St. George’s Park National Football Centre

Proposed Sporting Facilities, Hotel and Associated Development

The Football Association

Economic Statement

February 2010

St.GEORGE’S PARK

St George’s Park The National Football Centre

Proposed Sports Facilities, Hotel and Associated Development

Economic Statement

23 February 2010 1

Nathaniel Lichfield & Partners Ltd 14 Regent's Wharf All Saints Street London N1 9RL

Offices also in T 020 7837 4477 Cardiff F 020 7837 2277 Manchester Newcastle upon Tyne [email protected] www.nlpplanning.com

National Football Centre, St. George's Park – Economic Statement

Contents 1

1.0 Introduction 1

2.0 Background 2

3.0 Economic Context 6

4.0 Potential Economic Impacts 9

5.0 Potential Socio-Economic Impacts on Sport 16

6.0 Strategic Fit with Economic and Regeneration Policies 24

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Figures 2

Figure 1.1 Summary of Economic Impacts 4

Figure 2.1 Highest Football Club Turnover 2007/08 (left) and Highest Wage Spending 2007/08 (right) 3

Figure 3.1 Summary of Key Economic Trends 8

Figure 4.1 Analytical Framework for Assessing Economic Impacts 9

Figure 4.2 Summary of Gross Employment Impacts (FTE jobs) 12

Figure 5.1 European National Football Centres / Sport Institutes 16

Figure 5.2 World Cup Performance of Leading Teams since 1930 19

Figure 5.3 Investment in Football Infrastructure by Region since 2000 22

Tables 2

Table 1 Review of European National Football Centres / Sport Institutes 18

Table 2 European Cup / UEFA Champions League Titles 1955-2009 by Nationality of Manager 19

Table 3 FA Coaching Courses at the NFC 20

Table 4 NFC Strategic Fit with Policies 26

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Executive Summary 2

The development of the National Football Centre (NFC) at St George’s Park will provide high specification training, administration and accommodation facilities which, together will be a focal point for football training excellence within England. The scheme will have wide-ranging economic, social and sporting impacts at a local, regional and national level, and these are summarised in Figure 1.1 below.

Visitor Economy Direct Impacts Indirect Impacts & Catalytic Sport Impacts Effects

60,000 bed nights Establish a national Capital Expenditure of (inc. 43,000 focal point for football £55 million FA/sponsor nights) development

Additional visits to Enhancement of 500 Person-Years FTE local tourism coaching at national Construction Jobs attractions and local levels

50 FTE Spin-off jobs in Attracting additional Provision of high 220 FTE Operational local area (90 in football tournaments specification sport jobs at NFC and hotel region) to Midlands facilities for local community use £5.5 million supplier £2 million spin-off Flagship development Potential catalyst for & wage expenditure in expenditure in raising profile of local further sport Midlands Midlands area for investment investment

Figure 1.1 Summary of Economic Impacts Source: NLP analysis

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1.0 Introduction

1.1 The Football Association (The FA) engaged Nathaniel Lichfield and Partners (NLP) to prepare an assessment of the potential economic impacts of the proposed National Football Centre (NFC) at St. George’s Park, near Burton on Trent in East Staffordshire.

1.2 The function, design and overall operation of the St. George’s Park complex is described in detail in other reports accompanying the planning application submission. In summary, the facility will house The FA’s medical and exercise science, coaching, video analysis and education departments, as well as providing a training and preparation base for England teams and hotel and conferencing facilities.

1.3 The analysis is structured as follows:

a an introduction to the wider economic contribution of the football industry, and the background to the NFC concept (Section 2); b a review of existing economic conditions in the local economy (Section 3); c an assessment of the potential economic benefits of the NFC proposals, including direct, indirect and induced impacts (Section 4); d an assessment of the socio-economic benefits for sport, including benchmarking against comparator national football centres (Section 5); and e review of strategic fit with economic and regeneration policies (Section 6).

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2.0 Background

The Football Association

2.1 Established in 1863, The FA is the governing body of the game in England. Its activities are varied and include:

• promoting the development of the game amongst all ages, backgrounds and abilities in terms of participation and quality. This also involves promoting the availability of the sport to the greatest possible number of people;

• regulating the game on and off the field of play through the "Laws of the Game" and the "Rules of The Association";

• sanctioning, either directly or indirectly, all matches, leagues and competitions played in England;

• overseeing the administration of the disciplinary system, which is applicable to all participants in the game (each club, player, competition, match official and any other person involved in the game in England is bound by the Rules) and the administration of refereeing throughout the game; and

• organising a number of senior men’s, youth and women’s national competitions and the participation of England national representative teams in international matches, most notably the men’s senior team in the FIFA World Championships and the UEFA European Championships and friendly fixtures. The National Game

2.2 Football has more spectators, participants, revenues and media interest than at any time in its history. However, football is the nation’s game in more than just a spectator sense – the scope and reach of the game across various levels of participation is considerable:

National Participation in Football

• 7 million participants, plus 5 million in schools • 500,000 volunteers • 37,500 clubs, including 9,000 youth clubs • 2,000 competitions • 32,000 schools (17,000 primary) • 30,000 FA-qualified coaches

• 27,000 FA-qualified referees • 45,000 pitches (at 21,000 facilities).

Source: The FA

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2.3 The FA acts as the link between the professional game and the amateur game beneath – referred to as the "National Game". There are significant links between the two sides of the game, not least of these is that the volunteers and players in the National Game are substantially football fans, who are therefore the customers of the professional game. Economic Value of Football to the National Economy

2.4 The football industry is a significant contributor to the national economy across the 92 professional football clubs that make up the Premier League and Football League. The Premier League has evolved into the world’s highest revenue generating league, attracting the world’s leading players and investing in state-of-the-art football stadia, which attracts a national and international fanbase. Economic highlights include:

• total revenues for all professional clubs reached £2.5 billion in 2007/08;

• Premier League broadcasting rights generated revenues of £770m with the distribution mechanism for broadcasting revenue sharing this across all professional clubs;

• total tax receipts from all professional football clubs amounted to £860m in 2007/08;

• total attendance at Premier League and Football League games in the 2008/09 season amounted to nearly 30 million visits, and with average attendances of 35,500 per game, it was one of the Premier League’s most successful seasons on record; and

• total investment by professional football clubs in their stadia and grounds amounted to £187m in 2007/08, with total capacity now at its highest since the introduction of all-seater stadia. 1

200 350 180 300 160 140 250

120 200 100 150 80

Turnover(£m) 60 100 40 Total WageSpendingTotal (£m) 50 20 0 0

l l r a a d o u d l) e n te o p e ool ta ls e i p s lsea e s n r t nit rp (to h r U e o he ve A r iv H C U Arsenal i ip C e L er L t m t sh s a astle United n e h es c o h n h i c e c n tt n mp a o New a M T Ma h C

Figure 2.1 Highest Football Club Turnover 2007/08 (left) and Highest Wage Spending 2007/08 (right)

Source: Deloitte Annual Review of Football Finance 2009; Football Economy.com

1 Deloitte Annual Review of Football Finance, 2009

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2.5 Football also contributes to the economy by attracting major tournaments and championship matches. For example, Euro’96 generated £195 million of additional expenditure by visitors and media attending the games, as well as significant additional expenditure (on beer, take-out food etc) associated with those watching the games on television. 2 The NFC Concept Why Burton?

2.6 Following an extensive search, in 2001, The FA purchased 143 ha of land at the former Byrkley Park estate near Burton on Trent, East Staffordshire. The key characteristics of the site are that it:

1 provides a nationally central location; 2 will provide privacy for the elite teams during training; 3 is a beautiful and inspirational environment which will create the right feel for the national centre for football training and development; and 4 is large enough to accommodate all of the training/football pitches, and other facilities, that are required for the operation of St. George’s Park.

2.7 The FA has already made significant investment at the site, having laid out eleven outdoor training pitches. Vision for the NFC “One of our core “It is essential to “This will be the objectives is to the long-term true heartbeat of see England development of Club England for

teams winning, coaching and years to come” and the NFC will young players that play an integral we have a hub for , England part in achieving all our activity, Manager that aim” and the NFC will provide that.”

Lord Triesman, FA Chairman Sir Trevor Brooking, FA Director of Football Development

2.8 The FA’s 2008-2012 Vision document states that:

Our objective is the completion of a National Football Centre as a world leading high-performance and training facility and a focal point for the development of the game. 3

2 Football Came Home – the Economic Impact of Euro’96, Leisure Industries Research Centre, 1997 3 The FA’s Vision 2008-2012 – A world-class organisation with a winning mentality , May 2008

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2.9 The specific role of the NFC is identified as:

• the preparation base for all the international representative teams, including the senior men’s team and a hub from where best practice can be shared.

• to house medical facilities, sports science facilities of the highest standard to support all of the representative teams.

2.10 Overall, the NFC at St. George’s Park will create a focal point for elite football training and coaching accreditation, and will deliver services that are currently dispersed across the country. The aim is to create a critical mass of expertise and experience in a central and accessible location that will have a high profile as the home of football development in England, with national and international prominence. The NFC will be the training home of the England senior teams, but also available for regular use by the wider community. It will directly support the wider health of the national game, which is a significant contributor to the national economy.

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3.0 Economic Context

3.1 This section establishes the economic context within which the main impacts of the NFC proposals will take place. It defines the main areas of impact to be considered and briefly reviews recent economic conditions and trends within the local area. Areas of Impact

3.2 The main economic impacts of the NFC are expected to occur in the area from which most of its labour is drawn. Given that the site lies centrally within East Staffordshire, close to the major town of Burton-upon-Trent, the District is expected to be the main area of impact. East Staffordshire has strong in-flows of commuters from the adjacent district of South Derbyshire and as a result these two districts together are taken to form the main impact area. However, given the national profile and role of the centre, there are likely to be wider effects within the region and nationally, and these are also explained.

The Local Economy

3.3 East Staffordshire district is situated in the eastern part of Staffordshire, with two major towns, Burton-upon-Trent and Uttoxeter, as well as a large rural hinterland interspersed with a number of villages. Towards the north of the District the Weaver Hills are an upland area bordering on the Staffordshire Moorlands and the Peak District National Park.

3.4 The District has been subject to significant levels of economic restructuring, with traditional industries such as brewing and engineering in decline, and service sector jobs increasing significantly. However, manufacturing is still important, such as the JCB at Uttoxeter and Toyota at Burnaston (in South Derbyshire). A key challenge for the future is to continue the diversification of the Borough’s economy and to ensure there is a balanced supply of well paid jobs available for the local workforce. A variety of economic indicators have been used to build a picture of the local economic landscape which may be affected by the proposals. Key trends are summarised in Figure 3.1.

Employment Growth 1998-2008 % 14 Over the past decade, total 12 job growth within the main

10 impact area of East Staffordshire and South 8 Derbyshire was 12.7%, 6 exceeding both the regional

4 (5.%) and national rates (9.5%). 2

0 Main Impact Area Midlands GB

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Proportion of Employment by Sector In terms of economic 25% structure, the main impact area remains heavily reliant 20% Main Impact Area on manufacturing, with the Midlands Great Britain sector accounting for more 15% than double the national average in terms of its share 10% of employment, although it has been relatively resilient Proportion of Total Employment of Proportion 5% in the last decade against a national trend of decline. 0% Manufacturing Construction Retail Hotels & Transport & Financial Real Estate & Public Admin Education, Other Service Restaurants Storage Intermediation Business Heath & Social Activities Activities Work

Change in Employment 1998-2008 In contrast, hotels and 80% restaurants account for a lower than average 60% Main Impact Area Midlands proportion of the workforce GB 40% in the area. There is a below average share of the higher 20% value and faster growing service sectors of business 0% services and hotels and restaurants have recorded -20% below-average rates of

-40% employment growth. Manufacturing Construction Wholesale & Hotels & Transport & Financial Real Estate & Public Admin Heathcare & Other Service Retail Restaurants Storage Intermediation Business Education Activities Services

5%

Main Impact Area Midlands Great Britain Reflecting the period of 4% national economic recession, claimant 3% unemployment in the main impact area has risen in the last 18 months, although it 2% remains significantly below the Midlands and national 1% averages.

0% Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09

SoughtSought Occupation Occupation of Claimantof Claimant Unemployed, Unemployed 2010 Among claimant unemployed

40 workers, the most sought 35 occupations are ‘elementary 30 25 occupations’ (34%), a 20 slightly higher proportion of 15 10 claimants than the Midlands

% of claimant %of unemployed 5 (32%) and national (29%) 0 averages. In general, the proportion of claimants Elementary Process,

services seeking semi-skilled work, operatives occupations officials Professional Skilledtrades plant/machine Associate Sales/customer was lower than the regional Admin/secretarial Managerssenior / Personalservices

professional/technical and national averages. Main Impact Area Midlands GB

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£500

Resident Workplace

£480 Wage levels in the main impact area are lower than average, particularly £460 workplace earnings, compared to the regional

£440 and national averages. It suggests people commute to other areas for higher paid Gross Weekly Wages for Full-Time£420 Employees work.

£400 Main Impact Area Midlands Great Britain

Figure 3.1 Summary of Key Economic Trends Source: ABI, NOMIS / NLP analysis

Conclusions

3.5 Overall, the local economy has experienced strong employment growth over the past decade against a backdrop of economic restructuring, with the local manufacturing sector proving reasonably resilient. There has been an increasing share of service sector jobs, with strong growth in real estate and business services and public sector employment.

3.6 Unemployment has risen significantly over the past 18 months in line with the picture of national recession, but has generally been lower than the regional and national averages. The majority of claimants locally are seeking work in elementary, service/customer service and skilled trade occupations. Workplace earnings are significantly lower than resident earnings, which suggests that people are commuting outside of the area for higher paid employment. Workplace earnings are significantly lower than the regional and national averages.

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4.0 Potential Economic Impacts

4.1 This section considers the range of potential economic impacts on the local and regional economy that will be generated by the development of the NFC.

Range of Impacts

4.2 Economic impacts can be generated in different ways, as outlined in Figure 4.1.

NATIONAL FOOTBALL CENTRE

Impact Areas Baseline • local Conditions • regional • national

Indirect Catalytic Direct Impacts Impacts Effects

Flagship Employment Employment development Labour Market Supplier + wage spending Investment Expenditure + attraction income Visitors & tourism Place branding

Overall Economic Impact

Figure 4.1 Analytical Framework for Assessing Economic Impacts Source: NLP analysis

4.3 These economic impacts will be distributed over a number of areas. A significant proportion will be focused in the main impact area, however given the national profile and specialist role of the NFC, there are likely to be wider effects within the region and nationally, taking account of leakage and multiplier effects.

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Direct Impacts

Employment

4.4 Direct employment relates to jobs in activities directly linked to either the construction or operation of the NFC and St. George’s Park complex.

Temporary Construction Work

4.5 Based on a capital investment of £55 million, the construction of the NFC is likely to generate approximately 500 person-years of temporary construction employment. There is a convention that 10 temporary construction jobs are equivalent to 1 Full Time Equivalent (FTE) job, so that approximately 50 FTE construction jobs will result in total.

NFC Operational Jobs

4.6 The operation of the NFC is expected to support 65 jobs. These will be in a variety of roles including performance analysis, medical and exercise science, coaching, administration, as well as ground staff and security.

4.7 It is understood that 42 of these are existing jobs that will transfer from London upon completion of the NFC, while there are four existing jobs based on the site mainly comprising ground maintenance and security staff. As a result, the operation of the NFC will create approximately 60 net FTE jobs in the main impact area, or about 20 net additional FTE jobs at a national level.

HotelHotel/Conferencing/Conferencing Operational Jobs

4.8 Based on commonly used employment ratios for hotels, it is estimated that the 228-room hotel at the NFC will generate approximately 160 FTE jobs. This would include an allowance for some conferencing facilities within the hotel.

4.9 Nationally, approximately 60% of hotel employees are full-time and 40% are part-time. Applying these proportions to the jobs created by the proposed hotel, 120 full-time jobs and 80 part-time jobs would be created.

Total Direct Employment Impacts

4.10 Combining both the hotel and football-related facilities together, a total of 220 gross additional FTE jobs will be created within the main impact area.

4.11 The calculated level of net employment generation must also be adjusted for displacement, whereby the new development draws revenue and employment away from other existing businesses in the local area. Due to the unique nature of the NFC within the UK, the jobs related to football and healthcare facilities are unlikely to displace any existing local economic activity. In addition, the 4* hotel is unlikely to face significant competition from existing hotels in the local area and should bring new business to the area.

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4.12 However, the 3* hotel may compete with other local facilities, although the distinctive setting and branding of the facility suggests that such competition is likely to be limited. Furthermore, the total number of bed nights at the hotel is projected to be around 13% of those in East Staffordshire, and an even smaller proportion of the total nights in the main impact area. As a result, a conservative displacement figure of 10% for the 3* hotel jobs has been assumed. This would result in a total of 4 FTE jobs being displaced so that a total of 216 net additional jobs would be created within the main impact area.

Impact on the Labour Market

4.13 Whilst many of The FA jobs based at the NFC will be specialist roles and a proportion will be transferred from London, the hotel will offer employment at a range of levels, and, in line with the national average, around 40% of the jobs are likely to be part-time. The variety and flexibility of these new job opportunities will help to diversify local employment opportunities and enable a range of socio-economic groups to access the job market. The number of new job opportunities at the hotel and NFC which have not been transferred from London would be equivalent to 5% of the 4,080 people currently claiming unemployment in the main impact area.

4.14 Given the higher level of unemployment which now exists within the study area and wider region as a result of the national economic recession, the scheme is likely to have a significant positive effect on the local labour market. Many of the jobs created by the hotel are expected to fall under either ‘personal service’ occupations or ‘sales and customer service’ occupations but with a number of skilled trades and management jobs also. There are currently 730 claimants seeking work in these occupations within the main impact area.

Income and Expenditure Impacts

4.15 The total capital investment by the FA in creating the NFC will amount to some £55 million. This represents a significant investment in the local economy, and includes spending on building materials, labour and professional fees associated with the construction of the centre.

4.16 Based on estimates contained in the NFC business plans, it is estimated that the total expenditure of the NFC will be in the region of £9 million per annum. This includes spending on wages and the supply of goods and services to the centre and hotel. The business plan also estimates that approximately 60% of the expenditure is likely to take place within the Midlands region, with a lower proportion occurring within the main impact area. The remaining 40% of spending would occur elsewhere in the UK and abroad.

4.17 This would suggest that the operation of the NFC could generate approximately £5.5 million of additional spending within the Midlands region including the local area.

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Indirect Impacts

Indirect/induced Employment

4.18 The spending of wages from the employees on the site, and the NFC’s spending with local firms supplying goods to it will support induced employment in local shops, services and other firms. These types of employment can be estimated using employment multipliers derived from research on similar operations elsewhere, with adjustments to reflect the specific characteristics of the development, the amount of spending retained in the local area, and local economic and labour market conditions.

4.19 The NFC Business Plan estimates that approximately 60% of the operational expenditure of the centre will be retained within the Midlands, with the remaining 40% being spent in other parts of the UK. It is also likely that a high proportion of the NFC’s employees and those based in the hotel will live within the Midlands and a significant proportion of their expenditure will be retained there also.

4.20 Based on the characteristics of the proposed development, its local economic context and labour market, a combined employment multiplier of 1.25 is considered appropriate to estimate both indirect and induced employment within the main impact area. To reflect such job impacts in the Midlands as a whole, a multiplier of 1.4 is assumed.

4.21 Applying the local area multiplier to the estimated 215 net additional FTE jobs generated by the development results in a further 50 “spin-off” jobs in local services and other firms in the local area. The equivalent for the Midlands as a whole will be approximately 90 “spin-off” jobs.

4.22 On this basis, the operation of the proposed development is estimated to support, directly and indirectly, an estimated 270 net additional FTE permanent jobs in total within the local area. Across the Midlands, a similar calculation indicates that about 300 net additional jobs would be generated in total. The proposed development is therefore expected to have a beneficial effect on the local and regional economy.

Spin-off Jobs in Total Jobs in Local Area Local Area NFC Hotel Total Direct = 50 FTE =Total 270 Direct FTE operational employees Jobs Jobs employees + = + = Spin-off Jobs in Total Jobs in Midlands Midlands = 60 FTE = 160 FTE = 220 FTE = 90225 FTE FTE = 300225220 FTE [216 Net] (including those in local area)

Figure 4.2 Summary of Employment Impacts (FTE jobs) Source: NLP analysis

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Indirect Spending Effects

4.23 As with employment, income multipliers are normally used to estimate the extent of additional “spin-off” income generated in the local and wider economies as a result of supplier expenditure and wage spending from the NFC.

4.24 A significant proportion of supplier spending is likely to be with more specialist suppliers based outside the region and this implies a potentially high rate of leakage. For wage spending, the labour catchment area is likely to be much more local to the centre and therefore a higher proportion of spending will be retained in the main impact area and region.

4.25 Taking account of the above factors, a relatively conservative income multiplier of 1.4 at a regional level has been assumed. This is consistent with the employment multipliers used previously. Overall, this would indicate a total of £7.5 million per annum of additional spending/income in the Midlands economy.

Visitor Impacts

4.26 The NFC is likely to have a significant impact on the visitor economy in the local area and the wider Midlands region. The hotel business plan estimates that there would be approximately 60,000 bed nights per annum in the new NFC hotel of which approximately 43,000 are expected to be associated with leisure, corporate and conference trips, with the remaining 17,000 related to visits by The FA and its sponsors. The total number of bed nights would be equivalent to 13% of the 478,000 bed nights that occurred in East Staffordshire in 2008. 4

4.27 Some of these visitors, in particular those on leisure visits, are likely to visit tourist attractions in the local area which include the National Forest and associated facilities and the retail/urban environments of Burton and its surrounding villages. These visitors could increase the level of expenditure at these locations, particularly in shops, restaurants, bars etc, which would contribute to the vitality and vitality of the tourism sector in the region. Beyond the main impact area, there is a wider range of tourist attractions including Alton Towers, Drayton Manor and the Peak District which could also benefit from increased visitor numbers associated with the NFC hotel.

4.28 Business trips are also important and will be catered for by the provision of new function/meeting rooms which will allow conferences, training and other business meetings to be held at the NFC. There is reasonable existing provision of conferencing facilities within East Staffordshire, including the Bretby Conference Centre, the riverside hotel and golf club in Branston, and a

4 2008 Tourism Economic Impact Assessment for East Staffs, The Research Solution

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number of other smaller facilities within local hotels and golf clubs. However, the interesting offer of the NFC and its role as a centre for training/football coaching, as well as provision of new conferencing space, is likely to encourage additional business tourism visits to the area.

4.29 The distinctive offer of the NFC means that hotel accommodation located at St. George’s Park is likely to generate additional visitor demand although it is possible that it will also draw some trade away from local facilities.

4.30 The Burton-upon-Trent hotel market currently comprises five 3* branded hotels and one 3* and one 4* unbranded hotel. The proposed NFC hotel would be in close proximity to Burton-upon-Trent city centre and Centrum 100 business park, home to several corporations including Coors and Punch Taverns who have in the past provided a high proportion of the corporate business for local hotels. Although the NFC site is also close to Derby and the rest of the Midlands region, the hotel business plan expects that the 3* hotel component will predominantly attract corporate business only from the local Burton area due to the competition from larger centres. However, leisure travellers are expected to come from much further afield, with the hotel conveniently located for visitors going to nearby attractions such as Alton Towers, the Peak District, Drayton Manor and the National Forest and the new hotel could capture some of this market.

4.31 In contrast, the hotel business plan expects the proposed 4* hotel to capture significant conference and corporate demand from business across East Staffordshire, the Midlands and the rest of the UK as there are not any directly competing hotels in Burton upon Trent. The plan also expects the proposed 4* hotel to capture conference and wedding business due to its location in the middle of the country making it an ideal setting while discussions with general managers at local hotels indicate that both conference and wedding business is in high demand. As for the 3* hotel, leisure business in the region is driven by local attractions including Alton Towers, Drayton Manor, the Peak District and the National Forest Company.

4.32 In summary, the 3* hotel may draw some business away from other local hotels but the 4* hotel is likely to create significant new levels of business within the local area and it is therefore assumed that it will not displace any local business or employment.

4.33 Overall, the new facilities provided at the NFC will give a significant boost to the local and regional visitor economy. Catalytic Effects

4.34 Catalytic effects relate to the wider role that the NFC could play in attracting investment and businesses to the local area. The NFC represents a ‘flagship’ development in the sense that it has the potential to attract further investment

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and to provide a high profile marketing tool for the local area. 5 Sporting facilities are increasingly being used for help support wider economic development agendas, some examples of which are highlighted below.

• Wembley Stadium, London Borough of Brent – completed in 2007, the new National Stadium at Wembley is being used as a focal point to stimulate the regeneration of its surrounding area. Land around the stadium is now being developed as part of the ‘Wembley City’ scheme, with planning permission for a £1.3 billion regeneration scheme that will create 6,100 new jobs, 3,700 new homes and new shops, leisure and community facilities including a multiplex cinema, a refurbished Wembley Arena, bars, restaurants and new public squares.

• National Indoor BMX Centre, Manchester SportCity – home to the Manchester Velodrome, the National Squash Centre, the Regional Tennis Centre, the Regional Athletics Arena and the English Institute of Sport North West Support Centre, together with six regional or national governing bodies. National Indoor BMX Centre recently announced, which will allow for development of the sports cluster, generating economic and reputational benefits for East Manchester and the Northwest. Additionally, by strengthening Manchester’s reputation as a location for sport, the BMX Centre will act as a catalyst for business development. The intention is that it will attract advanced cycling and wider performance enhancement technology firms into the region.

• Weymouth & Portland National Sailing Academy – the first venue for the 2012 Olympics to be completed. The enhanced facilities secure WPNSA’s status as the premier world class venue for the Olympic and Paralympic Games as well as catering for the local Weymouth and Portland communities through legacy programmes. The regeneration of nearby Osprey Quay will provide a global centre for sailing excellence and a magnet for leisure and marine industries to be attracted after the Games.

4.35 These types of impacts are typically difficult to quantify since investment decisions by businesses can reflect a combination of different factors. However, in relation to the NFC, catalytic effects may include:

• helping put the local area ‘on the business map’ in terms of creating a flagship business investment;

• potentially able to attract more football tournaments and other sporting events to the West Midlands, which in turn generate economic and tourism benefits; and

• contribute to more successful national team and international prestige.

5 Smyth, H, (1994) Marketing the City – the role of flagship developments in urban regeneration. E&FN Spon.

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5.0 Potential Socio-Economic Impacts on Sport

5.1 A strong professional game is fundamental to creating interest in English football at the grass-roots level and one of The FA’s core objectives is to see England teams develop a “winning” mentality. The development of St. George’s Park will assist in developing world class players and coaches, which will play an integral part in achieving that aim. This section considers the benefits of St. George’s Park to football at all levels. Benchmark Facilities

5.2 Unlike most leading football nations, England does not have its own bespoke training and education centre. The majority of European football associations have developed either dedicated or linked facilities which provide a focal point for raising standards for players, coaches and match officials. In examining the potential role of the NFC, it is useful to consider a number of comparator national football centres / academies, which are profiled below (Figure 5.1).

Country The Netherlands

Name KSVB Academy, Zeist

Date 1996

Country France

Name Le Centre Technique National Fernand- Sastre, Clairefontaine Country Germany Date 1988 Name German Sport University, Cologne

Date 1947

Country Spain Country Italy Name La Cuidad del Futbol, Las Rozas, Madrid Name Coverciano / Casa Italia, Florence Date 2003 Date 1950

Figure 5.1 European National Football Centres / Sport Institutes Source: NLP analysis

5.3 From this review, it is clear that a number of leading European football nations have developed national academies or other centres of sports science which act as a focal point for training and development and help raise standards in football (Table 1). The development of the NFC will provide England with a comparable facility, designed to complement rather than substitute the training provided through individual club academies.

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Le Centre Technique National du Football Fernand-Sastre, Clairefontaine

The National Technical Centre at Clairefontaine lies about 50 km south-west of Paris, in the Rambouillet Forest. It is the Fédération Française de Football (FFF) national football centre and is one of the nine elite football academies across France. In 1976, FFF president Fernand Sastre expressed the desire to create a national centre of football. The FFF selected Clairefontaine as the location in 1982, and the centre opened in 1988. It was home to the French national team during the 1998 World Cup, and is the base for the senior team when it plays home matches. The site extends to 56 ha, and contains several training pitches, a stadium pitch and an indoor pitch. The site includes a medical building, gym, fitness room, restaurant and cafeteria. The Centre employs 60 permanent staff. Clairefontaine is highly regarded for the quality and expertise of its training programmes – renowned French international footballers Thierry Henry, Nicolas Anelka, Louis Saha and William Gallas have all passed through the centre.

Coverciano, Florence

Coverciano is the central training ground and technical headquarters of the Federazione Italiano Guico Calcio (FIGC), the Italian football federation. The Centre carries out teaching, training, qualification, and refresher courses for FIGC technical staff authorised to work in the field of the federation organization. It also organises educational courses for young footballers, undertakes research, and co-ordinates medical activities within the FIGC. While the Serie A clubs have responsibility for developing young players, the role of Coverciano is to provide an environment in which coaches of every age-group can come to learn their craft, disseminate new approaches at club level and thereby contribute to the development of the game's players in Italy. The National A team, the Under 21 team, the Under-15,16,17 and 18 teams, the National Military team, the National Five-a-side Football team, and the National Women's team are frequently based at Coverciano. The current England Manager Fabio Capello studied at Coverciano, and has pledged his support for the NFC concept: “The National Football Centre will be an inspirational site, a place for coaches and players to work, learn and develop. This is a much needed facility and through my own experiences at Coverciano in Italy, I understand the importance of the Centre for England.” It has also helped train other leading Italian coaches such as .

KNVB Academy, Zeist, Amsterdam

The KNVB Academy is the Educational Department of the Royal Netherlands Football Association (KNVB). As a small European country with a limited number of active players, the KNVB has developed an extensive football training and development programme since the 1960s, now part of the ‘KNVB Academy’. The KNVB Academy was founded in 1996 to concentrate all educational programs for Dutch football in one body, and is headquartered at Zeist. The operations of the KNVB Academy are focused on development of coaches, referees and administrators in The Netherlands. Dutch coaching diplomas are UEFA approved. Despite a relatively small population of 16.5 million, the Netherlands has enjoyed considerable success in international tournaments, including World Cup finals in 1974 and 1978 and the European title in 1988. Dutch coaches are also highly respected internationally, such as , and Louis van Gael.

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La Cuidad del Futbol, Las Rozas, Madrid

Established in 2003, La Ciudad del Futbol is located about 24 km from Madrid, and is operated by the Real Federación Española de Fútbol (RFEF). The site includes five football pitches, an indoor arena, a social and training area, on-site medical facilities and the headquarters of the RFEF. The centre provides a range of football and professional training courses for coaches and referees. It also hosts a number of football tournaments annually, for example the UEFA women’s youth tournaments. Since the centre was established, Spain became European Champions in 2008.

German Sport University, Cologne

Founded in 1947, the German Sport University Cologne is the biggest sports university in the world and is Germany’s largest and most prestigious centre of teaching and research in physical education and sport science. The University’s remit is broader than just football, and it is not affiliated to the German football association which leaves responsibility for player development to individual clubs. However, the University’s focus on coaching and sport development and technology complements many of the more applied training courses offered through Europe’s leading national football centres. It has 20 scientific institutes covering a wide range of sport science teaching and research. More than 30 sports are taught in theory and practice in modern facilities. There are currently 6,000 students, including 500 foreign students, preparing for professional careers in sport, physical education sport science, and other related fields. Germany has won three football World Cups and three European Championships.

Table 1 Review of European National Football Centres / Sport Institutes Source: NLP analysis

5.4 One measure to assess the quality of national football coaching is to compare the track record of success of managers from different European countries in the European Cup / UEFA Champions League since the first tournament in 1956. While national football centres do not necessarily have a direct bearing on this type of tournament, with much of the training investment also being made at individual club level, this does help provide a broad measure of national coaching quality.

5.5 Analysis of the number of European title successes per decade by nationality of team manager shows that English managers have performed relatively well overall, recording the third highest number of titles after Italy and Spain (Table 2). However, these successes were concentrated in the period 1977-1984, more than a generation ago, while many other countries have had a more consistent record of success over several decades. 6 No English manager has won a European trophy in the last 25 years. Italy, which has produced the highest number of successful managers, has one of the longest established national football centres at Coverciano. The Netherlands, with a much smaller population than England, has performed better in tournaments over that period.

6 English managers leading European Cup /UEFA Champions League winning teams include (Liverpool, 1977, 1978 & 1981), (Nottingham Forest, 1979 & 1980), Tony Barton (Aston Villa, 1982) and (Liverpool, 1984).

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Nationality Number of Titles by Decade of Manager 1956-66 1967-77 1978-88 1989-99 2000-09 Total Italy ● ● ● ●●●● ●● 9 Spain ●●●● ●●●● 8 England ● ●●●●●● 7 Germany ●●● ●● ● 6 Netherlands ● ● ●● ● 5 Argentina ●●●● 4 Scotland ●● ● ● 4 Romania ●● ● 3 Hungary ●● 2 Austria ● ● 2 Portugal ● ● 2 Yugoslavia ● 1 Belgium ● 1

Table 2 European Cup / UEFA Champions League Titles 1955-2009 by Nationality of Manager

Source UEFA/NLP analysis

5.6 At World Cup level, the England national team won the title in 1966 and took fourth place in 1990. However, Italy, Germany and France have performed consistently better in terms of results over the same period (Figure 5.2).

6

5

4

3

2

1

0 Brazil Italy Germany Argentina Uruguay France England Netherlands

Winner Runner Up Third Place Fourth Place

Figure 5.2 World Cup Performance of Leading Teams since 1930 Source: FIFA

5.7 Overall, The FA anticipates that the NFC will play a significant role in helping to develop a winning mentality at a national level and raising standards in football training, coaching and development. It follows the tradition of many of Europe’s leading football nations with a proven track record of using similar types of national football centres and academies to support success on the field at both

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national and club levels. These nations have tended to produce some of the most successful football managers as evidenced by European Championship titles, while the national teams of many of some of these countries have performed strongly at World Cup tournaments. Enhancements to Training and Coaching

Training

5.8 The NFC will be used for training all of the England football teams during the year, including:

• Senior Men’s Squad;

• Senior Women’s Squad;

• Men’s Youth Teams (under 16s, 17s, 18s, 19s, 20s, and 21s);

• Women’s Youth Teams (under 15s, 17s, 19s and 21s); and

• Disabled Teams (blind, partially sighted, deaf and hearing impaired, amputees, cerebal palsy and learning difficulties).

5.9 The teams will use the NFC for all their training requirements, including pre- match and pre-tournament preparation, squad training, injury rehabilitation, strengthening and conditioning. During these periods of training, the teams will be accommodated in the hotel on site and utilise its facilities for their training and recreational requirements.

5.10 The intention is that the NFC will also become the sporting destination of choice for coaches, players, administrators and officials. The League Managers Association has committed to making the NFC its future headquarters.

Coaching

5.11 The NFC will also host The FA’s elite training courses, accommodating some of the accredited modules run by The FA to complement those operated by County FA branches. The range of courses to be accommodated at the NFC is outlined in Table 3 below.

Level 3 Certificate in Football Coaching FA Preparatory Course (UEFA ‘B’ Award) UEFA ‘B’ Award for Senior Professional FA Goalkeeping Coaching Licence Players FA International Coaching Licence UEFA Pro Licence FA Advanced Coaching Licence / UEFA ‘A’ FA Psychology Awards Coaching Award FA Youth Coaches’ Certificate FA Sports Medicine Awards FA Academy / Centre for Excellence FA Exercise Science Awards Coaches (16-18 years) FA Academy Managers’ Licence FA Match Officials Courses

Table 3 FA Coaching Courses at the NFC Source: The FA

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5.12 This will establish St. George’s Park and East Staffordshire more generally as the major focus for football training in the UK. Hosting Tournaments

5.13 As noted in Chapter 2, hosting football tournaments can generate significant economic benefits for the national economy. When England hosted Euro’96, it is estimated to have generated £195 million additional expenditure in the economy.

5.14 It is anticipated that the NFC will act as a base for potential International FIFA and UEFA tournaments, hosted by England, such as the UEFA Men’s Under-21 European Finals and the FIFA Women’s World Cup. These fixtures would then be played at stadia around the West Midlands. Small-sided and disabled football is becoming increasingly popular in England, for example FUTSAL, which require specialist facilities such as the NFC will provide. If the NFC were to contribute to hosting of additional sporting events, this could have significant economic benefits.

5.15 The NFC will also provide a potential events and training facility for the London 2012 Olympic Games and will potentially form part of the overall package of facilities available in the West Midlands to attract pre-Games acclimatisation and holding camps. Community Use

5.16 The FA is committed to ensuring that the local community is able to share in the benefits provided by the NFC by having access to its facilities and being encouraged to engage in football through either direct participation or indirect activities.

5.17 Aside from the occasions when The FA will require exclusive use (for example when the Senior England Men’s team is in residence), the NFC will be made available for other uses, and some local schools and amateur clubs have previously made use of the pitches on an ad hoc basis. Burton Albion Football Club has been using the facilities regularly, three times per week, and the NFC will continue to be the training ground for the Club.

5.18 The hotel and leisure facilities will be made available to the public on a commercial basis when not in use by The FA, who will benefit from having a much higher specification of facilities of this type available to them. Catalyst for Sport Investment

5.19 Statistics from the Football Foundation, the charity that offers grants to community clubs and local authorities to enhance football provision, indicate that the West Midlands is the region which to date has received the lowest allocation of funding for football infrastructure (Figure 5.3).

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5.20 The proposed investment is clearly a positive contribution to the West Midlands region, but there is potential to increase this investment further. The development of the NFC may represent a catalyst for further investment in sport as a whole in the region.

90 80 70 60 50 40 30

Totalinvestment (£m) 20 10 0

t t e s s st s s ir on e d nd nd ksh We th Ea r Lo th idla h W idlan ut Yo Sou Nor st M st M & a So e E st & ast W a E E rth o N

Figure 5.3 Investment in Football Infrastructure by Region since 2000 Source: Football Foundation

Wider Benefits

5.21 Sport is increasingly recognised as providing wider benefits for the welfare of society as a whole. In 2009, Sport England published the “Shaping Places through Sport” series which highlights the growing body of evidence on the impact that regular involvement, participation and engagement in sport can have on shaping people and places. Potential outcomes identified include:

1 more local people participating as volunteers in community life; 2 local people who have a greater voice and influence over decision making; 3 increased capacity for local people to own community assets and to manage and deliver services; 4 more cohesive, tolerant and inclusive communities that value diversity; 5 more sustainable communities with local pride and sense of place; and 6 increased inward investment and area regeneration.

5.22 On this basis, investment in sport is frequently linked to wider agendas on health and wellbeing, creating safer and more inclusive communities and supporting local economic prosperity, as well as the more direct impacts in terms of promoting sporting success.

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5.23 As a high profile and major addition to the sports infrastructure of the local area, it is expected that the NFC will make a significant positive contribution to the wider place-shaping agenda that is increasingly associated with sport.

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6.0 Strategic Fit with Economic and Regeneration Policies

6.1 This section considers the strategic fit of the NFC proposals with planning, economic development, tourism and sport strategies at local, regional and national levels. The analysis is summarised in Table 4 below.

Policy Document and Summary Relationship to NFC

Local Policy East Staffordshire Economic Regeneration Strategy 2007-12

This aims to: The NFC will diversify the local economy by providing new job opportunities in a variety of -create a diverse, flexible and high growth economy; highly skilled and less skilled occupations -drive up the skills base and develop the potential of the thus helping to broaden the economy of the workforce; and rural area surrounding it -create a sustainable and diverse rural economy.

Aims to increase the profile of the Borough as a sub- The high profile and good quality regional tourism destination and particularly recognises accommodation offer at the NFC will heighten the potential of rural tourism. This is especially the case the profile of the local area as a tourism in terms of capturing business-related trips. destination for both leisure and business visitors East Staffordshire Sustainable Community Strategy 2008-20 (February 2008)

Aims to create a “healthier East Staffordshire” through Through the provision of world-class the increased participation in sport and physical activity facilities, a high profile and making the and to widen access to participation in sport and physical facilities available to the general public, the activity in order to reduce health inequalities NFC will contribute to raising sport participation in the local area Staffordshire and Stoke-on-Trent Structure Plan 1996- 2011

Tourism is broadly supported by the plan and its role as The new hotel accommodation at the NFC a major employer is also acknowledged, as is the need will create a significant number of new jobs for economic initiatives in rural areas to assist in and spin-off benefits such as increased visits maintaining viable local communities and to reduce to tourist attractions in the local area commuting. Saved Policy E11A supports the development of new, or the expansion of existing, tourist attractions or facilities

Regional Policy West Midlands Regional Spatial Strategy (RSS)

Policy PA10 supports the creation of new tourism and Through the provision of its hotel, the NFC culture facilities. In addition, where large-scale, will provide new tourism facilities contributing innovative projects can contribute to the overall “offer” of to the visitor economy in the local area and the Region, these are encouraged in suitable locations wider region. The uniqueness of the NFC will where this can make an appropriate contribution to urban make a significant direct contribution to the or rural regeneration. visitor offer of the region as well as more indirect impacts by increasing the number of Policy PA14 supports sustainable diversification and tournaments/fixtures in the Midlands. development of the rural economy which meets local employment needs. It also gives priority to economic The NFC will diversify the local economy by activity with strong links to the rural area, including providing new job opportunities in a variety of tourism and leisure, which will strengthen and diversify highly skilled and less skilled occupations the region’s rural economy.

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West Midlands Visitor Economy Strategy The NFC will particularly contribute to objectives for Conferences & Exhibitions as This strategy focuses on delivering the potential of four well as Festivals & Events. It will do this by tourism growth opportunities – Conferences and attracting a range of football-related Exhibitions; Culture; Festivals & Events; and Food & conferences as well as providing modern Drink. Strategic objectives which relate to the NFC are business tourism facilities. In addition, the attracting more visitors from outside the region and more NFC is expected to attract a number of overnight visitors, enhancing the West Midlands for national and international football fixtures to residents and visitors by creating world-class the West Midlands due to the ability of cultural/sport/leisure facilities and by maximising job teams to base themselves at the world-class creation and economic benefits. sporting facilities of the NFC. The hotel facilities are also likely to attract more visitors to the region, thus bringing further spin-off employment and economic benefits. Regional Plan for Sport in the West Midlands 2004- 2008

This plan aimed to raise general participation in sport in The NFC will have benefits on both elite and the region as well as improve the performance of grass roots sport. By providing a dedicated athletes in international competition. There was a facility for the England teams and for specific target to get 45% of the region’s population developing coaching, it is hoped that elite actively engaged in sport and recreation by 2020. It also performance will be enhanced. Likewise, by recognised that one factor in achieving this target is an allowing local teams and leagues to use the improvement in the quality and quantity of open space, facilities, the NFC could enhance sport and recreational facilities in the region. participation at lower levels of the game in the local area. Another key aim (action IPE12) was to attract more national and international sporting events to the region in A key aim of the NFC is to attract more order to boost mass participation and elite performance. national and international football This would also have the benefit of attracting more tournaments to the West Midlands by visitors and spectators to the region with positive providing facilities for teams to base impacts for the visitor economy. themselves there and have access to training facilities. The FA expect the NFC to attract additional football tournaments and fixtures to the region with potential significant positive impacts on the visitor economy. National Forest Strategy 2004-2014

The National Forest Strategy is a non-statutory policy document intended to provide a framework for the The NFC will provide new visitor-related protection and enhancement of the National Forest, facilities in the form of high quality hotel which spans part of Staffordshire, Derbyshire and accommodation and conferencing space, Leicestershire. which will add to the overall offer available in this part of the Forest. The proposed In relation to the economy, the key principle is to development will maximise the distinctive maximise the economic development potential of the quality of its National Forest setting and help Forest and the industries it can support. The key drivers promote the location to visitors of St. of economic change are identified as developing the George’s Park. tourism, leisure and service sectors to meet the needs of visitors and residents, and the increasing importance of the new woodland-related economy. National Policy PPS4: Planning for Sustainable Economic Growth

The overarching objective in this PPS is sustainable economic growth. To help achieve this the Government’s objectives for planning include building prosperous communities by improving the economic performance of cities, towns, regions, sub-regions and local areas, both By providing employment opportunities and urban and rural. potentially acting as a catalyst for business investment and the development of the PPS4 defines economic development as any visitor economy, the NFC will contribute to development which achieves at least one of the following achieving sustainable economic growth. objectives: -provides employment opportunities; -generates wealth; or -generates an economic output or product.

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Good Practice Guide on Planning for Tourism (May 2006)

This highlights the potential importance of tourism to The high profile of the NFC and its local economies through: accommodation offer will significantly raise -being the focus of regeneration of rural and urban areas; the profile of the local area for both business -providing a catalyst for growth in an area, raising its investment and tourism. It could therefore profile and stabilising outmigration; and act as a catalyst for further investment and -providing opportunities for retraining for the resident development of the visitor economy workforce and help to diversify over-specialised economies

The guidance points out that the range of (primarily economic) benefits which tourism can bring have the The NFC will provide football facilities for the potential to be particularly valuable in rural areas, and local community as well as bringing a range they may provide amenities that people would not of employment and economic benefits. otherwise have access to in these areas.

Planning for Sport in Growth & Regeneration Areas (February 2008)

This guidance note aims to promote sporting provision in The NFC will provide football and other sports new residential and mixed use developments, particularly facilities close to the town of Burton-upon- in areas of housing growth. It aims to raise sport Trent which is designated as a New Growth participation levels thereby encouraging healthier Point. Use of the facilities by local teams lifestyles and contributing to lowering obesity levels. could enhance local participation in sport

Table 4 NFC Strategic Fit with Policies Source: NLP analysis

6.2 Overall, the development of the NFC will contribute to the economic development and regeneration objectives for Burton and East Staffordshire as a whole, in particular:

a it supports the East Staffs Regeneration Strategy by helping raise the profile of the area as a tourism location and providing a range of jobs in a rural area; b it will help the aim of the East Staffs Sustainable Community Strategy to create a healthier Borough by contributing to raising sport participation; c it will support West Midlands RSS, which encourages the creation of new tourism and culture facilities and the diversification of the rural economy, by providing new tourism facilities and by job opportunities in a variety of occupations; d by attracting business tourists and football fixtures, the NFC will further the aims of the West Midlands Visitor Economy Strategy including attracting more visitors from outside the region, creating world-class sport facilities and maximising economic benefits; e the NFC will directly support the Plan for Sport in the West Midlands by helping to raise participation in sport, improving the performance of the England teams, and attracting more sporting events to the region; and f by providing employment opportunities and acting as a catalyst for investment and the development of the visitor economy, it will contribute to achieving sustainable economic growth encouraged by PPS4 and the Good Practice Guide on Planning for Tourism.

6.3 Many of the economic strategies outlined above have common objectives, such as, encouragement of inward investment, creation of local employment and

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diversification of the economy. The development of the NFC accords with many of these objectives, in the following ways:

1 it will create a high quality, high profile facility, which will be available for use by the local community; 2 it will generate both direct and indirect jobs at a range of skill levels; 3 it will facilitate a number of national and international football fixtures being held in the Midlands which will bring a range of economic benefits to the region’s visitor economy; 4 it will stimulate the growth of new hotel and leisure uses, and help support the local visitor economy more generally; and 5 drawing on the National Forest setting, increase the profile of the Forest and enhance its economic potential.

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Design and Access Statement Redbox Design Group

Planning Statement NLP

Sustainability Statement AECOM

Energy Statement AECOM

Transport Assessment and Travel Plan AECOM

Economic Statement NLP

Planning Policy Statement 4: Sequential and Needs Analysis for Proposed Hotel NLP

Biodiversity Action Plan Summary Baker Shepherd Gillespie

Statement of Community Involvement NLP

Arboricultural Survey and Development Report Dryad