From Jumpers to Goalposts Playing Pitches in Bexley Overview of Audit and Strategy Contents 1 Executive Summary...........................................................................................1 2 Introduction........................................................................................................3 3 Background........................................................................................................3 4 The Purpose of a Playing Pitch Strategy ...........................................................4 4.1 Supporting Sports Development.................................................................4 4.2 Providing a Strategic Framework................................................................4 4.3 Supporting other Strategies........................................................................5 4.4 Supporting other Local Initiatives................................................................5 4.5 Supporting National Initiatives ....................................................................5 5 Audit Methodology .............................................................................................7 5.1 The Demand for Pitches.............................................................................7 5.2 The Supply of Pitches...............................................................................11 6 Sport-specific Demand and Supply..................................................................13 6.1 Cricket ......................................................................................................13 6.2 Football.....................................................................................................15 6.3 Hockey......................................................................................................18 6.4 Rugby .......................................................................................................21 7 General Issues arising from Consultation ........................................................23 7.1 Number of Pitches ....................................................................................23 7.2 Quality of Pitches......................................................................................23 7.3 Quality of Ancillary Facilities .....................................................................24 8 Aims of the Strategy ........................................................................................25 9 The Objectives of the Strategy.........................................................................26 9.1 Sustain and Improve Existing Provision ...................................................26 9.2 Monitor usage levels to identify changes in demand ................................28 9.3 Release underused facilities or develop new sites, as required ...............28 10 Implementation Plan ....................................................................................30 11 Resources....................................................................................................35 11.1 Current Resources ...................................................................................35 11.2 Potential Resources .................................................................................36 1 Executive Summary This document outlines a Playing Pitch Strategy for Bexley, providing a strategic framework for the future provision and management of playing pitches in the Borough. It will underpin the development of key outdoor sports, as well as informing an umbrella ‘Outdoor Sports Strategy’ that is under development. The Playing Pitch Strategy has been prepared in line with a methodology published by Sport England, and is informed by a full audit that was undertaken between 2003 and March 2005 in Bexley. The audit identifies the supply of playing pitches in the borough, in public parks, schools and private clubs and the demand for these pitches from clubs and ad hoc sports users in the following sports – football, rugby, cricket and hockey and is the first stage in the development of a full outdoor sports strategy, which will include tennis, netball, outdoor bowls and water sports. The audit provides a benchmark of current supply and demand, and also profiles demand against anticipated changes in population in the borough until 2008. It should be noted that the audit does not include projected increases in population as a result of the Thames Gateway initiatives. This is because the population data does not yet include these figures, and although it is possible to estimate total numbers of population growth, it is not yet possible to accurately break these figures down into constituent age groups and model requirements. The strategy recognises this potential shortfall on the demand-side and suggests ways of addressing this uncertain population growth. It should also be noted that, as with any audit, it is only possible to capture and report on a certain ‘snapshot’ in time, and information contained within the audit for example in relation to team configuration will change over time. Key findings from this audit are: • With the exception of rugby, there are sufficient pitches to meet demand between 2005 and 2008; • The high level of demand for public pitches leads to an on-going requirement for careful planning of pitch requirements on a season-by-season basis by Council officers. Improved monitoring of usage through the sports specific forums will enable a longer term strategic approach to planning of pitch requirements; • The high level of demand for public pitches requires an on-going commitment to a robust pitch maintenance programme. To ensure that pitches can continue to be played at current -and possibly higher- levels, without having a detrimental affect on quality it is necessary to ensure that maintenance budgets are held at a sufficient level to ensure a sufficient level of quality; • The poor quality of ancillary facilities (especially ageing changing rooms) has an impact on usage and sports development opportunities. Three key objectives and examples of issues to be considered throughout the use of the strategy are as follows: 1 • To sustain and improve existing playing pitch provision – through Council commitment to on-going careful management of bookings and pitch layout on a seasonal basis, as well as through a commitment to maintain satisfactory levels of grounds maintenance, to ensure that the pitches are able to sustain a high level of use. • To monitor usage levels to enable identification of changes in demand – through Council officers and the sports forums monitoring playing trends and increasing communication and liaison between clubs, in order to prevent some clubs struggling to find players, whilst others are struggling to manage demand. • To release underused facilities or develop new sites as required – the strategy recognises that some land in the borough is currently designated as playing field, but is no longer used as such, due to issues such as its size, poor quality or location within the borough. In such circumstances, this strategy suggests that formal realignment of this land should be considered. However, in order to ensure that an adequacy of good quality playing pitches is retained in the borough, and also to assist in providing for any additional, unidentified growth in demand in the future, the strategy also recognises the importance of seeking for new built developments to include (through Section 106 agreements or equivalent) the inclusion of new playing pitches or Multi Use Games Areas, as appropriate. Sport England has produced a document “Good Practice Guide providing for Sport & Recreation through new housing development” (2001) which provides guidance on how best to incorporate sport facilities within new development. The strategy also identifies the need for the Council to gain external funding for pitch improvements and new ancillary facilities as demand requires. In addition to the realignment of sites that are not fit for purpose and the development of new sites through planning agreements and grant funding, the strategy also identifies a need to encourage schools and private clubs to consider hiring out their playing pitches, in order to increase supply. The strategy concludes with a detailed implementation plan, that highlights key actions, responsible officers and estimated completion dates, as well as the potential resource implications of the actions – a subject that is given further consideration in the concluding section of the strategy. It should be noted that the detailed audit of Bexley’s Playing Pitches, that underpins this Strategy, is available from Cultural Services Officers upon request. In addition, information about all pitches and clubs in the Borough is available at Appendix A to the rear of this document (the information is correct as of summer 2005). For detailed information (including maps) of all the key sports facilities in Bexley, please visit www.activeplaces.com. 2 2 Introduction This paper outlines a proposed strategy that sets out how the Council will, in partnership with other providers and sport development forums, ensure that pitches are managed in a comprehensive manner to support the development of outdoor sports in the borough. The Strategy is underpinned by a full audit of current supply and demand for pitches in Bexley and is underpinned by an Implementation Plan, which sets out the actions required to implement the Strategy over the next 4 – 5 years. The Strategy