occurs every week or 0.5 match equivalent sessions if it occurs every other week (i.e. reflecting home and away fixtures). For cricket pitches, it is appropriate to look at the number of match equivalent sessions over the course of a season and one match = one match equivalent session.

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