REF: EX/04a/14

BODY : EXECUTIVE

DATE : MONDAY 28TH APRIL 2014

TIME : 6.00 P.M.

PLACE : COMMITTEE ROOM 3, TOWN HALL, LUTON

COUNCILLORS: SIMMONS (CHAIR) K. MALIK AKBAR SHAW ASHRAF TAYLOR N. AYUB TIMONEY HUSSAIN

QUORUM : 3 MEMBERS

INFORMATION FOR THE PUBLIC

PURPOSE: The Executive is the Council’s primary decision-making body dealing with a range of functions across the Council’s activities and services.

This meeting is open to the public and you are welcome to attend.

For further information, or to see the papers, please contact us at the Town Hall:

IN PERSON, 9 am to 5 pm, Monday to Friday, or

 CALL Democratic and Member Services on 01582 546070

An induction loop facility is available for meetings held in Committee Room 3.

Arrangements can be made for access to meetings for disabled people.

If you would like us to arrange this for you, please call us on 01582 546070

AGENDA Agenda Subject Page Ward(s) Item No. affected

EMERGENCY EVACUATION PROCEDURE – COMMITTEE ROOM 3 Proceed straight ahead through two sets of double doors, follow the green emergency exit signs to the main town hall entrance and proceed to the assembly point at St. Georges Square.

1. APOLOGIES FOR ABSENCE

2. PUBLISHED RECORD OF THE MEETING

1. 7th April 2014

SECTION 106, LOCAL GOVERNMENT FINANCE ACT 1992

Those item(s) on the Agenda affected by Section 106 of the Local Government Finance Act 1992 will be identified at the meeting. Any Members so affected is reminded that (s)he should disclose the fact and refrain from voting on those item(s).

DISCLOSURES OF INTERESTS

Members are reminded that they must disclose both the existence and nature of any disclosable pecuniary interest and any personal interest that they have in any matter to be considered at the meeting unless the interest is a sensitive interest in which event they need not disclose the nature of the interest.

A member with a disclosable pecuniary interest must not further participate in any discussion of, vote on, or take any executive steps in relation to the item of business.

A member with a personal interest, which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice the member’s judgment of the public interest, must similarly not participate in any discussion of, vote on, or take any executive steps in relation to the item of business.

Disclosable pecuniary interests and Personal Interests are defined in the Council’s Code of Conduct for Members and Co-opted members.

3. BUSINESS NOT COVERED BY CURRENT FORWARD PLAN: GENERAL EXCEPTION

The Executive Leader to report on any business which it is proposed should be considered by the Executive following compliance with Regulation 15 of the Local Authorities (Executive Arrangements) (Access to Information) (England) Regulations 2000.

Agenda Subject Page Ward(s) Item No. affected

4. BUSINESS NOT COVERED BY CURRENT FORWARD PLAN: SPECIAL URGENCY

The Executive Leader to report on any business which it is proposed should be considered following compliance with Regulation 16 of the Local Authorities (Executive Arrangements) (Access to Information) (England) Regulations 2000.

5. REFERENCES FROM COMMITTEES AND OTHER BODIES

6. RECOMMENDATIONS FROM SCRUTINY REVIEWS

7. PETITIONS

CHILDREN SERVICES

8. Post 16 Transport Policy for September 2014 8/1 – 8/23 All (Report of the Director of Children & Learning)

COMMUNITY SAFETY

9. Bedfordshire Hate Crime Strategy 9/1 – 9/43 All (Report of the Head of Business and Consumer Services)

FINANCE

10. Revenue and Capital Monitoring to February 2014 10/1 - 10/37 All (Report of the Head of Finance)

PUBLIC HEALTH

11. Playing Pitch Strategy for Luton 11/1 – 11/4 All (Report of the Head of Community Living) (Appendices 11/6 to 11/206 Members Only)

REGENERATION

12. Response to further alterations to the London Plan 12/1 – 12/11 All (FALP) Consultation (Report of the Head of Planning and Transportation)

Agenda Subject Para. Page Ward(s) Item No: No:

13. LOCAL GOVERNMENT ACT 1972, PART VA

To consider whether to pass a resolution under Regulation 21(1)(b) of the Local Authorities (Executive Arrangements) (Access to Information) (England) Regulations 2000 to exclude the public from the meeting during consideration of the item(s) listed below as it is likely, that if members of the public were present during the transaction of the item(s), exempt information within the meaning of the Paragraph(s) of Part 1 of Schedule 12A to the Local Government Act 1972 indicated next to the item, would be disclosed to them.

HOUSING

14. Redevelopment of High Town Drill Hall 4 14/1 – 14/12 High Town (Report of the Head of Housing)

15. Disposal of Council Owned Building – Unity House 3 15/1 – 15/6 All (Report of the Head of Fixed Assets)

Contact Officer: Angela Fraser Direct Line: 01582 546070

For: (x) Agenda Item Number: 8 Executive CLMT Meeting Date: 28 April 2014

Report of: Corporate Director – Children & Learning

Report author: Debbie Craig, Admissions & Planning Manager

Subject: Post 16 Transport Policy for 2014/15 Consultations: (x) Councillors Scrutiny Lead Executive Member(s): Cllr Waheed Akbar Stakeholders Wards Affected: All Others

Recommendations 1. That the Executive approve the Post 16 Transport Policy for academic year 2014/15 set out at Appendix A.

Background 2. Legislation gives local authorities the discretion to determine what transport and financial assistance is necessary to facilitate the attendance of all young people of sixth form age receiving education or training. Local authorities are required to exercise this discretion reasonably, taking into account all relevant matters, including: (a) The needs of those who could not access education or training provision if no transport arrangements were made. (b) The need to ensure that learners have reasonable opportunities to choose between different establishments at which education and training is provided. (c) The distances and journey times. (d) The cost of transport to post 16 establishments. (e) Alternative means of facilitating attendance at establishments e.g. cycle scheme, independent travel training. (f) Non-transport solutions to facilitate learner access e.g. e-learning options (g) Preferences based on religion e.g. LAs must have regard to any preference the individual may have for a particular institution based on their religion or belief.

The current position 3. Local authorities have a duty to prepare and publish an annual Transport Policy Statement specifying the arrangements for the provision of transport or otherwise that the authority considers it necessary to make to facilitate the attendance of all persons of sixth form age receiving education or training.

4. The Council undertook a widespread consultation on its Post 16 Transport Policy for September 2013 and opted to narrow the eligibility criteria for financial support to pupils on a low income (using the criteria for assessing entitlement to free school meals and those whose parents are in receipt of maximum working tax credit). The Policy for September 2014 is a continuation of that 8/1

which operated for September 2013 but with additional information provided in the following areas:

 Information on the DfE’s expectation that Learning providers will fund transport costs for non- employed Programme-led Apprenticeships.  An explanation of the current procedure used to assess applications for pupils with Special Educational Needs.  Details of local transport operators with links to web pages for up to date details of the discounts they offer.  Information on the 14-19 bursary fund and links to the college websites.

Twenty six pupils have claimed financial support under the September 2013 policy. The Council is also providing 171 pupils with Special Educational Needs with free transport to Post 16 provision.

Goals and Objectives To ensure the Council meets its statutory obligations in relation to Post 16 Transport.

Proposal That the Executive approve the Post 16 Transport Policy for academic year 2014/15, set out at Appendix A.

Key Risks

Key Risk Mitigation Students do not use the financial assistance Payments will only be made if the student’s provided to support their travel to and from attendance is 95% or higher. college. Public transport is seen as too expensive and This Policy provides assistance for students from becomes a barrier to accessing further low income families. education.

Consultations All stakeholders were consulted on changes to the scheme agreed for September 2013. The Policy for September 2014 is based on the previous year’s policy.

Appendices attached: Appendix A – The proposed Post 16 Transport Policy 2014/15.

Background Papers: Executive Report – 29 April 2013 – Post 16 Transport Policy for September 2013 Executive Report - 29 July 2013 – Post 16 Transport Policy for September 2013

IMPLICATIONS For Executive reports For CLMT Reports  grey boxes must be completed Clearance is not  all statements must be cleared by an appropriate officer required

Clearance – agreed by:

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Legal Legislation gives local authorities the discretion to John Secker, Legal determine what transport and financial assistance Services 28 March 2014. is necessary to facilitate the attendance of all young people of sixth form age receiving training or education. Finance The budget is in place to support this Policy. Steve Dickman, Finance Manager, Children & Learning has seen and agreed the financial implications, 31/3/14 Integrated Impact Assessment (IIA) – Key Points Equalities/ The IIA undertaken for the Post 16 Transport Agreed Sandra Legate, Cohesion/Inclusion Policy (2013) has been updated and continues to Equality and Diversity (Social Justice) show a neutral impact. Policy Manager 31/3/14

Environment Any reduction in bus travel would have an adverse Strategy and Sustainability impact on the environment if students were driven Officer, 28 March 2014 to school/college. Health This policy has a positive impact as it supports low Morag Stewart, Deputy income groups to access educational facilities. Director of Public Health 28/3/14

FOR EXECUTIVE ONLY - Options: A) to accept the recommendation B) to reject the recommendation and request further information

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Appendix A

Post-16 Transport Policy Effective from 1 September 2014

Luton Borough Council has formed a Transport Partnership involving the following organisations:

 Barnfield College  Luton Sixth Form College  Cardinal Newman Catholic School  Central Bedfordshire College (formerly known as Dunstable College)

The Partnership aims to work collaboratively with regard to Post-16 transport to enable students to access further education.

This document outlines the transport services and support available to students from Luton Borough Council. Other financial support is available directly from colleges and students are advised to contact the colleges directly to obtain details of eligibility criteria and the level of support available.

The Policy provides for students who are over compulsory school age but under 19 (25 for those with special educational needs), or who are on a course which they started before they reached 19.

This Policy relates to the academic year 2014/15 only. Students must re-apply for assistance with transport at the commencement of each academic year.

8/4 Transport Assistance Scheme

Students meeting all of the following criteria are eligible to receive assistance with travel costs from Luton Borough Council:

 Students from low income* families and learners in local authority care or those that have recently left local authority care.  Students must be resident in Luton throughout the duration of the course.  Students enrolled on and attending a full time course engaged with learning or training at a further education institution (e.g. Luton Sixth Form College, Barnfield College, Central Bedfordshire College), a school or academy (e.g. Cardinal Newman Catholic School), an authority maintained or assisted institution providing higher or further education, an establishment funded directly by the Education Funding Agency/YPLA or a learning provider that is funded by the local authority to deliver Foundation Learning or other accredited programmes of learning.  Students must be over the statutory school age but not aged 19, or over, on 31 August in the year in which their course of study began.  Students must live further than three miles (walking route) from the nearest institution to offer their chosen course. Where a student opts to attend an institution other than their nearest college the chosen course must differ by at least 50% to that offered by nearer institutions. For example, a student may be studying 4 A Levels and 2 of these may not be available at nearer colleges. In this case assistance with travel costs will be provided. However, if 3 of the A Levels are available at a more local institution then assistance will not be provided.

*Low income is defined as students whose parents meet the criteria used for assessing eligibility for free school meals (the current criteria is set out below) or where their parents receive maximum working tax credit.

 Income Support  Income-based Jobseekers Allowance  Income-related Employment and Support Allowance  Support under Part VI of the Immigration and Asylum Act 1999  the guaranteed element of State Pension Credit  Child Tax Credit (provided you’re not also entitled to Working Tax Credit and have an annual gross income of no more than £16,190)  Working Tax Credit run-on - paid for 4 weeks after you stop qualifying for Working Tax Credit  Universal Credit

8/5 The Council will provide eligible students with half termly payments direct into their bank account.

The Council will pay half the cost of a weekly bus ticket up to a maximum value of £7.50. For example, if a weekly bus ticket costs £10 the Council will provide £5 towards these costs. If the weekly ticket costs £17 the Council will provide a subsidy of £7.50 and the student will need to contribute the remaining £9.50.

Further information:  Applications will not be approved when a place in a nearer college was not offered due to late application or missed interviews.  Applications for transport assistance must be received by 13 September to qualify for financial assistance in the first half of the Autumn Term.  Half termly cash payments will only be made if the student’s attendance is 95% or above.

Medical Grounds Students suffering from a medical condition or injury that impairs their ability to walk may apply for transport on medical grounds. Transport granted on medical grounds will be limited to the duration of the student’s incapacity and will require a supporting letter from a general practitioner or hospital. Applications for transport on medical grounds must be submitted to the college in the first instance.

Special Educational Needs Students with special needs are subject to the general policy set out above. However, where a student’s special needs means that they cannot travel to their place of study in the same way as other students they may be entitled to free travel assistance.

Students must live in Luton and be aged between 16-25 on the 1st September 2014. Applications will be considered by the Council’s Post 16 Education Panel who will support applications for students who cannot reasonably be expected to travel on public transport to and from their place of study, provided that:

 The student is attending the nearest suitable course (where a student opts to attend an institution other than their nearest college the chosen course must differ by at least 50% to that offered by nearer institutions). The suitability of courses will be considered in the light of needs described and outcomes specified in the learner’s Statement of Special Educational Needs, Learning Difficulty Assessment (LDA), or Education, Health and Care Plan.

 The student’s individual education package has been approved as appropriate and suitable to meet their education needs, by the Council’s Post 16 Education Panel. Where a young person has a Statement of Special Educational Needs, LDA or an Education, Health and Care Plan, transport will only be considered for the education provision specified in the relevant document.

8/6 In considering a request for assistance with transport the Panel will take account of the nature of the student’s needs, his/her level of mobility, ability to travel on public transport, how vulnerable the student is and how far he/she travels. If transport is necessary, the Council will arrange transport that meets the needs of the student.

Where appropriate, the Council expects students to engage in an independence travel training programme to work towards accessing public transport.

Traineeships Learning providers are responsible for ensuring that learners undertaking Traineeships have reasonable expenses met in full where these are needed to overcome barriers to learning. These may include the cost of travelling to or from the place of learning or work placement.

Financial Hardship Students who require further assistance with transport costs can apply to their college for additional support. College contact details are set out on the last page of this policy.

Application Procedure Application forms for financial assistance towards travel costs are available from colleges and Luton Borough Council’s Passenger Transport Unit (see contact details below). The application form must be completed by the student and signed by the college’s authorised signatory to certify that the student has been enrolled on the course specified. Students enrolled on courses of more than one year must re-apply for assistance with transport at the commencement of each academic year.

Application forms should be returned to the College for endorsement.

If you have any queries regarding the application procedure please contact your college or Luton’s Passenger Transport Unit on 547254.

Appeal Procedure If you are dissatisfied with a decision made you can ask for your case to be reviewed by writing to:

 Head of Psychology, Assessment and Intervention, for cases relating to pupils with disabilities and special needs. Correspondence should be sent to Children & Learning Department, Futures House, The Moakes, Luton LU3 3QB.  Admissions & Planning Manager for all other cases. Correspondence should be sent to the Children and Learning Department, Unity House, 111 Stuart Street, Luton, LU1 5NP.

If you are still unhappy with the decision you can apply for your case to be heard by an appeals panel by writing to one of the above-mentioned officers. The appeals panel will comprise of a local authority representative in the 16-19 team (not involved in the original decision), Integrated Youth Support Worker and a local authority officer not involved in the original decision. If you wish, you can present your case in person.

8/7 Parents/students can appeal if they feel that:

 The policy has not been applied correctly or fairly.  There is additional information which has not yet been considered, and which may support their case for travel assistance.  There is a material change in circumstances relevant to the transport application.

If students/parents are still dissatisfied they can submit a complaint to the Local Government Ombudsman at the following address:

Local Government Ombudsman The Oaks No 2 Westwood Way Westwood Business Park Coventry, CV4 8JB Tel: 024 7682 0000 Website: www.lgo.org.uk

8/8 Consultation: All stakeholders were consulted on changes to the scheme which took place from September 2013. An Equalities Impact Assessment (EIA) was also undertaken and showed a neutral impact.

Discounts from Local Transport Operators

Local transport operators may offer discounted rates to students. Students are advised to check Websites for the most up to date information on any discounts that may be available to them.

Arriva – bus company operating in the Luton & Dunstable conurbation: www.arrivabus.co.uk/lutonanddunstable-student-tickets/

Centrebus – bus company operating in the Luton & Dunstable area: www.centrebus.info/Pages/StudentTicketing

Grant Palmer – bus company serving Luton and Bedfordshire: www.grantpalmer.com/

Stagecoach – operates services between Luton and Bedford www.stagecoachbus.com/unirider-student-ticket

First Capital Connect – train services from Luton, Luton Airport Parkway and Leagrave stations: www.firstcapitalconnect.co.uk/tickets-and-fares/season-tickets/student-connect/

14-19 Bursary Fund

Following the abolition of the Education Maintenance Allowance (EMA), the government has introduced a 14-19 bursary fund to assist students in Further Education with the costs of attending college, including travel costs.

Further information on the bursary fund can be found on the Gov.UK Website: www.gov.uk/1619-bursary-fund

Details of individual college schemes are available on college Websites, or by contacting the Student Services Team at your college.

Luton Sixth Form College: www.lutonsfc.ac.uk/Student%20Support/Pages/WeeklyPaymentScheme.aspx

Barnfield College: www.college.barnfield.ac.uk/barnfieldstudentservices.aspx

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Central Bedfordshire College: www.centralbeds.ac.uk/index.php?option=com_content&view=category&layout=blog&id =56&Itemid=196

Bedford College: www.bedford.ac.uk/~/media/16- 18%20bursary%20policy%202013%2014%20final%20publish%20August%20update

Useful Contact Details Passenger Transport Unit, Luton Borough Council, Central Depot Kingsway, Luton, LU4 8AU. Tel: 01582 547254. website www.luton.gov.uk/ptu

National Traveline: Tel: 0871 200 2233

Barnfield College, New Bedford Road, Luton LU2 7EW. Tel: 569618 (Contact: Gavin Blair) website: www.barnfield.ac.uk

Central Bedfordshire College (formerly Dunstable College), Kingsway, Dunstable, LU5 4HG. Tel: 01582 477776 (Contact: Natasha Ray) Website: www.centralbeds.ac.uk

Luton Sixth Form College, Bradgers Hill Road, Luton, LU2 7EW. Tel: 01582 877585 (Contact: Nancy Roberts) Website: www.lutonsfc.ac.uk

Cardinal Newman Sixth Form, Warden Hill Road, Luton, LU2 7AE. Tel: 01582 597125. Website: www.cardinalnewman.luton.sch.uk

Bedford College, Cauldwell Street, Bedford, MK42 9BH. Tel: 01234 291000. Website: www.bedford.ac.uk

Connexions,Youth Advice Luton, 2nd Floor TOKKO Centre, 7 Gordon Street, Luton LU1 2QP. Tel: 548340 Website: www.youth.luton.gov.uk

Arriva, 487 Dunstable Road, Luton, LU1 2QH. Tel: 08707 288188. Website: www.arriva.co.uk

Centre Bus, 34 Humphrys Road, Woodside Industrial Estate, Dunstable, LU5 4TP. Tel: 08707444746. Website: www.centrebus.co.uk/

Grant Palmer Passenger Services, Unit 2, Lawrence Way, Dunstable, LU6 1BD. Tel: 01582 600844. Website: www.grantpalmer.com

Rail enquiries: 08457 484950

Department for Education website: www.education.gov.uk

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Integrated Impact Assessment Form (IIA) June 2012

This form replaces the previous Equality Impact Assessment form used by LBC. The key aim of an impact assessment is to ensure that all Council policies, plans and strategies support the corporate mission statement that

‘The needs of Luton’s people will be first in everything we do’.

The aim of this impact assessment process is to: • Embed Social Justice principles and practice into the Council’s decision making process • Ensure adherence to the Equality Act 2010 and associated Public Sector Duty • Minimise duplication of initial impact assessments with regards to Environment and Health • Ensure Officers have access to the necessary specialist support with regards to all of the above

The table on the first page of this form will enable you to make early consideration of the potential impacts of your proposal with regards to individuals, areas, cohesion, inclusion, the environment and health. You will need to review the impact table once you have completed your assessment to ensure that all impacts are clearly highlighted in the final document.

Once you have completed the table the form will guide you to explain your judgements and then, as appropriate, identify in the action plan how you will be able to enhance and maintain any positive, and mitigate any negative, impacts of your proposal in line with the council’s mission and values.

This form will also help you to identify if you need further specialist advice or whether a more detailed Environmental or Health Impact Assessment may be required.

For your convenience, please see links to key Corporate and Partnership documents that may help you as you complete this IIA.

Corporate Plan http://intranet/SupportServices/Document%20library/Corporate%20plan%2011th%20July%202011.doc

Equality Charter http://intranet/SupportServices/socialjustice/Document%20library/Equality%20charter.pdf

Social Justice Framework http://www.luton.gov.uk/Community_and_living/Lists/LutonDocuments/PDF/Social%20Justice/Social% 20Justice%20Framework%202012%20-2026.pdf

Family Poverty Strategy http://www.lutonforum.org/Forum/Documents/Family-Poverty-Strategy-Final-October2011_001.pdf

Joint Strategic Needs Assessment (JSNA) http://www.luton.gov.uk/Council_government_and_democracy/Lists/LutonDocuments/PDF/Consultatio n/Reports/Final%20JSNA%202011.pdf

Community Involvement Strategy http://www.lutonforum.org/Forum/Documents/CISfinaljune2010.pdf

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Proposal Title: Post 16 Transport Policy 2014/15 Lead Officer Name: Debbie Craig

Date of IIA: Commenced September 2012, Updated March 2013, July 2013 and March 2014

Seen By: Sandra Legate, Equality & Diversity Policy Manager SJU (Name/Date) 31/3/14

Signed Off By: John Wrigglesworth, Interim Head of Support, Challenge and Intervention Bundle Lead/Head of Service 28/3/14 (Name/Date)

Please provide an outline description of your proposal:

To conduct an IIA on the proposed Post 16 Transport Policy for September 2014. As the proposed policy is based on the previous year’s policy, this IIA is an updated version of that produced for the September 2013 policy, which was developed following significant consultation with stakeholders.

The Policy for September 2014 is a continuation of that which operated for September 2013 but with additional information provided in the following areas:

 Information on the DfE’s expectation that Learning providers will fund transport costs for non- employed Programme-led Apprenticeships.  An explanation of the current procedure used to assess applications for pupils with Special Educational Needs.  Details of local transport operators with links to web pages for up to date details of the discounts they offer.  Information on the 14-19 bursary fund and links to the college websites.

For the September 2013 Policy stakeholders were consulted on the following two options:

Option 1 – Further restrict eligibility for the Saver Card Scheme to low income families living further than three miles (safe walking route) from the nearest institution to offer their chosen course. This option would cost circa £51.7k and, subject to consultation, could be implemented for September 2013.

Option 2 – Cycle only scheme. Under this option Colleges could be supplied with bikes to hire to Post 16 low income students and free cycle training would be offered to all Post 16 pupils. This option would cost circa £60k in the first year and would require a small maintenance and replacement fund in subsequent years. Subject to consultation this option could be implemented for September 2013.

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Please list other contributors and If there is any potential impact on staffing you must stakeholders involved in the preparing of this invite trade union involvement in the preparation of assessment: this assessment:

Harriet Martin - Education Psychology & N/A Assessment Manager Jayne Robinson - Deputy Programme Director LEx (involved in 2013 IIA) Hannah King, Business & Budget Manager, Passenger Transport Unit (involved in the 2013 IIA)

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IMPACT TABLE The purpose of this table is to consider the potential impact of your proposal against the Equality Act 2010 ‘protected characteristics’ and other key priorities of Community Cohesion, Social Inclusion, Health and Environment. We also ask you to consider potential outcomes against the key priorities of our Corporate Plan (see link).

Once you have completed this process you should have a clearer picture of any potential significant impacts*, positive, negative or neutral, on People or Places as a result of your proposal. The rest of the questions on this form will help you clarify impacts and identify an appropriate action plan. (“Significant impact” means that the proposal is likely to have a noticeable effect on specific section(s) of the community greater than on the general community at large). In relation to the protected characteristics below, will the proposal have an impact in relation to the outcomes below?

Outcomes Having identified the impact will it contribute to any Please fill out this table of the following Council priorities below? as much as you can Empower, Improve life & Improve health & initially. Once you have Impact support & learning reduce health completed the rest of Identified protect the opportunities inequalities the form, come back vulnerable for all (Health) and complete as (Equality) (Inclusion) appropriate PEOPLE delete as applicable from the selection below  = Positive  = Negative = Neutral Race  Gender  Disability  Sexual Orientation  Age  Religion/Belief  Gender Reassignment  Pregnancy/Maternity  Marriage/Civil Partnership  (HR issues only) Care Responsibilities1  (HR issues only) PLACE Strengthen community  cohesion Tackling poverty/  promoting social inclusion Area/Wards affected  All Wards ENVIRONMENT Protect and enhance the 

1 This is a Luton specific priority added to the 9 protected characteristics covered under the Equality Act.

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quality of the natural and built environment HEALTH Promoting health and  wellbeing

Please answer the following questions to help you identify any actions you may need to take with regards to impacts of this proposal

1. Consultation 1.1 Have you made use of existing recent research, evidence and/or consultation to inform your proposal? Please insert links to documents as appropriate.

If you would like to know of any potentially relevant research already carried out, please click on the following link below to LBC Consultation Portal

For other local statistics and information, click on the following below link for Luton Observatory

Guidance Notes: If no use has been made of research, please contact the Consultation and Engagement Team At [email protected] and/or the Research & Intelligence Team at [email protected]

Click here for LBC Consultation Portal Click here Luton Observatory

Insert any links to reference websites below. Insert any relevant files in the spaces below. One per space only One per space only

For advice and support from Consultation Team click here

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1.2 Have you carried out any specific consultation with people likely to be affected by the proposal? (if yes, please insert details, links to documents as appropriate).

Guidance Notes: If no, please explain why this has not been done - you may wish to speak to the Consultation Team first as a lack of sufficient consultation could render this IIA invalid and place the Council at risk of Judicial Review.

Details of the consultation on the Sept 2013 Policy are set out below:

The number of students potentially impacted is 1479.

‘Your Say’ consultation has been undertaken from December 2012 through to 18 February 2013. The following groups were consulted with:

 Young people of sixth form age and their parents.  Parents of secondary aged pupils.  Headteachers and Chairs of Governors of all Luton schools.  Headteachers and Chairs of Governors of any out of Borough schools affected by the proposed changes.  Principals and Governing Bodies of colleges within the Luton and Dunstable conurbation and any other colleges/learning providers affected by the changes proposed.  Luton’s Post 16 Transport Partnership  Roman Catholic Diocese of Northampton  Church of England Diocese of St Albans.  MPs and Councillors  Central Bedfordshire Council and Hertfordshire County Council.

Proposals have been discussed at the Post 16 Transport Partnership meetings held on 6th December 2012 and 4th March 2013.

Results of the Consultation - There were 147 responses to the questions regarding the Post 16 Saver Card proposals. As this is a relatively small sample size the results must be interpreted as indicative only as it may not be representative of the population as a whole.

Of those responding 32% indicated that restricting the eligibility criteria of the Saver Card would have very little or no impact on them. 46% confirmed that this would have a very big impact. A further 13% indicated that it would have a fairly big impact. Two thirds of the respondents were aged 16-24 (the age group most likely to be affected).

28% of those responding to the Cycle Scheme proposals considered it would have very little or no impact. 72% considered that this would have a very big or fairly big impact. In addition, the Colleges do not support

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this option and have indicated an unwillingness to administer such a scheme.

A large number of respondents stated that having to pay the full bus fares would be unaffordable (especially if a family had more than one child in Post 16 provision) and would represent a real barrier to accessing further education. Others considered it unfair to only support low income families. Some respondents stated that the proposals would reduce choice for students.

There was concern over the safety of pupils cycling to school and the security of bikes. Many considered that the proposals would increase traffic congestion and pollution.

The savings proposals should be considered in the context of bursary funding which may be available to some to students. Colleges are allocated the following funding to support students who need financial support to stay on in further education or training:

Vulnerable Bursary (up to £1,200 per year) for:  learners in local authority care or those who have recently left local authority care  learners who receive Income Support in their own name  learners who are disabled and receive both Employment Support Allowance and Disability Living Allowance in their own name.

In addition, students can apply to their college for a Discretionary Bursary if they aren’t eligible for a Vulnerable Bursary but need financial help to stay on in a school, college or training provider. The amount of funding and eligibility criteria is set by providers.

For advice & support from the Social Justice Unit click here

2. Impacts on People 2.1 Where you have identified a positive* impact please explain the nature of this impact.

Guidance Notes: If you identify positive impacts with regards to one or more groups listed above please outline how these can be enhanced and maintained against each group identified. Specific actions to be detailed in action plan below. *By positive impact we mean, is there likely to be a noticeable improvement experienced by people sharing a characteristic?

N/A

2.2 Where you have identified a negative* impact please explain the nature of this impact.

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Guidance Notes: Please use this box to explain why you feel the proposal may be negative and outline what the consequences will be against each group identified. You will need to identify whether mitigation is available, what it is and how it could be implemented. Specific actions to be detailed in action plan below. *By negative impact we mean is there likely to be a noticeable detrimental effect on people sharing a characteristic? If you can identify no mitigation with regards to negative impacts on one or more of the protected groups you must contact the Social Justice Unit – Click the email link box above. N/A

2.3 Where you have identified a neutral* impact for any group, please explain why you have made this judgement.

Guidance Notes: You need to be confident that you have provided a sufficient explanation to justify this judgement. *By neutral impact we mean that there will be no noticeable impact on people sharing a characteristic

The change is unlikely to have a noticeable effect on specific sections of the 16-19 community.

For advice & support from the Social Justice Unit click here

3. Impacts on Cohesion If you have identified an impact on community cohesion, please describe here what this may be and who or where you believe could be affected.

Guidance Notes: By ‘impact on community cohesion’ we mean - is the proposal likely to have a noticeable effect on relations within and between specific section(s) of the community, neighbourhoods or areas. You will need to consider here actions to enhance and maintain positive impacts and how to mitigate negative impacts. Specific actions to be detailed in action plan below. If you can identify no mitigation with regards to negative impacts on community cohesion you must contact the Social Justice Unit – Click email link box above

N/A

8/18

For advice & support from the Social Justice Unit click here

4. Impacts on Poverty & Inclusion If you have identified an impact on tackling poverty/promoting social inclusion, please describe here what you believe this would be and who you believe would be affected.

Guidance Notes: By poverty and inclusion we mean - is the proposal likely to have a noticeable effect on households that are vulnerable to exclusion, e.g. due to poverty, low income and/or in areas of high deprivation. You need to consider here actions to enhance and maintain positive impacts or mitigate negative impacts.

Specific actions to be detailed in action plan below If you can identify no mitigation to negative impacts on tackling poverty or promoting social inclusion you must contact the Social Justice Unit for advice - Click email link box above

N/A

8/19

For advice and support from Public Health click here

5. Health & Wellbeing If you have identified an impact with regards to promoting Health and Wellbeing please consider the questions below in more detail.

5.1 Please describe what this impact is and who may be specifically affected by the proposal.

Guidance Notes: By impact on health and wellbeing we mean - is there the potential for a positive or negative impact on the physical, mental or social well-being of an individual / group. You need to consider here actions to enhance and maintain positive impacts or mitigate negative impacts.

Specific actions to be detailed in action plan below If you are unable to identify mitigation to questions 5.1 and 5.2 then you must contact the Public Health Team for advice. - Click email link box above

N/A

5.2 Will the proposal impact positively or negatively on access to, and /or quality of, health and wellbeing services?

Guidance Notes: By Health and Wellbeing services we mean clinical services as well as, for example, health improvement services such as Stop Smoking, weight management, alcohol and drug services, exercise programmes, affordable warmth, falls prevention etc. You need to consider here actions to enhance and maintain positive impacts or mitigate negative impacts

Specific actions to be detailed in action plan below. If you are unable to identify mitigation to questions 5.1 and 5.2 then you must contact the Public Health Team for advice. - Click email link box above

N/A

8/20

For advice and support from the Strategy & Sustainability Team click here

6. Impacts on the natural & built environment If you have identified an impact on the natural and built environment please consider the questions below.

Are there aspects of this proposal that may: a) help in reduction of greenhouse gas emissions, produced by the burning of fossil fuels (i.e. coal, oil), which is likely to add to the effects of climate change b) have an effect on conservation of energy, water, minerals and materials c) have an impact on the amount of waste that could be generated through the implementation of the proposal d) impact positively or negatively on access to and the quality of the natural environment (eg parks, play areas, green spaces, conservation areas) e) improve people's or infrastructure's resilience towards extreme weather conditions f) affect amount of car journeys to/from a particular site

Guidance Notes: If you identify positive impacts with regards to questions please outline how these can be enhanced and maintained. If you identify negative impacts in response to questions then you will need to explain any actions that you intend to take to mitigate these impacts.

Specific actions to be detailed in action plan below If you are unable to identify mitigation with regards to questions 6.a-f then you must contact the Strategy and Sustainability Team at [email protected] as a more detailed specialist consideration of this proposal will be necessary. Click email link box above a) The one-off subsidy will enable colleges to support students moving into their second or third year who have, thus far, benefited from the Savercard scheme. b) N/A c) N/A d) N/A e) N/A f) N/A

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Please detail all actions that will be taken to enhance and maintain positive impacts and to mitigate any negative impacts relating to this proposal in the table below:

Action Deadline Responsible Intended Outcome Date Completed/ Officer Ongoing

A review of the action plan will be prompted 6 months after the date of completion of this IIA

Key Contacts:

Debbie Craig – 01582 548015

Summary of Findings and Actions (for publication and to be written by the author)

There was little support from respondents to the consultation on the September 2013 Policy, for implementing either proposal. Of the two options there was less support for the cycling scheme. It was agreed to pay eligible students half the cost of a weekly bus ticket up to a maximum value of £7.50. This ensured that those with the greatest financial hardship would be supported where they lived further than three miles from the nearest Post 16 provider to offer their chosen course.

Twenty six pupils have claimed financial support under the September 2013 policy. The Council is also providing 171 pupils with Special Educational Needs with free transport to Post 16 provision.

8/22

Next Steps

• All Executive Reports must have an IIA attached (where relevant)

• All report authors must complete the IIA section of Executive Reports (equalities, cohesion, inclusion, health, environment)

• All reports are to be forwarded to the Social Justice Unit, Public Health and Strategy & Sustainability Unit for sign off in time for Executive deadline

• Social Justice Unit, Public Health and Strategy & Sustainability Unit to highlight key points of concern from IIA in their sign off comments

• On the rare occasion that the Social Justice Unit are unable to sign off the report, e.g. recommendations are in breach of legislation, a statement will be submitted by Social Justice Unit Manager or Equality and Diversity Policy Manager

• Completed and signed IIA’s will be published on the internet once the democratic process is complete

8/23 For: (x) Agenda Item Number: 9 Executive CLMT Meeting Date: 28th April 2014 Report of: Head of Business & Consumer Services Report author: Vicky Hawkes, Community Safety & ASB Manager

Subject: Bedfordshire Hate Crime Strategy Consultations: (x) Councillors (For Executive Only) Scrutiny Lead Executive Member(s): Cllr N. Ayub Stakeholders Wards Affected: All Others

Recommendations 1. Executive is requested to:

i) Approve the Bedfordshire Hate Crime Strategy ii) Endorse the further work required to complete an annual Luton Hate Crime Action Plan and the necessary consultation with other relevant boards including the Safeguarding Boards and the Health and Wellbeing Board.

Background 2. There is currently no overarching hate crime strategy in Luton. The council adopted a refreshed hate related crime and hate related anti-social behaviour policy and procedure in 2012/13 which provided a new operational response to incidents of hate which were observed by or reported to members and employees.

3. During the development of the policy and procedure, it was clear that there was great support and demand for a broader hate crime strategy which has been the subject of developmental work recently.

4. The County wide Hate crime task and finish group has been established to create and oversee the development of the strategy and to coordinate action that can take place on a county-wide basis.

5. Luton’s current approach to hate follows the findings of the Hidden in Plain Sight review and seeks to adopt the learning from this inquiry and the principles of that report, the Out in the Open manifesto for change and the Government’s Action plan ‘Challenge it, Report it, Stop it.’ This is embedded in the policy and procedure and will be a centric role in the strategy and action plan implementation for Luton.

The current position 6. A County wide Hate crime task and finish group has been established to create and oversee the development of the Bedfordshire Hate Crime Strategy (the strategy) and to coordinate action that can take place on a county-wide basis.

7. The strategy is a high level document which sets out two predominant messages: i) That Bedfordshire does not tolerate hate crime and hate incidents. ii) That the county will work together to drive forward work in 4 key areas: 9/1

 Increase reporting of hate crime  Raise awareness of hate crime and support available  Schools and young people  Partnership network

8. The Bedfordshire Hate Crime Task & Finish Group will coordinate action in respect of these 4 key themes and in addition a Luton ‘Action Plan’ will implement additional actions which reflect actions that are required on a more local basis – i.e. challenging attitudes of perpetrators, ensuring effective action for victims. This action plan will be commissioned and overseen by the soLUTiONs Community Safety Partnership.

9. It is anticipated that resources and expertise can be shared by adopting a county-wide approach to themes which are more general in nature and that the local action plan can focus on the areas which are of a specific concern for Luton.

10. The Strategy addresses the links with safeguarding, young people, the local impact of hate crime, what we are going to do and our next steps.

Goals and Objectives 11. The Hate Crime Strategy pulls together the cross cutting themes in Bedfordshire which are:  Increase in reporting of hate crime third party reporting provision, commissioning of services, review of local provision  Raise awareness of hate crime and support available communication campaign, develop targeted communication material, multi-discipline training, feedback of good news stories  Schools and Young People raise awareness of hate crime, establish schools meeting  Partnership Network develop network to share knowledge, dip sample hate crime cases for lessons learnt, review of Cases that do not get through criminal justice processes.

12. The Luton Implementation plan will also include action around two themes:  Effective action against perpetrators  Prevention and deterrence more broadly

It is nationally recognised that hate crimes/incidents are significantly under-reported and the strategy and action plan will seek to encourage communities to recognise and report incidents when they occur. Proposal 13. It is proposed that: i. The Council adopt the Bedfordshire Hate Crime Strategy ii. Support the delivery of the strategy iii. Endorse the further work for the Luton Hate Crime Action plan and the further consultation with other boards. . Key Risks 14. The strategy requires the support and action by a number of agencies across the community safety partnership, public and voluntary sector. Reducing resources may be prohibitive in achieving some of the actions proposed.

15. Bedfordshire requires a strong voice against hate crime and to ensure that action is delivered to achieve this. Increased reporting is expected as a result which will increase crime levels in the 9/2

town. To not pursue this could mean that vulnerable people are suffering victimisation and not reporting it or seeking assistance/support.

Consultations 16. Consultation has been ongoing with partners throughout the Community Safety Partnership. Specific consultation was undertaken in 2013 with community and voluntary groups which supported the proposed approach of the strategy.

Appendices attached: Appendix A - Integrated Impact Assessment Appendix B - Bedfordshire Hate Crime Strategy

Background Papers: None

IMPLICATIONS For Executive reports For CLMT Reports  grey boxes must be completed Clearance is not  all statements must be cleared by an appropriate officer required

Clearance – agreed by: Legal There are no specific legal implications from this Samantha McKeeman, report. Legal Services 11 April 2014 Finance There are no specific financial implications in Dave Kempson 14th April terms of adopting the strategy however the 2014 authority may need to contribute funding towards actions which take place. Action will need to take into consideration whether funding is available. It is anticipated that costs to the local authority will be minimal as resources will be shared across the three borough councils, Bedfordshire Police and the Police & Crime Commissioner.

Integrated Impact Assessment (IIA) – Key Points Equalities/ The strategy assists the council in meeting its Maureen Drummond, Cohesion/Inclusion public sector equality duty. An IIA has been Social Justice Adviser, 11 (Social Justice) completed which has demonstrated positive April 2014 impacts on people who have the protected characteristics. The local action plan gives Luton the ability to adopt a locally focused approach to hate incidents which will embrace our current approach of placing vulnerable people at the centre of local work.

Environment Hate incidents often take place in public areas. Strategy & Sustainability Adopting the strategy will assist in reducing the Officer, 11th April number of incidents and improve the local environment.

9/3

Health There is clear evidence to show that being Morag Stewart targeted because of who you are has a greater Public Health impact on your wellbeing than a victim of a ‘non- 11/04/2014 targeted’ crime. It is essential that a clear message is sent out that hate crime is not tolerated and also that victims are encouraged to seek advice and assistance to protect their wellbeing. The refreshed approach will endeavour to make reporting more accessible to residents and to encourage them to receive support, advice and guidance when something does happen. Community Safety The strategy and action plan will ensure that a Vicky Hawkes, Community clear message is conveyed that Luton does not Safety & ASB Manager tolerate hate crime. Low level hate crimes, can 10th April 2014 escalate if they are not dealt with effectively and appropriately at an early stage. Tackling hate related crime and hate related ASB effectively – and being seen to tackle it – will help to identify, address and ultimately reduce the number of incidents, reduce fear and assist to build stronger communities. Staffing N/A N/A Other N/A N/A

FOR EXECUTIVE ONLY - Options:

a) to adopt the Bedfordshire Hate Crime and commission the work for the local action plan. b) To not adopt the strategy and work for the local action plan.

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Integrated Impact Assessment Form (IIA) from June 2013

This form replaces the previous Integrated Impact Assessment form used by LBC. The key aim of an impact assessment is to ensure that all Council policies, plans and strategies support the corporate mission statement that

‘The needs of Luton’s people will be first in everything we do’.

1. Why do I need to do an IIA? The aim of this impact assessment process is to:  Ensure adherence to the legal duties contained within the Equality Act 2010 and associated Public Sector Duty to analyse the impact of decisions to be undertaken by Council.  Ensure the Council has due regard to equality taking a proportionate and timely approach to analysing the impact on citizens  Minimise duplication of initial impact assessments with regards to Environment and Health and maximise consideration of other key Council priorities of Inclusion and Community Cohesion  Ensure that the Council has been able to consider the social, health, environmental and economic impacts in its decision making in a single document and, where necessary enable the production of a comprehensive action plan to mitigate any potential negative impacts identified

2. When do I need to do an IIA?

An IIA must be started at the beginning of any project, policy or strategy, and cannot be finalised until such time as all consultations, as required, are undertaken.

 The Impact Table will help you to make early consideration of the potential impacts of your proposal and should be used from the point at which preliminary report is taken to Corporate Leadership and Management Team (CLMT) where appropriate. By using this table at your earliest point in the project, potential impacts can be highlighted and it will also be clear whether you need to carry out a full IIA.

 If you complete this table and all impacts identified are neutral, i.e. there is no noticeable impact on characteristics and priorities listed and you are fully confident of this, please contact the SJU by email setting out how you have reached this judgement as it is unlikely you will need to carry out a full IIA.

 An IIA must at all times identify those who will be affected by the decision, policy or strategy.

 At a time of economic austerity IIA authors are minded to consider the whole range of decisions, both locally and nationally when analysing the impact on citizens

 Your first early draft is to be sent to the Social Justice Unit for comments and guidance

 Once consultation has ended, the IIA must be updated with results of the consultation and returned to Executive, where required, for further consideration and approval – at this stage it will be signed off as completed by the Social Justice Unit

If at anytime you need further guidance please contact the Social Justice Unit. For your convenience, please see links at the end of this document to key Corporate and Partnership documents that may help you complete this IIA. 9/5

Tracker 2 No: Lead Officer Name: Vicky Hawkes, Community Safety & ASB Proposal Title: Hate Crime Strategy Manager

Date of IIA: 28th March 2014

Updated after consultation - Date:

Early draft Seen by:1 ......

Finalised IIA Signed and seen by SJU : Name: Date:

Please include the names of all other If there is any potential impact on staffing please contributors and stakeholders involved in the include the name/s of the trade union preparing of this proposal who have been representative/s involved in the preparation of this consulted with and agreed this assessment. assessment or any supporting evidence of request (Please note the IIA must not be carried out to participate: by one person): Jackie Holmes, Bedfordshire Police N/A Sarah Hall, Public Protection Manager Patricia Jennings, Safeguarding Cllr N. Ayub Sarah Markham, LBC Housing Catherine Barrett, Chidlren’s safeguarding Liz King, Youth Offending Service

Please provide an outline of your proposal:

It is proposed to introduce a Bedfordshire Hate Crime strategy which will provide an overarching framework around common themes to tackling hate crime across Bedfordshire, namely: Increasing hate crime reporting Raising awareness of hate crime and support available Schools and young people Partnership network

Alongside this – it is envisaged that there will be a Luton focused Hate Crime Action Plan which will set out the actions which will be implemented in Luton both in terms of the hate crime strategy on a county wide basis but also in terms of the actions and priorities which are Luton specific and will be implemented to the benefit of residents/citizens in Luton.

Information supporting the proposal (who, what, where, how2)

1 Please send an early draft of your IIA to the SJU to ensure all impacts are being considered at the appropriate time 2 Breakdown of present users by ethnicity, age, gender, disability, religion/belief, sexuality (if recorded) Also, show areas in the town with the biggest and lowest needs. Greater emphasis is required at the start of the IIA on the service, how it is delivered now and how the new service will

9/6 IIA from June 2013

Hate crime remains a largely unreported crime group. Many people suffer incidents on a very regular basis but either see them as part of their daily life and/or that nobody will take any action to assist them or deal with the hate crime.

Hate crime can take place in private or public domains and can target an individual or group.

Hate crime comes in a variety of forms ranging from anti-social behaviour, verbal abuse, graffiti to serious physical attacks.

Luton follows the national trend for under-reporting of hate crimes and it is proposed that a large amount of the action which will follow the introduction of the strategy will seek to increase reporting and build confidence of individual victims and groups.

IMPACT TABLE The purpose of this table is to consider the potential impact of your proposal against the Equality Act 2010 ‘protected characteristics’ and the Council’s Social, Environmental and Economic priorities.

Once you have completed this process you should have a clearer picture of any potential significant impacts3, positive, negative or neutral, on the community and/or staff as a result of your proposal. The rest of the questions on this form will help you clarify impacts and identify an appropriate action plan.

Protected Groups Citizens/Community Staff (for HR related issues) Positive Negative Neutral Positive Negative Neutral Race X Gender X Disability X Sexual Orientation x Age X Religion/Belief X Gender Reassignment X Pregnancy/Maternity X Marriage/Civil Partnership (HR issues only) Care Responsibilities4 (HR issues only)

be delivered

3 “Significant impact” means that the proposal is likely to have a noticeable effect on specific section(s) of the community greater than on the general community at large. 4 This is a Luton specific priority added to the 9 protected characteristics covered under the Equality Act and takes into account discrimination by association.

9/7 IIA from June 2013

Social & Health5 Impact on community cohesion X

Impact on tackling poverty X Impact on health and wellbeing X Environment Impact on the quality of the natural X and built environment Impact on the low carbon agenda X Impact on the waste hierarchy X Economic/Business Impact on Luton’s economy and/or X businesses Impact on jobs X Impact on skills X

Please answer the following questions

1. Research and Consultation 1.1 Have you made use of existing recent research, evidence and/or consultation to inform your proposal? Please insert links to documents as appropriate.

1.2 Have you carried out any specific consultation with people likely to be affected by the proposal? (if yes, please insert details, links to documents as appropriate).

Guidance Notes: If you have not yet undertaken any consultation you may wish to speak to the Consultation Team first as a lack of sufficient consultation could place the Council at risk of legal challenge.

Click here Luton Observatory Click here for LBC Consultation Portal For local demographics and information To access available relevant research already carried out

1.1.Insert any links to references including 1.2. Consultation – insert any links to websites below consultation documents www.equalityhumanrights.com Community Safety Partnership review of Luton Hate Crime (restricted document) Hidden in Plain Sight Out in the Open: A manifesto for change CSP commissioned consultation with agencies across Luton on proposed themes of a hate Iganski P. Hate Crimes Hurt More, 2001 and Hate crime strategy Crime and the City, Policy Press, 2008.

Hate Crime: Delivering a Quality Service. Home

5 Full definitions can be found in section 3

9/8 IIA from June 2013

Office and Association of Chief Police Officers. March 2005. https://www.gov.uk/government/policies/reducing- and-preventing-crime--2/supporting-pages/hate-crime

Review of hate crime plans held by other local authorities.

For advice and support from Consultation Team click here

1.3 Have you carried out any specific consultation with citizens/staff likely to be affected by the proposal? If yes, please insert details, links to documents, as appropriate above. Please show clearly who you consulted with, when you consulted and the outcomes from the consultation. Mitigations from consultation should be clearly shown in Action Plan at end of document.

Consultation was undertaken with over 250 community groups and organisations who provide specific support or services to different groups across the equality strands.

There was a very low response rate but those that responded were in support of a strategy to target hate crime and in particular the themes which have been identified as cutting across Bedfordshire (outlined above).

Ongoing consultation is taking place with statutory agencies and third party providers in relation to the proposed strategy and the action plan which will sit alongside it.

It is envisaged that the action plan will be of most benefit to residents in Luton as this will set out the actions which will be put in place both on the county wide basis and also on a local basis and will be subject to further consultation through the Community Safety Executive, Health & Wellbeing Board and the safeguarding boards.

2. Impacts Identified 2.1 Where you have identified a positive* impact, for communities or staff, please outline how these can be enhanced and maintained against each group identified. Specific actions to be detailed in action plan below. *By positive impact we mean, is there likely to be a noticeable improvement experienced by people sharing

9/9 IIA from June 2013

a characteristic?

Positive impacts have been identified for – Gender reassignment, Race, Religion/faith, sexual orientation and disability. These will be enhanced and maintained through the implementation of the Luton Hate Crime Action Plan which will incorporate action on a county wide and local basis which will seek to assist victims to report crime and to build their confidence when a crime has occurred through the provision of support and advice and by ensuring that an effective outcome to their case.

The action plan will be dynamic and overseen by the Partnership Delivery Board and performance management measures devised to check for the effectiveness of actions deployed and to identify and barriers to success.

Communications and community/voluntary sectors will be engaged to create sustainable and cohesive communities.

For advice & support from the Social Justice Unit click here

2.2 Where you have identified a negative* impact please explain the nature of this impact and why you feel the proposal may be negative. Outline what the consequences will be against each group identified. You will need to identify whether mitigation is available, what it is and how it could be implemented. Specific actions to be detailed in action plan below. *By negative impact we mean is there likely to be a noticeable detrimental effect on people sharing a characteristic?

None

2.3 Where you have identified a neutral* impact for any group, please explain why you have made this judgement. You need to be confident that you have provided a sufficient explanation to justify this judgement. *By neutral impact we mean that there will be no noticeable impact on people sharing a characteristic Example statement:

9/10 IIA from June 2013

There is no evidence currently available to suggest that the Policy will have a noticeable impact, either positive or negative, on the groups identified above namely (please insert as appropriate):

Age, gender and pregnancy/maternity have been identified as neutral impact. These characteristics are not identified for the purposes of hate crime by criminal justice agencies. In respect of age and gender – these are recognised by the council’s hate related crime and hate related anti-social behaviour policy and procedure and referrals can be made in respect of crimes which are motivated by hatred towards these characteristics and will be reviewed and actioned accordingly. These two characteristics will be monitored to some degree where possible to track the number of incidents which are reported in relation to them.

Pregnancy/maternity are generally not identified nationally or locally as characteristics which are subject to hate crime.

It is possible that locally new characteristics can be identified and monitored and these will be kept under review.

For advice & support from the Social Justice Unit click here For advice and support from the Public Health team click here

3. Social & Health Impacts If you have identified an impact on community cohesion6’, tackling poverty7 or health and wellbeing8, please describe here what this may be and who or where you believe could be affected, Please also ensure that you consider any possible impacts on Looked After Children.

Guidance Notes: Please use this section to describe the social and health impacts and detail any specific actions or mitigations in the action plan below.

There will be positive impacts on community cohesion and health and wellbeing as a result of the hate crime strategy and ensuing hate crime action plan.

There is clear evidence, to show, that being targeted because of who you are has a greater impact on your wellbeing than a victim of a ‘non-targeted’ crime. Low level hate crimes, can escalate if they are not dealt with effectively and appropriately at an early stage. Tackling hate related crime and hate related ASB effectively - and being seen to tackle it – helps to foster strong and positive relations between different sections of the community and supports community cohesion.

The strategy seeks to set out a clear message that hate crime will not be tolerated in Luton and seeks to implement actions to both raise awareness and help victims to report crimes but also seeks to raise awareness of the wider community to understand that tackling hate is everbody’s issue and not an issue to be ignored. The awareness raising will look to assist citizens in recognising and reporting hate crime that

6 is the proposal likely to have a noticeable effect on relations within and between specific section(s) of the community, neighbourhoods or areas. 7 is the proposal likely to have a noticeable effect on households that are vulnerable to exclusion, e.g. due to poverty, low income and/or in areas of high deprivation 8 Is the proposal likely to have a positive or negative impact on health inequalities, the physical or mental health and wellbeing of an individual or group, or on access to health and wellbeing services?

9/11 IIA from June 2013

happens to others and to challenge the behaviour of people who commit it.

The health and wellbeing of victims will improve through the ability to report the crime, in a way that is accessible to them and to receive support, advice and guidance when something happens. Much hate crime takes place in the public domain and there is a clear correlation between people who are victimised and those who become isolated or don’t leave their homes following the victimisation. Action to tackle hate should assist people to cope with the affects of the crime – physical and psychological and to regain public spaces which they may not access when living in fear of incidents. Actions will be set out in the Hate crime action plan.

9/12 IIA from June 2013

For advice and support from the Strategy & Sustainability Team click here

4. Impacts on the natural & built environment Environment Impacts If you have identified any impacts related to the built and natural environment9, low carbon10 and waste minimisation please describe here what this may be and who or where you believe could be affected (please see footnote below)

None

Is the proposal likely to impact on the waste hierarchy which includes issues shown in the table below:

Waste Hierarchy

For advice and support on Economic Development click here

5. Economic Impacts If you have identified any impacts related to Luton’s economy and businesses 11, creating jobs12 or improving skill levels 13, please describe here what this may be and who or where you believe could be affected (– please see footnote below)

None

9 Is the proposal likely to Impact on the built and natural environment covers issues such as heritage, parks and open space, cleanliness, design, biodiversity and pollution. 10 Is the proposal likely to impact on low carbon includes issues such as use of energy, fuel and transport. 11 Is the proposal likely to impact on Luton’s economy and businesses for example by creating an opportunity to trade with the Council, support new business opportunities? 12 Is the proposal likely to impact on the creation of new jobs in the local economy? This will also link to health and well- being and the reduction of poverty in the social box. 13 There are significant skills gaps in Luton’s economy. Is the proposal likely to create opportunities for up skilling the workforce or to create apprenticeships?

9/13 IIA from June 2013

Guidance Notes: Please use this section to describe the social impacts and detail any specific actions or mitigations in the action plan below.

Please detail all actions that will be taken to enhance and maintain positive impacts and to mitigate any negative impacts relating to this proposal in the table below:

Action Deadline Responsible Intended Outcome Date Completed/ Officer Ongoing

Create & implement Creation- Laura Church To increase reporting of Ongoing Luton Hate Crime Summer hate crimes Action Plan 2014 To improve community (first and victim confidence plan) To reduce incidents of hate crime

A review of the action plan will be prompted 6 months after the date of completion of this IIA

Key Contacts: Sarah Hall – LBC

Next Steps

 All Executive Reports, where relevant, must have an IIA attached

 All report authors must complete the IIA section of Executive Reports (equalities, cohesion, inclusion, health, economic, business and environment)

 All reports are to be forwarded to the Social Justice Unit, Public Health and Strategy & Sustainability Unit for sign off in time for Executive deadline

 On the rare occasion that the Social Justice Unit are unable to sign off the report, e.g.

9/14 IIA from June 2013

recommendations are in breach of legislation, a statement will be submitted by Social Justice Unit Manager or Equality and Diversity Policy Manager

Completed and signed IIA’s will be published on the internet once the democratic process is complete

Corporate Plan http://intranet/SupportServices/Document%20library/Corporate%20plan%2011th%20July%202011.doc

Equality Charter http://intranet/SupportServices/socialjustice/Document%20library/Equality%20charter.pdf

Social Justice Framework http://www.luton.gov.uk/Community_and_living/Lists/LutonDocuments/PDF/Social%20Justice/Social% 20Justice%20Framework%202012%20-2026.pdf

Family Poverty Strategy http://www.lutonforum.org/Forum/Documents/Family-Poverty-Strategy-Final-October2011_001.pdf

Joint Strategic Needs Assessment (JSNA) http://www.luton.gov.uk/Council_government_and_democracy/Lists/LutonDocuments/PDF/Consultatio n/Reports/Final%20JSNA%202011.pdf

Community Involvement Strategy http://www.lutonforum.org/Forum/Documents/CISfinaljune2010.pdf

9/15 IIA from June 2013 APPENDIX B

Bedfordshire Hate Crime Strategy

Luton Edition

Working in partnership to support our communities:

9/16

APPENDIX B

Index

Foreword Page 3

Introduction Page 3

Our duty Page 4

What is a hate crime and a hate incident Page 4

Governance and Accountability Page 5

About Bedfordshire Page 6

The national picture of hate crime Page 8

The local context Page 9

About Bedford Page 10

About Central Bedfordshire Page 11

About Luton Page 11

Where incidents occur Page 12

Local impact Page 15

Links with Safeguarding Page 16

Impact on young people Page 17

Reasons for not reporting Page 18

How you can report a hate crime or hate incident Page 19

What we are going to do Page 19

Next steps Page 21

Glossary of terms Page 23

Appendix A Page 24

Appendix B Page 26

9/17

APPENDIX B

Bedfordshire Hate Crime Strategy

Foreword

Hate crime can destroy lives and causes fear to victims and witnesses. It can stop people living and enjoying their everyday lives making them fearful to leave their homes. Hate crime affects the whole community.

Our message is a positive one. People who suffer with or who have suffered from hate crime are not alone. Victims can talk to specialists to get the help and assistance they need. The police can and do prosecute hate crime offenders in Bedfordshire.

But we can all do more, and the value of this strategy is in partnership working across all agencies in preventing, educating and tackling hate crime along with supporting those who are suffering.

You are not alone. When you are ready there are people waiting to help and support you, please talk to them.

Person quote

Introduction

This Bedfordshire Hate Crime Strategy identifies, co-ordinates and leads on all aspects of our developing work on tackling and reducing hate crime. It covers all partners who together make up the Hate Crime Task Group1 as well as the three Community Safety Partnerships (CSP’s) and wider community partners.

In this strategy we look at national and local evidence for the nature and level of hate crime in Bedfordshire. Based on this evidence we will:

 Increase victims’ confidence to improve reporting of hate crimes and hate incidents  Raise awareness of hate crime and the support that is available  Work with schools and young people  Develop knowledge with partners and ensure we learn from victims experiences

We will achieve this by engaging with our local communities to encourage reporting of incidents and crimes whilst assisting each victim through his or her ordeal and bringing offenders to justice.

The Police and Crime Commissioner (PCC) of Bedfordshire, Olly Martins, has an ambition to tackle Hate Crime not just because of the harm to victims and

1 Partners include Bedford Borough Council, Central Bedfordshire Council, Luton Borough Council, Bedfordshire Police, Bedfordshire PCC, Bedfordshire Criminal Justice Board, Pohwer Advocacy Service, Victim Support, BPHA. 9/18

APPENDIX B their families, but also because of the negative impact it has on communities in relation to cohesion and integration. Third party reporting options will be better advertised, leading to an increase in reporting of Hate Crimes, which will lead to Confident Communities across Bedfordshire.

Partners will be engaged through the Hate Crime Task Group so that activity is linked and learning takes place.

Our duty

The Public Sector Equality Duty requires public bodies to have due regard to the need to:  Eliminate unlawful discrimination harassment and victimisation and other prohibited conduct  Advance equality of opportunity between people who share a protected characteristic and people who do not share it  Foster good relations The development of a Bedfordshire Hate Crime Strategy will help ensure that agencies are working effectively together to ensure that hate crime is recognised and tackled in an appropriate way. The strategy complements the Government’s National Hate Crime Strategy – “Challenge it, Report it, Stop it”.

What is a hate crime and a hate incident?

In Bedfordshire we use the Home Office and Association of Chief Police Officers definitions of hate crimes and hate incidents:

Hate crime any incident which constitutes a criminal offence that is perceived by the victim, or any other person, as being motivated by prejudice or hate.

Hate incident any incident which may or may not constitute a criminal offence that is perceived by the victim, or any other person, as being motivated by prejudice or hate.

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APPENDIX B

Hate crime and incidents are motivated by hate of a personal characteristic or perception:

 Disability – this also includes people with learning disabilities and/or mental and emotional distress  Gender identity  Race/ethnicity  Religion or belief - this also includes places of worship  Sexual orientation

Hate crime and incidents can take many forms including:

 Physical attacks – such as a physical assault, on the victim or his/her family or carer, damage to property or pets, offensive graffiti and arson

 Threat or attack – including offensive letter, abusive or obscene telephone calls, groups hanging around to intimidate and unfounded malicious complaints

 Verbal abuse or insults – offensive leaflets and posters, abusive gestures, dumping of rubbish outside of homes or through letterboxes and bullying at school or the workplace.

Governance and Accountability

This Hate Crime Strategy is owned by the three CSP’s in Bedfordshire. Any changes, updates and additions will be agreed at the Hate Crime Task and Finish Group and recommended to each of the three CSP Executive Boards.

In order to ensure that the strategy is effective and the objectives delivered, the Strategy will be subject to ongoing monitoring and evaluation by the Hate Crime Task and Finish Group. These evaluations will be used to ensure that activity and resources are being utilised most effectively and that issues of performance are addressed promptly and decisively.

Progress updates on the strategy will also be provided to the Bedfordshire PCC. The PCC is an elected representative charged with securing efficient and effective policing within the county, who has statutory powers to target community safety funding, direct police resources and hold the police to account. The current Police and Crime Plan, identifies Hate Crime as a key priority stating that:

“Hate Crime will be tackled not just because of the harm to victims and their families, but also because of the negative impact it has on communities in relation to cohesion and integration. Third party reporting options will be better advertised.

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APPENDIX B

The PCC is therefore keen to ensure this strategy is effective and Hate Crime and the harm it poses to our communities and residents are removed.

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APPENDIX B

About Bedfordshire2

Bedfordshire is in the eastern region of England. Although largely rural, it is the 14th most densely populated county of England with a population of 615,100. Over half the population of the county live in the two largest urban areas of Bedford and Luton.

Bedfordshire is a county of contrasts. It has an average disposable household income higher than the regional and national averages, but also some areas of high deprivation, particularly in Luton and Dunstable.

Bedfordshire lies on many of the main transport routes which link London to the Midlands and Northern England. Three of England's six main trunk roads (A1, A5 and A6) pass through Bedfordshire together with the A1M and the M1 motorways. Two main line railway lines pass through Bedfordshire with a high level of passenger numbers. Bedfordshire is also the home to Luton airport, the UK’s fifth largest airport.

The total population of Bedfordshire is 615,100; living in one of three local authority areas:

Bedford

Luton

Central 254,400, 41% 157,500, 26% Bedfordshire

203,200, 33%

The age range of those living in Bedfordshire is:

Area 0 – 9 10 – 16 – 20 – 30 – 44 45 – 59 60 – 75 – 85 – 90 + 15 19 29 74 84 89 Bedford 19,475 12,133 8,272 19,774 32,838 30,816 22,064 8,680 2,297 1,130 Central 30,976 18,803 12,012 28,082 53,597 54,730 38,237 13,232 3,175 1,537 Beds Luton 30,813 15,943 10,829 35,433 43,926 34,030 20,990 8,440 1,877 920 TOTAL 81,264 46,879 31,113 83,289 130,361 119,576 81,291 30,352 7,349 3,587

2 All statistical data taken from the 2011 Census 9/22

APPENDIX B

The ethnicity of those living in Bedfordshire is:

Area White Gypsy & Asian Black Other Travellers Bedford 126,731 115 17,932 6,202 6,499 Central Beds 238,244 478 6,402 3,614 5,643 Luton 110,881 198 60,952 19,909 11,261 TOTAL 475,856 791 85,286 29,725 23,403

The disability level of those living in Bedfordshire is:

Area Day to day activities Day to day activities Day to day activities limited a lot limited a little not limited at all Bedford 11,181 14,020 132,278 Central Beds 15,465 21,142 217,774 Luton 14,073 16,514 172,614 TOTAL 40,719 51,676 522,666

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APPENDIX B

The national picture of hate crime

In 2010 there were 48,127 hate crimes were recorded by the police in England, Wales and Northern Ireland. These crimes have broken down by type to show3:

 82% were racist crimes (39,311 crimes)  10% were based on sexual orientation (4,883 crimes)  4% were religious hate crimes (2,007 crimes)  3% were targeted on disabled people (1,569 crimes)  1% were targeted on transgender people (357 crimes)

The Crime Survey for England and Wales (CSEW) is a face to face victimisation survey in which adults aged 16 and over resident in households in England and Wales are asked about their experiences of crime in the 12 months prior to interview. A report in December 20134 shows that there were approx 278,000 incidents of hate crime a year. Victims most commonly believed the offenders’ motivation for committing a crime was due to their race (this accounted for 55% of the total).

The 278,000 crimes reported to the CSEW by the public compares with 48,127 crimes actually reported to the police, indicating the high level of under reporting for these types of crimes.

A national study of violence against lesbians and gay men in Britain, found that one in three gay men and one in four lesbians had experienced at least one violent attack. Only 18% of incidents were actually reported.

Research by Mencap demonstrated that eight in ten people with learning difficulties had experienced bullying and harassment, 66% of people with learning difficulties have been bullied regularly with 32% stating that bullying was taking place on a daily or weekly basis.

Data collected by Tell MAMA in 2012/2013 reveals that in 63% of cases of anti-Muslim incidents victims did not report the incident to the police.

The majority of defendants across all hate crime strands were men (83%), 74% were identified as White British and 51% were aged between 25-59 yrs5.

The true figures of hate crime and hate incidents are far higher than those given; with studies showing that hate crimes are under reported by a factor of four.

3 ‘Challenge it report it stop it: The Governments Plan to tackle hate crime, March 2012 4 An Overview of Hate Crime in England and Wales, Home Office, Office for National Statistics and MOJ December 2013 5 ‘Challenge it report it stop it: The Governments Plan to Tackle Hate Crime’ March 2012 9/24

APPENDIX B

The local context

In April 2012 – March 2013 Bedfordshire Police took 300 hate crime reports and 165 hate incident reports. 93% of all crimes were racially motivated with 49% of those occurring in Luton.

Crimes Racial 1%1% Religion / Faith 1% 2% 3% Homophobic Transphobic Disability Hate - Other

92%

A breakdown of hate crimes and hate incidents by area is shown below:

Religion / Hate - Crimes Racial Homophobic Transphobic Disability Total Faith Other Bedford 69 1 1 2 1 1 75 Crimes Central 62 0 4 1 0 1 68 Crimes Luton 148 4 4 0 2 1 157 Crimes TOTAL 279 5 9 3 3 3 300

Religion / Hate - Incidents Racial Homophobic Transphobic Disability Total Faith Other Bedford 31 1 4 3 1 0 40 Incidents Central 43 1 1 0 1 0 46 Incidents Luton 67 8 7 0 2 0 79 Incidents TOTAL 141 10 12 3 4 0 165

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APPENDIX B

Counties across the Eastern region also record low numbers of hate crimes, and acknowledge the under reporting of hate crimes and hate incidents:

County Total population Total number of Hate Crime 2011 - 20126 Bedfordshire 615,100 308 Cambridgeshire 789,700 381 Essex 1,738,000 899 Hertfordshire 1,107,500 718 Norfolk 862,300 551 Suffolk 719,500 601

Between April 2012 – March 2013 the Crown Prosecution Service convicted 90 offenders for hate crimes in Bedfordshire7. There were 15 unsuccessful prosecutions during the same time period. 77 of the convictions were for race/religious hate crimes, 12 for homophobic/transphobic hate crimes and 1 for disability hate crime. Bedfordshire has a higher success rate of prosecutions (85.7%) than the national average (82.6%).

About Bedford

Bedford Borough tends to follow the national trend in respect of a victim profile having ethnicity and mental health as risk factors. Bedford is one of the most ethnically diverse authorities in the East of England with up to 100 different ethnic groups living within its boundaries.

The main Black and Minority Ethnic (BME) groups are White Other and Indian, with substantial populations of Black Caribbean, Black African, Pakistani, Bangladeshi, White Irish and mixed White and Black Caribbean. It is believed that hate crime amongst BME is much under-reported.

The Borough’s non-White British population is concentrated in the urban areas of Bedford and Kempston (37.2%) with much lower levels in the rural area (12.7%). The BME population is concentrated in a number of Bedford Town wards, particularly Queens Park (74.8%) and Cauldwell (59.0%).

Reported Hate Crime in Bedford Borough is low in number. However, partners believe that it is under-reported and not understood. An increase of third party contacts to Stop Hate UK (a third party reporting service) about Hate Crime in Bedfordshire during 2012 – 2013 was recorded. As callers do not always give their location or hone address it is difficult to identify the proportion of Bedford callers. A total of 82 cases were dealt with in Bedfordshire compared with 55 in 2011 – 2012 and 56 in 2010 – 2011.

About Central Bedfordshire

6 Figures taken from the Police Force Area Calculations 2010 7 CPS Hate Crime and Crimes Against Older People report 2012 - 2013 9/26

APPENDIX B

Central Bedfordshire is a unitary authority serving a growing population of around 260,000. It is a largely rural area with over half the population living in the countryside and the rest in a number of market towns. As a result, it is less diverse than Bedford, Luton and England as a whole, and has a greater proportion of people who are White British. According to 2011 Census information only 10.3% of Central Bedfordshire was non White British. In comparison, 14.3% identified themselves as having their activities limited due to a long term health problem or disability.

Research commissioned by the CSP in 2013 showed that Hate Crime is a hidden issue in Central Bedfordshire. It confirmed that under reporting is a major problem and that a number of organisations that support minority groups know of disclosed incidents that were either not reported at all, or reported to advocacy organisations that do not currently collect statistical data on prejudice incidents.

The vast majority of Hate Crimes and Hate Incidents being reported to the police are race related. However, the demographics of Central Bedfordshire suggest that there is likely to be a higher number of Hate Crimes targeted at other protected characteristic groups, in particular disabled people including people with mental health issues and learning difficulties, but issues such as lack of awareness means that these are rarely reported to the police.

About Luton

Luton is a densely populated urban authority consisting of 19 wards and serving a population of around 205,000. It has more similarities to inner city communities than the surrounding towns and cities in the Eastern region. The town is ethnically diverse with just over one third of the population being of BME origin. There are significant Pakistani, Bangladeshi, Indian and African Caribbean communities and an increasing migration from central and eastern European countries. Luton has, proportionately, a higher amount of young people (5-19) and a lower number of older people (over 65) than England as a whole.

Luton has a low number of reported hate crimes and incidents as per the national trend. Of those crimes and incidents reported, there is a higher proportion of race hate crimes than was found nationally (82% nationally compared to 95% locally). There is a lower proportion of hate crimes relating to sexual orientation (10% nationally and 1% locally) and disability (4% nationally compared to 1% locally). Levels of religion or faith related hate crimes are comparable to the national average.

However it is widely recognised that hate crime and incidents are largely unreported, this is particularly prevalent in relation to disability related hate – the Hidden in Plain Sight review reported that just under 3% of hate crimes experienced by disabled people end up being included in the official figures. This means that for 34 out of every 35 incidents if disability hate crime, the victim was either unable or unwilling to report the crime committed against

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APPENDIX B them. The commission also found that violence and hostility is daily experience for some disabled people who often see incidents as so commonplace as to be part of daily life and not ‘hate crimes’ and that those receiving reports of harassment were failing to ask about disability or see it as a potential motivation. Resultantly, the impact and prevalence of disability- related harassment is greatly underestimated. Since July 2011, victims of anti-social behaviour have routinely been risk assessed which has included an assessment of whether or not the anti-social behaviour is motivated by hate/hostility towards a characteristic of the victim. Recent research in Luton has demonstrated that 13% of all assessments identify hate as a motivating factor in the anti-social behaviour. This is in line with Her Majesty’s Inspectorate of Constabulary findings whereby an estimated 12% of all anti-social behaviour incidents are motivated by hate factors.

The Luton Safeguarding Adult Board and soLUTiONs Community Safety Partnership have been working towards and are committed to continue working towards adopting the recommendations and changes outlined in the Out in the open manifesto for change and disability related hate crime and the harassment of vulnerable people is a priority.

Where incidents occur

Police and other agencies report community areas, particularly town centres and public transport as common locations for hate incidents. Typically, these may concern a lone vulnerable person being the subject of abuse by a group.

In Bedfordshire a high number of crimes and incidents involve taxi drivers who are victims of racial abuse at night. Neighbour disputes, comments in the street and comments made towards motorists are also high.

Anecdotal evidence from services that support vulnerable members of the community highlight victims are regularly targeted whilst they are using public transport.

Below are two maps which highlight the hate crimes and hate incidents which have been reported across Bedfordshire from November 2012 – October 2013.

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APPENDIX B

Hate Crimes in Bedfordshire

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APPENDIX B

Hate Incidents in Bedfordshire

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APPENDIX B

Local Impact Case studies provide a powerful insight about a person’s experience and enable us to better understand the cause, effect and impact of a hate crime or hate incident. Detailed below are two case studies which help highlight the impact of hate crime in Bedfordshire.

Case Study 1 Mr B was referred to POhWER Bedford by the Alzheimer’s Society. Mr B is in his late forties over seven feet tall with early onset dementia. He required assistance with property repairs and visits to Weller Wing for assessments on his condition. He was separated from his partner and his son had drug related problems. No family support was available.

At Mr B’s first appointment he explained his problems as best he could. He eluded he got teased about his height in the community where he lived. The disparity in the height of the Volunteer Advocate and Mr B was a redeeming feature to aide Mr B with his memory problems and helped secured a mutual understanding of how society views people who do not fit in with the norm. The Advocate was not convinced this was just teasing.

After a period of time and coaching him on providing memory triggers, also assisting him at hospital visits, the Advocate gained Mr B’s trust. The Advocate would ask at each meeting about the level of the so called teasing. The Advocate was assured by Mr B that he was accustomed to it and wanted no support. After two months he looked more distraught and confirmed that the level of teasing was abusive and aggressive from people who lived near by. He was tormented to have fights, but he always walked away from conflict unable to use the correct words.

The Police were informed and alerted to a possible hate crime. Mr B was interviewed with the Advocate present. The Police arranged for the community officer to meet him and gave him some coping skills. Mr B was allocated a social worker who after much hard work and persistence secured Mr B supported living in a different area. Mr B commented ‘my new home is brilliant I feel safe now, this would never have happened if I did not have an Advocate.’

Case Study 2 A support worker has provided key details of his experience when supporting a client in Bedfordshire.

“I support a Mr C who is a tall gentleman in his early thirties who has learning disabilities.

I regularly accompany him on public transport, usually the buses across Bedfordshire. Mr C chooses to sit a few seats away from me to have some independence, but is always within my sight and I can hear what is going on around him.

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APPENDIX B

I regularly witness Mr C being verbally abused whilst on the bus. Children and adults, usually male swear at him, call him names or laugh at him.

Mr C is oblivious to the abuse and smiles at his abuser or says hello to them.

The abuse only happens when Mr C sits on his own.

I always challenge the abuser and ask them what their issue is, and I explain that Mr C has a learning disability. The abuser usually apologises and looks sheepish, but on occasions this intervention does not stop the abuser, who continues their name calling”.

Case Study 3

Mrs D lives with her family in Luton She has been racially abused by the same person on a number of occasions. The offender has made intimidating and racial and religious offence comments towards her, makes offensive gestures at her and recently thrown stones and items of rubbish at her windows.

Mrs D is highly stressed as a result of these incidents and fearful both in the street and whilst at her property.

Mrs D contacted the local authority who completed a hate crime reporting form and assessment in respect of the incidents raised.

With Mrs D’s consent – a referral was made to Bedfordshire Police who investigated the incidents and issued the offender with a warning for harassment against Mrs D.

Mrs D was referred to Victim Support Services who arranged for counselling and put her in contact with local support groups.

Mrs D has not had any further incidents and no longer lives in fear of further crimes.

Links with Safeguarding

Safeguarding focuses on the protection of adults and children who may find themselves at risk or in vulnerable situations. We know in Bedfordshire there are a number of hate crimes and incidents which are linked to safeguarding, or that are reporting by the team of specialists in each local authority area who support adults and children if a safeguarding concern has been raised.

For many people the experience of abuse, maltreatment or neglect can be isolating, painful, terrifying and even fatal. Abuse, maltreatment or neglect can happen to anyone but it is often the most vulnerable in society who suffer. Abuse of any kind is never acceptable. Safeguarding is a vital part of our responsibilities. It is more than just protection. It is about protecting the safety, independence and wellbeing of vulnerable people.

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APPENDIX B

Hate crime against a vulnerable adult would be considered discriminatory abuse and would fall within Councils safeguarding adults and safeguarding children’s multi agency policies and procedures.

The Adult Safeguarding policies within the three Councils detail that we will work in partnership to protect adults and children from abuse maltreatment and neglect and prevent avoidable harm. To achieve this, we will challenge bad practice wherever we encounter it, hold all local providers and partners to account and provide timely and proportionate interventions based on accurate assessment of risk and need. Our goal is to prevent and reduce the risk of significant harm to adults and children at risk of abuse or other types of exploitation, whilst supporting individuals in maintaining choice over their lives and in making informed choices without coercion.

Impact on young people

Some of the more common crimes committed against young people are harassment, sexual harassment, racial harassment, assault or other violence and theft. Bullying must always be taken seriously and all organisations working with young people should have policies in place to raise awareness amongst young people on what bullying is and where they can get support. Crimes can also be committed on line or by text with abusive hate messaging leading to serious mental health issues for young people. Young people can be victims of crime at school, at home, or at play. Where there are child protection concerns the child protection procedures must be followed.

Every young person reacts differently to a crime or incident. Some may have immediate reactions while others may not display anything for weeks or months and some may never show any reaction at all. Just because a young person is not displaying a reaction does not mean they are not affected. Depression, eating disorders and self harm may be as a result of persistent harassment and bullying and everyone who works with young people should be mindful of this possibility.

How young people react can depend on many different factors; for example; their age; the support that is available to them, the type of crime committed; their cultural beliefs and how they interact with others.

Some young victims may find it difficult to understand what has happened and the feelings that they are experiencing. Others may hide their emotions to appear 'strong' for their carers; or in some cases take on the role of an adult to look after a parent and/or siblings.

Young people might also feel they are responsible for a crime or incident occurring. This can manifest itself in a fear that others will also blame them; including the reporting authorities; whilst these thoughts are irrational; they can be very real, confusing and frightening for young people.

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APPENDIX B

Many young people are reluctant to report a crime or incident that is committed against them. Often this is due to the fact that they fear that the situation will get worse or they will be labelled a 'grass'. Sometimes it's because they fear they will get into trouble or because they think nothing can be done or; they think it is not important enough. Young people can develop intense loyalty to a peer group and get involved in gang culture resulting in serious crime to them as victims and by them as gang members.

Reasons for not reporting

Those who have suffered have provided details into a wide range of reasons for their reluctance to report the hate crime / hate incident:

Reason for not reporting Our response Incidents happen too often to report We need to know about every incident to be each one able to help you and bring an offender to justice. Every incident is important - we can’t stop hate crime from happening unless we know the details. Victims doubt whether the abuse or By talking to a support service or the police, attack is serious enough to bother experts will be able to help you understand reporting it, or not knowing whether is what has happened and how you can be qualifies as a criminal offence supported. Fear of being further victimised for If you feel something is not right then please going to the police tell someone about it.

Concern that the police will not be It is important that all crimes and incidents able to do anything, so they just are reported so that an investigation can accept it as being part of their day to take place. Where there is no criminal day lives evidence and the police can not take any further action, there are still services available to you to support you through your ordeal.

Victims fear that they will be “outed” Neither the police nor any support service (e.g. as being gay or having mental will disclose personal information about you health needs) to anyone else without your agreement.

Lack of access making reporting too Reporting any incident or crime can be done difficult (e.g. interpreters are not over the phone, by text, by email or in available or a person using a person. wheelchair cant access the police Interpreters are available to assist you station) through national charities, who operate a 24 hour service. Police Stations across Bedfordshire have areas where those who are in a wheelchair can talk in private with a police officer. An advocate can support those who would like assistance, or who have a need for an appropriate adult to be with them

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APPENDIX B

How you can report hate crimes and hate incidents

Incidents can be reported to Bedfordshire police via 101 or via 999 for a crime in progress. All incidents are taken seriously and details can be given in strict confidence.

In addition to reporting directly to the police, there is a network of services across Bedfordshire who offer specialist support. Some support is provided face to face with a victim, whilst other support can be given over the phone. Services will assist those who are experiencing or who have experienced a hate crime or hate incident, see appendix A for more details.

There are also national telephone support services available 24 hours a day for those who are not quite ready to report to the police, or who need independent advice. See appendix B for more details.

What are we going to do?

The Hate Crime Task Group is working through a number of actions to support victims of hate crime, increase knowledge and awareness of what hate crime is and informing communities what support is available to them:

Area of work What we are going to do Expected outcome Investigate if local surgeries are Increase of reporting required in communities where people can go for support and assistance Increase in confidence and decrease of fear within Following an investigation into the vulnerable groups above, pilot local surgeries OR if surgeries are not required, ensure the Increase in voluntary group / details of local support services are community interaction available to vulnerable / hard to reach Increase hate communities including those living in Greater community cohesion crime and hate institutions8 incident Victims are supported reporting across Review the role and effectiveness of Bedfordshire Stop Hate UK Perpetrators are brought to justice Consider commissioning a third party service to be in place from 01/04/14 Understanding of hate crime in Central Bedfordshire is improved

Data is collected, managed and analysis of issues can be undertaken Raise Develop a communication campaign to Increase in reporting awareness of raise awareness of hate crime hate crime and Increase in confidence and the support that decrease of fear within is available in Develop targeted appropriate vulnerable groups

8 The Equality Commission has highlighted that some victims of hate crime are living in institutions rather than in the community and that we need to also think about how they can access support 9/35

APPENDIX B

Area of work What we are going to do Expected outcome Bedfordshire communication material that can be used for vulnerable groups and Increase in voluntary group / communities community interaction

Identify opportunities to promote Greater community cohesion positive images of vulnerable groups and communities which help foster Victims are supported good relations and help change attitudes towards these groups Perpetrators are brought to justice Provide regular multi-discipline training for first responders of hate crime which Understanding of hate crime by covers all vulnerable groups and partners is improved highlights implications of recording incidents solely as safeguarding and Increase of learning by partner anti social behaviour agencies and first responders

Raised understanding of the Cascade training opportunities between support that is available to partners via the Partnership Network victims

Monitor attendance at training and proactively encourage participation if attendance is lacking

Using a partnership approach, feedback good news stories to the community regarding what has happened, how partners worked together and how the victim was supported.

Work with schools to raise awareness Increase in reporting of of hate crime with young people bullying, harassment, crime, incidents Establish a Schools Crime Reduction

meeting where best practice can be Increase of awareness and Schools and shared, issues are raised and key understanding by young people Young People cases are identified Victims are supported

Understanding of hate crime by schools is improved Establish a network of partners and Increase in data sharing agencies who can develop understanding and knowledge of hate Increase of awareness and crime understanding of issues

Establish a small working group to Increase in communication and review and scrutinise a sample of hate joint working Partnership crime cases to ensure lessons are Network learnt and best practice is shared by Continual learning takes place partners Victims voice is heard Review cases that do not proceed as the victim does not have the capacity

Ensure that at each stage of the process vulnerable victims who may

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APPENDIX B

Area of work What we are going to do Expected outcome lack capacity are provided with appropriate support and reasonable adjustments / special measures9

Delivery will be underpinned by local implementation plans which will reflect local issues and priorities. These actions, and plans, will be reviewed on a regular basis at each Hate Crime Task Group.

Next Steps

To gain a full understanding of the impact and support that is required we will hold focus groups with victims. We will learn and we will look to improve.

We will keep victims of crime informed on their cases and support them through their case.

We will listen to the voices of vulnerable victims of hate crime in a way which suits each of them

We will work with key support services in the community over a two month period to collect data on the number and type of hate crimes being reported to their workers. This data will be analysed and provide a snapshot of the scale and type of issue we have and where further support needs to be targeted.

We will work with support services in the community to establish commonality of risk assessment, data sharing and understanding of the issues that people face.

We will raise awareness with the community through a communication campaign and actively communicate when a case has been finalised, clearly explaining the outcome

We will ensure that regular updates are provided on the progress of this work via our websites, social media and in newsletters.

We will aim to increase reporting of Hate Crime and Hate Incidents in Bedfordshire

9 All agencies should understand that under the Equality Act they are legally obliged to put appropriate support in place for vulnerable people and should never just dismiss someone because they lack capacity. 9/37

APPENDIX B

Support for this work

This work is fully supported by the following organisations and groups:

 Bedford Borough Council  Bedford CSP  Bedfordshire Criminal Justice Board  Bedfordshire Police  Bedfordshire’s Police and Crime Commissioner  Central Bedfordshire CSP  Central Bedfordshire Council  Luton Borough Council  Luton CSP  Pohwer Advocacy Service  Victim Support  Citizens Advice Bureau  Independent Advisory Group

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APPENDIX B

Glossary of Terms

Acronym Description BCS British Crime Survey BME Black and Minority Ethnic CSEW Crime Survey for England and Wales CSP Community Safety Partnership PCC Police and Crime Commissioner

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APPENDIX B

Appendix A

There are a large number of community and voluntary sector groups who offer support, advice and services to residents across Luton. A small number have been listed here. A fuller list can be found at: www.luton.gov.uk (link to be created)

Or contact us on 01582 394485 and we will send you a list.

Name Type of Support Phone Number Website Age Concern Luton Age Concern Luton is Luton’s largest www.ageconcernluton.org.uk charity working with older people and has 01582 456 812 been helping older people and their carers get the services they need, make their voices heard and make a contribution to their communities. Bedfordshire & Luton MIND Mind BLMK offers a range of services 01525 844160 www.bedfordshireandlutonmind.org.uk aimed at meeting individual needs and promoting mental health recovery, wellbeing and independence Disability Resource Centre The DRC provides a large range of services, 01582 470900 www.drcbeds.org information and support to disabled people, their families and carers. Luton Council of Faiths Luton Council of Faiths engages in activities 01582 618004 that strengthen relations between faith groups in Luton, fostering friendship between individuals of different faiths Bedfordshire Down’s Bedfordshire Down’s Syndrome Support Group 01525 841418 Syndrome Support Group provides social activities for individuals and (BDSSG) families of people with Down’s Syndrome

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APPENDIX B

Name Type of Support Phone Number Website LGBT Links Luton LGBT Links Luton champions initiatives and 0 www.lgbtlinksluton.org.uk promote equality for the LGBT community of Luton Dunstable Disability An advice service for disabled people living in 01582 470900 Resource Centre Bedfordshire and the surrounding area Victim Support Provides a free and confidential support 0845 3456 5995 service to victims of crime in Bedfordshire to help them take back control of their lives and move on. Emotional and practical support can be offered as well as advocacy and information services

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APPENDIX B

Appendix B

National Help lines for Hate Crime & Hate Incidents (please note this list is not exhaustive)

Name Type of Support Phone Number Website Stop Hate UK A 24 hour support to people who have been affected by Hate 0800 138 1625 www.stophateuk.org Crime. Victims and witnesses can contact us to report Hate Crimes, access support, and get information

Tell MAMA Measuring Anti-Muslim Attacks (MAMA) is a secure and reliable 0800 456 1226 www.tellmamauk.org service that allows people from across England to report any form of Anti-Muslim abuse

True Vision True Vision is here to give you information about hate crime or Contact via email www.report-it.org.uk incidents and how to report it from website

Equality Advisory The EASS has a Helpline to give information and guidance on 0808 800 0082 www.equalityadvisoryservice.com discrimination and human rights issues Support Service

SupportLine SupportLine provides a confidential telephone helpline offering 01708 765200 www.supportline.org.uk emotional support to any individual on any issue. The Helpline is primarily a preventative service and aims to support people before they reach the point of crisis. Victim Support Victim Support is the national charity giving free and confidential 0845 30 30 900 www.victimsupport.org.uk help to victims of crime, witnesses, their family, friends and anyone else affected. Friends, Families Our Advice and Information Unit provides casework, advice and 01273 234 777 www.gypsy-traveller.org and Travellers information to Gypsies and Travellers directly, either by phone or by outreach work to sites

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APPENDIX B

Name Type of Support Phone Number Website The Gypsy Education, Culture, Welfare and Civil Rights 07963 56 59 52 www.gypsy-association.co.uk Council

Broken Rainbow We run the only National LGBT Domestic Violence Helpline. It is 0300 999 5428 www.broken-rainbow.org.uk UK staffed by highly trained sessional workers and volunteers. The service is entirely free and confidential.

Galop Galop gives advice and support to people who have experienced 0207 704 2040 www.galop.org.uk biphobia, homophobia, transphobia, sexual violence or domestic abuse

Age UK Age UK aims to improve later life for everyone through our 0800 169 8787 www.ageuk.org.uk information and advice, services, campaigns, products, training and research

Mencap We work in partnership with people with a learning disability, and 0808 808 1111 www.mencap.org.uk all our services support people to live life as they choose

Mind We provide advice and support to empower anyone experiencing 020 8519 2122 www.mind.org.uk a mental health problem. We campaign to improve services, raise awareness and promote understanding

DIAL network Scope supports the DIAL network, an independent network of 0130 231 0123 www.scope.org.uk local disability information and advice services run by and for disabled people

Bullying UK As well as our core family support services offered through our 0808 800 2222 www.bullying.co.uk helpline, email support and online chat, we also work in different areas offering tailored support around issues such as bullying, special educational needs, and support for specific communities

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For: (x) Agenda Item Number: 10 Executive CLMT

Meeting Date:28th April 2014 Report of: Head of Finance Report author: Tim Lee

Subject: Revenue & Capital Monitoring 2013/14 - Period Consultations: (x) 11, spend to end of February 2014 Councillors (For Executive Only) Scrutiny Lead Executive Member(s): Councillor Shaw Stakeholders Wards Affected: All Others

Recommendations

1. Executive is recommended to:

i. Note the results of the final budget monitoring for 2013/14 and its part in helping the Council to manage the reductions in core grant funding to the Council for 2014/15 and beyond.

ii. Consider the resulting indicative movements in reserves shown at Appendix E resulting from the 2013/14 monitoring, subject to further consideration at the closure of the 13/14 accounts.

iii. Agree in principle the provisional requests for budgets to be carried forward to 2014/15 (Appendix D), subject to detailed consideration at the closure of the 13/14 accounts.

iv. Ask for a review to be included in the provisional outturn report for 13/14, to identify any one-off investment opportunities that will reduce future costs and financial risks in order to help the Council continue to manage future funding reductions.

v. Give release and spend approval for the 2 capital projects shown below.

Dept. Project Description Amount Funding Source Desktop Equipment C&TS ZNT325 £133,436 RCCO Replacement HRA ZHC120 Secure Entries £310,000 RCCO/HRA Balances

vi. Approve the loan of £11 million to London Luton Airport Ltd on the terms indicated in paragraph 2k, below.

Background

2. A balanced budget was set for 2013/14, incorporating budget savings of £18.3m. Regular monitoring of spend throughout the year is critical to ensuring that services are delivered within budget for 13/14 and to assist the development of further savings proposals to help manage the Council’s ongoing funding deficit.

3. While the budget has by law to be set and managed on an annual basis, the budget challenge is not an annual one, but a real long-term challenge. Analysis of the Chancellor’s recent 10/1

Budget Statement by the Institute for Fiscal Studies (IFS) shows that nationally the savings that have made to date are only 40 per cent of the amount needed by Government to deal with the deficit.

4. The estimates in the medium term financial plan show that the Council, in addition to delivering the further £18.3million of savings recently approved for the 2014/15 budget, has to identify further savings totalling £56m over the next four years from 2015/16 to 2018/19, and the IFS analysis following the Budget makes clear that the savings requirement will not cease in 2019. In this context, any in-year underspend is extremely helpful as a small building brick to help construct the huge edifice of additional, ongoing savings needed for many years to come.

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The Current Position

General Fund Revenue Budget

1. Summary

This is the final monitoring forecast for 2013/14. The closure of accounts process is now underway and provisional results subject to Audit, will be reported to Executive on 9th June in comparison to this final forecast. The final monitoring results indicate a net forecast underspend of £7.363 million for the General Fund, allowing for £3.868 million carry forward requests for budgets that need to be carried forward to 2014/15 to complete work originally planned for the current year. The total underspend at the final forecast has increased by £3.488 million (gross) from the position reported to Executive in March for Quarter 3, an increase of £1.610 million, net of movements in identified carry forwards. (Over half of this increase - £877,000 – is accounted for by additional government grant, as shown in section 2h below.) The cumulative monitoring results previously reported to Executive over 2013/14 were a £4.5m underspend at Quarter 1, £5.2m at Quarter 2 and £5.7m net of carry forwards at Quarter 3. The cumulative monitoring variations are summarised in the table below and at Appendix A, with further information at sections 2a to 2k below. The table also shows the draft carry forward totals.

Revenue Monitoring Variations Reported to Period 11 2013/14

Department February Change Draft Forecast from Qtr 3 Carry Forwards £’000 £’000 £’000 Chief Executive’s -55 -30 57 Children & Learning -2,442 -377 1,407 Commercial & Transform -582 -579 410 Env. & Regeneration -1,478 -671 771 Housing & Comm. Living -4,637 -1,053 775 Public Health -448 -448 448 Central Accounts (incl. -1,589 -330 specific reserves) Net General Fund Position -11,231 -3,488 3,868 Draft C/Fs t/f to Service 3,868 1,878 Prov. Reserve Forecast t/f to 7,363 1,610 Reorganisation Reserve

The underspend of £7.363 million is a net figure comprising of cost pressures, underspends and the early delivery of new savings. A total of around £8.2 million from the current year’s underspend represents ongoing savings that are already included in the 2014/15 budget.

2. Departmental Monitoring Forecasts

2a) Chief Executives Department – a net underspend of £55,000 is forecast for the department at the final monitoring, an increase of £30,000 from the position reported at Quarter 3. £57,000 of the underspend relates to carry forward requirements. The main variations accounting for the movement since Quarter 3 are:

 Minor changes across the department’s services, including staff vacancy savings,

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underspends on supplies & services and additional income generation.

Income across the department is below budget.

2b) Children & Learning Department (Non –Schools) - a net underspend of £2.442 million is forecast for the department at the final monitoring, an increase of £377,000 from the position reported at Quarter 3. £1.407 million of the underspend relates to carry forward requirements. £1.296 million of the department’s underspend relates to corporate level funding or amounts controlled by Independent Boards (also, £1.16 million of the carry forward total). The residual underspend of just over £1m has all contributed to the savings items incorporated in to the 2014/15 budget.

The main variations accounting for the movement since quarter 3 are:

Departmental Overspends

 Looked After Children Placements £183,000 There has been an increase in the number of Looked After Children placements and some of these have needed to be placed with an agency carer.

 Section 17 £75,000 There has been an increase in families requiring support.

Overall income levels across the department are ahead of budget with further income of £200,000 reported this period (cumulative additional income of £676,000 for 13/14). This has been generated from other local authorities placing children with LBC adoptive parents, providing childminder training courses to external organisations, additional trading income and education penalty notices. This is partly offset by a reduction in the amount of administration costs that can be charged against the unaccompanied asylum seeker childrens grant and income that will not be achieved by hire out the Mobile Youth Bus.

Corporate funds held or amounts independently controlled by Boards

 Youth Offending Service Pooled Budget – a further £481,000 underspend reported this period, giving a cumulative underspend and carry forward item of £1,089k for 13/14. This figure is volatile as there is some large expenditure still to be incurred, but the timing of this is not certain. This is due to a staffing re-structure within the service and the contingency fund that has been built up by partners contributions. Any underspend of the pooled budget will need to be carried forward to 2014/15 for managing the commitments and ongoing demands for youth offending.

 Local Safeguarding Childrens Board – a cumulative net underspend and carry forward of £104k for 13/14, relating to an underspend on the Serious Case Review and Child Death Review budgets.

2c) Commercial and Transformation Services – a net underspend of £582,000 is forecast for the department at the final monitoring, an increase of £579,000 from the position reported at Quarter 3. £410,000 of the gross underspend relates to carry forward requirements. The main changes this period are:

 Planned work on the Barnfield Academy contract and the Challney Girls FM contract has not been completed in 2013/14 and £157,000 has been declared as an underspend this year. This needs to be carried forward to 2014/15 to complete the work

 An improvement of £123,000 in the overall position for Revenues, Benefits and 10/4

Customer Services due to staff vacancies and additional income generation.

 A forecast underspend of £340,000 in the net cost of Housing Benefits, primarily due to the increased recovery of prior overpayments.

 Additional income generation in Land Charges and cost reductions in Corporate Landlord services.

Total cumulative income for the department is ahead of budget, with significant additional trading income generated over the year.

2d) Environment & Regeneration – an underspend of £1.478 million is forecast at the final monitoring, an increase of £671,000 from the position at Quarter 3. £771,000 of the underspend relates to carry forward requirements. The main changes this period are:

Underspends:

 Business Support Fund £87,000 underspend. Driving economic growth has been identified as a key priority for the Council. Initiatives including an Inward Investment campaign, skills events and targeted business support have been planned but will not be complete before the year end. An underspend has therefore been declared and a carry forward request submitted.

 GIS software £72,000 underspend, and APP software £62,000 underspend. There have been issues and delays with the implementation of both of these systems. Payment will not be approved this year and so carry forward requests have been submitted for both items.

 PTU Employees underspend £51,000 further underspend. The mild winter has meant less disruption to services which has meant that fewer additional hours have needed to be paid for.

 Busway maintenance £100,000 underspend. The underspend has been managed to ensure that improvements to the cycle track could be made following negative feedback from users. However the extremely wet weather has meant that the improvements could not be undertaken by year end, and a carry forward request has been made to enable the improvements to be undertaken next year

 Wardown park bridge emergency repairs. The overspend of £294,000 reported at Q3 has now been reversed and the request for funding will be considered alongside other proposals relating to the 13/14 underspend.

Overspends:

 Highways maintenance £150,000 further overspend. The continued wet weather has caused significant damage to the highways infrastructure requiring emergency repairs to be undertaken to ensure that the Council is protected as far as possible against insurance claims.

 Transportation – Major projects £320,000 further overspend. This relates to legal and contractual advice in relation to the major transport projects that are currently being delivered. This is unavoidable expenditure aimed at ensuring that the risk exposure of the Council is effectively managed

Over £1 million of the E&R underspends reported this year have been included in the budget savings proposals for 2014/15.

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Overall income for the department is above budget for 13/14. The key income areas for E&R are all included within the volatile budgets appendix and are actively monitored over the year.

2e) Housing and Community Living – an underspend of £4.637 million is forecast for the department at the final monitoring, an increase of £1.053 million compared to the position at Quarter 3. £775,000 of the underspend relates to carry forward requirements The main variations accounting for the change this period are :

 £282,000 savings in the cost of purchased care for clients with Physical Disabilities and particularly the frail and elderly, fewer of whom have been placed in residential care. Negotiated savings on rates paid to providers have also contributed.

 £224,000 savings in the cost of purchased care for clients receiving Non Residential Care with Physical Disabilities.

 £148,000 savings due to staff turnover and efficiencies within Adult Social Care of Commissioning, Contracting and Quality Assurance services.

 £100,000 underspend due to delay in the operation of the Housing Rent Deposit Scheme.

 £300,000 savings within other Adult Services due to fewer placements in Drug and Alcohol rehabilitation.

Overall, savings programmes for adult social care have yielded cost reductions more quickly than initially expected, through a combination of lower than expected costs from providers and additional emphasis on prevention and non-residential provision. Demand for services continues to be volatile, and the high cost of some care packages for individuals with unpredictable needs may result in further changes.

Income levels across the department are currently in line with budgets, with no significant variations forecast.

2f) Public Health Department – an underspend of £448,000 is forecast for the department at the final monitoring, an increase of £448,000 compared to the position at Quarter 3. The underspend relates to:

 £153,000 savings due vacant posts due to staff turnover. It is anticipated the vacant posts will be filled.

 £295,000 underspend due to the variable nature of GP commissioning services.

The delivery of the Health and Wellbeing Strategy has been monitored over the course of 2013/14. Income for the department mainly comprises of the fixed amount allocated in the Public Health Grant. £123,000 of health funding has also been secured to provide 2 cancer projects in Luton around awareness and prevention in the community and further funding opportunities for improving health outcomes continue to be sought.

The Public Health Grant conditions specify that any underspends are required to be held in a specific Public Health Reserve and carried forward to the following financial year.

2g) Critical Savings and Volatile Budgets £18.7 million of savings were committed in to the 13/14 budget. A significant proportion of these were achieved at the start of the financial year due to measures already in place. £5.5 million of the savings to be delivered over 2013/14 have been specifically monitored and reported during the year, with £33.4 million of volatile/demand led service budgets also specifically monitored. 10/6

The final monitoring indicates that 9 of the volatile budgets (4 Amber/5 Red) are over budget and 4 of the savings (2 Amber, 1 Red) may not be fully achieved. This profile is broadly similar to the position reported at Quarter 3. Any increased costs reported on specific items here are more than compensated by reductions elsewhere on the schedules. Further information on each item is shown at Appendices B & C. All variations shown here are incorporated in to the overall departmental figures shown in this report.

2h) Corporate Accounts & Crosscutting Issues

An underspend of £1.589 million is forecast across the corporate accounts for the general fund, an increase in the underspend of £330,000 The main changes this period are:

 £337,000 of previously unannounced general grant funding received from the Government on 27th March ’14. The amount top-sliced from the 13/14 funding settlement to Local Authorities and set aside by Government for Capitalisation Provisions has not been fully used. The remaining funding has now been redistributed to local authorities.

 £540,000 of grant has also been received to compensate Luton for the reduction in Business Rates collectable following the doubling of Small Business Rate Relief in 13/14. This is a gain to the general fund for 2013/14. (At the time of budgeting it was expected that this grant would go to the Collection Fund rather than the General Fund.) The NDR income calculations are expected to be changed from 2015/16 so that in future this grant will be a Collection Fund item.

 £448,000 contribution to the Public Health Reserve, to hold and carry forward the department’s underspend from 2013/14.

In total, £1.921 million of additional grant income has been received over the year that wasn’t announced in the original grant settlement for 2013/14.

Work is underway during the 13/14 closure process to determine a prudent provision for staff severance costs to be incurred from the ongoing reorganisation of Council services. The final monitoring forecast includes a budget of £1.25 million to cover the estimated costs, however the final costs to be included are not yet known.

2i) Provisional Carry Forward Budgets to 2014/15 (Appendix D) The scheme of devolved financial management allows for managed, predicted underspends to be carried forward to the following financial year. This is intended to cover work originally planned for, or committed in 2013/14. Appendix D shows 43 requests made to date, totalling around £3.868 million. They will be subject to further review when the final outturn position for the year is confirmed. Final recommendations on the carry forwards will be made as part of the provisional outturn report to Executive on 9th June 2014.

2j) Provisional Statement of Movements in Reserves (Appendix E) The final monitoring of each year requires a statement showing the forecast movements in reserves.

 Specific Reserves & General Reserve - a net £2.8 million use of reserves within the approved budget for 13/14, mainly relating to the use of £4.0 million brought forward to complete work from 2012/13 during the current year, and the planned contribution of £2.1m to the general reserve to cover ongoing operational risks in the Council’s annual budget.

10/7

A forecast £4.9 million net contribution to specific reserves has been identified within the 13/14 budget monitoring, including £3.9 million of short term additions relating to budgets that need to be carried forward to 2014/15 to complete work from the current year and the unused balance of Public Health budget that also needs to be carried forward. £0.5 million of repayments to the Invest to Save reserve can now be made relating to advances previously made for specific projects, together with a forecast saving on energy costs that will be set aside to fund future energy conservation projects.

 Reorganisation Reserve – use of £4.6 million within the approved budget for investment proposals agreed at the 12/13 final outturn position. The change in the forecast budget across the general fund has been accumulated as contributions to the Reorganisation Reserve, subject to further consideration of the final outturn position at the closure of the 2013/14 accounts. 2k) London Luton Airport Ltd.

The Airport Company wishes to make some purchases of land and property over the coming year, in accordance with its business plan. As the sole shareholder in the company, the capital expenditure to be incurred will need to be added to the Council’s 2014/15 capital programme. To enable the purchases, it is proposed that the Council provides the Airport Company with debenture loans, secured on the company’s assets and repayable on maturity, at a commercial rate of interest. This is consistent with the Council’s approach in the past, when the company was set up.

As London Luton Airport Limited was set up as a public company in accordance with the Airports Act 1987, there are no state aid implications (and even if there were, the use of a commercial rate of interest mitigates against that). The Airport Company’s accounts, as audited by PricewaterhouseCoopers, demonstrate the financial strength of the company and its ability to repay loans.

It is proposed that the Council’s next version of its minimum revenue provision statement, due in February 2015, sets out that the Council will not seek to make a minimum revenue provision in relation to capital expenditure funded by Council-made loans secured on unencumbered commercial assets with a value equal to, or greater than, those loans.

Given that the Council can borrow at less than market rates, and that in the short-term the loan to the Airport Company can be financed by cash balances, this will have a positive effect on the Council’s financial position. It is proposed that the debenture loan is based on a variable interest rate, using Libor plus a percentage equivalent on signing to 8.1%, being the rate agreed by Newcastle Council in a recent loan deal to its airport.

3) Housing Revenue Account Budget

The 2013/14 HRA budget was originally set with a contribution to balances of £2.70 million in line with the new self-financing arrangements required for the HRA. This has changed to a net contribution from balances of £1.992 million, following the £4.692 million of balances approved to date for capital projects to improve the Councils housing provision.

This quarter’s monitoring forecasts an underspend of £3.079 million, an increase of £793,000 compared to the adjusted Quarter 3 figure. The main variations accounting for the change are:

Underspends/Savings  £484,000 savings in property maintenance, staff costs and recharges to capital.

 £300,000 decrease in bad debt provision as the effects of welfare reform have so far not been as severe as forecast.

10/8

 £80,000 increase in rental income as an extra week is accounted for in 2013/14 but was omitted from the budget.

Increased Costs  £72,000 Increase in Estate Officer Service staffing cost due to restructure.

The council continues to review opportunities to further assist the provision of affordable housing, which may involve the future commitment of HRA balances.

4) Schools Budget (memo only)

i) DSG Central Expenditure – an underspend of £3.938 million is currently forecast, an increase of £1.727 million from the position reported at Quarter 3. The main variations accounting for the change this period are:

Underspends

 £898,000 High Needs Block budget brought forward from 12/13, but now not needed this financial year and will be returned to the DSG reserves.  £243,000 Trajectory  £172,000 Special Recoupment  £100,000 Top-up Funding

Individual School budgets

During 2012-13 school balances fell by £1.18 million to £14.17 million. Schools have forecast that balances will fall to £12.2m for the current year; however, schools forecasts are cautious and the central estimate is for balances to fall to £13.5m this year. Advice from the Department for Education is that Local Authorities should not rigorously monitor school balances.

Schools in Deficit - Recovery plans in place

There is 1 school, Putteridge High School, which has a licensed deficit (£36,000 at 31 March 2013). The school is subject to rigorous monthly monitoring visits by the Finance Manager, Children and Learning. The school is no longer expected to convert to academy status.

CAPITAL PROGRAMME

5) General Fund Capital Projects – Expenditure Summary The programmed budget for the General Fund at the start of 2013/14 was £86.125 million, including £8.738 million of work rescheduled from 12/13. The final monitoring forecast for 13/14 shows a cumulative reduction in spend of £22.639 million compared to the initial budget for the year, a further reduction of £4.725 million compared to the position reported at Quarter 3. The forecast spend variations are summarised by department in the tables below. More detailed information on the change this period is given at each department’s section below.

Cumulative Capital Monitoring Variations by Department

Original Rephased Department Cumulative Spend etc. from Change 12/13 Qtr 3 £’000 £’000 £’000 10/9

20,665 978 Children & Learning -8,321 11,203 2,587 Commercial & Transform -58 39,697 4,947 Env. & Regeneration -14,088 5,822 226 Housing & Comm. Living -172 77,387 8,738 Net General Fund Position -22,639

Represented by:

Type of Variation Qtr 3 Cumulative £’000 Exp. rephased to 14/15 -38,132 Projects with Reduced Cost -398 Projects with Increased Cost 6,696 Projects Advanced to 13/14 2,359 New Projects 6,836 Net General Fund Variation -22,639

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6) General Fund Capital Projects – Resources Summary The general fund capital programme approved for 2013/14 is fully resourced and is financed from a range of sources. The impact on resources from the monitoring variations identified to-date are shown in the table below:

Resource Type Variation This Qtr £’000 Prudential Borrowing -1,416 Internally Resourced -4,429 Capital Grants -22,017 Schools RCCO 3,575 General Fund RCCO 2,828 Other Contributions -1,172 Central Accounts (incl. specific -8 reserves) Net General Fund Position -22,639

The variations shown for the Quarter 3 resourcing largely reflect expenditure that has been rephased in to 2014/15 and the resources will be used when the expenditure is incurred. Resource amounts relating to new or increased spend are shown in each departments monitoring section below and in the new release and spend approvals recommendations of this report.

7) General Fund Capital Projects – Departmental Variations

7a) Commercial & Transformation Service Department – the initial programmed budget for the department in 13/14 totalled £13,790 Million. The final forecast indicates a cumulative net reduction in spend of £0.058 million compared to this, a reduction of £0.439m this quarter. The main project changes within this are: Var. Total Project & Description This Qtr Var £’000 £’000

ZNPM Property Maintenance - Priority Programme -£150 £200 Details: Remainder of asbestos works at Putteridge scheduled for Summer Holidays. ZNB403 Risk Management Fire Protection -£30 -£30 Details: This will be built in to the priorities for 2014-15. ZNB4** Town Hall/Clemitson to support TWTP -£73 -£73 Details: Managed reduction to cover additional spend on South Luton High School and River Lea Culvert. ZNB299 River Lea Culvert £27 -£150 Details: Additional costs in dealing with asbestos funded from managed reductions elsewhere within the Fixed Assets Capital programme ZNB431 Demolition of Luton Regional Sports Centre -£200 -£200 Details: Although work now completed, final payment will be made early in 2014-15. ZNT325 Desktop Equipment replacement £105 £639 Acceleration of desktop equipment programme funded by advancing 14/15 resources, spend on desktop equipment outside of refresh programme funded from revenue contributions to capital ZNT322 Voice over Internet Protocol -£90 -£90 10/11

Telephony ITT delayed and this funding is required to implement new telephony strategy

1 project for the department totalling £133,436 requires release and spend approval at this monitoring for the work to proceed.

7b) Children & Learning – the initial programmed budget for the department in 13/14 totalled £21.644 Million. The final forecast indicates a cumulative net reduction in spend of £8.321 million compared to this. The net reduction has increased by £1.586 million this period, this mainly relates to :

Var. Total Project & Description This Qtr Var £’000 £’000

ZEF2** Basic Need 11/12 -£495 -£3,393 Rephasing of spend from/to 14/15, in line with current work plan for school projects ZEF300 Devolved Formula Capital 12/13 £150 £350 Project spend advanced from 14/15 in line with current work plan for school projects ZEF300 LA Capital Maintenance 13/14 -£381 -£39 Rephasing of spend from/to 14/15, in line with current work plan for school projects ZEF485 Demolition of Challney Girls School -£708 -£708 Details: Project delayed due to timing for completing the school playing field ZEF343 Targeted Basic Need 2013-15 -£83 £68 Advanced from 14/15. Initial survey fees required.

There are no projects for the department that require release and spend approval.

7c) Environment & Regeneration - Initial programmed spend for the department in 13/14 totalled £44.644 Million. The final forecast indicates a cumulative net reduction in spend of £14.088 million compared to this, a reduction of £2.440 million compared to the position reported at quarter 3 The main new variations reported are : Var. Total Project & Description This Qtr Var. £’000 £’000

ZPE611 Luton Town Centre Transport Scheme -£1,340 -£6,598 Details: The slippage reported this time relates to land and compensation. All land required for the project has been acquired, but negotiations on the value of the compensation due has not been concluded. ZPD421 M1 Junction 10a -£350 -£4,268 Details: Contract award and start date delayed due to delays obtaining the Development Consent Order from the DfT. Contractor is behind planned spend profile as a result. ZP*** Local Sustainable Transport Fund -£130 -£130 Details: LSTF funds have been earmarked for the proposed Travel Centre, but due to the design and planning approval only recently being completed, the spend has not been incurred. The LSTF funding will be rolled forward to 14/15 ZT**** Transport Replacement Programme -£317 -£785 Details: The slippage relates to vehicles that have been ordered and some have also been delivered, but payment will not be made until April.

The Luton Dunstable Busway project is complete and is operating successfully. The 10/12

Council is still in negotiation with the contractor to try and resolve issues relating to the significant increase in the contractor's forecast defined cost. The Council will not make any further payments to the contractor until such time that the contractor can justify a further claim for payment.

Work at J10A of the M1 has now begun, although the Development Control order was received later than expected which resulted in a later start than originally planned. However, the full grant allocation for the year of £9.863m has been claimed and paid to the Council.

Works on the Town Centre Transport Scheme have begun and are progressing well. All land required for the scheme has now been acquired although negotiations with landowners and businesses relating to compensation are ongoing.

For all the Major Transport Projects, the Council is required to underwrite all costs over and above the funding provided by Government. This is a general condition applied to the acceptance of grant funding.

There are no projects for the department that require release and spend approval.

7d) Housing & Community Living – the initial programmed budget for the department in 13/14 totalled £6.048 Million. The final forecast indicates a cumulative reduction in spend of £0.172 million compared to this, a reduction of £0.259 million compared to the position at quarter 3. The major variations reported are :

Var. Total Project & Description This Qtr Var. £’000 £’000

ZGH30* House Renovation Grants -£336 -£52 Details: Expenditure rephased to 2014/15 ZGH*** Grants to Housing Association -£137 -£137 Details: The grant for development at Inkerman Street is rephased to 2014/15, funded by S106 income. ZGC10* Mobile Home & Travellers Site Modernisation £36 -£53 Details: Budget is for Health & Safety works – reduced requirement over 2013/14. Rephased to 14/15 ZGH901 Highways Agency Properties -£73 £3,410 Details: Refurbishment expenditure rephased to 14/15 Z*** Social Care Case Management Replacement £250 £250 Details: Initial spend on the system replacement

There are no projects for the department that require release and spend approval.

8) Housing Revenue Account Capital Projects – Expenditure Summary £15.530 million of capital expenditure is budgeted in the HRA programme for 2013/14, supplemented by a further £307,000 of work rescheduled from 2012/13. The final monitoring forecast for HRA capital expenditure shows reduction of £0.726 million compared to the original spend programmed for 13/14. The variations are shown at section 10 below.

9) Housing Revenue Account Projects – Resources Summary The hra capital programme approved for 2013/14 is fully resourced. The impact on resources for the spend variations identified to-date are shown in the table below:

10/13

Resource Type Variation This Qtr £’000

RCCO – HRA Balances £4,807 Major Repairs Reserve -£967 3rd Party Contributions £334 3rd Party Contributions -£4,900 Net HRA Position -£726

10) Housing Revenue Account Capital Projects – Variations

Housing & Community Living – the initial programmed budget for the department in 13/14 totalled £15.837 Million. The quarter 3 monitoring forecast for HRA capital expenditure shows a cumulative reduction of £0.726 million compared to the original programme for 13/14, a reduction of £0.485 million from the position reported at Quarter 3. The main variations reported this period are:

Var. Total Project & Description This Qtr Var. £’000 £’000

ZGQ499 Highways Agency Properties -£68 £1,362 Details: Purchase of nine vacant dwellings owned by Highways Agency to use as part of HRA stock, supported by Homes & Communities Agency grant £222,000. Refurbishment to be completed in 2014/15. ZHC454 Refurbish Cornish Units -£132 £178 Details: Expenditure rephased to 14/15 ZHC112 Replacement of Obsolete Heating Systems - £300 -£332 Details: Expenditure rephased to 14/15 ZHC161 Energy Conservation -£50 £1,800 Details: Expenditure rephased to 14/15 ZHC*10 Replacement Windows -£145 £105 Details: Expenditure rephased to 14/15 ZHC162 Energy ECO Works -£100 £0 Details: Expenditure rephased to 14/15 ZHC120 Secure Entries £310 £310

1 project for the department for £310,000 requires release and spend approval for the work to proceed.

Goals and Objectives To advise the final forecast for the financial position in 2013/14 Proposal To note the report and approve the recommendations arising. Key Risks Delivering the planned savings built in to the 2013/14 revenue budget. The ongoing effect of underlying cost pressures on the medium term revenue budget. Managing the changes required as a result of the continued reduction in revenue grant support from central government. Securing resources for major capital projects and ensuring that projects are delivered within budget and available resources. Consultations

10/14

Appendices and additional background papers attached: Appendix A - Revenue Monitoring Summary Appendix B - Budget Savings Monitoring Appendix C - Volatile Budget Monitoring Appendix D - Draft Schedule of Carry Forward Requests Appendix E – Provisional Movements in General Fund Reserves

IMPLICATIONS For Executive reports For CLMT Reports  grey boxes must be completed Clearance is not  all statements must be cleared by an appropriate officer required

Clearance – agreed by: Legal There are no direct Legal implications to this Jasbir Josen, Solicitor 14th report April 2014 Finance Set out in the main body of the summary report Dave Kempson, Head of and at Appendices A - E Corporate Finance, 11th April 2014

Integrated Impact Assessment (IIA) – N/A Equalities/ There are no direct Equalities/Cohesion/Inclusion Sandra Legate Equality Cohesion/Inclusion implications to this report and Diversity Policy (Social Justice) Manager 14th April 2014 Environment There are no direct environmental implications to Strategy and Sustainability this report Officer, 14th April 2014 Health There are no direct health implications to this Morag Stewart, Deputy report Director, Public Health 14th April 2014 Community Safety Staffing Other

FOR EXECUTIVE ONLY - Options:

10/15

APPENDIX A REVENUE MONITORING STATEMENT TO FEBRUARY 2014 - SUMMARY FOR ALL DEPARTMENTS REPORT BY: Head of Finance CONTACT: Tim Lee LEAD EXECUTIVE MEMBER : Councillor Harris GF REVENUE BUDGET SUMMARY Approved Forecast % Head of Service Budgets Budget Variation Change £'000 £'000 General Fund Departments Chief Executive 3,313 -55 -1.7% Children & Learning Services (non schools) 66,599 -2,442 -3.7% Commercial and Transformation Services 8,046 -582 -7.2% Environment & Regeneration 46,757 -1,478 -3.2% Housing & Community Living (excl. HRA) 68,445 -4,637 -6.8% Public Health 0 -448 Sub Total 193,159 -9,643 -5.0% Other Accounts Budget Contingencies 1,368 -1,332 -97.4% Estimated Staff Severance Costs 3,500 -2,250 -64.3% Energy Costs (All GF Services) -157 Env. Agency Levy & General Grants -1,713 -1,929 112.6% Sub Total 3,155 -5,668 Dividend, Interest & Capital Airport Dividend - Revenue Expenditure -1,111 0 Airport Dividend - Capital Expenditure -9,889 0 Interest on Investments -2,002 -382 19.1% General Fund Revenue Finances Headline Capital Financing -22,889 3,535 -15.4% The General Fund is currently forecast to underspend Borrowing 6,342 -85 -1.3% by £7.363 million net of carry forwards in 2013/14. Sub Total -29,549 3,068 -10.4% Net Budget prior to Movements in Reserves 166,765 -12,243 -7.3% Budgets B/f from 12/13 / C/f to 14/15 -4,018 3,868 Contribs. to/from(-) Other Specific Reserves -850 563 Contrib. to/from(-) General Reserve 2,110 Contrib. to/from(-) Public Health Reserve 448 Forecast Contrib. To / From (-) Reorganisation Reserve -4,566 7,363

Housing Revenue Account HRA Finances Headline Housing Services 2,046 -3,079 The HRA is currently forecasting an underspend of Forecast Contrib. to/from(-) HRA Balances -2,046 3,079 £3.079 million for 2013/14. Schools Budget (memo only) DSG Central Expenditure 22,832 -3,938 -17.2% Schools Budget Headline Individual Schools Budget 135,329 670 0.5% The Schools budget is currently forecast to underspend LSC Grant -1,278 0 by £3.268 million for 2013/14 Dedicated Schools Grant -156,883 0 Forecast Contrib. to/from(-) Schools Balances 0 3,268

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BUDGET SAVINGS MONITORING 2013-14 Period 11 Review 2013/14 2014/15 Savings Proposal Variation Item Ref. Saving or Saving or Comments on Savings Proposal Progress On Target Description Identified If no, Recovery Budget Budget Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 £'000 (cumulative) amber red

CS1 Landlord Account - repairs -100.0 -300.0 On Target and maintenance review GREEN Roger Kirk following disposal of PR000453 buildings

Income generated from the Mall has reduced due to the recession hitting the letting of units this year. t Additional investment properties have come on stream late in the Investment Portfolio - year along with increased savings will ensure this is achieved at the end of the year. GREEN CS2 additional income -140.0 -140.0 Roger Kirk PR000455

Achieved CS3 -104.0 -104.0 Primary Capital Programme GREEN Roger Kirk - reduction in consultancy PR000458

CS4 -231.1 -231.1 Achieved Programme Delivery - GREEN Roger Kirk reduction in consultancy PR000462 CS5 -107.0 -107.0 Rent alleviation -review of Significant progress has been made on rent reviews and lease renewals and the Roger Kirk GREEN income from property saving is expected to be achieved. PR000572

Corporate buildings - On Target CS6 reduction in energy and -300.0 -300.0 GREEN Roger Kirk utility costs PR000577

CS7 -117.0 -117.0 On Target Review of services sold to Angela GREEN schools Claridge PR000483

CS8 -119.0 -140.0 On Target Review training needs Angela GREEN throughout the Council Claridge APPENDIX B

BUDGET SAVINGS MONITORING 2013-14 Period 11 Review 2013/14 2014/15 Savings Proposal Variation Item Ref. Saving or Saving or Comments on Savings Proposal Progress On Target Description Identified If no, Recovery Budget Budget Plan Supporting Performance Information, Client Data etc. green In Place ? Lead Officer Review training needs £'000 £'000 £'000 amber yes/no (cumulative) GREEN throughout the Council red PR000484

CS9 -126.0 -146.0 On Target Review recruitment and Angela GREEN Claridge retention allowances PR000593

CS10 -60.0 -60.0 Budgets reduced across Council to reflect tariff change. William Review telephone contracts GREEN Clapp PR000489 Savings secured in 2013/14. Spend pressures being managed within the service relate to the allocation of costs between capital and revenue . 2014/15 savings CS11 -49.0 -105.0 expected to be delivered largely from renegotiating telephony contracts. William Review ICT contracts GREEN Clapp PR000492

CS12 -200.0 -690.0 On Target Chief Executive GREEN Nicola Perry departmental budget review TBA

On target to achieve savings CS13 -127.2 -532.6 Highways maintenance GREEN review Alex Constantinides PR000556

On target to achieve savings CS14 -1,102.2 -1,487.6 Refuse collection review Alex GREEN Constantinides PR000351

CS15 -96.6 -111.4 On target to be achieved. Waste Disposal & GREEN Alex Management Review Constantinides PR000516 APPENDIX B

BUDGET SAVINGS MONITORING 2013-14 Period 11 Review 2013/14 2014/15 Savings Proposal Variation Item Ref. Saving or Saving or Comments on Savings Proposal Progress On Target Description Identified If no, Recovery Budget Budget Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 £'000 (cumulative) amber red

The saving is being achieved through income and reduced costs. CS16 -139.8 -155.8

Alex Trade waste income review GREEN Constantinides PR000517 Memorial income is predicted to be underachieved at year end by £45k but is expected to be slightly offset by an overachievement in burial fee income of £5k. In No, but addition the numbers of cremations are lower than this time last year and therefore compensated Cemetery & Crematorium CS17 -138.6 60 -172.6 income is predicted to be £20k underachieved. RED by Income Review Alex underspends Constantinides elsewhere PR000408 £67K of staff savings have been achieved but there is risk around £29k additional income from Dog Warden service. A vacant dog warden post has not been filled to CS18 Enforcement and AV Unit -96.0 0 -96.0 offset any income shortfall. GREEN Yes Laura review Church PR000610 Food / H&S team merger has underdelivered by £21k and is being reviewed. Corporate H&S additional income target will not be met but is partially offset by a vacancy £16k. A further £16k salary underspend has been declared at P9 and small Environmental Health and underspends in supplies & services budgets have been reported at period 11 to GREEN Yes CS19 markets review -280.5 -2 -280.5 ensure the overall saving was achieved. Laura Church PR000500 Fully implemented but a slight shortfall on in-year savings due to some personnel CS20 -200.0 28.4 -200.0 leaving the council later than planned. The full saving will be achieved in 14/15 Laura Trading Standards review AMBER Yes Church PR000544

Proposals have been fully implemented. Most routes have been taken on commercially by operators. CS21 Remove support for -106.8 -90.6 -342.4 Alex Tendered Local Bus GREEN Constantinides Services PR000520 APPENDIX B

BUDGET SAVINGS MONITORING 2013-14 Period 11 Review 2013/14 2014/15 Savings Proposal Variation Item Ref. Saving or Saving or Comments on Savings Proposal Progress On Target Description Identified If no, Recovery Budget Budget Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 £'000 (cumulative) amber red

On Target CS22 Housing Business -150.0 -150.0 Pam Development & Support GREEN Garraway Services Review PR000383

CS23 -250.0 -1,000.0 On target to achieve savings. Community Development Mike GREEN service review (13/14) McMahon PR000367

Fully achieved. GREEN CS24 Housing Environmental -100.0 -100.0 Health Service Review Mo Harkin (13/14) PR000385 CS25 -100.0 -135.0 On Target Meals at home service Maud GREEN review and re-tender O'Leary PR000359

CS26 -220.0 -220.0 On Target Carers Support Service Maud GREEN Review (13/14) O'Leary PR000391

CS27 -150.0 -150.0 On Target ASC Care & Assessment Maud Team Restructure (Phase GREEN O'Leary 2) PR000443

CS28 -100.0 -500.0 On Target Extra Care Schemes GREEN Maud Review (Phase 2) O'Leary PR000446

Implemented and on target to achieve. CS29 Business Improvement and -250.0 -200.0 Growth of Building and GREEN Technical Services (BTS) APPENDIX B

BUDGET SAVINGS MONITORING 2013-14 Period 11 Review 2013/14 2014/15 Savings Proposal Variation Item Ref. Saving or Saving or Comments on Savings Proposal Progress On Target Description Identified If no, Recovery Budget Budget Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 £'000 (cumulative) amber Business Improvement and red Growth of Building and GREEN Mo Harkin Technical Services (BTS) PR000275 HCC outsourcing will not be implemented until 16th February 2014 so full savings will No, but CS30 -200.0 133 -200.0 not be achieved this year. compensated Housing Control Centre AMBER by (HCC) Review Mo Harkin underspends PR000495 elsewhere

Fully Achieved -100.0 -200.0 CS31 Housing Revenue Account (HRA)/Support Service GREEN Mo Harkin Charges (SSC) Review PR000552 -5,560.8 128.8 -8,674.0

Variation Identified: Key to Status of Budgets '-' = underspend; '+' = overspend On target to be achieved in full - no issues GREEN Issues arising - plans in place to bring it back on target AMBER Ongoing problems encountered RED APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red

The overspend is due to fewer tri-partite funded placements between Social Care, Education and Health. As a result the contribution that was expected from health will be reduced. The VB01 overspend will be met from one-off savings within C&L. Out of Borough LAC 1,977 101 Base now change RED Yes placement costs Harriet average number of FTE out of borough 12.28 13.61 1.33 Martin averageplacement weekly FTE cost per placement £3,096 £2,937 -£159

VB02 The overspend will be met from one-off savings within C&L Base now change Hilary Foster Care 7,418 426 average LA foster care placement number 146.00 146.67 0.67 RED Yes Griffiths average weekly cost per LA placement £410.56 £358.86 -£51.70 average agency placement number 126.00 128.17 2.17 average weekly cost per agency placement £669 £766 £98

VB03 The overspend will be met from one-off savings within C&L Base now change average homecare package number 9.00 6.92 -2.08 Jo Homecare/Direct Payments 803 62 RED Yes Fisher average weekly cost per homecare package £165 £147 -£18 average direct payment number 244.00 245.08 1.08 average wkly cost per direct payment £57 £64 £7

VB04 The overspend will be met from one-off savings within C&L Base now change Hilary 16+ Looked After Children 1,025 107 average number of 16+ looked after 69.00 63.58 -5.42 RED Yes Griffiths average weekly cost £280 £342 £62

VB05 n/a n/a Collection rates for previous years arrears expressed Sue Council Tax Collected as a % of the arrears - as at 28th February 2014. GREEN Nelson 2011/12 - 19% 2012/13 - 32% APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red VB06 % of expenditure claimable Sue Nelson Housing Benefit Payments 982 30/06/2013 99% GREEN (Net Cost) 30/09/2013 99% 31/12/2013 99% 28/02/2014 98%

Pressures highlighted relating to interest and disposal costs of surplus assets. Whilst this still remains a significant pressure, raised awareness and proposals to review the management of VB07 278 600 such properties in future will result in limiting the impact. The additional cost to Fixed Assets in Sundry Property (Net Costs) the current year will be partly offset by significant increases in rental income from Investment AMBER Yes Properties and increased provision of services to external bodies at commercial rates. Roger Kirk

Waste volumes remain at similar levels to last year. A small overspend of £7k has VB08 9,126 7 been reported at period 11. Dec Jan Feb Waste Disposal Contract, Monthly tonnes of total waste-MSW 5,403 including landfill costs. 4,086 7,150 GREEN Shaun (incorporates savings Cumulative tonnes of total waste 64,413 71,563 76,966 Askins E&R059 & ER060) Monthly tonnes to landfill -MSW 2,939 5,776 4,399 Cumulative tonnes to landfill 43,683 49,459 53,858 % cumulative waste to landfill 67.8% 69.1% 70.0%

On target to be achieved - the overachievement showing at P11 relates to income VB09 received in advance of work being carried out and will reduce by year end. -356 -4 Jun-13 Sep-13 Dec-13 Feb-14 Building Control Income GREEN Stephen Cumulative Projected Out-turn -206.8 -306.6 -400.4 -443.7 (£k) Rizzo Cumulative Actual Income (£k) -207.9 -336.4 -415.2 -453.7 APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red

DC application fee income is predicted to be £116k under achieved at year end. Changes to permitted development rights represents a potential forecast drop of £15000 whilst the remaining £101k is due to the decrease in larger developments within the town. Minor applications remain consistent with previous years. The small Development Control overachievement showing at P11 relates to income received in advance of planning RED No VB10 Income -647 116 applications being approved. This will reduce at year end. Jun-13 Sep-13 Dec-13 Feb-14 Jackie Cumulative Projected Out-turn -216.3 -330.3 -449.4 -489.7 (£k) Barnell Cumulative Actual Income (£k) -181.6 -296.2 -418.0 -504.3

VB11 Licensing income -888 88 Demand for taxi licenses remains low due to economic downturn and high insurance costs Jun-13 Sep-13 Dec-13 Feb-14 AMBER No Tony Cumulative Proj'd Out-turn (£k) -229.5 -384.2 -568.9 -668.9 Ireland Cumulative Actual Income (£k) -197.4 -364.3 -571.9 -715.1

Savings proposals have been fully implemented. Income is slightly ahead of target Parking income due to increased levels of PCNs GREEN VB12 -2,988 -120 Jun-13 Sep-13 Dec-13 Feb-14 Sarah Cumulative Proj'd Out-turn (£k) -747.6 -1,545.7 -2386.6 -2904.7 Hall Cumulative Actual Income (£k) -774.6 -1,584.9 -2395.9 -2916.8

LBC funding of Tendered Local Bus Services has ceased, although most are being operated commercially by bus operators, and the Busway is fully operational. The impact on concessionary fares as a result is that an underspend of £33k is projected VB13 3,449 -33 at the year end. Concessionary Fares GREEN Jun-13 Sep-13 Dec-13 Feb-14 Ken Cumulative Proj'd Out-turn (£k) 847.0 1,692.7 2,554.5 3,416.0 Toye Cumulative Expenditure (£k) 846.6 1,695.5 2,553.9 3,416.0 APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red

The base figure shown is the number of clients in residential care at the start of the year; the budget for the year is based on average level of activity during 2012/13, which was about 5% higher than the snapshot at the year-end. The number of residential clients has been reduced since the budget was set through preventive Older Person's Residential strategies and higher then expected mortality rates, resulting in a forecast under- GREEN and Nursing Care packages spend. Increasing levels of need in particular for people with dementia is resulting in an increased average unit cost VB14 Marcia 8,860 -1,248 Base now change Patel number of permanent clients in care homes 427 401 -26 average weekly net cost per client 358 364 6 The number of Learning Disability clients requiring residential care has gone up in line with growth anticipated when the budget for 2013/14 was agreed. However, Learning Disability planned efficiency projects have yielded savings more quickly than expected, and VB15 Residential and Nursing mitigated forecast rises in average costs. GREEN Harminder Care packages Base now change Patel 8,855 -1,027 number of clients in care homes 182 184 2 average weekly net cost per client £930 £896 -£34

The average cost of Physical Disability placements has reduced as a very expensive package has recently transferred to 100% health funding Yes VB16 Physical Disability Residential and Nursing AMBER Marcia 1,415 10 Base now change Richards Care packages number of permanent clients in care homes 33 28 -5 average net weekly cost per client £744 £740 -£4

Unit costs have increased compared to previous quarter due to new placements at Mental Health Private & higher cost Yes VB17 Voluntary Sector AMBER Simon Residential & Nursing Care Base now change Pattison Packages 1,533 57 number of clients in care homes 65 65 0 average weekly net cost per client £457 £462 £5 APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red The budget is based on previous years' activity. Following the implementation of the home care retender (May 2013) some clients have transferred over to direct payments resulting in a reduction in client numbers and projected spend. Budget Private & Voluntary Sector needs to be re-aligned with that for VB19 below. GREEN VB18 Home Care Packages Marcia 5,863 -315 Base now change Richards number of clients receiving home care 797 728 -69 average weekly cost per client £153 £146 -£7 Following the home care contract retender, clients who chose not to move to a strategic partner home care provider have been offered a direct payment instead. Resulting in part, to an increased number of clients supported. 2012-13 outturn was significantly lower then unit cost projections due to the level of cash returned from balances held in client accounts. There has been a significant sum of balances Direct Payment Packages 5,523 -20 returned again in 2013-14 resulting in reduction in the projected outturn. Lower unit GREEN costs are attributed to the increased number of Mental Health clients supported with VB19 low value one-off payments. Budget to be re-aligned with that for VB18 above. Marcia Base now change Richards number of clients receiving a direct 526 778 252 average weekly cost per client £157 £136 -£21

Clients receiving care in community based settings (day care, home care, direct payments) are subject to a financial assessment and any contribution is based on disposable income. Projections are based on known cases, but the number of clients supported in community based settings and the amount chargeable fluctuates Purchased Care Non considerably. There is not a consistent correlation between increased client numbers GREEN VB20 Residential Income and income. Graham 1,634 -110 Base now change Wrycroft client numbers 815 812 -3 average weekly receipt per client 46 36 -10

VB21 Improved net trading position Mo Building & Technical Base now change GREEN Harkin Services -334 -68 income from hra 89% 84% 5% income from external customers 11% 16% -5% net trading position -£369 -£369 0% APPENDIX C

VOLATILE AND DEMAND LED BUDGET MONITORING 2013-14 Period 11 Review

Savings Proposal Approved Variation On Item Ref. Comments on Monitoring Results If no, Recovery Description Target Budget Identified Plan Supporting Performance Information, Client Data etc. green In Place ? yes/no Lead Officer £'000 £'000 (cumulative) amber red

VB22 £115k savings have been identified and declared by P11 Mo Base now change Harkin Homelessness 1,527 -115 client numbers 926 967 41 GREEN average weekly cost of accommodation £163.60 £167.30 £3.70 average weekly income contribution -£144.70 -£164.90 -£20.20 clients in temporary B&B 29 68 39 accommodation 1 additional week of rent income receiveable for 2013/14. Also less voids as VB23 compared to the initial estimate. Base now change HRA Rent Income Collected Atif -32,254 -1,298 percentage of rent collected 2012-13 98.2% 98.3% 0.1% GREEN Iqbal percentage of rent collected 2013-14 97.9% 97.8% -0.1% monthly average void weeks 3.64

VB24 Base now change HRA Property Maintenance Atif 10,625 number of repairs undertaken N/A 31,034 GREEN Iqbal cumulative cost £9,740 £7,232 £2,508 average cost per repair £233 33,427 -2,784 Key to Status of Budgets Variation Identified: On target to be achieved in full - no issues GREEN '-' = underspend; '+' = overspend Issues arising - plans in place to bring it back on target AMBER Ongoing problems encountered RED Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget Children & Learning The new inspection framework was announced in September '13 and includes a lot of changes that haven't been planned for. C&L have not C&L01 All C&L Inspection Preparation 62,410 been able to address all of these in the current financial year and the work will need completing in 14/15. Delays in recruiting 3 specialist Social Worker posts until September '13. C&L02 Hilary Griffiths Care Proceedings 20,351 Funding required to continue implementing the project over the original 3 year timeframe. This was a planned underspend as we anticipate an increase in Domestic Homicide Reviews and requests for information to support them given new legislative requirements. The budget is required for next year to C&L03 Hilary Griffiths Domestic Homicide Reviews 30,000 ensure resources are available to support Domestic Homicide reviews and the three Serious Case Reviews that are likely to commence in 2014/15 Additional staffing capacity in 2013/14 was required to manage the implementation of the new Children & Family Bill, £10,000 of the 2012/13 c/fwd is still required into 2014/15 to enable the department C&L04 Jo Fisher Children and Families Bill 10,000 to adopt the new requirements for developing intergrated health, education and care plans for children & young people up to 25 with SEN or disabilities, including development of a consistent core offer and the full involvement of parents in developing personal budgets. Delays in Phase 2 of the Stronger Parenting Hub Project, part of the Prevention and Early C&L05 Jo Fisher £42,200 troubled families programme. Phase 2 planned parenting programmes Intervention to be delivered in early 14/15. Additional traded income generated and some staff vacancies during John 2013/14. Required in 2014/15 to continue with the current 3 year plan C&L06 Music Service 70,000 Wrigglesworth for the sevice, approved in the funding bid to the Arts Council in July 2012. £30,000 C/fwd from 2012/13 for 1fte post for 1 year, but unable to John recruit to post until October '13. Remaining funding required to C&L07 Behaviour - Advisory Teachers 9,200 Wrigglesworth continue with the planned development of the function to a traded service. Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget Budget separately managed by the Safeguarding Children's Board. Safeguarding C&L08 Serious Case Reviews £89,241 Funding required for continuing the work programme over 2014/15, Board specifically for Serious Case Review work. Budget is separately managed by the Youth Offending Board to reduce Youth Offending C&L09 Pooled Budgets £1,073,534 offending and reoffending in Luton. Funding required for continuing the Board YOS work programme over 2014/15 £1,406,936

Chief Executive It has not been possible to run the Community budget consultation Communications CE01 Nicola Perry £15,140 execrcise by 31st March and the Leader has requested that this now (AD4000/3760) takes place after April Funding for a number of social justice projects has been committed to, CE02 Nicola Perry Social Justice £8,008 but not yet drawn-down by the providers. The funding is required in 2014/15 to meet these commitments and deliver the projects.

Partnership arrangements have been under review, including scheduled CE03 Nicola Perry Partnerships Website £5,315 redevelopment of the website in 13/14. This was delayed pending the completion of final arrangements, but needs completing in14/15.

West Luton Area Board have committed funding to Parks for CE04 Nicola Perry Allotments £3,225 improvements to the Toddington Road Allotment site. The project will not be completed in this financial year. The work to deliver the performance agenda for the Council (as identified in the JCAD risk management system) was unable to be CE05 Nicola Perry Performance Agenda £25,000 completed in 2013/14, due to vacancies in the team. The resulting salary underspend in 13/14 is required to complete this work in 2014/15. £56,688

Commercial & Transformation Services Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget

Implementation of a court bundling IT system to complement case management is underway, but can't yet be completed and is awaiting CTS01 Angela Claridge Legal Services - Court Bundling £32,000 further support from Civica and inclusion in the work programme. The funding is required in 14/15 to complete this work. The start of work to review and improve budgeting and monitoring, including updating accounting structures, compliance with national Accountancy - improving codes of practice and improving the efficiency local processes, was CTS02 Dave Kempson £36,000 financial management unavoidably delayed due to the phased implementation of the Finance Review phase 3. The budget is required to complete this work in 2014/15 The development of projects including a new model for volatile social CTS03 Robin Porter Luton Excellence Projects £40,000 care costs has been delayed to ensure that the correct specialist support is procured. To complete the project for Challney High Schools for Girls FM contract. Programme Delivery _ Challney This budget was not spent in 13/14 as the funding was not received CTS04 Roger Kirk £85,000 Girls FM Contract within the expected time frame and the project could not begin as early as planned.

This money is required as a carry forward to 14/15 to fund the expert Programme Delivery - Barnfield CTS05 Roger Kirk £72,000 surveying, legal and other professional services related to the Barnfield Contract Academies defect, liability issues.

Planned work for maximising income from business rates , including CTS07 Sue Nelson Revenues - NDR Income £71,500 appointment of Rates Listing Officer began later than envisaged. Funding required in 14/15 to complete the work.

Funding has previously been approved by Executive to implement the changes required for welfare reform. This year's budget allocation has CTS08 Sue Nelson Welfare Reform £40,900 not yet been fully utilised, but is required to continue with the remaining changes in 2014/15. Changes are required to enable online payments for Traded Services. The work has been delayed whilst awaiting costing from Civica and CTS09 Sue Nelson Revenues - Online Payments £15,000 inclusion in the work programme . The 13/14 funding is required to complete the project. Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget

Web Development post not appointed until Sept '13 and planned work Shared Services - Web CTS10 William Clapp £17,000 on the programme delayed due to hold-ups with incorporate Civica. Development Work to be completed in 14/15

£409,400

Environment & Regeneration Work on preparing for the new waste disposal contract has been Alex delayed due to a contract extension offer being received recently from E&R01 Waste Contract Consultants £164,000 Constantinides FCC. This offer will need detailed legal and specialist accountants evaluation and advice to assess it's worth to Luton Work to improve the cycle track following negative feedback from users Alex E&R02 Busway maintenance 100,000 has not been possible due to the extremely wet weather, and will need Constantinides to be undertaken next year. Executive 13th Jan approved a draft local plan to be progressed. There have been delays due to difficulties in obtaining agreement between the E&R03 Chris Pagdin Planning - Local Plan £169,800 Duty to Co-operate authorities on the methodology to be used to assess base population figures, household projections and the consequent housing objective needs. There have been problems with the implementation of the GIS system, Strategic Planning - GIS E&R04 Chris Pagdin £71,700 these problems are expected to be resolved in 2014/15 and the invoices software paid. Carry over of budget necessary due to problems associated with the Planning - APP Development E&R05 Chris Pagdin £61,735 introduction of new APP system. Once the problems are resolved then Control the remaining balance is expected to be paid in 2014/15. Domestic homicide reviews. There are on average 2 domestic homicides a year in Luton and the cost of reviews is substantial. There Community Safety - Domestic E&R06 Laura Church 10,850 have been none to date in 13/14, but the annual funding needs to be set Homicide aside to meet the costs when the reviews become necessary and to implement any recommendations arising from the reviews. Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget

Business Support Fund. Driving economic growth has been identifed as a key priority for the Council. Initiatives to generate economic growth and upskill the workforce, including an Inward Investment campaign, Economic Development - E&R07 Laura Church 86,722 Skills events and additonal targeted business support, have been Business Support planned but will not be complete before the year end. The Skills and Employability Strategy and the Business Growth Strategy also need to be completed. The budget will be managed by the Head of Service. The taking forward of gang injunctions is seen as a critical tool in dealing with gang related issues. It is important that the first cohort is successful and so the use of a specialist barrister is recommended. Resources are available in the current financial year but by the time the E&R08 Laura Church Community Safety - Gangs 30,000 report is approved at Executive it will not be possible to pay for the work in 13/14 and so a carry forward of £30K is requested. This will assist in putting in place robust procedures which can then be followed by the Council's internal legal team. To complete the project to move all food establishments in the town on Environmental Health - Hygiene E&R 09 Laura Church 50,000 to the National Food Hygiene Ratings Scheme. Completion of project Ratings delayed due to staffing shortages. To complete the decommission of the AQM station situated at Challney Environmental Protection - Air E&R10 Laura Church £15,000 Boys school. After becoming an academy, Challney have instructed LBC Quality Monitoring to remove this facility from their grounds. Co-funding for a Community based programme for perpetrators of domestic violence in Luton and Central Bedfordshire. Work planned for Community Safety - Domestic 13/14 has been delayed due to difficulties finding an appropriate E&R11 Laura Church £11,700 Violence provider. This is a priority objective identified in the Luton domestic abuse strategy. It is also emerging as a priority in the ongoing Domestic Violence Scrutiny task finish group currently underway in Luton.

£771,507

Housing & Community Living

Delays in arranging placements for clients with complex rehabilitation HCL01 Maud O'Leary Drugs & Alcohol £145,000 needs. Specifically includes supporting the On Street Sex Trade strategy. Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget

Planned for 2013/2014 but problems with recruitment of staff. Comprehensive recruitment programme needs to be undertaken in HCL02 Maud O'Leary Reablement £195,000 readiness for Better Care Fund and transfer of re-ablement responsibilities from Health

HCL03 Maud O'Leary Fomer Learning Disability Fund £80,000 Delay in Bramingham re-provision. Money required to meet the revenue costs of the reprovision project To support the planned review of fully integrated commissioning across Review of Fully Integrated the council (Adult Social Care, Community Living,Public Health) and CCG HCL04 Maud O'Leary Commissioning across the £50,000 with an outcome to produce alternative models of delivery, with Council associated structural options.

Procurement of legal advice has been delayed due difficulty in finding available specialists in the field who are able to support this project. A HCL05 Maud O'Leary Ordinary Residence Review £100,000 The work needs completing in 2014-15 , to secure the budget saving of £250k.

The budget pays for the salaries of apprentices. Apprentice programmes can last up to 2 years, the budget has been committed to HCL06 Mike McMahon Apprenticeship £140,000 cover the salaries for the full duration of the programme. Therefore all of the budget has not yet been spent this financial year but will be next year in the continued payment of apprentices salaries.

A one-offf budget was established in 13/14 to ensure the continuation and further development of the volunteer scheme, following the demise of VAL. Appointment to the one-year post did not take place until HCL07 Mike McMahon Volunteering Project £30,000 September and the budget therefore needs to be carried forward to complete the planned work into 2014/15. The scheme can not continue without the funding being carried forward. Delays to the demolition of the Luton Regional Sports Centre caused by the discovery of additional asbestos and extreme weather conditions Aquatics Centre - LRSC have delayed the works planned to Stopsley Common facilities. There HCL08 Mike McMahon £35,000 Demolition has also been a delay in works to improve the accessibility of changing facilities at Inspire caused due to difficulty in sourcing appropriate equipment. Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget £775,000 Draft Schedule of Carry Forward Requests 2013/14 APPENDIX D

Ref HoS Service Division/Project £ Brief Details of Requirement for Budget Public Health PH01 Health Improvement £91,493 PH02 Drugs and Alcohol £26,911 This is a ringfenced budget funded by the Public Health Grant, where PH03 Health Intelligence £33,424 any underspend needs to be carried forward to the following year. The PH04 Health Protection £12,161 underspend is due to a number ofservices commissioned during PH05 Gerry Taylor Projects £86,176 2013/14 which were late in starting and are now in place. There are also PH06 External Defibrillators £15,000 some areas e.g. for GP commissioning which are variable and require PH07 Public Health Management £134,515 some reserve. Approx. £49,000 of the carry forward relates to PH08 System Leadership Grant £8,025 additional funding secured from the health service to deliver health PH09 Cancer Prevention Project £28,125 improvement projects that have started but are to be completed. PH10 Prostate Project £12,619 £448,449

Total General Fund to Date £3,867,980 APPENDIX E

Movements to/from General Fund Revenue Reserves 2013/14 - February Forecast (excludes School Balances & HRA balances) Current Budget Forecast Variations Total From To From To Forecast Reserve Reserve Reserve Reserve Transfers Movement £'000 £'000 £'000 £'000 £'000 £'000 Specific Reserves General Reserve Contribution for Year (base) 2,110 2,110 0 2,110 0 0 0 2,110 Invest to Save Estate Management Resources -53 53 0 Reducing Delays in Care Proceedings -197 0 0 -197 Rates Listing Officer -110 0 110 0 Repayment of 2 prior year Advances 57 57 Ordinary Residence Review -100 0 100 0 Challney Girls FM Contract Review -95 0 0 -95 GF Energy Costs 189 189 -555 0 0 509 0 -46 Pensions Reserve Contribution in Year 40 40 40 40 Service Provision Budgets b/f from 12/13 -4,018 -4,018 New Burdens Funding - General 19 13 32 Small Casino Costs 2013/14 -30 -30 Draft Carry Forwards 3,868 3,868 -4,048 0 0 3,887 13 -148 Cremator Mercury Emissions Reserve Contribution for replacement cremators/vale ext. -205 -145 -350 Fees received in year 166 -9 158 -205 166 -153 0 -192 Welfare Reform & Recession Reserve Welfare Reform Preparations -356 0 -356 0 0 0 0 -356 Butterfield Profit Share Reserve LBC Proportion 13/14 30 30 Adj to share 235 235 0 30 0 235 0 265 Public Health Reserve 448 448 0 0 0 448 0 448 Insurance Reserve Contribution in Year 100 -100 0 0 100 -100 0 0 0

Net Movement in Specific Reserves -5,164 2,406 -253 5,120 13 2,121

Reorganisation Reserve Approved Investments (12/13 underspend) -4,566 -4,566 Cumulative Monitoring Variations (to prd 11) 7,376 7,376 12/13 New Burdens Funding (t/f to other reserve) -13 -13 -4,566 0 0 7,376 -13 2,796

Net Total Movement in GF Reserves -9,731 2,406 -253 12,496 0 4,918 For: (x) Agenda Item Number: 11 Executive x CLMT

Meeting Date: 28th April 2014 Report of: 2014 – 2021 Playing Pitch Strategy Report author: Husnara Malik

Subject: 2014-2021 Playing Pitch Strategy Consultations: (x) Councillors x (For Executive Only) Scrutiny Lead Executive Member(s): Cllr Ashraf Stakeholders Wards Affected: ALL Others

Recommendations 1. The Executive are asked to agree on one of the following options for consultation:

(i) Authorise the Head of Community Living Grant to conduct formal consultation exercise to various partners which includes, Active Luton, sports governing bodies, schools and other stakeholders who manage outdoor sports facilities, on the following proposals for consultation: a. For stakeholders and customers to agree on the 4 aims identified in the Playing Pitch Strategy b. For stakeholders and customers to agree on the actions of the sports identified in the Playing Pitch Strategy c. To comment on the overall proposals of the Playing Pitch Strategy (ii) Not to approve to conduct formal consultation, by doing so, the Council will not be able to obtain funding from Sports England in order to deliver the actions identified in the strategy (iii) Advise on an alternative method, as deem appropriate

Should the Executive give approve to proceed to consultation (option 1), a follow up report on the outcome of the consultation exercise would be reported back to a future meeting of the Executive. Background 2. This report provides the Executive committee with information on the development of a new 2014–2021 Playing Pitch Strategy 3. In April 2013, Luton Borough Council commissioned Knight, Kavanagh, & Page (KKP) to deliver a Playing Pitch Strategy for Luton. 4. The Strategy was developed via the combination of information gathered during consultation, with sports clubs, sports governing bodies, schools and other stakeholders including site visits and analysis. 5. The Playing Pitch Strategy (PPS – attached as appendix 1) provides a clear investment framework for outdoor sports facility provision within Luton. 6. A PPS is a key planning tool which helps local authorities make informed decisions about future playing pitch provision. 7. The PPS forms part of the Council’s wider Strategic Vision for Sport and Physical Activity in Luton, which was approved by Exec in June 2013. This vision outlines the participation levels in sports and physical activities making a significant contribution to health, education and social activities.

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8. The PPS was produced using the methodology specified in the Sport England ‘toolkit’, based on a full audit of all playing pitches in the local authority area, including those not available for community use, regardless of ownership. The scope of the strategy examined the provision for all outdoor pitch sports as well as non-pitch sports 9. Sport England is responsible for promoting and investing in sport in England and for helping the Government meet its sporting objectives and distributing both Lottery and Exchequer funds to sport. 10. This strategy will also provide a good evidence base for bids to funding streams. 11. The strategy has been developed with the support of a Steering Group comprising:  Housing and Community Living; Leisure Commissioning, Community Development, Environmental and Regeneration services including Planning, Parks Service; Fixed Assets, and Public Health, a representative from Sports England; Active Luton; Beds FA; England Cricket Board, and Rugby Football Union. The current position 12. Between April 2013 and January 2014, the following progress has been achieved. 13. A comprehensive needs analysis (attached as appendix 2) was conducted, demonstrating the supply and demand of area assessments split into Central, North, East, South and West of Luton site pitches, which revealed some key issues. These sites include a mixture of Council sites, Active Luton sites, education sites, and private sites. It should be noted that not all sport activities have been summarised below. 14. The needs analysis was developed via a variety of consultation methods, used to collate demand information. Face to face and survey consultation was carried out with key clubs from each sport. This allowed for collection of detailed demand information and exploration of key issues to be interrogated and more accurately assessed. A summary for headline sports from the analysis are: a. Football - The audit identifies a total of 125 football pitches in Luton. Of these, 101 (46 sites) are available, at some level, for community use (although not necessarily used). There is a need to meet the identified deficiencies at peak times, (mainly relating to junior football) and ensure there is a range of football facilities across the Borough to service all levels of the game. b. Cricket – There are 11 cricket pitches provided in Luton. There is a current over play and unmet demand, resulting in the need for five additional cricket grounds (based on a cricket square with ten wickets) in addition improvements to the quality of existing provision are recommended. c. Rugby - There are 12 senior and two mini rugby pitches located across nine sites in Luton. There is a need to increase the quality of rugby pitches where possible/appropriate to increase capacity. d. Hockey – There are 5 pitches across 3 sites. There is a need to improve the quality of the pitches and increase floodlighting. e. Bowls - There are 10 bowling greens in Luton provided across nine sites. There is currently an oversupply of three greens in Luton based on a membership capacity analysis. The majority of clubs suggest that an additional bowling green at their home green or in the area would not lead to an increase in club membership. 15. The Playing Pitch Strategy also outlined several recommendations that will also affect supply of and demand for playing pitches. The following recommendations are summarised below: a. The Council should work with partners to distribute provision and meet geographical shortfall. b. The Council should work with partners to meet demand from sports clubs and local communities by improving provision in identified areas. c. Some of the current shortfall can be addressed by carrying out improvements to existing facilities. d. School sites, where there is no community access, also represent a potential resource to meet shortfall 16. The strategy also sets out a prioritisation list outlining the recommendations for each playing

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pitch site within the Borough, please refer to part 5 page 38 of the PPS, (attached in background document). 17. The Steering group have agreed to take forward a number of sites from the prioritisation list and implemented a two year action plan with recommendations for priority areas, (attached as Appendix 3) this will be subject to available resources. 18. The priority sites have been identified on the basis of the impact that the site will have on addressing the issues identified in the audit assessment. For example where there may be a demand or supply of a particular activity or facility to improve the site. 19. The action plan identifies the ways in which current needs might be met, specifies what needs to be provided and where, and proposes how best this might be achieved, the action plan also identifies where resources have or have not yet been identified for each of the chosen sites. 20. The recommendations included in the action plan are resource dependant and will require partnership working to achieve the outcomes required, including the identification of the resources to deliver the plan. Once the strategy is agreed, careful monitoring will be required to ensure the focus remain on delivering the identified priorities. 21. Should Council Executive grant permission to consult then:  Stakeholders and customers will be consulted via various media methods including completion of a short written survey. This survey will be available to the public on the Council’s website and on the various clubs, schools and sports governing bodies.

Next Steps 22. The Council intend to develop an overarching 10 year action plan, outlining the key priorities going forward. 23. In order for the PPS to continue its lifecycle and meet the current and future demands of playing pitch provision, a wide range of organisations will have a role in implementing the action plan. The Council is likely to play the lead role in coordinating the development of the larger, more strategic pitch sites, in conjunction with other partners where appropriate, this includes: 24. Working in partnership with schools and colleges for example consider the scope of potential land 25. Working in partnership to support specific groups including BME, female groups and disability groups to achieve wider outcomes as outlined in the Councils 2013 Sports Vision. 26. Support for pitch owners with external funding applications for pitch quality and changing facility improvements 27. Negotiating additional community access on school and college sites 28. Support for clubs to increase membership 29. Having a partnership agreement with schools, colleges, sports clubs, and developers will help to share the costs of provision, management and maintenance of additional provision 30. The action plan will be achieved in the following ways: 31. Establishing a delivery group, ensuring outcomes are monitored through appropriate governance and accountabilities 32. To ensure the work programmes reflect the Councils existing Sports Strategy Action Plan where joined up priorities could be deliverable. 33. The action plan will be reviewed on a quarterly basis 34. A Risk Register is maintained for the project and the key current risks identified are: a. Without the implementation of a Playing Pitch Strategy the Council will not be able to obtain funding from Sports England and other funding streams b. Without adequate resources it will not be possible to deliver the plan, as currently a number of sites have yet to be identified for resources 35. A full IIA has been conducted ensuring that the PPS meets its legal obligations; this is attached as Appendix 4. Goals and Objectives 36. The production of a 2014-2021 Playing Pitch Strategy will provide significant benefits to community sport clubs and local residents and provide increased opportunities for all residents to

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take part in sport at a community level

Proposal 37. For the Executive to approve officers to conduct a formal consultation.

Key Risks 38. Without an action plan the Council will be limited to take recommendations forward and prioritise accordingly in order to improve the provision of playing pitches in Luton. 39. Without adequate resources it will not be possible to deliver the plan, as currently a number of sites have yet to be identified for resources. Consultations 40. Formal consultations will be held with National Governing Bodies, schools, colleges, clubs and the local community through various communication methods. Appendices attached: Appendix 1 – Playing Pitch Strategy Appendix 2 – Audit Assessment Appendix 3 – Action Plan Appendix 4 - Integrated Impact Assessment Background Papers: None

IMPLICATIONS For Executive reports For CLMT Reports  grey boxes must be completed Clearance is not  all statements must be cleared by an appropriate officer required

Clearance – agreed by: Legal There are no legal implications at this stage. John Newman 07/04/2014/ & John Secker. 10/04/14 Finance There are no financial implications at this stage as Agreed by: resources are met within existing service budgets Comie Campbell Finance Manager HCL and Public Health 10th April 2014

Integrated Impact Assessment (IIA) – Key Points Equalities/ Until consultations are complete and further Maureen Drummond, Cohesion/Inclusion details known an analysis of impact would not be Social Justice Adviser, 11 (Social Justice) clear. Therefore it is agreed a full IIA will be April 2014 completed once agreement from Executive is made to go ahead with consultation, the IIA will then come back to Executive as part of any sign off. Environment There are no direct environmental implications to Jodie Colclough, Strategy what is proposed in this report, as it is merely & Sustainability Officer, 7th seeking permission to consult on the strategy. If April 2014 funding is attracted to improve and expand the current provision the associated environmental and health impacts are likely to be positive.

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Health The PPS is a strategy that sits under the broader Morag Stewart approach to physical activity and sports in Luton Public Health as part of a vision for sport . Health inequalities 10/04/2014 and wellbeing are covered in more depth in the vision document – rather than the PPS. The IIA has identified that inequalities in health may be further widened if certain key groups are not considered as part of the PPS and this is being addressed through consultation. It is anticipated that overall there will be a positive impact in terms of improving health outcomes and reducing obesity if the PPS is delivered in line with the vision for sport in Luton. Community Safety Staffing Other

FOR EXECUTIVE ONLY - Options:

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APPENDIX 1

LUTON PLAYING PITCH STRATEGY

2014 - 2021

Integrity, Innovation, Inspiration

1-2 Frecheville Court off Knowsley Street Bury BL9 0UF T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk

LUTON PLAYING PITCH STRATEGY STRATEGY AND PRIORITISATION LIST

CONTENTS

PART 1: INTRODUCTION ...... 3

PART 2: SUMMARY FROM THE ASSESSMENT REPORT ...... 5

PART 3: A STRATEGIC FRAMEWORK FOR FACILITY IMPROVEMENTS ...... 11

PART 4: OBJECTIVES ...... 14

PART 5: PRIORITISATION LIST ...... 32

PART 6: CONCLUSIONS ...... 50

PART 7: MONITORING AND REVIEW ...... 51

APPENDIX ONE: STRATEGIC CONTEXT ...... 52 APPENDIX TWO: FUNDING PLAN ...... 59

January 2014 Strategy: Knight Kavanagh & Page 2

LUTON PLAYING PITCH STRATEGY STRATEGY AND PRIORITISATION LIST

PART 1: INTRODUCTION

This is the Playing Pitch Strategy (PPS) for Luton. Building upon the preceding Assessment Report, it provides a clear, strategic framework for the maintenance and improvement of existing outdoor sports facilities and ancillary facilities between 2014 and 2021:

 Inform planning policy within the emerging Luton Local Plan policies in terms of protection and enhancement of provision.  Provide adequate planning guidance to assess development proposals affecting playing fields;  Inform land use decisions in respect of future use of existing outdoor sports areas and playing fields (capable of accommodating pitches) within the Borough;  Provide a strategic framework for the provision and management of outdoor sports in the Borough;  Support external funding bids and maximise support for outdoor and informal sports facilities;  Provide the basis for on-going monitoring and review of the use, distribution, function, quality and accessibility of outdoor sport.

1.1 Scope

The strategy covers all of the outdoor pitch sports as well as non-pitch sports as follows:

 Football pitches  Cricket pitches  Rugby union pitches  Artificial Grass Pitches (AGPs) including sand based/filled, water based and 3G surfaces  Bowling greens  Gaelic football pitches  Golf courses  Netball courts  Tennis courts  Athletics tracks  Informal sports

1.2: Structure

The Strategy will be developed from research and analysis of outdoor sports facilities and usage, including informal activity within Luton and it will provide:

 A vision for the future improvement and prioritisation of outdoor sports (including ancillary facilities).  A series of generic strategic objectives which provide a strategic framework for the improvement, maintenance, development and, as appropriate, rationalisation of the stock.  A series of sport by sport objectives which provide a strategic framework for sport led improvements to provision.  A prioritised area-by-area action plan to address key issues.

January 2014 Strategy: Knight Kavanagh & Page 3

LUTON PLAYING PITCH STRATEGY STRATEGY AND PRIORITISATION LIST

 A series of strategic objectives which provide a strategic framework for measuring the impact of participation in informal sporting activity in Luton to inform the health agenda.

The Strategy and Action Plan will recommend a number of priority projects for Luton, which should be implemented from 2014 to 2021. The Strategy and Action Plan is outlined to provide a framework and, although resources may not currently be in place to implement it, potential partners and possible sources of external funding will be identified.

There is a need to build key partnerships with NGBs, Sport England, schools, community clubs and private landowners to maintain and improve playing pitch provision. In these instances the potential for the Council to take a strategic lead is more limited (except in terms of developer contributions). This document will provide clarity about the way forward, and allow the Council to focus on key issues that it can directly influence and achieve.

1.3: Strategic Vision for Sport and Physical Activity (April 2013)

The overarching strategy for sport in Luton is set out in The Strategic Vision for Sport and Physical Activity (2013). It is a corporate document of which the playing pitch strategy fits into. The Playing Pitch Strategy informs the vision for sport and its action plan.

The vision ensures that the Council’s investment into sport effectively contributes to the authority’s overall outcomes. Beyond this, a vision for sport in Luton will provide:

 Clarity of priorities in times of austerity  A means of securing resources through a clear, needs-based approach  Ability to maximise use of resources through informed decision making  A meaningful post 2012 legacy  A framework to realise Luton’s sporting ambitions

The importance of health and wellbeing is also high on the agenda for Luton. This strategy also aims to improve levels of participation in physical activity in children and adults by improving access to playing pitches. This will have a positive impact on health inequalities by improving future provision, maximising current outdoor pitches and enabling key partners to work together. Long term it is envisaged that the prevalence rates of physically active adults will improve. In addition improving cohesion in communities and increasing the number of active older people, young people, woman and girls, residents from the BME communities, and people with a disability taking part in sport will provide an opportunity to enhance residents aspirations and personal life skills.

January 2014 Strategy: Knight Kavanagh & Page 4

LUTON PLAYING PITCH STRATEGY STRATEGY AND PRIORITISATION LIST

PART 2: SUMMARY FROM THE ASSESSMENT REPORT

This section summarises the key issues identified from the Assessment Report.

2.1: Football – grass pitches

 The audit identifies a total of 125 football pitches in Luton. Of these, 101 (46 sites) are available, at some level, for community use (although not necessarily used).  A total of 240 teams are identified as Luton based team, however, 208 play in Luton. Of these, five teams are playing on 3G pitch provision.  There are no suitable sites in Luton to service Step 5 and above clubs, for example, Crawley Green FC, resulting in displaced demand. Step 5 of the football pyramid contains leagues which have strict facility requirements such as perimeter pitch fencing and appropriate changing accommodation. The pitch also needs to be built to meet the requirements for league cup finals.  There is a need to consider asset transfer as a way to make facilities more sustainable  In addition, 32 teams are identified as being from Luton but actually play outside of the Borough. This is primarily thought to be due to a lack of access to good quality pitches.  At peak time, most sites expressing potential capacity are actually unavailable and should, therefore not be counted as spare capacity. Of the 40 pitches with spare capacity and available for community use, 26.5 pitches are available within the peak period (66%). This equates to 53 match equivalent sessions per week as actual spare capacity.  Overall in Luton there are sufficient adult pitches to accommodate over-play, unmet demand, latent demand and future demand. Overall there is an oversupply of 6.5 match equivalent sessions (4 pitches). No areas are deficient in adult pitches.  Overall in Luton there are sufficient youth pitches to accommodate over-play, unmet demand, latent demand and future demand. However there are slight shortfalls in Luton North and West.  Overall in Luton there are sufficient mini pitches to accommodate over-play, unmet demand, latent demand and future demand. Overall there is spare capacity of 5.5 match equivalent sessions (three pitches). However Luton East is deficient by 0.5 match equivalent sessions per week.

2.1.1: Football – Artificial Grass Pitches (AGP)

 The FA model suggests that there are enough 3G pitches (once the new pitch at Lea Manor Recreation Centre has been converted) to service current football training demand in Luton. However, local demand suggests that more access to 3G provision may be needed, although pricing is also a key factor for clubs.  Currently there is not a high demand for competitive fixtures to be played on 3G pitches in Luton. However, if the quality of grass pitches deteriorates there may be a future increase in demand to play matches on 3G pitches.

January 2014 Strategy: Knight Kavanagh & Page 5

LUTON PLAYING PITCH STRATEGY STRATEGY AND PRIORITISATION LIST

2.2: Cricket

 In total, there are 11 cricket pitches provided in Luton, of which only one is unavailable for community use (at Icknield High School which is a junior pitch). Cricket pitches accommodate 42 senior teams and 8 junior teams.  Site assessments scored one pitch as good quality (Luton Town & Indians CC) and the other nine as standard quality.  There is a need to consider asset transfer as a way to make facilities more sustainable.  It is reported that a large number of players (approximately 100) travel outside of the Borough to access cricket pitches and a higher standard of play. This is attributed to both a lack of pitches in Luton as well as a lack of higher quality pitches.  It has been highlighted that significant informal play takes place at parks sites in Luton. Due to the difficulties in providing robust quantitative data for this type of demand it is likely that the deficiencies identified are greater than stated.  Overplay at cricket sites in Luton is a total of 45 matches across the Borough per season. If all overplay was to be relocated to other sites there would be a need for one additional cricket ground (based on a cricket square with 10 wickets).  Unmet demand cannot be accommodated on the current supply of pitches and equates to the need for four additional cricket grounds (based on a square with 10 wickets).  As over play and unmet demand cannot be met due to pitches being at capacity there is no spare capacity to accommodate any latent or future demand which requires an additional 11 pitches (based on a cricket square with 10 wickets).

2.3: Rugby union

In total, there are 12 senior and two mini rugby pitches located across nine sites in Luton. Of these, nine pitches are available for community use and used.

 Those pitches that are unavailable for community use are located on school sites. The poor quality (drainage) is a significant factor in these pitches not being available to use.  Club pitches are generally of an adequate or good quality. Only the senior pitch at Stockwood Park is assessed as poor quality.  All training takes place on grass pitches in Luton; there is no dedicated IRB1 pitch. Training on the pitches adds to the wear and tear and impacts on the quality and carrying capacity. A related issue is a lack of floodlighting for training provision.  Due to the large amount of demand for training there is a need for an IRB compliant AGP. This would be best placed in the South Analysis Area.  There is no reported, unmet, displaced or latent demand for rugby pitches in Luton.  There is no peak time spare capacity for usage of pitches. However, one new women’s team will be accommodated on spare Sunday capacity at Luton RFC next season.  Overplay (of 9.5 matches per week) is due to the amount of training usage being accommodated on match pitches.

1 International Rugby Board (IRB) compliant pitches are artificial grass pitches which meet specifications that make pitches safe for players and replicate good quality grass pitches. The specifications required are known as Regulation 22. http://www.irbplayerwelfare.com/pdfs/Turf_Performance_Tech_Spec_EN.pdf

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 Increasing the quality of the senior pitch at Stockwood Park would help to increase capacity. However, it should be noted that Stockwood Park is in an area of County Wildlife Site designation and of considerable archaeological interest. This may reduce options for improvement, e.g. new pipe drainage systems may require an archaeological survey.  Future demand resulting from population growth equates to the need for access to one senior and one mini pitch.

2.4: Hockey

 In total, five clubs play competitive fixtures in Luton, fielding a total of 21 teams.  There are four full sized sand based AGPs suitable to accommodate competitive hockey. Of these, three are floodlit and all are available for community use.  One (floodlit) pitch at Lea Manor is imminently due to be converted into a 3G surface.  Two pitches are assessed as good quality and two as poor quality (including Lea Manor).  The lack of floodlights at Luton 6th Form AGP reduces capacity for winter training; therefore, clubs which play competitive fixtures there must train at Venue 360, which is assessed as poor quality.  Luton Town Hockey Club is the only hockey user of Challney Girls School AGP; however, there is spare capacity for training in the evenings.  Ancillary facilities are highlighted as a problem for clubs as all clubs must travel off site, away from the pitch, to access clubhouse facilities.  No unmet demand was identified in Luton, however, latent demand for three senior and three junior teams was reported. The current supply of pitches could not accommodate this demand for both training and matches due to poor quality (at Venue 360) and lack of floodlighting (Luton 6th Form College).

2.5: Bowls

 There are ten bowling greens in Luton provided across nine sites.  All greens in Luton are assessed as good quality. In terms of the views from clubs, only one club (Luton West End Bowls Club) reports that the green was slightly poorer than the previous year. Vandalism is or has been an issue at some sites.  Luton West End Bowls Club reports demand for improved ancillary facilities that could lead to having more members. In addition Luton West End Bowls Club, Wardown Park Bowls Club and Sunlea Bowls Club report demand for increased green access for wheelchair players.  There are eight clubs using bowling greens in Luton with an average playing membership of 40. The majority of clubs suggest that an additional bowling green at their home green or in the area would not lead to an increase in club membership.  Junior participation is low in Luton and none of the clubs report having junior members. There is a general issue with older members not being replaced by younger players; most are aging teams.  Notwithstanding that there may be additional demand for bowling greens in the future; there is an approximate current oversupply of three greens in Luton based on a membership capacity analysis. Just considering Council greens, there is a current oversupply of two greens.

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2.6: Gaelic football

 There are two Gaelic football clubs in Luton; Claddagh Gaels and St Vincent’s GAA Club.  There is one Gaelic pitch at Leagrave Park (good quality) and one at Stockwood Park (standard quality).  The ancillary facilities are perceived to be fit for purpose and adequate although there are reports that other sports such as cricket are given priority over changing room access.  Car parking is described as inadequate at Leagrave Park.  Although current demand is being met in Luton, it is thought likely that any increase in demand will lead to the need for more pitches.  A school’s programme is to be rolled out in 2014 and is likely to lead to an increase in demand for Gaelic football pitches.

2.7: Golf

 There is one golf course in Luton provided at Stockwood Park comprising of an 18 hole course, a driving range and a 9 hole course.  Membership at the Club has generally remained static in the previous three years and there is no waiting list to join. Although the Club reports that it is not operating at membership capacity, it has to balance this with pay and play usage of the course.  Almost all Luton residents are serviced by a golf course within a 20 minute drive time. Although there are some small pockets of deficiencies where residents are not serviced by a 20 minute drive time this is unlikely to equate to the need for an additional golf course as people have a higher propensity to drive to golf courses.  If the development at Tea Green Course was to go ahead analysis would need to be carried out to identify whether Stockwood Park would be able to accommodate the increase in demand.

2.8: Netball

 There are 41 netball courts identified within Luton with varying degrees of quality. All courts are located on education sites.  27 teams compete in the Luton, Dunstable and District outdoor league. Only four of the teams are from outside of Luton. The number of teams has remained largely static over the previous three years.  Despite a formal community use agreement (CUA) being in place at Challney High School the League reports that attempted access to the courts for senior matches has been unsuccessful.  All demand for matches is accommodated on the current supply of courts and this is supported by the League which suggests that there are generally enough courts in Luton to satisfy demand.  There are also enough courts that could be accessed if the League was to grow further.  Overall the Luton League manages on the courts that are at its disposal but moving forward would benefit from the development opportunities that a Central Venue facility (i.e. 4/5/ 6 outdoor courts) would bring.

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2.9: Tennis

 There are 65 tennis courts identified within Luton of which 13 are parks tennis courts.  The one club in Luton is Luton & Vauxhall Lawn tennis club with a membership of 160 juniors and 110 adults.  Although availability of courts at the Club is not a particular issue, the Club reports that it is operating at capacity at peak time for matches. It identifies potential for two more courts to be created on the overflow car park land if required.  Council parks courts are free to use and are open access. Wardown Park is the most used site.  Quality at parks sites could be improved as all are assessed as standard quality; however they are fit for purpose and provide a recreational standard of court.

2.10: Athletics

 There is one athletics track in Luton located at Stockwood Park. The track is certified Grade A and is of a good enough standard to hold county competitions. It was re-laid 18 months ago and is suitable to satisfy demands from the Club.  There is demand for a separate throwing area, with new circles planned for 2014. This is critical to retain the existing track certification.

2.11: Key priorities to address

Using the key issues identified in the Assessment Report, the following priorities are identified for each sport and provide the context for the development of the aims and objectives within the Strategy.

Football:

 A lack of football pitches/sites in Luton to service clubs at Step 5 and above, for example, Crawley Green FC, resulting in displaced demand. Alongside this there is the need for a cup final standard pitch.  Current overplay resulting in the need for two additional youth (11v11) pitches in the North analysis area.  Small (equivalent to less than one pitch) deficiencies in youth pitches (11v11) in the East.  Future demand to 2021 for two youth (11v11) and one (9v9) pitches.  A lack of available football pitches on education sites.  Surplus of youth 11v11 pitches in the South.  Continue to monitor the future demand for 3G AGPs.  Consider the need for asset transfer as a way to make facilities more sustainable.

Cricket:

 Current overplay and unmet demand resulting in the need for five additional cricket grounds (based on a cricket square with ten wickets).  Future and latent demand resulting in the need for an additional 11 cricket grounds (based on a cricket square with ten wickets) by 2021, totalling 16 cricket grounds altogether (including current overplay and unmet demand).  A lack of available cricket pitches on education sites.  The need for more dedicated informal provision.

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Rugby union:

 Increasing the quality of rugby pitches where possible/appropriate to increase capacity.  Current overplay from training resulting in the need for five additional senior pitches or the need for an IRB compliant AGP to accommodate this training.  Future and latent demand resulting in the need for an additional senior match pitch by 2021, totalling six altogether (including current overplay and unmet demand).  Need for additional floodlighting for training pitches.

Hockey:

 Poor pitch quality at Venue 360 and lack of floodlighting at Luton 6th Form College.  Latent demand expressed for three senior and three junior hockey teams.  Lack of clubhouse facilities at pitch sites

Bowls:

 Low junior bowls participation. There is a general issue with older members not being replaced by younger players; most are aging teams.  Current oversupply of three greens in Luton based on a membership capacity analysis. Considering only Council greens, there is a current oversupply of two greens.  A need to review Council management of greens.

Gaelic football:

 Future demand for Gaelic football pitches following development work starting in schools in 2014.

Netball:

 The need for a netball venue with four or more good quality, floodlit courts to accommodate tournaments and junior central venue competitions.

Golf:

 The need to protect and maintain current standard of Stockwood Park Golf Course.

Tennis:

 Quality at parks sites could be improved as all are assessed as standard quality; however they are fit for purpose and provide a recreational standard of court.  Luton & Vauxhall Lawn Tennis Club is operating at capacity at peak time.

Athletics:

 The need to protect and maintain the current standard of track at Stockwood Park, and to accommodate demand for a separate throwing area which is critical to retain the Grade A quality certificate of the track.

Education:

 Availability of education sites, particularly secondary schools to accommodate a range of community use needs, including underuse of grass pitches.

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PART 3: A STRATEGIC FRAMEWORK FOR FACILITY IMPROVEMENTS

3.1 Context

The PPS sits within the context of Luton Borough Council’s Prospectus 2013-2016, in which three key priorities are identified, which include: ‘to ensure the most vulnerable in Luton are safe and supported,’ and ‘to better equip residents of all ages to get jobs through investment in education and training.’ Against this backdrop, the rationale for producing the strategy is that it will help to deliver on the broader agenda to increase participation in sport, which is key to improving health and wellbeing outcomes and which can also play an important role in the development of confidence and skills among individuals.

The objectives of the strategy extend across multiple LBC departments and are summarised below:

 To help deliver the public health agenda  To inform the investment strategy for LBC initiatives  To inform local plan policy and potential developer contributions  To set the outdoor sports facilities plan within the context of the local plan and wider strategies for parks, green spaces and community development  To inform sports development initiatives  To reflect wider LBC asset reviews  To help facilitate community use of outdoor facilities on education sites

The overarching strategy for sport in Luton is set out in The Strategic Vision for Sport and Physical Activity (2013). It is a corporate document of which the playing pitch strategy fits into. The vision ensures that the Council’s investment into sport effectively contributes to the authority’s overall outcomes. Beyond this, a vision for sport in Luton will provide:

 Clarity of priorities in times of austerity  A means of securing resources through a clear, needs-based approach  Ability to maximise use of resources through informed decision making  A meaningful post 2012 legacy  A framework to realise Luton’s sporting ambitions

Luton

Due to the restrictions of green space in Luton there is a need for Luton’s parks and open space to be multifunctional and provide for the formal and informal recreational needs of the whole community which also includes important areas of habitat and historical interest. This is a major consideration in the context of providing playing pitches to service both formal and informal sport.

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Links to other strategies

There are a number of related strategies developed by Luton Borough Council which have been adopted or are in the process of being developed, which are used to inform the Playing Pitch Strategy. They include:

 Health and Wellbeing Strategy 2012 – 2017  Luton Local Plan, 2001 – 2011  Corporate Asset Management Plan and Capital Strategy 2010- 2015  Luton Local Plan Review, 2011 – 2031 (in development, not available online)  Luton and South Bedfordshire Draft Green Space Strategy 2008 (useful background, available via www.shapeyourfuture.org.uk)  Luton Green Space Strategy (in development as part of Local Plan review, not available online)  Community Priorities documents, developed as part of the Your Say, Your Way programme  Luton’s Sustainable Community Strategy, 2008 – 2026

As detailed in the Luton Borough Council Prospectus 2013-16, the backdrop to the development of the Playing Pitch Strategy is that for the next three years, the Council must manage on much less funding from Government than in the previous three years. Increased pressures are likely to flow from changes to welfare benefits, greater need for social care and a new duty to improve the public’s health.

Within this context, a Playing Pitch Strategy for Luton must help to address health inequalities by seeking to promote participation in sport. The action plan must also take into account the considerable constraints on local authority budgets in the medium term, the practical consequences of which may include less intensive maintenance within Council operated parks.

As stated in the Luton Local Plan, 2001 – 2011, Luton is now generally developed up to its administrative boundary and a central issue is the ‘extent to which the conflicting needs for various uses and facilities are to be balanced.’ In relation to a Playing Pitch Strategy, the use of land for formal sport must be set in the context of the other potential uses of green space and the need to protect and enhance the natural environment.

Please refer to Appendix One for the full national strategic context for the PPS, including Sport England and NGB strategies.

3.2: PPS vision

Building upon the Council and its partners priorities, the vision for the Playing Pitch Strategy is:

Luton will provide a network of high quality outdoor sports facilities that are conducive to sustaining and increasing participation in sport and consequently helping to improve the health and wellbeing, employment and business of residents both now and in the future.

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This strategy will help in identification, and prioritisation, of outdoor sports that are of local and Borough-wide significance and guide the Council and its partners to work collaboratively (i.e., reduce duplication and competition), identify and use limited resources to optimum effect.

3.3: PPS aims

The proposed vision is based upon clear and achievable aims (set out within the boxed text below). It is recommended that the following are adopted by LBC and its partners to enable it to achieve the overall vision of the Strategy:

AIM 1

To protect and enhance levels of outdoor sports facilities

AIM 2 To aaddress issues of quality and management with regard to facility provision

AIM 3 To maximise access to all outdoor facilities and in particular educational facilities

AIM 4 To maximise investment into outdoor sports facilities

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PART 4: OBJECTIVES

The objectives need to be implemented to enable the aims to be delivered. It is recommended that LBC and partners adopt the following objectives across a range of departments to enable it to achieve the vision of the Strategy (note: not in any priority order):

AIM 1 To protect and enhance levels of outdoor sports facilities

Objectives:

a. Rectify quantitative shortfalls in the current pitch stock and outdoor sports facilities.

b. Identify opportunities to add to the overall stock to accommodate both current and future demand.

c. Protect sports facilities where there is a need to do so.

Given that the scope to replace facilities in the Luton context is limited, there is a justified need to protect existing outdoor sports facilities unless there is deemed to be a surplus of provision.

Objective (a) - Rectify quantitative shortfalls in the current pitch stock and outdoor sports facilities

The Council and its partners should work to rectify identified inadequacies and meet identified shortfalls as outlined in the Assessment Report. Current quantitative shortfalls of existing provision are identified as:

 Five grass cricket pitches (based on 10 wickets) to meet current overplay and unmet demand.  Current overplay resulting in the need for two additional youth football pitches in the North analysis area.  Five senior grass rugby pitches to accommodate overplay (or an IRB compliant AGP as over play is due to training on grass pitches).

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 Luton can be overcome through maximising use of existing pitches through a combination of:

 Securing long term community use at school sites.  Working with commercial and private providers to increase usage.  The re-designation of pitches for which there is an oversupply.  Improving pitch quality in order to improve the capacity of pitches to accommodate more matches.

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 Prioritising Luton clubs/residents (i.e. those with a strong tradition of playing in or being established in Luton) for access to pitches.

While maximising the use of existing pitches offers scope to address the quantitative deficiencies for most sports, new or additional cricket squares on public playing fields as well as improving existing wickets is required to meet the levels of demand identified for cricket both current and future.

There may be a requirement to protect some senior football pitches as this provides the flexibility 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.

In terms of unmet demand, it is only expressed for cricket pitches, with three of the five analysis areas (North, East and Central) requiring additional facilities.

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 The needs of the game will Consider re-allocating leases to Charter Standard change significantly from the clubs with a large number of teams. 2013/14 season with the Work with clubs to identify facility development implementation of the FA opportunities. Youth Development Review. Work with clubs in relation to their pitch demands as As a result, pitch demands will a result of the FA Youth Development Review. change. This could also see changes in the seasonal demand of pitches (youth football). Demand for senior football is Sustain current stock but consideration given to likely to be sustained or reconfigure pitches. decrease slightly based on current trends and the move to small sided football.

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Sport Future development trend Strategy impact An increase in women and A need to provide segregated ancillary facilities and girls football following £2.4m the potential need for more pitches. investment over the next two years (2014-2016) from Sport England to increase the number of women and girls taking part in football sessions. Cricket Demand for additional Access to additional midweek cricket pitches midweek cricket pitches to Consider alternatives to grass wickets accommodate the Luton & District midweek league.

Women’s and girls’ cricket is a Support clubs to ensure access to segregated national priority and there is a changing and toilet provision and access to good target to establish two girls’ quality cricket pitches to support growth. and one women’s team in every local authority over the next five years. Rugby The Rugby World Cup (2015) Clubs are likely to field more teams in the future, Union is predicted to see a further and therefore have a demand for more pitches. It is increase in the demand for important, therefore, to work with the clubs to rugby provision. maintain the current pitch stock and to support Strong junior sections facility development where appropriate. Gaelic Increase in junior players due Access to additional pitches. football to schools programme starting in 2014. AGPs Demand for 3G pitches for Ensure that access to new AGP provision across football continues to increase. the Borough is maximised and that community use It is likely that future demand agreements are in place. for the use of 3G pitches to Utilise Sport England/NGB guidance on choosing service competitive football, the correct surface: particularly mini and youth will http://www.sportengland.org/media/30651/Selecting- result in some reduced the-right-artificial-surface-Rev2-2010.pdf demand for grass pitches.

Provision of 3G pitches which are IRB compliant will help to reduce overplay as a result of training on rugby pitches. Bowls General trend of demand for Likely to result in the need for less outdoor bowling bowling greens remaining greens. However, this could link to demand static or slightly decreasing. increasing for short mat bowls and indoor green provision. Netball Demand for Netball has A need to continue to maintain the current stock of remained relatively static over courts to a good standard but also to provide a the previous three years and is central venue with at least four good quality floodlit likely to continue. However, if courts. a central venue was created with at least four floodlit courts demand is likely to increase, especially for juniors.

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Sport Future development trend Strategy impact Tennis With Luton & Vauxhall Lawn The need for additional courts at Luton & Vauxhall Tennis Club operating close to Lawn Tennis Club and support for Luton Regional to capacity, any increase in become a Beacon Tennis Site. participation is likely to lead to the need for more courts. Creation of a Beacon Site at Luton Regional would also increase participation. Athletics Athletics membership is Athletics track is able to accommodate increase in estimated to increase by 10% demand but the impact will be seen on maintenance in Luton over the next five and ancillary facilities which will need to be years. increased.

Objective (b) - Identify opportunities to add to the overall 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 and facilities 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.

Public playing fields within and immediately outside Luton should, where possible, be made available for cricket pitch provision. This may require negotiation with neighbouring authorities to help meet the shortfalls expressed. In addition to this, there is a need to encourage development of artificial wickets on school sites, linked to specific use by clubs through a community use agreement.

Objective (c) - Protect sports facilities where there is a need to do so

Protect the existing supply of sports facilities where it is needed for meeting current or future needs. The majority of facilities from the assessment report justify protection. Local plan policies should protect facilities and the scope to legally safeguard long term use of strategically important sites to the community such as the strategic sites and key centres identified in objective (e) should be considered. For example, through the Fields in Trust programme (www.fieldsintrust.org).

Where there is no need to protect facilities and the assessment shows scope for rationalisation, e.g. bowling greens, the following should be considered when making any decisions about disposal:

 Is the facility surplus to requirements not only now but also in the future?  Could the facility be used for another type of sport for which there is a deficit?  Can current users be sufficiently accommodated at another appropriate site taking into consideration access, cost and locality?  Consideration as to the quality of the facilities (including ancillary facilities).  The long term sustainability of the facility.  The level of current use and the impact on the spatial distribution of facilities across Luton of closing a facility.

It may be appropriate to dispose of some existing playing field sites (that are of low value i.e. one- three pitch sites with no changing provision) to generate investment towards

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creating bigger better quality sites (Strategic Sites) in order to meet the objectives of the Strategy and to develop the hierarchy of sites (see objective e).

The following criteria should be established as the basis for negotiations to mitigate the loss of playing field provision:

 Ensure that where playing fields are lost through alternative development or closure, that the type of provision of the same or improved standard is provided to meet demand identified.  Where pitches are lost due to redevelopment of the site, compensatory re-provision or an equivalent contribution for re-investment into new pitches will be sought as appropriate in an alternative accessible location.  Where opportunities exist to additionally increase pitch quality (and therefore pitch capacity to accommodate more matches) this should be a priority (please refer to the action plan to identify quality deficiencies in the appropriate area).  All negotiations and mitigation packages should be raised and discussed in partnership with the relevant NGB and Sport England through the Playing Pitch Strategy Steering Group.

In terms of mitigation it is important, where possible and appropriate for a particular sport, that this takes place in an area that is accessible to the playing field that is lost to avoid a scenario where a redundant playing field is lost in an area of the Borough which has deficiencies and is replaced on the other side of the Borough.

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AIM 2 To address issues of quality and management with regard to facility provision

Objectives:

d. Seek to address overplay

e. Adopt a tiered approach (hierarchy of provision) to the management and improvement of sites – See page 33

Objective (d) – Seek to address overplay

Priority in the short term (given limited resources) should be directed to poor quality sites. This standard, based on an achievable target using existing quality scoring to provide a baseline, should be used to identify deficiencies and hence investment should be prioritised to those sites which fail to meet the proposed quality standard (using the site audit database, provided in electronic format). The policy approach to these outdoor recreation facilities achieving these standards should be to enhance quality and therefore the planning system should seek to protect them.

Good quality refers to facilities that have, for example, good grass cover, an even surface, are free from vandalism, litter etc, have access for disabled people and are supported by good quality ancillary facilities including changing accommodation, toilets and car parking. While “adequate” quality refers to facilities that have, for example adequate grass cover, minimal signs of wear and tear, reasonable changing accommodation and the goalposts may be secure but in need of minor repair. Please refer to the Sport England quality assessments.

Improving pitch/surface quality as a priority

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 pitch should take:

Sport Pitch type Matches Football Adult pitches 3 Youth pitches 4 Mini pitches 6 Rugby Pipe and Slit Drained and a good level of 5 maintenance Cricket Grass wickets 5 per season Synthetic wicket 60 per season

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Sites played beyond capacity may require remedial action to help reduce this, for example, overplay at four sites is attributed to ‘poor’ pitch quality:

 Alder Crescent Recreation Ground  Lothair Road Recreation Ground  Foxdell Recreation Ground  Wigmore Valley Park

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 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.

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AIM 3 To maximise access to all outdoor facilities and in particular educational facilities

Objectives:

f. Establish a more coherent, structured relationship with schools to maximise community use of educational facilities.

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

h. Increase opportunities to support informal sporting activities.

i. Work with NGBs to ensure that there is a link/pathway for those that want to move into formal sport.

Aim 3 should include access to outdoor facilities in the context of widening access to facilities for demographic groups among whom participation rates are low.

Objective (f) – Establish a more coherent, structured relationship with schools and colleges to maximise community use of educational facilities

The ability to access good facilities within the local community is vital to any sports organisation, yet many clubs struggle to find places to play and train. In Luton pricing policies at facilities is a major barrier to access at some of the education sites, Luton Council will need to develop an understanding of the pricing structures by working closely with schools and colleges.

A large number of sporting facilities are located on education sites and making these available to sports clubs can offer significant benefits to both the school/college and the local clubs. Luton Council and other key partners must work with schools and colleges to develop an understanding of the issues that restrict or affect community access. Support should be provided, where appropriate, to address underlying problems. Consideration should be given for an ‘opt in’ approach to a centralised booking system for community use of schools and colleges in order to minimise administration and make access easier for the users.

It is not uncommon for school pitch stock not to be fully maximised for community use. Even on established community use sites, access to outdoor sports facilities to the community is limited. The Assessment Report identified several issues relating to the use of school facilities:

 Community use is limited and often based on informal agreements between individual schools and clubs.  There is no strategic guidance as to which clubs are allocated the use of playing pitch facilities (i.e. in accordance with a strategic need).  There are a number of school sites where a community use agreement is in place but it is not clear whether the agreement is being upheld.  There are management issues inherent in developing, implementing and managing community use agreements. Advice and guidance can be obtained from Sport

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England’s Schools toolkit and Sports organisations toolkit. (www.sportengland.org/facilities-planning) Where appropriate, it will be important for schools to negotiate and sign formal and long- term agreements that secure community use. This need to be examined against these issues:

 The analysis provides a clear indication of the future pitch requirements and provides a basis for partners to negotiate.  Community use should not impact on the needs of schools to deliver curricular and extracurricular activities

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/accessing-schools/

It is recommended that a working group, led by a partner from the education sector but supported by a range of other sectors including sport and leisure is established to implement the strategic direction in relation to the increased use of school facilities. Broadly speaking, its role should be to:

 To better understand current community use, practices and issues by ‘auditing’ schools.  Ensure community use agreements are upheld  Identify and pilot one school/club formal community use agreement with a view to rolling out the model across the area.  Ensure that funding to improve the quality of the facilities is identified and secured.  As part of any agreement secure a management arrangement for community access, which does not rely on existing school staff structures.  Ensure that pitch provision at schools is sufficient in quality and quantity to be able to deliver its curriculum. Once this has been achieved provision could contribute to overcoming deficiencies in the area (as identified in the assessment above).

Although there are a number of academies and college sites in Luton, which the Council has no control over the running of (with the exception of Barnfield College New Bedford road site), 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.

Objective (g) - Secure tenure and access to sites for high quality development minded clubs through a range of solutions and partnership agreements

Local sports clubs should be supported to achieve sustainability across a range of areas including management, membership, funding, facilities, volunteers and partnership working. For example, the Council should continue to 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

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(CASC)2. 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. It is recommended that security of tenure should 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.

There is potential for a number of further sites in Luton to be leased to sports clubs and/or organisations. Each club will be required to meet service and/or strategic objectives set out by the Council. However, an additional set of criteria should be considered, which take into account the quality of the club, aligned to its long term development objectives and sustainability. The criteria will be crucial in determining which clubs are successful as historically there are more requests for such an arrangement than there are sites available.

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

The Council can further recognise the value of Clubmark/Charter Standard 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.

2 http://www.cascinfo.co.uk/cascbenefits

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Club outcomes for lease agreements

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 and retaining players.  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.

Community Asset Transfer Policy

The Council should continue to work towards adopting a policy, currently in draft format, which supports community management and transfer of 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/support__advice/asset_transfer.aspx

Objective (h) - To increase opportunities to support informal sporting activities

Informal sports have many valuable attributes; because the structure is informal players get to use their interpersonal skills by choosing sides and organising the games. They devise rules for the game and take responsibility to resolve disputes by compromising and collaborating with their peers so that the games may continue. Participants’ interactions are more relaxed because they are not as pressured to win. As a result, the focus is on social aspects, exercising, enjoying sports skills, learning in a relaxed environment and having fun.

In order to ensure opportunities are increased and sustained to accommodate informal sports, dedicated provision in public parks is required. This is most applicable to cricket and football in Luton.

To help support informal activity, the following may be a useful guide:

Improving accessibility: providing easy, safe and convenient access to a choice of opportunities for participating in sport and physical activity and active travel for the whole community.

Enhancing amenity: promoting environmental quality in the design and layout of new sports and recreational facilities, their links and relationship to other buildings and the wider public realm.

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Increasing awareness: raising the prominence and legibility of sports and recreation facilities and opportunities for physical activity through the design and layout of development.

Specifically in Luton the following types of informal facility should be provided on public sites with free access to meet identified demand:

 More artificial cricket wickets  More informal small sided football pitches  New and improved MUGAs for court sports Sport England provides further design guidance aimed at increasing active participation which can be found at: https://www.sportengland.org/media/48865/Active-design.pdf

Objective (i) Work with NGBs to ensure that there is a link/pathway for those that want to move into formal sport

There are a range of benefits which can be gained from NGB affiliation, including, for example:

 Insurance/indemnity cover  Qualified coaching  Ground quality assurance (for some sports i.e. ECB)

There are also some ‘softer’ benefits for individuals associated with NGB membership which can include:

 Informative magazines  Attendance at events  Ticketing opportunities for Championships

Each NGB is responsible for signposting individuals to a formal club/opportunity. This could start in the form of semi structured sessions where people can just turn up and play. As an example, The FA operates popular Just Play sessions at Ashcroft School.

AIM 4 To maximise investment into outdoor sports facilities

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Objectives:

j. Establish an approach to securing developer contributions

k. Work in partnership with stakeholders to secure funding

Objective (j) – Establish an approach to securing developer contributions

It is important that this strategy informs policies and emerging supplementary planning documents by setting out the approach to securing sport and recreational facilities through new housing development. The guidance should form the basis for negotiation with developers to secure contributions to include provision and/or enhancement of appropriate playing fields and its subsequent maintenance. Section 106 contributions or CIL (Community Infrastructure Levy) could also be used to improve the condition and maintenance regimes of the pitches in order to increase pitch capacity to accommodate more matches. A number of planning policy objectives should be implemented to enable the above to be delivered:

 Planning consent should include appropriate conditions and/or be subject to specific planning obligations. Where developer contributions are applicable, a Section 106 Agreement or equivalent must be completed specifying the amount which will be linked to Sport England’s Building Cost Information Service from the date of the Planning Committee, and timing of the Contribution(s) to be paid.  Some contributions may need to be ring fenced for use according to the particular terms of the Planning Obligation, where there is opportunity to improve the appropriate pitches within the local vicinity. However, for some sports such as for example cricket and rugby a “central pot” for developer contributions across the local authority area may be necessary for the particular sport.  Contributions should also be secured towards the first ten years of maintenance on new pitches. Consideration should also be given to what the maintenance regime will be following this, given future budget cuts. NGBs and Sport England can provide further and up to date information on the associated costs.  External funding should be sought/secured to achieve maximum benefit from the investment into appropriate playing pitch facility enhancement and its subsequent maintenance .  Where new multiple pitches are provided, appropriate changing rooms and associated car parking should be located on site.  All new or improved playing pitches on school sites should be subject to community use agreements. For further guidance please refer to Sport England: http://www.sportengland.org/facilities-planning/planning-for-sport/planning-tools-and- guidance/community-use-agreements/  Establish a formula for collating developer contributions for playing pitches which is demand based.

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Objective (k) - Work in partnership with stakeholders to secure funding

Partners, led by the Council, should ensure that appropriate funding secured for improved sports provision are 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 objective the Council should maintain a regular dialogue with local partners and through the Playing Pitch Steering Group.

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 Two 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 through, for example, the PCT.

Sport England research suggests the following:

Economic impact:  In 2010, sport and sport-related activity contributed £20.3 billion to the English economy – 1.9% of the England total.  The contribution to employment is even greater – sport and sport-related activity is estimated to support over 400,000 full-time equivalent jobs, 2.3% of all jobs in England.

Health impact:  Physical activity, including sport, is linked to reduced risk of over 20 illnesses, including cardiovascular disease and some cancers.  Taking part in regular sport can save between £1,750 and £6,900 in healthcare costs per person.

Social and cultural impact:  Published studies show the positive effects of sport on education include improved attainment, lower absenteeism and drop-out, and increased progression to higher education. For instance, young people’s participation in sport improves their numeracy scores by 8 per cent on average above non-participants.  Other studies have found that sport programmes aimed at youths at risk of criminal behaviour can enhance self-esteem and reduce reoffending.

Engaging with Active Luton and identifying a key contact at Luton PCT are good starting points to identify local opportunities for funding.

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4.1: Sport specific objectives

Site specific actions falling out of the sport by sport objectives outlined below are detailed within the action plan.

FOOTBALL OBJECTIVE Meet identified deficiencies at peak times and ensure there is a range of football facilities across the Borough to service all levels of the game.

 Protect the current level of playing pitches and seek to provide new pitches in areas of deficit.  Seek to provide a pitch to meet the requirements of Step 5 and above, and league cup finals.  Improve the quality and therefore carrying capacity of existing pitch stock.  Transfer overplay to alternative venues which are not operating at capacity or are not currently available for community use. Geographical location is a determining factor for where people want to play and must be considered.  Work with schools to secure tenure and access to primary and secondary schools to help address deficiencies. In particular target primary schools for access to mini/youth pitches and create better club school links.  Where schools are available but unused ensure access arrangements are suitable for facilitating access to the whole community, particularly in relation to cost.  In partnership with The FA, seek to establish a strategic phased programme of 3G pitches, which will increase training slots and support back to back modified games on Saturdays and Sundays.  Monitor trends in usage and to work out whether more 3G provision is required  Increase the quality and standard of changing rooms to accommodate dual gender changing facilities (in line with The FA standards).  Where necessary, reconfigure existing pitch provision with access to suitable pitches and facilities, to support and grow the game.  Where appropriate, develop partnership and/or lease arrangements with large, sustainable, development-minded (i.e. FA Charter Standard Community) clubs to manage their own ‘home’ sites thus facilitating club development (as detailed in the management objectives).  Continue to support clubs in the management and improvement of their own facilities.  As far as possible support clubs with facility development aspirations through the planning and application stages.  Address demand from informal football users with alternative provision away from formal pitches to reduce wear and tear.

CRICKET OBJECTIVE Meet unmet demand for access to additional pitches and work to increase the quality of existing provision.

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 Meet deficiencies in cricket pitches and increase the number of cricket grounds.  Protect current levels of provision and seek to provide new fine turf or artificial pitches to meet unmet demand.  Where appropriate, develop partnership and/or lease arrangements with large, sustainable, development-minded clubs to manage their own ‘home’ sites thus facilitating club development (as detailed in the management objectives).  Provide dedicated artificial wickets to service informal cricket in public sites.  Increase and sustain informal cricket participation and provide a pathway for those who wish to play at a formal level.  Ensure that any facilities developed support opportunities for women’s and girl’s competitive cricket.  Support clubs to develop and improve ‘off pitch’ practice facilities.  Where schools are available but unused ensure access arrangements are suitable for facilitating access to the whole community, particularly in relation to cost.

RUGBY UNION OBJECTIVE Work towards meeting identified current and future deficiencies and increase quality as required.

 Protect current levels of provision and work to alleviate overplay on competitive grass pitches caused by training. Ensure clubs have access to training areas which are either dedicated floodlit grassed areas or through the provision of an IRB AGP.  Where appropriate, increase the quality of rugby pitches in order to increase capacity.  Investigate options to work with schools to maximise access to education sites to help address deficiencies.

HOCKEY OBJECTIVE

Maximise access to existing provision and work towards improving quality.

 Work with schools to maximise access to education AGPs to accommodate both hockey training and competitive play. Establish community use agreements which also ensure access to ancillary facilities.  Ensure access arrangements are suitable for facilitating access to the whole community, particularly in relation to cost.  Investigate options to provide floodlighting at Luton 6th Form College.  Ensure that sinking funds are in place to maintain AGP quality in the long term.  Seek to work in partnership with Venue 360 to resurface the AGP.  Work with England Hockey to support its development programmes aimed at increasing participation.

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OTHER SPORTS OBJECTIVE Maximise access to existing provision and work towards improving quality.

Bowls:

 Consider rationalisation of greens with a view to focusing investment on retained facilities to ensure that these are high quality and sustainable.  Where possible ensure clubs provide pay and play opportunities at greens located in public parks.  Support and encourage junior bowls development in order to grow and sustain future participation levels in the sport.  Re-approach larger, sustainable, development-minded clubs to establish leases to fully manage their own ‘home’ sites thus facilitating club development.  Develop maintenance arrangements with clubs on council bowling greens.  Further investigate the sustainability of providing bowling hubs on artificial grass pitches.

Tennis:

 When demand exists, improve court quantity/quality and/or install floodlighting (in order to increase the capacity) of existing tennis court provision.  Support development of a Beacon site to service Luton.  Continue to support and encourage junior development in order to increase participation levels in the sport.  Where possible upgrade parks tennis courts to support informal playing opportunities.

Netball:

 Work with the Luton League to identify and secure access to a suitable site which could accommodate four or more good quality courts to operate as a Central Venue facility. Sites with four courts include Ashcroft High School, Challney High for Girls and Icknield School.  Work with schools to maximise access to education netball courts to accommodate competitive play.  Ensure community use agreements with Schools are upheld.

Golf:

 Work with Stockwood Golf Club to protect and maintain current quality of course.  Continue to work with Stockwood Golf Club to increase participation.

Gaelic football:

 Protect current provision of Gaelic football pitches and plan for anticipated increase in demand in the next five years.

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Athletics:

 Protect and maintain the current standard of track at Stockwood Park.  Accommodate demand for a separate throwing area which is critical to retain the Grade A quality certificate of the track.  Work with football clubs to improve access/management of the grass pitch in the centre of the athletics track to avoid the need for additional maintenance on the track.

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PART 5: PRIORITISATION LIST

5.1: Introduction

The site-by-site prioritisation list seeks to address surpluses and deficiencies, together with key issues identified in the accompanying Assessment Report. It provides recommendations for each site, based on current levels of usage, quality and future demand, as well as the potential of each site for enhancement.

It is a list developed by KKP and the Council and 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. Objective 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.

Actions plans will be prepared for delivering selected projects on the prioritisation list and decisions about which projects will be progressed to an action plan will be informed by the level of priority and timescales for delivery allocated.

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.

5.2: Justification of sites within the prioritisation list

The list details policy options relating to individual sites and the need to enhance and develop new sporting provision. The following criteria have been used to identify priorities and justify the inclusion of sites within the list. Just one of the following may apply:

 A project is currently underway to enhance the existing site and/or funding has been secured.  An evaluation of site use is required as it is of poor quality and is reportedly underused.  The desired action is small scale, short term and will enhance the quality of current provision, whilst aiding community use.  The importance of the site is identified in other strategies.

Sites included within the prioritisation list have been tiered based on criteria set out in objective e:

Objective (e) – Adopt a tiered approach (hierarchy of provision) to 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.

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Luton has a number of ‘key centres’, which are sites that are considered to be the most popular and therefore need to be of a high standard in order that they can accommodate a sufficient number of matches per week. This applies mostly to football pitch hire. However, the Council should extend this provision model to recognise the supply and demand issues identified throughout the Assessment Report (i.e. current levels of overplay) and the investment necessary to improve sites based on current levels of usage. The identification of sites is based on their strategic importance in a Borough-wide context (i.e. they accommodate the majority of play). In addition to this, there are a number of sites which have been identified as accommodating both senior and junior matches, sometimes concurrently.

Not only could such sites require a mixture of mini, youth and senior pitches, but they also require split-level ancillary facilities, in order to maximise their usage at all times.

In the context of developing a tiered model approach to the management of sports facilities Luton has a large number of multi-team junior clubs which place a great demand on the pitch stock. There are therefore a number of sites which are still owned and maintained by the local authority, but are actually booked by the clubs for the entire season. The sites are then recognised as the ‘home ground’ of the club. Such sites are fundamentally different from those which can be hired on a regular basis because they are in effect, ‘allocated’ to a certain club and management responsibility, in terms of allocating teams to pitches, is transferred to the individual club.

Proposed tiered site criteria

Strategic sites Key centres Club or education Strategic reserve sites sites Strategically placed Strategically placed in Strategically placed in Strategically placed in the Borough. the local authority the local context. in the local context. context. Accommodates five Accommodates three Accommodates more Likely to be single- or more grass or more grass pitches. than one pitch. pitch site with limited pitches. Including demand. provision of an AGP. Single or multi-sport Single or multi-sport Single or multi-sport Supports informal provision. provision. provision. demand and/ or Could also operate Could also operate as training etc. as a central venue. a central venue. Management control Management control Club either has long- Management control remains within the remains within the term lease/hires the remains with the local authority/other local authority or with pitch for the entire Council or existing provider or with an an appropriate club on season or owns the management body. appropriate lease a lease arrangement. site. arrangement through Management control a committee or remains within the local education owned. authority/other provider or with an appropriate lease arrangement through a committee or education owned.

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Strategic sites Key centres Club or education Strategic reserve sites sites 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 and line maintenance contract. marking as required. Good quality Good quality ancillary Appropriate access No requirement for ancillary facility on facility on site, with changing to access changing to site, with sufficient sufficient changing accommodate both accommodation. changing rooms and rooms and car parking senior and junior use car parking to serve to serve the number concurrently (if the number of of pitches. required). pitches.

Strategic Sites such as Crawley Green Recreation Ground already seek to accommodate the growing emphasis on football venues catering for both senior and junior (especially mini-soccer) matches. Strategic Sites can also have a borough wide impact of which is explained in section 5.3 below. The conditions recommended for mini and youth football are becoming more stringent. This should be reflected in the provision of a unique tier of pitches for mini and youth football solely that can ensure player safety, as well as being maintained more efficiently. It is anticipated that both youth and mini- football matches could be played on these sites. Initial investment could be required in the short term and identified in the Prioritisation List (page 41).

The financial, social and sporting benefits which can be achieved through development of strategic sites are significant. Sport England provides further guidance on the development of such sites at: http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/sports_hu bs.aspx

Key Centres are important within the local context and service the local community (often analysis area) and are identified as local priorities, however in some instance they can be strategic priorities on broader levels.

It is considered that some financial investment will be necessary to improve the ancillary facilities at both Strategic sites and Key Centre sites 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.

Club/Education Sites are also important within the local context and service the local community (often analysis area) and are identified as local priorities, however in some instance they can be strategic priorities on broader levels. However, these sites are more often leased to clubs on a long-term basis. Primarily they are sites with more than one pitch. 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. Such sites will require some level of investment, either to the pitches or ancillary facilities, and is it anticipated that one of the conditions of offering a hire/lease is that the club would be in a position to source external funding to improve the facilities.

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Pitch quality improvements in most causes relate to installation and/or improving drainage works on sites. The continuing issue of teams training on pitches used by other teams for match play is also significant. This unofficial use of pitches is viewed as having a detrimental impact on quality of provision; ensuring a sufficient level of drainage on pitches as well as provision of artificial grass facilities in order to accommodate training needs is vital.

Strategic Reserve Sites could be used for summer matches/competitions, training or informal play. They could be single-pitch sites with limited usage, or have no recognised current usage.

5.3: Strategic priorities and local priorities

Within the prioritisation list the projects have been grouped into strategic priorities and local priorities and a small number of projects which are of borough wide importance have also been identified. The priorities have been identified on the basis of the impact that the site will have on addressing the issues identified in the assessment. For example Luton Sixth Form College (which is identified as a strategic priority and of borough wide importance, in the central area) would have a greater impact on addressing cricket facility deficiencies, therefore fulfilling a need at a strategic level in the central sub-area of Luton and at a borough wide level.

There are four overarching Borough wide priorities which should be considered as the top four priorities in Luton as they would have the most impact and benefits if the recommendations were carried out. These sites are:

 Wardown Park (Lower) – ID number 63 (Luton Central)  Stopsley Common (Luton Regional and Lothair Road Recreation Grounds) – ID numbers 43/44 (Luton East)  Crawley Green – ID number 22 (Luton East)  Luton Sixth Form College – ID number 46 (Luton Central)

In addition the requirement for a cup final standard pitch cannot be included on the prioritisation as a venue is yet to be identified (although the possibility of a private provider satisfying this need whilst considering a Step 5 pitch is to be explored i.e. Kent Athletics).

The borough wide sites are highlighted in blue on the prioritisation list (page 37).

5.4 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.  Negotiation with landowners to increase access to private strategic sites.  Football investment programme/3G pitches development with The FA.

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 Cricket investment programme/artificial wickets development with ECB/Bedfordshire Cricket.

5.5 Area by area specific prioritisation list

The prioritisation list has been created to be delivered over a ten year period. The information within the Assessment Report, Strategy and Prioritisation List will require updating as developments occur. It is not feasible to include all sites with identified development issues. Only sites, which meet the criteria listed above, have therefore been included. The timescales relate to delivery times and are not priority based.

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

The strategic actions have also been ranked as low, medium or high based on cost. The brackets in which these sit are:

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. These are based on Sport England’s estimated facility costs which can be found at www.sportengland.org/media/198443/facility-costs-4q13.pdf

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Central

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Luton Sixth Form 46 Strategic Education Early stages of planning to develop a Work in partnership with the ECB and ECB & LBC Education M M Borough wide impact. College priority cricket square as part of a potential the College to develop a cricket square Site Cricket squares are a high priority. new cricket academy. (to the south east of the college site on This would help to reduce the the college frontage), and ensure that it heavy deficits in cricket provision. is available for community use, female cricket, full DDA access. Lack of floodlighting at the site. Investigate the feasibility of providing England S M Floodlighting would allow the site to floodlighting at the School, taking into Hockey & be used by teams for training in account planning permission LBC winter. Improved security for requirements, costs, partnership vulnerable groups including juniors funding, etc. and females. Wardown Upper 60 Local priority LBC Luton Town & Indians CC has Support the Club to carry out changing LBC, ECB Strategic S-M M Accessibility for women’s teams , Park Wardown funding to refurbish the changing facility refurbishments. site people with disabilities and youth Park facilities at the site. would be greatly improved.

Wardown 63 Local priority LBC Two bowling greens with significant Reduce to one bowling green, return LBC, Strategic S-M L Maintenance costs will be reduced Park spare capacity. area to amenity parkland and secure Bowls site if the bowling green which is (Main savings in relation to maintenance costs. England underused is no longer maintained. park) Demand can be met on the adjacent green. Lower 63 Strategic LBC Average quality tennis courts. Work to secure funding to upgrade LBC, LTA Strategic S-M L Borough wide impact. Wardown priority tennis courts. site Improving the tennis court surfaces Park will help to increase participation including for people with mobility disabilities, juniors, the elderly and BME groups; and work with the LTA should help to maintain this. Strategic LBC Artificial cricket wicket in the middle Relocate the artificial wicket to the edge LBC, ECB Strategic S-M L Borough wide impact. priority of grass wickets. of the square subject to funding. site Relocation of the artificial cricket will reduce wear and tear of the fine turf wickets which should help to maintain quality. Helps sustain cricket including for existing BME groups and planned junior cricket development. Local priority LBC Cricket ground over played by 10 Add two cricket strips to the square to LBC, ECB Strategic S-M M Additional wickets will help matches per season. accommodate over play, subject to site accommodate over play at the site. funding. Helps sustain cricket including for existing BME groups and planned junior cricket development. Local priority LBC Cricket terracing in need of repair. Seek funding to repair and restore the LBC, ECB Strategic S-M M Improvements to the terracing will cricket terracing. site improve the playing experience give opportunities for spectators. Peoples Park-Bells 11 Strategic LBC One of the most popular sites for Investigate opportunities to provide 5 a LBC, FA Club Site S L Informal recreation is important in Close priority informal sports, especially football. side goal post to encourage casual play Luton. 5 a side goals will increase away from formal pitches. provision for local junior and adult residents wishing only to take part in casual play.

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Blundell Road 12 Local priority LBC Pitches used solely by Luton United Consider options for partnership LBC & FA Key S M-L Facilitate expansion of youth Recreation Ground FC teams to their full capacity and club working/lease with Luton United to Centre and adult ethnic minority wish to expand. provide greater on site presence and football. Self-management will self-management opportunities and take some financial costs away

possible funding opportunities to from LBC, improved facility will improve the facility. help sustain use. Neighbourhood park site servicing the Seek funding to implement the site Improved facilities for wider local community therefore recreation improvement plan identified through the community use including facilities other than sport need to be Your Say, Your Way area based increased DDA accessibility, provided. consultations, in particular and improved safety for improvements to access and site vulnerable groups including definition/signage. women, the elderly and children.. Alder Crescent Local priority LBC One poor quality adult and one poor Seek opportunities to improve pitch LBC & FA Key S M Enables further expansion and Recreation Ground quality youth 11 aside pitch. quality (subject to facility provision) Centre encourages ethnic minority (Solway Road) Potential loss of changing facilities at Ensure that access to alternative youth and adult football, and Saints Community Centre. changing facilities is provided or retains community facilities consider transferring play to another site including DDA accessibility. or pursue asset transfer. L The closure of Saints Community Centre will leave pitches without changing facilities. Alternative facilities will allow play to continue at the site. Barnfield Health & 5 Local priority The Barnfield Community Use Agreements (CUA). Continue to ensure community use LBC, FA & Education S L-M Site has the potential to Fitness Suite And Federation Scope exists to improve quality of the agreements are upheld by maintaining Barnfield Site become a large sporting hub Barnfield College site by addressing gradient issues and good working relationships with the Federation with partnership working. more flexible pitch layout. Key multi College and Barnfield Federation. pitch site for FA. Approach College to look at ways to improve the Site and ensure it is sustainable for community use. Denbigh High School 24 Local priority Education The school has tennis courts which it Support the school to secure funding LBC, Education S M Could satisfy demand for would like to convert to netball courts where necessary to convert the tennis Denbigh Site additional netball courts. in order to accommodate community courts to netball, as there is demand School, demand. from the Luton & District League for Luton & additional courts at the site. District League, England Netball, LTA Denbigh High Detached 25 Local priority Education Site not used by the School and so Establish a relationship with the school FA, LBC & Club Site S L With a lease a club is able to Playing Fields would consider leasing to a club. Site and consider potential clubs that could Denbigh apply for funding which could comprises one youth (11v11) and one take on a lease in order to access High lead to pitch improvements. mini (7v7) football pitches. funding. The site could become the home base for a club. Luton Town Bowls Club 67 Local priority Private Significant spare capacity. Work in partnership with the Club to LBC, Bowls Club Site S L Maximising usage and increase membership. England increasing participation in the sport. Also provides social/health benefits and is a key sport for the elderly including people with disabilities. Bushmead Primary 16 Local Priority Education Spare capacity of one mini 5v5 pitch at Consider site as reserve to service LBC Strategic M-L L Strategic reserve allows the

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier School peak time. future demand. Reserve site to be used in the future if there is demand.

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North

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Lancaster Avenue 36 Strategic LBC Cricket ground over played by 28 Work with clubs and residents to try ECB & LBC Key M M Meet shortfalls and Recreation Ground priority matches per season. Some issues with to resolve H&S issues. Subject to Centre accommodate over play. resident property being damaged. funding to add five cricket strips to square to accommodate over play. The site is used by Luton Town Ladies Use site to accommodate potential Luton Town L Increased usage of the pitch to and has spare capacity for one match increases in girls’ football and Ladies accommodate girls’ football. per week. explore funding opportunities Average quality tennis courts. Work to secure potential funding and LBC, LTA L-M Improved court quality for use look at options to resurface tennis by the community and an courts. increase in subsequent capacity/usage. Lea Manor High School/ 37 Local priority LBC/ Conversion of sand based AGP to 3G. Support school to convert surface. FA, Active Education S L/M Meet shortfall in 3G pitch Lea Manor Recreation Education Establish and maintain good Luton, LBC Site provision and maximised Ground relationships with the School. community use, especially for football training. Three good quality netball courts on Work with the Luton netball league England M Maximise usage of the courts site currently not used for community and England Netball to explore Netball & and shortfall in league venues use. opportunities to use the site as a Luton addressed. venue. League, Active Luton, LBC Cardinal Newman 17 Local priority Education One standard quality adult pitch over Work with the School and club to FA & Education M-L L Improved pitch quality will Secondary School played by 3.5 matches and one consider options for improving pitch School Site increase site capacity and standard quality youth (11v11) pitch quality. reduce overplay. In addition it over played by 2 matches per week will provide a better playing used by Bushmead Rovers. experience for users. Old redgra pitch of poor quality with Consider the pitch for conversion to H Meet shortfall in AGP provision poor drainage. 3G or sand based surface AGP and make better use of this based on future needs. unused area. Icknield High School 31 Local priority Education The cricket pitch at Icknield High Work with the School to open up use ECB, LBC Education S M Establishing community use School has one grass wicket; however, of cricket pitch and also look at & School Site and increasing the size of the the outfield is not full size. The pitch is options to extend the outfield. pitch to accommodate junior not currently available for community Explore the opportunities of providing over play from other sites. use. a full sized cricket facility. There are two senior rugby union Work with School to open up access RFU, LBC L Establishing community use to pitches but currently there is no current to rugby union pitches. & School accommodate over play from community use of the facilities. The other sites. school would be willing to consider it if demand exists. Icknield Way Recreation 32 Local priority LBC One standard quality youth 11v11 Seek opportunities to improve pitch LBC Key S-M L Increased site capacity for Ground football pitch overplayed by one match quality and implement access FA Centre juniors including BME groups per week. improvements identified in the ECB and girls football, and reduced Limbury Riverside Parks action plan, overplay. In addition it will & Luton in particular the introduction of a provide a better playing Friends of circulation path and signage, subject experience for users. Path Parks and to funding. would provide increased Green accessibility for people with space mobility disabilities.

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Cricket ground over played by 1 match Add an additional cricket strip to L Meet shortfalls and per season. square subject to funding.. accommodate over play for existing customer base which is predominantly from BME groups.

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Leagrave Park (Sundon 39 Local priority LBC Seven standard quality adult football Reduce to six adult pitches and LBC Key M L Usage is maximised and Park) pitches with actual spare capacity of invest in other pitches to improve Centre improved quality of pitches. 5.5 pitches at peak time. quality, subject to funding, also Meets future demand for adult consider re-configuring the pitch to Consideration must be and junior, male and female given to protect the Gaelic football as future demand Gaelic football. Scheduled Monument, increases. areas of County Wildlife Pursue multiple club sites site designation and the Need for two 11v11 youth pitches to Convert two adult pitches to 11v11 if S-M L Meets overplay and future Leagrave Park Heritage accommodate overplay and future feasible. demand for junior footballers. Lottery Funded plan agreed demand as required. for the park. Cricket ground over played by five Add cricket strip to the square, L Accommodates over play matches per season. subject to funding. thereby improving quality of pitch for players who are predominantly from BME groups. One good quality Gaelic football pitch. Maintain good pitch quality. L Sustains future use of the pitch for Gaelic football for adults and juniors, males and females.. Lealands High School 41 Local priority Education Well used ¾ size AGP for football Maintain good relationship with the FA Education S-M L Sustains future use of the pitch training. School and continue community use. Site for football training. Ensure sinking fund is in place for resurfacing. Sundon Park Junior School 74 Local priority Education Sundon Park Rangers Colts are the Maintain a good relationship with the FA, Club, Education S L Future usage of the site main users of the site. Pitches are School and look to secure a Sport /Club Site secured. This will allow the standard and at capacity. permanent agreement. If successful England, Club to explore opportunities look to increase pitch quality. LBC to improve pitch quality and therefore increase site capacity.

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East

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Stopsley Common (Luton 43/44 Strategic LBC Site is a District Park with various Pursue funding for master plan and LBC, CT, FA, Strategic M-H M Borough wide impact. Regional and Lothair Road priority sporting and recreational uses and site related consultation. ECB, LTA, Site Work in collaboration with all Recreation Grounds) designations (which are sometimes Active Luton, partners to develop a conflicting) including District Wildlife & coherent plan for the whole Site and pending classification as a Conservation site thereby identifying site of importance by English Heritage. bodies priorities for implementation. A holistic plan will be required for the whole site. Luton Regional Recreation 44 Strategic LBC There is a planning condition in place Ensure that a new pavilion is LBC, ECB, Strategic S-M M-H Borough wide impact. Ground (Stopsley). priority which requires a new pavilion to be provided and funding secured for FA, England Site Provision of new pavilion will provided to support the 3 cricket and running costs. Pursue funding for Netball & support continued usage of Site is a District Park with junior pitches at Luton Regional junior pitch improvements and LTA the site for 3 cricket and various conflicting uses and Recreation Ground following the relocations across Stopsley junior football, and facilitates site designations including demolition of the Regional Sports Common.. female football and cricket at District Wildlife Site and Centre. this site. Moving and pending classification as a improving junior pitches to site of importance by one new area will assist English Heritage. A holistic junior football development, plan will be required for the tournaments and segregate whole site. adults and juniors across the Stopsley Common site. The six floodlit tennis courts are only Explore possibilities of combined L Borough wide impact. used by the school since the leisure netball and tennis courts available for Maximised usage of a centre on the site, which managed the community use at Stopsley High popular, strategic site. courts, has closed. Vandalism to the School – due for installation in 2015. Helps to address shortfall in fencing and floodlights. And or support Luton & Vauxhall league netball venues and Lawn Tennis Club in its aspirations to helps to increase junior develop the site as a Beacon Tennis participation. Site. Will encourage more people to play tennis. The site is subject to exploring the master plan

Lothair Road Recreation 43 Strategic LBC Five poor quality adult football pitches Transfer Wigmore football matches LBC & ECB Strategic S-L M Maintain continuity for local Ground (Stopsley) priority with spare capacity and a need in the when facility closes. Explore the Site football teams. Helps to area for two cricket grounds to options of installing artificial cricket address shortfall of cricket accommodate unmet, latent and future wickets and/or grass cricket pitch to pitches and provides security demand. accommodate demand from of tenure/sustainability to a midweek and Sunday Leagues, nomadic club. Possible subject to funding. Consider leasing reduction of LBC running to league/clubs. costs. In addition transfer of football matches may have a likely impact on Inspire customers due to lack of parking facilities.

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Changing facilities need upgrading. Look at funding options and other H Improves quality of the possibilities for upgrading the facility thereby maximising facilities. usage to accommodate The site is subject to exploring the transfer matches from master plan. Wigmore. Includes improved access/toilet facilities for people with disabilities; and allows for separate female changing. Crawley Green Recreation 22 Local priority LBC Overplay of 0.5 matches per week on Transfer play from youth 11v11 to LBC , FA, Strategic S L Over play reduced and pitch Ground youth 11v11 pitch. Spare capacity of 1 Rayhnam Way Recreation Ground. CGS&SC & Site quality sustained for adults match per week on adult pitch. Increase usage of adult pitch. Luton and juniors, male and Friends of female.

Parks and

Greenspace Strategic LBC Explore upgrading of the site Seek funding to create a master plan LBC & Luton M M Borough wide impact. Priority for the site to look at opportunities to Friends of Upgrading of the site will help meet community needs Parks and to maximise the usage of the Consider resurfacing of floodlit courts Greenspace site and improve access. to old netball pitch subject to funding.

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Ashcroft High School 3 Local priority Education Poor quality 3G AGP in need of Explore the options with the School, FA & Club Education M M Increases quality and ensures resurfacing. Used by Crawley Green Club and FA to resurface the pitch. Site continued use of the pitch by FC, etc. for training. Ensure a sinking fund plan is in place. Crawley Green FC. There are four netball courts, three are Work with the Luton Netball League and England S L Maximised usage of the courts and of adequate quality but are in need of England Netball to explore opportunities Netball, shortfall in league venues new posts. There are access issues at to use the site as a venue. Luton addressed. the site and the toilets are located League & some distance from the courts. LBC Ashcroft Road Recreation 4 Local priority LBC Spare capacity on bowling green. Work with the Club to increase Bowls Club Site S L Maximising usage and increasing Ground membership to address the spare England participation in the sport. Also capacity on bowling green. provides social/health benefits and is a key sport for the elderly including people with disabilities. Co-Op Luton Bowls Club 21 Local priority Private Spare capacity on bowling green Site proposed for housing allocation in Bowls Club Site S L Redevelopment opportunity, draft Local Plan subject to consultation. England releasing other social needs for Site size suggests potential to retain housing but also mixed some leisure use use potential to retain and improve leisure within the scheme. In addition this is a key sport for the elderly including people with disabilities. Putteridge High School 49 Local priority Education Two of the three courts are very good Establish a relationship with the School LBC, Education S-M L Helps to address shortfall in league quality, one has had problems with and Luton Netball League to look at England Site netball venues. leaves not cleaned away effectively. ways to increase access to the courts. Netball There are difficulties with hiring the Also, England Netball to investigate courts on Sundays; currently they are issue with third court.

only used on Saturdays.

Large hard area which currently has a Consider the pitch for conversion to 3G FA/England M Meets future demand for 3G pitch macadam/polymeric surface. or sand based surface AGP for future Hockey provision. demand. LBC previously had planning Re-investigate the opportunities for a H Helps to address cricket pitch permission to build a new school new playing field to accommodate both shortfall. playing field on agricultural land to the school and community use. Cricket East of the School. pitches should be provided as a priority. Raynham Way Recreation 51 Local priority LBC One junior 11v11 grass football pitch To address uneven distribuition of junior LBC & FA Strategic L L Accommodates demand expressed Ground with no play this season. pitch play consider relocating to a site Reserve from over played sites in the Area North of the town. Alternatively consider for junior football for both girls and Crawley Green FC junior teams boys. relocating here to free up part of Crawley Rec Ground for recreational use. Selsey Drive 52 Local priority Education One adult grass football pitch and one Stop maintaining the pitches for football LBC & FA Strategic L L Releases funding to help improve youth 11v11 pitch with no current play. and invest in other sites. Reserve quality/maintenance of other pitches. Wigmore Valley Park. Site 65 Local priority LBC District Park site with three poor quality To address low usage of 3 poor quality LBC & FA Strategic S-M M Releases human resources to help identified as within the senior football pitches and one pitch pitches, cease maintaining the pitches Reserve sustain quality/maintenance of Century Business Park with actual spare capacity each week. for football. Transfer play to Stopsley other pitches. development area of the Common local plan. Explore opportunities for increased Development of site for the wider access and other sport provision as part community including addressing of the Century Park development. access and security/lighting issues.

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits Level hierarchy scale tier Consider resident boxing club to vacate Development of site for the wider the building at the end of the lease, community and attain rental subject to the availability of an income. Nursery would provide alternative more appropriate site, and substantial benefits for children and explore lease with private parents. Site suitable for full DDA company/nursery operator to enable access as ground floor only. reinvestment in other facilities.

Stopsley High School 75 Local priority Education As part of the Government’s Priority Work closely with the School and Sport LBC, School Education S-L L Opportunity to address shortfalls in Schools Building Programme the England to input into what facilities will & Sport Site grass pitches. School is to be redeveloped and is be provided. England likely to provide opportunities for new outdoor sports facilities.

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South

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits List hierarchy scale tier Stockwood Park 55 Strategic LBC One standard quality Gaelic football To seek funds to Improve pitch LBC, GAA Key Centre S L Sustains future use of the priority pitch. quality. pitch and accommodates future demand For adults and juniors, male and

female ethnic minority sport. Stockwood Park 56 Strategic Active Luton The need to protect and maintain the Work with Active Luton and England S L Borough Wide Impact Athletics Centre priority current standard of track at Stockwood England Athletics to provide Athletics & Accommodates demand for Park. There is no separate throwing separate throwing area. Active Luton a separate throwing area area. which is critical to retain the Grade A quality certificate of the track. Athletics track is able to accommodate To seek to secure funds to improve England S M Borough Wide Impact increase in demand but the impact will ancillary facilities on and around the Athletics & Will accommodate increase be seen on maintenance and ancillary track to meet future demands Active Luton of demand and retain the facilities which will need to be Grade A quality certificate increased. of the track. Stockwood Park Golf 57 Strategic Active Luton The need to protect and maintain Work with Active Luton and England Golf M L Ensures the current Centre priority current standard of Stockwood Park England Golf to ensure that the & Active Luton standard is maintained in Golf Course. quality of the Golf course is the future. maintained. Stockwood Park RFC 58 Strategic Club Rugby pitches over played significantly Explore options to improve pitch RFU, Club Site M-L M-H Increased pitch carrying priority over played due to poor quality and quality and/or move training to University of capacity for all sections of training sessions taking place on another site. This could be through Bedfordshire, the community and match pitches. The University also use the creation of an IRB compliant Stockwood shortfalls in dedicated

the pitches midweek. AGP or a transfer to other grass Park RFC & training facilities met. pitch sites. Engage with the RFU LBC and University to work in partnership. Venue 360 61 Strategic Venue 360 Poor quality sand based AGP in need Work with Venue 360, England England Key Centre S-M H Improved pitch quality to priority of resurfacing. Hockey and clubs to resurface the Hockey, ECB, sustain continued use of pitch. Ensure sinking fund is in RFU, LTA, the site for hockey. place for future replacements. LBC & Luton

Cricket pitch with one artificial wicket Liaise with the Midweek Luton Midweek S L Accommodate unmet and significant spare capacity. Cricket League to increase use the Cricket cricket demand. venue for cricket. League Barnfield South 6 Local priority The Barnfield Grass pitches on site not available for Liaise with the Barnfield Federation Sport England, Education S L Increased use of the site to Academy Federation community use despite a community to ensure sustainable community FA, Barnfield Site meet shortfalls expressed. use agreement being in place. use of the pitches. Trust & LBC

Dallow Primary School 23 Local priority Education Three floodlit netball courts which have Address outstanding court issue England Education S L Maximises usage and helps had problems with the court surface. and look to rectify, with the school Netball, Sport Site to address shortfall in The courts have been repainted but and the academy on any England, league netball venues. there are still issues. Previously well outstanding problems in order to School & LBC utilised site. bring the courts back into use.

Community use currently not taking Liaise with Sport England to ensure L Maximised use of the site place but this site was the subject of a that community use of the site to accommodate a range of SE grant award towards its facilities takes place. sports on the MUGA. (MUGAs) and used to have community use. Sport England currently in

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits List hierarchy scale tier process of discussing reinstating community use with the school. Farley Junior School 27 Local priority Education The School has aspirations to secure Support the School through the LBC & School Education S L Greater utilisation of the funding from Sport England to application process. Site site to accommodate a resurface the two existing MUGAs on range of sports. site, removing the middle fencing

separating them to form one large

surface.

Foxdell Recreation 29 Local priority LBC Poor quality pitches. Conflict of adult Improve pitch quality subject to LBC & Luton Club Site S L Maximised use of the site Ground and junior play and training at the site. further investigation of the issues of Friends of with improved pitch quality. the site and funding. Parks and Develop junior including Green space predominantly ethnic minority football. Kingsway Recreation 35 Local priority 61 FC Pavilion leased to 61 FC. Site has poor Support the Club when they are in FA, Club & Club Site S-M M Upgraded changing will Ground changing and toilet facilities. a position to access funding for LBC & Luton support continued usage of upgrade to changing facilities. Friends of the site and improve DDA Parks and access. Green space Memorial Park 47 Local priority LBC Significant spare capacity on bowling Work with the Club to increase Bowls England Club Site S L Maximising usage and green membership in order to address & Luton increasing participation in under use. Friends of the sport. Also provides Parks and social/health benefits and is Green space a key sport for the elderly including people with disabilities. Stockwood Park RFC 58 Local Priority Club Need for floodlighting on main pitch Work with the Club and the RFU to RFU, Club Site M-L M Increases usage of the site and training pitch. access funding and to install University of to accommodate training Consideration must be floodlighting. Bedfordshire, for adult and junior rugby. given to protect areas Stockwood of County Wildlife site Park RFC & designation (bat LBC population) Venue 360 61 Local priority Venue 360 One senior rugby pitch over played by Explore options to improve pitch England Key Centre S M-H Increased pitch carrying 0.5 matches per week due to training quality and/or move training to Hockey, ECB, capacity and shortfalls in sessions taking place on the pitch and another site. This could be through RFU, LTA, dedicated training facilities midweek university matches. the creation of an IRB standard LBC & Luton met.

AGP or a transfer to other grass Midweek pitch sites (Also see KKP ref 58 Cricket above). League There is potential for two more courts LTA to work with the Club to M-L M Meets future demand for to be created on the overflow car park monitor increases in demand and access to tennis courts. land if required. the need for additional courts.

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West

Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits List hierarchy scale tier Challney Girls High 18 Strategic Education Unused cricket pitch with one Work with the ECB and the School ECB, School & Education S M-H Increased use of the site to School priority artificial wicket. to identify clubs that could use a LCB Site meet shortfalls expressed School also has aspirations to install potential cricket square and support in cricket. a grass cricket square at the site. any funding applications. Former Electrolux 28 Local priority LBC Former company sports ground now Seek opportunities to convert LBC & ECB & Club Site S-M H Bringing back into use a Playing Field (Addington owned by LBC and has been used in pitches into a cricket square and FA disused site to help Way Open Space) the past as a training ground by work with ECB to consider clubs. address shortfalls in cricket Luton Town FC but use will conclude Partnership working required to and/or football.

in one year’s time. Consideration consider best use of the site. therefore also needed to provide ancillary facilities. Beechwood Primary 10 Local priority Education School was required to complete a Work with the School to allow Sport England Education S L Increased use of the site to School community use agreement for access for community use. & LBC, School Site meet shortfalls expressed. playing fields as a requirement of a planning permission; however, currently there is no community use at the Site. Challney Girls High 18 Local priority Education Despite a community use agreement Liaise with the School and Sport England Education S L Helps to address shortfall in School being in place the Luton Netball England to ensure access for the Netball Site league netball venues. League reports that attempted Luton Netball League. access to the courts for senior matches has been unsuccessful. Challney High School 19 Local priority Education The School has three tennis courts, Liaise with the School and Sport LBC & RFU Education M L Potential to help address for Boys and Community however, these are disused and England to have input into what Site shortfalls identified for College there are plans to convert them into a facilities will be provided. Work with rugby pitches due to over grass pitch. A new rugby pitch is also RFU to consider scope for rugby. play. proposed on the site of the former girls’ school building. Kent Athletic Sports & 34 Local priority Private The 1st team (football) cannot Work with the Club and FA to FA Club Site L H This would allow the Social Club progress in the league as they would create a long term strategy to meet football club to progress require a spectator stand. league requirements to a level of into a higher league, standard of a Step 5 facility ideally therefore creating further also suitable for league cup finals. sustainability for the Club. Source funding to help enable the club provide for step 5 pitch. Lewsey Park 42 Local priority LBC A disused hard porous pitch. Consider feasibility to convert LBC & Sports Key Centre L H Meets current needs and/or disused all-weather pitch to 3G Governing future demand for 3G pitch artificial pitch and work with Body & Luton for adults and juniors, could partners to seek funding Friends of also accommodate

opportunities. Parks and separate girls teams as Green space & pavilion has separate Lewsey TARA, changing facilities. Active Luton Disabled accessibility improved. Four adult football pitches with two Consult on feasibility of reducing to S-L L Retains spare capacity to matches of spare capacity at peak three adult pitches and keep fourth act as strategic reserve to time. pitch as strategic reserve. accommodate future demand.

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Site ID Prioritisation Management Issue to be resolved Recommended actions Partners Site Time- Cost Impact/benefits List hierarchy scale tier Well used artificial grass wicket well Ensure sufficient funds to continue S-L L Meets informal demand for used for informal play and last man to maintain artificial wicket for cricket – existing customer stands informal play, particularly in the base is predominantly from event of further vandalism/theft. BME groups.

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PART 6: CONCLUSIONS

The Playing Pitch Strategy seeks to provide guidance for planning decisions made across Luton in the eight years up to 2021. 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 Luton 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. The Strategy is intended to be flexible and regularly updated using the accompanying database tools provided. An overarching action plan is intended to be developed in order to meet the current and future demands of playing pitch provision, a wide range of organisations will have a role in implementing the action plan with lead from Luton Borough Council.

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PART 7: MONITORING AND REVIEW

It is important that once the strategy is adopted that the plan becomes a live document so that progress against the actions can be reviewed and monitored. We recommend that there is regular monitoring (i.e. quarterly).

The Council should ensure that a process is put in place to track progress with implementing the recommendations and action plan. This process should involve regular liaison with the pitch sport NGBs.

A PPS should be subject to a full review every three years. However, regular monitoring and updating of key supply and demand data could extend its life to five years and limit the resource needed to carry out a full review. Keeping the supply and demand information up to date annually will reduce the amount of work required in the long term. Demand for pitches is often subject to annual change and even a three year period will see significant changes in both the supply of and demand for provision.

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.

These meetings could be timed to fit with the annual affiliation processes 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. Continuing the bi-annual ddiscussions with the football league secretaries/FA will be useful 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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APPENDIX ONE: STRATEGIC CONTEXT

The objectives within this Strategy have been developed via the combination of information gathered during consultation, site visits and analysis. They reflect key areas to be addressed over its lifetime. However, implementation must be considered in the context of financial implications and the need for some proposals to also meet planning considerations.

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.

The following section summarises the key strategic documents relevant to this Strategy and link, where appropriate, to the aims and objectives set out later.

Sport England: A Sporting Habit for Life (2012-2017)

In 2017, five years after the Olympic Games, Sport England aspires to transforming sport in England so that it is a habit for life for more people and a regular choice for the majority. The strategy will:

 See more people starting and keeping a sporting habit for life  Create more opportunities for young people  Nurture and develop talent  Provide the right facilities in the right places  Support local authorities and unlock local funding  Ensure real opportunities for communities

Sport England Strategy (2011/12 – 2014/15)

The vision is for England to be a world leading sporting nation where many more people choose to play sport. There are five strategic themes including:

 Maximise value from current NGB investment  Places, People, Play  Strategic direction and market intelligence  Set criteria and support system for NGB 2013-17 investment  Market development

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Sport England Youth and Community Strategy 2012 – 2017

Launched in January 2012 the strategy sets out how Sport England will invest over one billion pounds of National Lottery and Exchequer funding during the five year plan period. The investment will be used to create a lasting community sport legacy by growing sports participation at the grassroots level following the 2012 London Olympics. The aim by 2017 is to ensure that playing sport is a lifelong habit for more people and a regular choice for the majority. A specific target is to increase the number of 14 to 25 year olds playing sport. To accomplish these aims the strategy sets out a number of outcomes:

 4,000 secondary schools in England will be offered a community sport club on its site with a direct link to one or more NGBs, depending on the local clubs in a school’s area.  County sports partnerships will be given new resources to create effective links locally between schools and sport in the community.  All secondary schools, who wish to do so, will be supported to open up, or keep open, their sports facilities for local community use and at least a third of these will receive additional funding to make this happen.  At least 150 further educational colleagues will benefit from a full time sports professional who will act as a College Sport Maker.  Three quarters of university students aged 18-24 will get the chance to take up a new sport or continue playing a sport they played at school or college.  A thousand of our most disadvantaged local communities will get a Door Step Club.  Two thousand young people on the margins of society will be supported by the Dame Kelly Holmes Legacy Trust into sport and to gain new life skills.  Building on the success of the Places People Play, a further £100 million will be invested in facilities for the most popular sports.  A minimum of 30 sports will have enhanced England Talent Pathways to ensure young people and others fulfil their potential.

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 and qualitative deficiencies and surpluses in local areas should also be identified. This information should be used to inform what provision is required in an area.

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As a prerequisite the NPPF states existing open space, sports and recreation sites, including playing fields, should not be built on unless:

 An assessment has been undertaken, which has clearly shown that the site 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 methodology to undertake such assessments should still be informed by best practice including Sport England’s ‘Towards a Level Playing Field’ (TALPF) and ‘Assessing Needs and Opportunities: A Companion Guide to PPG17’. Despite PPG17 being replaced by the NPPF, the Companion Guide still offers relevant guidance about undertaking a needs assessment.

A Sporting Future for the Playing Fields of England

Sport England is a statutory consultee on planning applications that affect playing fields. It is Sport England’s policy to object to any planning application, which will result in the loss of a playing field, unless it meets one of five exceptions as defined in ‘A Sporting Future for the Playing Fields of England’. Protection of playing fields was enhanced in 1998 with Circular 9/98 (replaced in 2009 by Circular 02/09), which stipulates that where a local authority is minded to grant planning permission against Sport England’s advice on land owned by a local authority or used for educational purposes, then the application should be referred to the Secretary of State.

The FA National Game Strategy (2011 – 2015)

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:

 Growth and retention (young and adult players)  Raising standards and behaviour  Better players  Running the game  Workforce  Facilities

‘The National Game Strategy’ reinforces the urgent need to provide affordable, new and improved facilities in schools, clubs and on local authority sites. Over 75% of football is played on public sector facilities. The leisure budgets of most local authorities have been reduced over recent years, resulting in decaying facilities that do not serve the community and act as a disincentive to play football. The loss of playing fields has also been well documented and adds to the pressure on the remaining facilities to cope with the demand, especially in inner city and urban areas.

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The growth of the commercial sector in developing custom built five-a-side facilities has changed the overall environment. High quality, modern facilities provided by Powerleague, Goals and playfootball.net for example, have added new opportunities to participate and prompted a significant growth in the number of five-a-side teams in recent years.

The FA National Facilities Strategy (2013 – 2015)

The recently launched National Facilities Strategy sets out the FA’s long term vision for development of facilities to support the National Game. It aims to address and reflect the facility needs of football within the National Game. The National Game is defined as all non-professional football from Steps 1-7 of the National League System down to recreational football played on open public space. The role of facilities will be crucial in developing the game in England. One of the biggest issues raised from ‘the Big Grassroots Football Survey’ by that of 84% respondents, was ‘poor facilities’.

The FA’s vision for the future of facilities in England is to build, protect and enhance sustainable football facilities to improve the experience of the nation’s favourite game. It aims to do this by:

 Building - Provide new facilities and pitches in key locations to FA standards in order to sustain existing participation and support new participation.  Protecting - Ensure that playing pitches and facilities are protected for the benefit of current and future participants.  Enhancing - Invest in existing facilities and pitches, ensuring that participation in the game is sustained as well as expanded.

The Strategy commits to delivering in excess of £150m (through Football Foundation) into facility improvements across the National Game in line with identified priorities:

 Natural grass pitches improved – target: 100  A network of new AGPs built – target 100  A network of refurbished AGPs – target 150  On selected sites, new and improved changing facilities and toilets  Continue a small grants programme designed to address modest facility needs of clubs  Ongoing support with the purchase and replacement of goalposts

It also commits to:

 Direct other sources of investment into FA facility priorities  Communicate priorities for investment across the grassroots game on a regular basis  Work closely with Sport England, the Premier League and other partners to ensure that investment is co-ordinated and targeted

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England and Wales Cricket Board (ECB) Champion Counties Strategic Plan 2014 – 2017

The England and Wales Cricket Board unveiled a new strategic plan in May 2013 which seeks to deliver successful England teams at all levels, to produce a vibrant domestic game as well as increasing participation during the period 2014-17. It builds on the 2005 plan, Building Partnerships and the subsequent 2009 initiative, Grounds to Play.

The plan will take advantage of local partnerships developed in earlier plans and support local delivery of priorities through the County network. It targets operational excellence to make maximum use of scarce resources and facilities during a time of economic austerity.

Among the targets set under the four pillars of Effective Governance, Vibrant Domestic Game, Enthusing Participation and Successful England teams, which are relevant to the playing pitch strategy, are:

 An increase in participation as measured by Sport England’s Active People Survey from 183,400 to 197,500  Expand the number of clubs participating in NatWest CricketForce from 2,000 to 2,200  Increase the number of cricket’s volunteers to 80,000 by 2017  Expand the number of participants in women’s and disabilities cricket by 10% by 2017  To increase the number of TwelfthMan members from 220,000 to 250,000 by 2017  Complete an approved Community Engagement programme with all 18 First Class Counties and MCC  For each £1 provided in facility grants through the ‘Sport England Whole Sport Plan Grant Programme’ ensure a multiplier of three with other funding partners  Provide a fund of £8.1m of capital investment to enhance floodlights, sightscreens, replay screens, power sub-stations and broadcasting facilities at First Class County venues  Provide an interest-free loan fund to community clubs of £10 million  Qualify and engage 50 Level 4 coaches to support the development of professional cricketers  Expand the number of coaches who have received teacher level 1, 2 or 3 qualifications to 50,000  Provide a fund of £2 million for community clubs to combat the impact of climate change  Introduce a youth T20 competition engaging 500 teams by 2017

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The Rugby Football Union National Facilities Strategy (2013-2017)

The recently launched 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 470 grass root clubs and 1500 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 Board (EHB) 2013-2017 Strategy – ‘A Nation where Hockey Matters’

EHB’s 2013-2017 strategy is called “A Nation where Hockey Matters”. The strategy builds on the successful system improvement (talent and participation), product development, and profile and brand building that has taken place in the sport over the last four years.

EHB’s mission is to provide inspirational leadership to ensure:

 Growth in participation - Increase the number of people participating in hockey to ensure a vibrant and secure future for the sport.  International success - Continue to raise the performance bar of athlete and coach development to maintain world level standards and create positive role models for the sport.  Increased visibility - Deliver high profile quality domestic and international events that attract increased spectator numbers, TV coverage, and sponsorship.  Enhanced infrastructure - Enhance the playing experience by improving facilities, coaching, officiating and the support to volunteers, clubs and all our stakeholders.  A strong and respected NGB - Continue to maintain high governance standards and diversify sources of income to reduce reliance on grants.

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APPENDIX TWO: FUNDING PLAN

Funding opportunities

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 http://www.biglotteryfund.org.uk/ that improve health, education and the environment Sport England : Sport England is keen to marry funding with other  Sustainable Facilities Fund organisations that provide financial support to create and strengthen the best sports projects.  Sportsmatch Applicants are encouraged to maximise the levels  Small Grants of other sources of funding, and projects that  Protecting Playing Fields secure higher levels of partnership funding are  Inspired Facilities more likely to be successful.  Strategic Facilities Fund http://www.sportengland.org/funding.aspx http://www.sportengland.org/funding/our- different-funds/strategic-facilities/ Football Foundation This trust provides financial help for football at all http://www.footballfoundation.org.uk/ levels, from national stadia and FA Premier League clubs down to grass-roots local development. Rugby Football Foundation - The Loans The Loans Scheme helps finance projects that Scheme contribute to the retention and recruitment of rugby http://www.rfu.com/microsites/rff/index.cf players. m?fuseaction=loans.home Projects eligible for loans include: 1. Club House Facilities: General structural improvements, general refurbishment, storerooms and offices, kitchen facilities, training areas. 2. Grounds (other than pitches): Car parking facilities, ground access improvements, fencing, security measures. Rugby Football Foundation - The Grant The Grant Match Scheme provides easy-to-access Match Scheme grant funding for playing projects that contribute to http://www.rfu.com/microsites/rff/index.cf the recruitment and retention of community rugby m?fuseaction=groundmatch.home 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

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Awarding body Description maintenance capital equipment (e.g. mowers). 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. EH Capital Investment Programme (CIP) The CIP fund is for the provision of new pitches and re-surfacing of old AGPs. It forms part of EH’s 4 year Whole Sport’s Plan. National Hockey Foundation The Foundation primarily makes grants to a wide http://www.thenationalhockeyfoundation.c range of organisations that meet one of our chosen om/ areas of focus: Young people and hockey. Young people and sport in Milton Keynes. Enabling the development of hockey at youth or community level. Smaller Charities.

Protecting Playing Fields

SE launched a funding programme; 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 over the next three years (2011- 2014).

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 five funding rounds and is due to launch in Summer 2011 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 providing opportunities for Council to access this funding particularly in relation to resurfacing the artificial sports surfaces

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

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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 & 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.

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

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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: http://www.sportengland.org/facilities__planning/design_and_cost_guidance.aspx

The costs are for the development of community sports facilities and are based on providing good quality sports facility for the 2nd Quarter 2011. 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 for 1st Quarter 2010 provided by the Building Cost Information Service (BCIS), prepared by Technical Team Lead of Sport England.

New work output is forecast to fall a little in 2011 as the cuts in public sector spending start to make their mark, partly mitigated by private sector output starting to recover more strongly. It is anticipated that there will be a return to sluggish growth in 2012, as public sector cuts deepen. The BCIS forecast is for tender prices to rise by 2.8% in the year to 4th quarter 2011, rising by 3.1% over the following year.

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APPENDIX 2

LUTON BOROUGH COUNCIL

PLAYING PITCH STRATEGY

FINAL ASSESSMENT REPORT

DECEMBER 2013

Integrity, Innovation, Inspiration

1-2 Frecheville Court off Knowsley Street Bury BL9 0UF T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk

Quality assurance Name Date Report origination Claire Waldron October 2013 Quality control Claire Fallon October 2013 Client/NGB comments Final approval

LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

CONTENTS

PART 1: INTRODUCTION AND METHODOLOGIES ...... 4 1.1: Section A: Preparation ...... 5 1.2: Section B: Information gathering ...... 15 1.3: Section C: Assessment ...... 18 1.4: Section D: Key findings and issues ...... 19 PART 2: FOOTBALL ...... 20 2.1: Introduction ...... 20 2.2: Supply ...... 22 2.3: Demand ...... 30 2.4: Capacity analysis ...... 34 2.5: Supply and demand analysis ...... 39 2.6: Conclusions...... 45 PART 3: CRICKET ...... 51 3.1: Introduction ...... 51 3.2: Supply ...... 52 3.3: Demand ...... 58 3.4: Capacity analysis ...... 62 3.5: Supply and demand analysis ...... 64 3.6: Conclusions...... 67 PART 4: RUGBY UNION ...... 68 4.1: Introduction ...... 68 4.2: Supply ...... 68 4.3: Demand ...... 73 4.4: Capacity analysis ...... 74 4.5: Supply and demand analysis ...... 77 4.6: Conclusions...... 78 PART 5: HOCKEY ...... 80 5.1: Introduction ...... 80 5.2: Supply ...... 80 5.3: Demand ...... 82 5.4: Usage ...... 83 5.5: Quality ...... 84 PART 6: BOWLS ...... 88 6.1: Introduction ...... 88 6.2: Supply ...... 88 6.3: Demand ...... 91 6.4: Capacity analysis ...... 92 PART 7: OTHER SPORTS ...... 95 PART 8: EDUCATION ...... 106 APPENDIX 1: CONSULTEE LIST ...... 115 APPENDIX 2: SPORTING CONTEXT ...... 119 APPENDIX 3 – FOOTBALL NON-TECHNICAL SITE ASSESSMENT FORM ...... 125 APPENDIX 4 – CRICKET NON-TECHNICAL SITE ASSESSMENT FORM ...... 126

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PART 1: INTRODUCTION AND METHODOLOGIES

This is the Playing Pitch Assessment Report (incorporating all outdoor sports facilities) prepared by Knight Kavanagh & Page (KKP) for Luton Borough Council (LBC). The document covers the period of population growth to 2021.

The strategy covers all of the outdoor pitch sports as well as non-pitch sports. The full list of sports facilities covered is set out below:

 Football pitches  Cricket pitches  Rugby union pitches  Artificial Grass Pitches (AGPs) including sand based/filled, water based and 3G  Bowling greens  Gaelic football pitches  Golf courses  Netball courts  Tennis courts  Athletics tracks  Multi Use Games Areas (MUGAs)

In addition to the playing pitch strategy a second document has been created to sit alongside it named ‘Informal Sports Assessment Report’. This document looks at the informal sports in Luton and the requirement for pitches to accommodate this type of demand, as well as considering possible routes into more formal sports through the informal. It considers the impact that informal sports may have on the overall supply and demand of sports facilities in Luton.

In agreement with Sport England and the relevant National Governing Bodies of Sport (NGBs), the report presents a supply and demand assessment of playing pitch facilities in accordance with Sport England’s Draft Guidance ‘Developing a Playing Pitch Strategy’. The methodology has been followed to develop a clear picture of the balance between the local supply of, and demand for, playing pitches and other outdoor sports.

The methodology details a 13 step approach to developing a playing pitch strategy (PPS). These steps are separated into five distinct sections:

 Section A: Preparation  Section B: Information gathering  Section C: Assessment  Section D: Key findings and issues  Section E: Strategy development and implementation

Sections A to D are covered in this report.

The methodology that has been used for non-pitch sports broadly follows the same format as the ‘Developing a Playing Pitch Strategy’ guidance however there is currently no prescribed methodology for non-pitch sports. The report draws conclusions for non-pitch sports based on supply and demand analysis. Where appropriate, e.g. bowling greens, a capacity analysis has also been carried out.

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Developing a Playing Pitch Strategy Methodology:

1.1: Section A: Preparation

To ensure that the PPS will be robust and successful and make the best use of available resources, the following steps were followed:

Step 1: Why the PPS is being developed

The PPS sits within the context of Luton Borough Council’s Prospectus 2013-2016, in which is identified three key priorities, which include: ‘to ensure the most vulnerable in Luton are safe and supported,’ and ‘to better equip residents of all ages to get jobs through investment in education and training.’ Against this backdrop, the rationale for producing the strategy is that it will help to deliver on the broader agenda to increase participation in sport, which is key to improving health and wellbeing outcomes and which can also play an important role in the development of confidence and skills among individuals as well as reducing anti-social behaviour.

The objectives of the strategy extend across multiple LBC departments and are summarised below:

 To help deliver the public health agenda  To inform the investment strategy for LBC initiatives  To inform local plan policy and potential developer contributions  To set the outdoor sports facilities plan within the context of the local plan and wider strategies for parks, green spaces and community development  To inform sports development initiatives  To reflect wider LBC asset reviews  To help facilitate community use of outdoor facilities on education sites

Links to other strategies

There are a number of related strategies developed by Luton Borough Council which have been adopted or are in the process of being developed, which are used to inform the Playing Pitch Strategy. They include:

 Luton Strategic Vision for Sport and Physical Activity (April 2013)  Luton Borough Council Prospectus 2013-2016  Health and Wellbeing Strategy 2012 – 2017  Luton Local Plan, 2001 – 2011  Corporate Asset Management Plan and Capital Strategy 2010- 2015  Luton Local Plan Review, 2011 – 2031 (in development, not available online)  Luton and South Bedfordshire Draft Green Space Strategy 2008 (useful background, available via www.shapeyourfuture.org.uk)  Luton Green Space Strategy (in development as part of Local Plan review, not available online)  Community Priorities documents, developed as part of the Your Say, Your Way programme  Luton’s Sustainable Community Strategy, 2008 – 2026

As detailed in the Luton Borough Council Prospectus 2013-16, the backdrop to the development of the Playing Pitch Strategy is that for the next three years, the Council must manage on much less funding from Government than in the previous three years.

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Increased pressures are likely to flow from changes to welfare benefits, greater need for social care and a new duty to improve the public’s health.

Within this context, a Playing Pitch Strategy for Luton must help to address health inequalities by seeking to promote participation in sport. The action plan must also take into account the considerable constraints on local authority budgets, the practical consequences of which will inevitably include less intensive maintenance in the short, medium and long term within Council operated parks.

The Strategic Vision for Sport and Physical Activity (2013) is a corporate document of which the playing pitch strategy fits into. The vision ensures that the Council’s investment into sport effectively contributes to the authority’s overall outcomes. Beyond this, a vision for sport in Luton will provide:

 Clarity of priorities in times of austerity  A means of securing resources through a clear, needs-based approach  Ability to maximise use of resources through informed decision making  A meaningful post 2012 legacy  A framework to realise Luton’s sporting ambitions

As stated in the Luton Local Plan, 2001 – 2011, Luton is now generally developed up to its administrative boundary and a central issue is the ‘extent to which the conflicting needs for various uses and facilities are to be balanced.’ In relation to a Playing Pitch Strategy, the use of land for formal sport must be set in the context of the other potential uses of green space and the need to protect and enhance the natural environment.

Step 2: Management arrangements

The project team (KKP) is responsible for the day to day development of the PPS and ensuring tasks are completed in line with the project plan. In order to ensure effective and continued PPS management, it has been supported by the abovementioned Steering Group comprising representatives from the Council, NGBs and Sport England. This is responsible for the vision and direction of the PPS from a strategic perspective and supporting, checking and challenging the work of the project team. It will be important for the Steering Group to continue once the PPS has been developed for several reasons, including:

 To be a champion for playing pitch provision in the area and promote the value and importance of the PPS.  To ensure implementation of the PPS’s recommendations and action plan.  To monitor and evaluate the outcomes of the PPS.  To ensure that the PPS is kept up to date and refreshed.  To review, at least annually, changes in supply and demand in line with available budgetary resources.

Assessment data was identified and collated between July and September 2013. Although this was not considered ideal for all sports, particularly football (because part of the period was out of season), for financial and political reasons, the Council decided to run the project at this time.

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As agreed with the steering group, the study area is sub divided into five analysis areas:

Analysis area Wards Central Saints, Biscot, High Town, Barnfield East Stopsley, Round Green, Crawley, Wigmore North Sundon Park, Limbury, Icknield, Northwell, Bramingham South Farley, South, Dallow West Lewsey, Challney, Leagrave

The analysis areas allow more localised assessment of provision and examination of facility spare capacity and overplay at a local level. Use of analysis areas also allows local circumstances and issues to be taken into account.

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Figure 1.1 Map of analysis areas

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Step 3: Tailoring the approach

In tailoring the approach to the study area, KKP has sought to consider how the characteristics of the area impacts upon playing pitch provision, including:

Participation in sport and physical activity

In order to help establish how active the local population is, which sports are played and how likely they are to participate in pitch sports, Sport England’s participation analysis tool (i.e., the Local Sport Profile tool) is used. It provides a detailed understanding of key participation trends between different groups in the Borough’s population.

The Active People Survey (APS) is the largest ever survey of sport and active recreation to be undertaken in Europe. The first year of the survey, APS1 was conducted between October 2005 and October 2006. A total of 363,724 adults living in England took part. APS2, the second year of the survey, was conducted between October 2007 and October 2008 this time a total of 191,325 adults took part. It has now become a continuous process, with APS3 completed in Oct 2009, APS4 in October 2010, APS5 in October 2011. AP6 is was completed in October 2012 and results are currently being analysed.

Each survey gathers data on the type, duration and intensity of people's participation in different types of sport and active recreation and cultural participation, as well as information about volunteering, club membership, tuition as an instructor or coach, participation in competitive sport and overall satisfaction with local sports provision.

Activity levels in the local population?

Table 1.1 below shows APS 3, 4, 5 and 6 results for Luton in comparison to the national and Sport England regional figures. Data for the nearest neighbours are also presented.

Table 1.1 Active People survey results for all adults – Luton and nearest unitary authority neighbours1

KPI National East of Luton Nearest neighbours % England % Oldham Bradford Coventry % % % % KPI 2 - At least 2008/09 % 4.7 4.7 2.1 3.9 6.1 7.9 1 hour per 2009/10 4.5 4.8 2.7 4.5 6.0 2.9 week 2010/11 7.3 8.0 6.9 6.6 9.2 6.3 volunteering to support sport 2011/12 7.6 7.4 3.8 6.5 5.5 6.1 KPI 3 - Club 2008/09 % 24.1 25.5 19.7 19.6 20.8 24.6 membership in 2009/10 23.9 24.3 17.6 19.9 20.0 18.3 the last 4 2010/11 23.3 23.6 17.1 19.2 19.2 23.6 weeks 2011/12 22.8 23.7 12.4 20.1 12.7 19.8 KPI 4 - 2008/09 % 17.5 18.3 14.5 14.0 13.8 19.0 Received 2009/10 17.5 18.3 11.0 12.2 15.4 12.9 tuition/coachin 2010/11 16.2 16.8 11.1 13.1 15.7 15.5 g in last 12 months 2011/12 16.8 17.4 10.4 11.6 13.4 12.7

1 According to www.cipfastats.net Luton’s top three nearest Unitary Authority neighbours are Oldham, Bradford and Coventry.

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KPI National East of Luton Nearest neighbours % England % Oldham Bradford Coventry % % % % KPI 5 - Taken 2008/09 % 14.4 14.7 12.2 13.3 11.7 17.8 part in 2009/10 14.4 15.3 11.4 10.3 14.3 12.1 organised 2010/11 14.3 14.5 9.1 10.5 11.5 13.8 competitive sport in last 12 2011/12 14.4 15.1 9.8 11.7 12.8 13.5 months KPI 6 - At least 2008/09 % 16.6 16.2 10.1 16.5 14.5 17.3 3 x 30 minutes 2009/10 16.5 16.4 13.5 18.2 16.7 16.1 moderate 2010/11 16.3 16.3 11.6 14.2 18.7 20.1 participation per week 2011/12 * * * * * *

Nearest neighbours are not geographic but those which are the closest to Luton in terms of socio-demographics. This type of comparison has been developed to aid local authorities to compare and benchmark. The models apply a range of socio-economic indicators upon which the specific family group (nearest neighbours) is calculated.

The table indicates that, in 2010/2011, the percentage of adults participating in at least 3 x 30 minutes moderate exercise per week was lower in Luton (11.6%) than both the national average (16.3%) and the regional average (16.3%). In addition, this figure was also lower than the averages in all of Luton’s nearest neighbours (Oldham 14.2%; Bradford 18.7% and Coventry 20.1%). Indeed, Luton has remained consistently lower than both the national and regional averages, as well as the averages of nearest neighbours, from 2008/2009 through to 2011/2012.

With regard to Sport England’s KPIs, Luton has also remained consistently lower than both the national and regional averages since 2008/2009. Furthermore, since 2008/2009, Luton has experienced a decrease in the majority of KPI’s. However, KPIs 2 and 6 have not consistently decreased; indeed, Luton has shown an increase in KPI 2 from 2.1% (2008/2009) to 3.8% (2011/2012) and an increase in KPI 6 from 10.1% (2008/2009) to 11.6% (2010/2011).

Market Analysis

It is not possible to break down the Active People Survey information into individual ward or analysis areas. However, in order to establish a more detailed market picture it is possible to cross-tabulate the demographic profile of Luton’s analysis areas with the nation demographic trends in sports participation that are identified in the Active People Survey.

Based on national trends, levels of sports participation (overall and by sport) and latent demand within any geographical area are likely to be affected by the ethnicity and age composition of that area.

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Luton’s Demographic Composition – Ethnicity

The chart below shows the ethnic profile of Luton’s population by ward and analysis area (ONS Census 2011 data). Overall, the ‘White British’ segment is the single largest group, accounting for 45% of Luton’s total population, with ‘White Other’ accounting for an additional 10%. There is significant variance by ward and analysis area however, with ‘Asian British: Indian / Pakistani / Bangladeshi’ making up the majority segment in three wards (Biscot, Saints, Dallow) and the largest single segment in the ‘Central’ analysis area. This segment also makes up a quarter of the population in the ‘West’ analysis area and a third in the ‘South’ area. The ‘North’ and ‘East’ analysis areas are strongly skewed towards the ‘White British or Other’ segments.

Active People Survey – Ethnicity Data

The Active People Survey 2011/12 (APS 7 Q2) identifies that the level of participation in sport at least once a week by Luton residents is 29.3% (29.0% in APS 6), compared to 35.2% nationally within the adult population (36% in APS 6).

The data is not sufficiently granular as to enable a breakdown of Luton’s information by sport and ethnicity. However, there is national data which shows variances in participation based on ethnic group and sport.

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Sports Participation – At Least Once a Week

The chart below depicts the proportion of adults (aged 16 and over) participating in at least four sessions, of at least 30 minutes, of (the) sport in the last 28 days. This is a national sample, as granular local data is not available.

Please note that ‘White British’ and ‘Black and Minority Ethnic’ are both subsets of the total Adult Population. ‘Asian’ is a subset of ‘Black and Minority Ethnic’

This data suggests the following:

 Levels of participation in any sport at least once a week are broadly comparable across all ethnic groups  Propensity to participate in cricket is somewhat higher (almost twice as high) among Black and Minority Ethnic groups than among the general population  Propensity to participate in cricket is significantly higher (four times as high) among the Asian segment specifically  Propensity to participate in football is moderately higher (50% higher) among all Black and Minority Ethnic groups than among the general population  Propensity to participate in football is somewhat higher (almost twice as high) among the Asian segment specifically

Latent Demand – Would Like To Do More Sport

The chart below depicts the proportion of adults (aged 16 and over) who would like to do more of the sport over the next 12 months than they currently do. This is a national sample, as granular local data is not available.

Please note that ‘White British’ and ‘Black and Minority Ethnic’ are both subsets of the total Adult Population. ‘Asian’ is a subset of ‘Black and Minority Ethnic’

This data suggests the following:

 Latent demand for sports participation is significantly higher among the Black and Minority Ethnic segment in general and the Asian segment specifically than in the

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wider adult population. Latent demand is approximately 70% in both these segments compared to 56% overall.  Latent demand for participation in cricket is somewhat higher for the Black and Minority Ethnic Population and significantly higher for the Asian segment (over 6x as high) than for the general adult population  In general, latent demand for participation in football is higher than for cricket. However, the gap between the Asian Population segment and the adult population as a whole in terms of latent football demand is lower than that for cricket (demand is only twice as high)

Participation in Organised Sport

Overall, the proportion of adults participating in organised sport is substantially lower in Luton than on average nationally – at 24.3% in Luton compared to 34.3% nationally.

The chart below shows the proportion of those adults (aged 16 and over) who have been a member of a club where they take part in sport in the last 28 days and/or received tuition to improve their performance in the last 12 months and/or taken part in organised competitive sport in the last 12 months. For 'all sports', this measure is a proportion of the population. If sports or sport groups are selected, this measure is a proportion of those who have participated in the sport in the last 28 days. This is a national sample, as granular local data is not available.

Please note that ‘White British’ and ‘Black and Minority Ethnic’ are both subsets of the total Adult Population. ‘Asian’ is a subset of ‘Black and Minority Ethnic’

This data suggests the following:

 The Asian segment exhibit a substantially lower propensity to participate in organised sport than the adult population in general (9% pts lower)

Luton’s Demographic Composition – Age

The chart below shows the age profile of Luton’s 16+ population by analysis area (ONS Census 2011 data) and highlights instances where an analysis area has a higher proportion of a particular age group than on average. Under 16s have been excluded from this analysis, since they are not included within the Active People survey. The Central and South areas are both skewed towards younger demographics, with 66% and 69% of the population between 16 and 44, compared to 59% overall. Both of these analysis areas also have a significantly higher proportion of 25-34 year olds than on average. By contrast, the East and North areas of the Borough have a higher proportion of older residents, with 55% of the population in the North area over 45 and almost a quarter over 65.

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Active People Survey – Age Data

The chart below depicts the proportion of adults (aged 16 and over) participating in at least four sessions, of at least 30 minutes, of (the) sport in the last 28 days, segmented by age.

This data illustrates that younger segments are participating in sport to a higher degree than older segments, and that this is also true for participation in organised sport.

The chart below depicts the proportion of adults (aged 16+) who would like to do more sport over the next 12 months than they currently do.

Within the national statistics, the 26-34 aged group express the highest level of latent demand. For Luton, latent demand appears to be particularly high among 20-25 year olds, although this statistic is based on only the latest data sample. There is only one historical data point for this group (APS 6 ,2011/12), which also puts Luton higher than the average for latent demand among 20-25 year olds, at 77% vs. 69% nationally.

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1.2: Section B: Information gathering

It is essential that a PPS is based on the best and most accurate and up-to-date information available about the supply of and demand for playing pitches. This section provides detail about how this information has been gathered in Luton.

Step 4: An audit of playing pitches

PPS guidance uses the following definitions of a playing pitch and playing field. These definitions are set out by the Government in the 2010 ‘Town and Country Planning (Development Management Procedure) (England) Order’.2

 Playing pitch – a delineated area which is used for association football, rugby, cricket, hockey, lacrosse, rounders, baseball, softball, American football, Australian football, Gaelic football, shinty, hurling, polo or cycle polo.  Playing field – the whole of a site which encompasses at least one playing pitch.

This PPS counts individual grass pitches (as a delineated area) as the basic unit of supply. The definition of a playing pitch also includes AGPs.

Quantity

All playing pitches are included irrespective of ownership, management and use. Playing pitch sites were initially identified using Sport England’s Active Places web based database. The Council and NGBs supported the process by checking and updating this initial data. This was also verified against club information supplied by local leagues. For each site the following detail is recorded in the project database. (It is supplied as an electronic file):

 Site name, address (including postcode) and location  Ownership and management type  Security of tenure  Total number, type and quality of pitches  A description and the quality of the ancillary facilities

Accessibility

Not all pitches offer the same level of access to the community. The ownership and accessibility of sports pitches also influences their actual availability for community use. Each site is assigned a level of community use as follows:

 Community use - pitches in public, voluntary, private or commercial ownership or management (including education sites) recorded as being available for hire and currently in use by teams playing in community leagues.  Available but unused - pitches that are available for hire but are not currently used by teams which play in community leagues; this most often applies to school sites but can also apply to sites which are expensive to hire.  No community use - pitches which as a matter of policy or practice are not available for hire or use by teams playing in community leagues. This should include professional club pitches along with some semi-professional club pitches where play is restricted to the first or second team.

2. www.sportengland.org>Facilities and Planning> Planning Applications

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Quality

The capacity for pitches to regularly provide for competitive play, training and other activity over a season is most often determined by their quality and location. Teams, especially youth teams, are only prepared to travel within the local vicinity.

There are a maximum number of games acceptable before a playing surface deteriorates and this is exacerbated by training on pitches. As a minimum, the quality and therefore the capacity of a pitch affects the playing experience and people’s enjoyment of a sport. In extreme circumstances it can result in a pitch being unable to cater for all or certain types of play during peak and off peak times.

It is not just the quality of the pitch itself which has an effect on its capacity but also the quality, standard and range of ancillary facilities. The quality of both the pitch and ancillary facilities will determine whether a pitch is able to contribute to meeting demand from various groups and for different levels and types of play.

The quality of all pitches identified in the audit and the ancillary facilities supporting them is assessed regardless of ownership, management or availability. Along with capturing any details specific to the individual pitches and sites, a quality rating is recorded within the audit for each pitch.

The ratings are used to help estimate the capacity of each pitch to accommodate competitive and other play within the supply and demand assessment.

In addition to undertaking non-technical assessments (using the templates provided within the guidance and as determined by NGBs), users and providers were also consulted with regard to quality and in some instances the quality rating adjusted to reflect this.

Step 5: Developing a picture of demand

Presenting an accurate picture of current demand for playing pitches (i.e. recording how and when pitches are used) is important in order to carry out the full supply and demand assessment. Demand for playing pitches in Luton tends to fall within the categories:

 Organised competitive play  Organised training  Informal play – also covered in the ‘Informal Sports Assessment Report’ which sits alongside this report.

In addition, unmet and displaced demand for provision is also identified on a sport by sport basis. Unmet demand is defined as the number of additional teams that could be fielded if access to a sufficient number of pitches (and ancillary facilities) was available. Displaced demand refers to teams that are generated from residents of the area but due to any number of factors do not currently play within the area.

Due to the deficiency in open space of recreational value in Luton capacity is already reduced as most green space needs to be multifunctional.

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Future demand

Alongside current demand it is important for a PPS to assess whether the future demand for playing pitches can be met. Using population projections, an estimate can be made of the likely future demand for playing pitches in Luton.

The latest population projections for Luton are consistent with the government’s methodology and projected a population growth of approximately 20% between 2011 and 2031, which translates to growth of 41,500 people and a need for approximately 18,000 households, based on a 5 year migration trend, these are the councils own projections. The trends are consistent with the local authority projections produced by the Office for National Statistics.

The Council has been reviewing Luton’s evidence base and running forecasting scenarios. Provisional results from them verify a need of 18,000 households in the next 20 years from the likely population growth in Luton.

In addition, there is likely to be future needs arising from demand from urban extensions with Luton's dwelling capacity being 6,000 dwellings over 20 years (2011-31).

Other information sources used to help identified future demand include:

 Recent trends in the participation in playing pitch sports.  The nature of the current and likely future population and their propensity to participate in pitch sports.  Feedback from pitch sports clubs on their plans to develop additional teams.  Any local and NGB specific sports development targets (e.g. increase in participation).

Current and future demand for playing pitches is presented on a sport by sport basis within the relevant sections of this report.

Consultation

A variety of consultation methods are used to collate demand information. Face to face consultation was carried out with key clubs from each sport. This allowed for collection of detailed demand information and exploration of key issues to be interrogated and more accurately assessed.

For data analysis purposes an online survey (converted to postal if required) was utilised. This was sent to all clubs not covered by face to face consultation.

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Consultation response rates

Type of club Total no. of Response Methods of consultation clubs rate [1] Football clubs 77 57% Survey, face to face and Football teams 208 79% telephone Cricket clubs 26 38% Survey, face to face and telephone Rugby union clubs 3 67% Face to face and telephone Hockey clubs 4 75% Survey, face to face and telephone Bowls clubs 8 88% Survey and telephone Gaelic football clubs 2 100% Survey Tennis clubs 1 100% Face to face

Please see the appendices for a list of consultees. The number of football clubs is lower in the response rates than in the football section of the report due to clubs being consulted as one, but for team purposes the clubs have been split into sections, for example; Crawley Green, Crawley Green (Saturday) and Crawley Green (Youth).

1.3: Section C: Assessment

Supply and demand information gathered within Section B was used to assess the adequacy of playing pitch provision in Luton. It focused on looking at how much use each site could potentially accommodate (on an area by area basis) compared to how much use is currently taking place.

Step 6: Understand how a site is being used

Qualitative pitch ratings are linked to a pitch capacity rating derived from NGB guidance and tailored to suit a local area. The quality and use of each pitch is assessed against the recommended pitch capacity to indicate how many match equivalent sessions per week (per season for cricket) a pitch could accommodate.

This is compared to the number of matches actually taking place and categorised as follows to identify:

Potential spare capacity: Play is below the level the site could sustain. At capacity: Play is at a level the site can sustain. Overused: Play exceeds the level the site can sustain

Step 7: Develop the current picture of provision

Once capacity is determined on a site by site basis, actual spare capacity is calculated on an area by area basis via further interrogation of temporal demand. Although this may have been identified it does not necessarily mean that there is surplus provision. For example, spare capacity may not be available at when it is needed or the site may be retained in a ‘strategic reserve’ to enable pitch rotation to reduce wear and tear.

[1] KKP contacted outstanding clubs on a minimum of three occasions to attempt to improve the response rates.

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Capacity ratings assist in the identification of sites for improvement/development, rationalisation, decommissioning and disposal.

Step 8: Scenario testing

Modelling scenarios to assess whether existing provision can cater for unmet, displaced and future demand is made after the capacity analysis. This will also include, for example, removing sites with unsecured community use to demonstrate the impact this would have were these sites to be decommissioned in the future.

1.4: Section D: Key findings and issues

By completing Sections A, B and C it is possible to identify several findings and issues relating to the supply, demand and adequacy of playing pitch provision in Luton. This report seeks to identify and present the key findings and issues, which should now be checked, challenged and agreed by the Steering Group prior to development of the Strategy (Section E).

Section D is structured to provide a sport by sport analysis as follows:

 Part 2: Football  Part 3: Cricket  Part 4: Rugby union  Part 5: Hockey  Part 6: Bowls  Part 7: Other sports  Part 7.1: Gaelic football  Part 7.2: Golf  Part 7.3: Netball  Part 7.4: Tennis  Part 7.5: Athletics  Part 7.6: MUGAs  Part 8: Education

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PART 2: FOOTBALL

2.1: Introduction

Bedfordshire FA is the primary organisation responsible for development (and some elements of administration) of football in Luton. It is also responsible for the administration, in terms of discipline, rules and regulations, cup competitions and representative matches, development of clubs and facilities, volunteers, referees, coaching courses and delivering national football schemes.

This section of the report focuses on the supply and demand for grass football pitches. Section 2.6 captures supply and demand for artificial grass pitches (AGPs). Although in the future it is anticipated that there will be a growing demand for the use of AGPs for competitive football fixtures to accommodate youth football, AGPs in Luton are currently used most for football training. In addition, there is not currently thought to be a direct relationship between demand for AGPs and demand for grass pitches.

FA Youth Development Review

The FA has consulted widely and has been encouraged to produce national pitch sizes for mini soccer (5V5 and 7v7), Youth football (9v9 and 11v11) and over 18 senior football (11v11). This will see an increased use of small-sided games for all age groups up to U12s. This will allow children to progress gradually through age-appropriate formats. The entry point for U7s and U8s will be the 5v5 game. U9s and U10s will then step up to 7v7, followed by a new 9v9 level for U11s and U12s.

Table 2.1: Summary of each step and the appropriate pitch and goal sizes

Age Format Recommended Pitch size Recommended pitch size including runoff 3 size of goal posts without runoff (Length x width (Height x width ft) (Length x width yards) yards) Mini soccer U7/U8 5 v 5 40 x 30 46 x 36 6 x 12 Mini soccer U9/U10 7 v 7 60 x 40 66 x 46 6 x 12 Youth 11/12 9 v 9 80 x 50 86 x 56 7 x 16 Youth 13/14 11 v 11 90 x 55 96 x 61 7 x 21 or 8 x 24 Youth 15/16 11 v 11 100 x 60 106 x 66 8 x 24 Youth 17/18 11 v 11 110 x 70 116 x 76 8 x 24 Over 18 (senior ages) 11 v 11 110 x 70 116 x 76 8 x 24

Playing smaller-sided games has been proved to give children an increased number of touches of the ball, while providing more goals and scoring attempts, more one-v-one encounters and more chance to attempt dribbling skills. It is this increased contact time with the ball that the FA believe will help children enjoy the game more while providing them with better preparation for the 11-a-side a game.

The introduction of 9v9 football, by the FA, is designed to help bridge the gap between mini soccer at U7-U10s and 11-a-side at U11s and has seen the introduction of a new intermediate sized pitch. The FA suggests that where there is limited space, there is the

3 Including runoff (safety area around the pitch)

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ability to mark out 9v9 pitches across a full size pitch. However, marking 9v9 pitches across adult pitches is not ideal in practice as over play is likely to be increased.

Marking out two 9v9 pitches on one senior pitch could help to meet the shortfall of youth pitches identified at peak times. However, specific 9v9 goals (recommended size 7 x 16ft) would be required.

The new format of the 9v9 game is now mandatory from the 2013/14 season for U11s and from the 2014/15 season for both U11s and U12. So far in Luton the demand for 9v9 has not been as high as initially anticipated.

The FA National Facilities Strategy (2013 – 2015)

A full summary of the facilities strategy can be found in Appendix 2, however, the main implications are set out below.

The Strategy commits to delivering in excess of £150m (through Football Foundation) into facility improvements across the National Game in line with identified priorities:

 Natural grass pitches improved – target: 100  A network of new AGPs built – target 100  A network of refurbished AGPs – target 150  On selected sites, new and improved changing facilities and toilets  Continue a small grants programme designed to address modest facility needs of clubs  Ongoing support with the purchase and replacement of goalposts

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Consultation

In addition to face to face consultation with key clubs and leagues, an electronic survey was sent to all football clubs playing in Luton, contact details were provided by Luton Borough Council and Bedfordshire County FA, and the invitation to complete the survey was distributed via email. The survey was returned by 77 clubs (equating to a 57% club response rate, including key face to face interviews, and a 79% team return rate). The results are used to inform key issues within this section of the report.

2.2: Supply

The audit identifies a total of 125 football pitches in Luton. Of these, 101 (46 sites) are available, at some level, for community use (although not necessarily used). 74 of the pitches identified are parks pitches.

Table 2.2: Summary of pitches

Analysis area Available for community use Adult Youth Mini Central 7 12 8 East 13 10 10 North 14 8 4 South 11 7 - West 9 3 9 LUTON 54 40 31

Detailed pitch guidance can be accessed at: http://www.thefa.com/GetIntoFootball/Facilities/Goalpost_and_Pitch_Sizes.aspx

Trends in supply

Over the last four seasons Luton Borough Council has maintained pitches dependant on demand. The table below shows the changes in supply over the previous four seasons:

Season Adult Youth Mini 2010/2011 53 19 19 2011/2012 48 18 18 2012/2013 47 18 16 2013/2014 39 23 12

The table above shows that demand for adult pitches has significantly reduced over the last four seasons. This is due to a decline in demand from adult teams who have either stopped playing or have chosen to move across to playing small sided games at 3G venues. The increase in youth pitches is in response to the FA Youth Review and the need for 9v9 pitches. There has also been a decline in demand for mini provision.

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Figure 2.1: Location and capacity of football pitches

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Table 2.3: Key to map of football pitches

PPS Site name Community Analysis Pitch Pitch Agreed No. of Site Use area type Size quality pitches ID rating 2 Alder Crescent Recreation Yes Central Adult - Poor 1 Ground 2 Alder Crescent Recreation Yes Central Youth (11v11) Poor 1 Ground 3 Ashcroft High School No East Adult - Standard 1 3 Ashcroft High School No East Youth (11v11) Standard 1 5 Barnfield Health & Fitness Yes Central Adult - Standard 4 Suite And Barnfield College 5 Barnfield Health & Fitness Yes Central Mini (7v7) Standard 2 Suite And Barnfield College 5 Barnfield Health & Fitness Yes Central Mini (5v5) Standard 1 Suite And Barnfield College 8 Barnfield West Academy Yes-unused West Youth (11v11) Standard 1 10 Beechwood Primary Yes-unused West Youth (11v11) Standard 1 School 11 Bells Close Recreation Yes Central Youth (9v9) Standard 1 Ground (People's Park) 12 Blundell Road Recreation Yes Central Adult - Standard 1 Ground 12 Blundell Road Recreation Yes Central Youth (11v11) Standard 1 Ground 12 Blundell Road Recreation Yes Central Mini (7v7) Standard 1 Ground 12 Blundell Road Recreation Yes Central Youth (9v9) Standard 1 Ground 13 Bramingham Primary No North Mini (7v7) Standard 1 School 16 Bushmead Primary School Yes Central Mini (5v5) Standard 1 17 Cardinal Newman Yes North Adult - Standard 1 Secondary School 17 Cardinal Newman Yes North Youth (11v11) Standard 1 Secondary School 18 Challney Girls High School No West Adult - Standard 1 20 Chaul End Lane Open Yes West Adult - Poor 1 Space 22 Crawley Green Recreation Yes East Adult - Standard 2 Ground 22 Crawley Green Recreation Yes East Mini (7v7) Standard 3 Ground 22 Crawley Green Recreation Yes East Youth (11v11) Standard 1 Ground 23 Dallow Primary School No South Youth (9v9) Standard 1 24 Denbigh High School No Central Adult - Standard 1 25 Denbigh High Detached Central Mini (7v7) Standard 1 Playing Fields 25 Denbigh High Detached Yes Central Youth (11v11) Standard 1 Playing Fields 26 Downside Primary School Yes West Mini (5v5) Standard 1

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PPS Site name Community Analysis Pitch Pitch Agreed No. of Site Use area type Size quality pitches ID rating 27 Farley Junior School Yes-unused South Youth (9v9) Good 1 28 Former Electrolux Playing No West Adult - Standard 2 Field (Aka Addington Way Open Space) 29 Foxdell Recreation Ground Yes South Adult - Poor 1 30 Hillborough Junior School No South Youth (9v9) Good 1 31 Icknield High School No North Adult - Standard 2 32 Icknield Way Recreation Yes North Adult - Standard 3 Ground 32 Icknield Way Recreation Yes North Youth (11v11) Standard 1 Ground 33 Kenilworth Stadium Yes South Adult - Standard 1 34 Kent Athletic Sports & Yes West Adult - Good 1 Social Club 35 Kingsway Recreation Yes South Adult - Standard 1 Ground 36 Lancaster Avenue Yes North Youth (9v9) Good 1 Recreation Ground 38 Lea Manor Recreation Yes North Adult - Standard 1 Ground And Centre 38 Lea Manor Recreation Yes North Youth (9v9) Standard 2 Ground And Centre 39 Leagrave Park (Sundon Yes North Adult - Standard 7 Park) 39 Leagrave Park (Sundon Yes North Mini (7v7) Standard 1 Park) 39 Leagrave Park (Sundon Yes North Youth (11v11) Standard 1 Park) 40 Leagrave Primary School Yes-unused West Mini (7v7) Standard 1 42 Lewsey Park Yes West Adult - Standard 4 42 Lewsey Park Yes West Mini (7v7) Standard 1 42 Lewsey Park Yes West Youth (11v11) Standard 1 43 Lothair Road Recreation Yes East Adult - Poor 5 Ground 43 Lothair Road Recreation Yes East Youth (9v9) Standard 1 Ground 43 Lothair Road Recreation Yes East Youth (11v11) Standard 2 Ground 44 Luton Regional Yes East Adult Standard 5 44 Luton Regional Yes East Mini (7v7) Standard 3 44 Luton Regional Yes East Youth (11v11) Standard 1 44 Luton Regional Yes East Youth (9v9) Standard 1 46 Luton Sixth Form College Yes Central Youth (11v11) Standard 1 46 Luton Sixth Form College Yes Central Youth (9v9) Standard 2 50 Putteridge Junior School No East Mini (7v7) Standard 2 51 Raynham Way Recreation No East Youth (11v11) Standard 1 Ground 52 Selsey Drive Yes-unused East Adult - Poor 1 52 Selsey Drive Yes-unused East Youth (11v11) Poor 1 53 St Joseph's Catholic Junior No Central Mini (5v5) Standard 1 School

December 2013 Final Assessment Report: Knight Kavanagh & Page 25 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

PPS Site name Community Analysis Pitch Pitch Agreed No. of Site Use area type Size quality pitches ID rating 53 St Joseph's Catholic Junior No Central Youth (11v11) Standard 1 School 53 St Joseph's Catholic Junior No Central Youth (9v9) Standard 1 School 55 Stockwood Park Yes South Adult - Standard 5 55 Stockwood Park Yes South Youth (11v11) 2 55 Stockwood Park Yes South Youth (9v9) 2 56 Stockwood Park Athletics Yes South Adult - Standard 1 Centre 59 The Meads Primary School No North Mini (7v7) Standard 1 61 Venue 360 Yes South Adult - Standard 2 62 Warden Hill Junior School No North Youth (9v9) Standard 1 63 Wardown Park Yes Central Youth (9v9) Standard 2 64 Wigmore Primary School No East Mini (7v7) Standard 1 65 Wigmore Valley Park Yes East Adult - Poor 3 68 Chantry Primary Academy Yes-unused West Mini (7v7) Standard 2 69 Pirton Hill Primary No West Mini (7v7) Standard 2 70 Sacred Heart primary Yes East Mini (7v7) Good 1 School 71 Someries Junior School Yes East Youth (9v9) Standard 1 72 Southfield Primary School No West Mini (7v7) Standard 2 73 St Matthews Primary No Central Mini (5v5) Poor 1 School 74 Sundon Park Junior School Yes North Mini (7v7) Standard 1 74 Sundon Park Junior School Yes North Youth (9v9) Standard 1

December 2013 Final Assessment Report: Knight Kavanagh & Page 26 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

Ownership/management

There are a number of pitch providers in Luton. Although the Council own the majority of sites, other providers include academies, schools/colleges and private sports clubs. The Club survey indicates that the majority of clubs (78%) playing in Luton hire pitches on an annual basis, i.e. via leagues, with the remaining either owning (17%) or leasing (5%) their home ground.

The majority of sites have attendants on site who manage the running of the facilities when the pitches are in use. Leased/licensed sites do not have attendants and these are Crawley Green, Foxdell Recreation Ground, Kingsway, Lancaster Avenue and Alder Crescent.

The leagues, clubs and the FA are all very positive towards the Council and appear to have good, well established relationships in place. Generally the clubs and leagues are very happy with the management of pitches and facilities.

Information gathered within the Council’s Annual Price Survey seeks to compare football pitch hire charges with other similar authorities and is displayed in the table below:

Table 2.4: Summary of football charges

Pitch LBC

type Current

elds

Price B Regis

2012 £ Mitlon

Keynes

Bedford

Leighton Bradford

St Albans St

Houghton

Dunstable

Barnfi Stevenage

Adult 44.20 50.00 44.00 53.13 31.60 46.39 60.90 56.81 46.45 36.76 p/h Youth 11.60 40.00 18.00 15.92 16.20 14.71 25.00 44.03 22.65 18.38 U14-U18 p/h on adult pitches (always need changing Youth 11.60 - 18.00 10.50 14.46 14.71 25.00 - 22.65 18.38 U11-U13 on junior pitches Mini 7.50 - 15.00 7.79 9.46 17.50 11.02 - - soccer (no fixed goals or changing)

The Luton charges are comparable with other local authorities and in some cases slightly cheaper.

December 2013 Final Assessment Report: Knight Kavanagh & Page 27 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

Pitch quality

The quality of football pitches in Luton has been assessed via a combination of site visits (using non-technical assessments as determined by The FA – see Appendix 4) and user consultation to reach and apply an agreed rating as follows:

 Good  Standard  Poor

The non-technical site assessments show that over three quarters (85%) of the pitches across the Borough are of ‘standard’ quality. Club views on the quality of pitches varied: 32% rated their pitch as good, 44% rated their pitch as standard and 24% rated their pitch as poor. It should be noted that clay soil can be a problem in Luton and can lead to waterlogging.

27% of clubs report that the quality of the pitch is ‘slightly poorer’ or ‘much poorer’ than the previous season. This is attributed by the clubs to lower frequency maintenance regimes, uneven surfaces, areas such as centre circle and penalty area with no grass and pitches not being maintained in the summer.

Consultation highlights that private sites (i.e. sports clubs and works grounds) offer better quality facilities than Council parks/playing fields and school pitches. In general, such sports clubs tend to have dedicated ground staff or volunteers working on pitches and the fact that they are often secured by fencing prevents unofficial use. The maintenance and use of Council sites tends to be less frequent and unofficial use of these sites can further exacerbate quality issues.

The table below summarises the quality of all pitches. Nine senior, two youth and zero mini pitches are assessed as ‘poor’ quality. Increasing pitch quality could help to accommodate further play. The pitches of standard quality could also be improved to increase carrying capacity, i.e. increase the number of matches that a pitch can accommodate.

Table 2.5: Pitch quality assessments (all use)

Senior pitches Youth pitches Mini pitches Good Standard Poor Good Standard Poor Good Standard Poor 1 25 9 2 15 2 - 19 -

Of responding clubs, 56% report ‘no difference’ in the quality of the pitch since last season and 17% report that it is slightly better or much better.

Unpaid use

Club consultation suggests that several sites suffer from the effects of overuse. This can take the form of other users playing on the pitches but is also caused by, for example, bikes being ridden across pitches and dog walkers. There is a conflict as some teams pay to play and others do not which puts excessive pressure on playing surfaces. 68% of clubs report ‘some’, or ‘lots of’ evidence of dog foul/glass/litter/vehicle tracks.

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Pitches located in Luton’s parks are also required to perform as public open space when not being used for organised match play. This use all adds to wear and tear of pitches.

Ancillary facilities

Changing facilities is an issue at many football sites in Luton. 15% of responding clubs report that the changing rooms are of poor quality and 39% report that they are standard quality.

There are 12 clubs which report that better ancillary facilities would enable them to run more teams. Facility requirements such as better changing facilities, female only showers, floodlit pitches for training, and storage facilities were cited as requirements. The 12 clubs are:

Club Club comments Crawley Green Youth Better quality St Joseph Sunday Better facilities AFC Chequers Caddington Better changing facilities, female only showers installed. ASR Elites FC More floodlit pitches, so training can be done during winter without having to go to astroturf Luton Borough FC You would be able to attract more players and coaches Broadwalk United - Luton United Storage facilities Stopsley Stingers FC U15 Better changing facilities A.C Sportsman - Sundon Park Rangers (Saturday) Better changing facilities and club house Sporting Sundon FC If we benefitted from a suitable base with good changing facilities and other amenities that we could consider a 'base' we would potentially be keen to have more adult teams. Brache Nations -

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2.3: Demand

A total of 240 teams are identified as Luton based team, however, 208 play in Luton. Of these, five teams are playing on 3G pitch provision. These are all adult teams.

Table 2.6: Summary of competitive teams currently playing on grass pitches

Analysis area Adult teams Youth teams Mini teams Adult Adult Youth Youth Mini men women boys girls soccer4 Central 10 - 19 - 20 East 13 1 23 2 14 North 16 - 22 2 6 South 26 4 5 - - West 13 - 4 - 4 LUTON 82 5 73 4 44

Most teams (53 in total) play in East Area which also has high levels of youth and mini football teams. However, Central and North areas also have a high number of teams.

In the club surveys, 56% report that the number of senior teams has remained static in the last three years (19% has increased and 15% decreased, 10% did not answer). For youth football (U11-U16), 17% report that the number of teams has decreased with just over half (52%) reporting that the number of teams has remained static. No clubs report an increase. For mini teams 15% report an increase in the number of teams, 42% report that teams had stayed the same, and only 5% report a decrease (38% did not respond). Luton Borough Council also reports that overall there has been a decrease in the number of adult teams.

Of the clubs that report a decrease in the number of youth teams, the age groups lost were U16 and U18. This highlights the issue of the drop off in youth teams from U14s upwards and supports suggestions that although the number of mini teams is increasing this will not necessarily translate into an increase in senior teams in the future.

Furthermore, and highlighted in the leagues section below, many players from 16 years upwards are opting to play the small-sided versions of the game on 3G. Almost all of the clubs that report a decrease in the number of teams attribute it to a lack of coaches and volunteers. Some also mention cost and one club reports that not enough facilities are available.

4 Girls and boys play alongside each other in mini soccer at U7s – U10s i.e. ages 6-9 years old.

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Leagues

Table 2.7: Summary of league consultation:

League Comments Chiltern Junior 7’s The League is a large provider of mini and youth football in the Luton area. It operates two divisions of U7/U8, three divisions of U9, four divisions of U10, three divisions of U11 and two divisions of U12. There are 40 clubs in the League, of which, 16 are from Luton. The League reports that there has been a decrease in the lower age group bracket over the previous three years. Due to this there has been a decrease in the number of pitches. The League’s opinions on the three worst sites are: Luton Regional, Lothair Road and People’s Park due to the areas having no protection from bad weather, poor drainage and no parking. The League considers the best site to be Lower Wardown. Beds & Herts Women’s League The League services women’s football around Luton and has and Herts Partnership League four teams competing from Luton. Numbers have remained constant over the previous three years. Entry into the League requires clubs to have separate female changing rooms, toilets, refreshments and a good quality pitch. Failure to comply will mean that teams are removed from the League which means that adhering to the requirements is essential. Luton District & South Beds There are ten clubs from Luton competing in the League. It is Football League made up of a premier division and a first division with a total of 14 clubs. Numbers have remained static over the previous three years. It believes that changing facilities are improving but that pitches are getting worse. It also reports that there appears to be enough pitches which could be down to leagues reducing in size. It cannot join Step 7 of the pyramid due to the quality of facilities in Luton and the need for dug outs, roped pitches, etc. It does not consider any of the Luton Council pitches to be of good quality. Bedfordshire County Football The League is county standard and Step 7 of the pyramid. League Three of the 53 clubs are from Luton. There has been an overall increase in the number of teams in the previous three years with a small increase in teams from Luton. It has specific requirements which are national requirements of Step 7 clubs including changing facilities, showers, toilets, referees room, good quality pitch and barriers. Sites used by clubs in Luton are Stockwood Park and Chaul End. Bedfordshire Youth Saturday The Youth League is made up of ten divisions from U13 to League U16 and currently has 85 teams competing. There are approximately 11 clubs from Luton in the League. There is less demand from the league for pitches than the Sunday leagues. North Home Counties Sunday Did not respond to survey Football League South Beds Sunday Football Did not respond to survey League Leighton & District Sunday Did not respond to survey League

Chiltern Youth League Did not respond to survey

December 2013 Final Assessment Report: Knight Kavanagh & Page 31 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

League Comments Beds District U21 League Did not respond to survey

Unmet demand

Unmet demand is existing demand that is not getting access to pitches. It is usually expressed, for example, when a team is already training but is unable to access a match pitch, or when a league has a waiting list due to a lack of pitch provision, which in turn is hindering the growth of the league. None of the clubs explicitly expressed unmet demand and none of the leagues highlighted that they had a waiting list. The majority of clubs reported that regardless of whether more pitches were available they would not currently be able to field any more teams. Furthermore, Luton Council reports that the number of pitches has been reduced in Luton due to a year on year decrease in demand

Latent demand

12 clubs report that better ancillary facilities would enable them to run more teams. Facility requirements such as better changing facilities, female only showers, floodlit pitches for training, and storage facilities were cited as requirements. The 12 clubs are:

Club Club comments Crawley Green Youth Better quality St Joseph Sunday Better facilities AFC Chequers Caddington Better changing facilities, female only showers installed. ASR Elites FC More floodlit pitches, so training can be done during winter without having to go to astroturf Luton Borough FC You would be able to attract more players and coaches Broadwalk United - Luton United Storage facilities Stopsley Stingers FC U15 Better changing facilities A.C Sportsman - Sundon Park Rangers (Saturday) Better changing facilities and club house Sporting Sundon FC If we benefitted from a suitable base with good changing facilities and other amenities that we could consider a 'base' we would potentially be keen to have more adult teams. Brache Nations -

Displaced demand

Displaced demand refers to Luton registered teams that are currently accessing pitches outside of the Area for their home fixtures, normally because their pitch requirements cannot be met, which is usually because of pitch supply or quality issues. Crawley Green FC would like to build an arena pitch in Luton as they currently have to travel outside of Luton to access a pitch which meets the requirements of the League that the club plays in (Step 5). There is also displaced demand from Sacred Heart Youth FC (two mini and two youth teams) playing at Offley Recreation Ground, Hertfordshire and Luton Leagrave U14 playing at Moore Crescent, Houghton Regis.

88% of clubs report that they are playing at their preferred home ground, 32 teams are identified as being from Luton but actually play outside of the Borough. Reasons identified for this through club surveys include cost of hiring pitches and facilities and better

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changing facilities and pitch quality. The FA believes that this number is on the increase and that more teams are accessing facilities outside of Luton.

Imported demand

There was minimal imported demand identified through consultation. Luton Council also reports that very few teams from outside of Luton hire pitches within Luton. The Central Bedfordshire playing pitch strategy does identify some exported demand from Central Beds to Luton and is highlighted below:

 AFC Clophill – Leagrave  Caddington Chequers - Luton  Dunstable Town Ladies – Vauxhall Recreation Ground

Women’s and girls’ football

Nine girls’ and five senior women’s teams presently operate in the Borough. Luton Town Ladies has the highest number of teams with five (it should be noted that junior girls’ play competitively in mini soccer teams up to the age of 10). The teams play at Stockwood Park Athletics Centre and Lancaster Avenue. Crawley Green FC also has a girls’ team.

The clubs and leagues servicing women’s and girls’ football in Luton are Beds & Herts County Girls and Women’s League, the Herts Girls Football Partnership League and the South East Women’s Combination League.

Casual demand

Casual and informal demand is difficult to quantify. In Luton it is known that some pitches are used for recreational purposes by casual users but this has not been quantified in the capacity tables because the pitches are used on a casual basis and it is unlikely that this use would significantly reduce the capacity of the pitches in question (generally parks pitches).

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2.4: Capacity analysis

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.

As a guide, The FA 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).

Taking into consideration the guidelines on capacity the following was concluded in Luton:

Senior pitches Youth pitches Mini pitches Pitch Matches per Pitch Matches per Pitch Matches per quality week quality week quality week Good 3 Good 4 Good 6 Standard 2 Standard 2 Standard 4 Poor 1 Poor 1 Poor 2

Table 2.9 overleaf applies the above pitch ratings against the actual level of weekly play recorded to determine a capacity rating as follows:

Potential capacity Play is below the level the site could sustain At capacity Play matches the level the site can sustain Overused Play exceeds the level the site can sustain

Education capacity

Education demand (i.e. curricular and extracurricular activity) has been accounted for by reducing, where necessary, the capacity of education pitches for community use. To account for this education demand the capacity of school sites has been reduced by one match equivalent session per week.

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Table 2.8: Football pitch capacity analysis

PPS Site name Community Analysis Pitch type Pitch Agreed No. of Match Recommended Capacity Site Use area Size quality pitches equivalent Site capacity rating ID rating sessions (sessions per (per week) week) 2 Alder Crescent Recreation Yes Central Adult Poor 1 1.5 1 0.5 Ground 2 Alder Crescent Recreation Yes Central Youth (11v11) Poor 1 0 1 -1 Ground 3 Ashcroft High School No East Adult Standard 1 0 1 -1 3 Ashcroft High School No East Youth (11v11) Standard 1 0 1 -1 5 Barnfield Health & Fitness Suite Yes Central Adult Standard 4 3 3 0 And Barnfield College 5 Barnfield Health & Fitness Suite Yes Central Mini (5v5) Standard 1 1 3 -2 And Barnfield College 5 Barnfield Health & Fitness Suite Yes Central Mini (7v7) Standard 1 2.5 3 -0.5 And Barnfield College 8 Barnfield West Academy Yes-unused West Youth (11v11) Standard 1 0 1 -1 10 Beechwood Primary School Yes-unused West Youth (11v11) Standard 1 0 1 -1 11 Bells Close Recreation Ground Yes Central Youth (9v9) Standard 1 0.5 2 -1.5 (People's Park) 12 Blundell Road Recreation Yes Central Adult Standard 1 0 2 -2 Ground 12 Blundell Road Recreation Yes Central Mini (7v7) Standard 1 1.5 4 -2.5 Ground 12 Blundell Road Recreation Yes Central Youth (11v11) Standard 1 1 2 -1 Ground 12 Blundell Road Recreation Yes Central Youth (9v9) Standard 1 1.5 2 -0.5 Ground 13 Bramingham Primary School No North Mini (7v7) Standard 1 0 3 -3 16 Bushmead Primary School Yes Central Mini (5v5) Standard 1 0.5 3 -2.5 17 Cardinal Newman Secondary Yes North Adult Standard 1 4.5 1 3.5 School 17 Cardinal Newman Secondary Yes North Youth (11v11) Standard 1 3 1 2 School

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PPS Site name Community Analysis Pitch type Pitch Agreed No. of Match Recommended Capacity Site Use area Size quality pitches equivalent Site capacity rating ID rating sessions (sessions per (per week) week) 18 Challney Girls High School No West Adult Standard 1 0 1 -1 20 Chaul End Lane Open Space Yes West Adult Poor 1 0.5 1 -0.5 22 Crawley Green Recreation Yes East Adult Standard 2 2 4 -2 Ground 22 Crawley Green Recreation Yes East Mini (7v7) Standard 3 6 12 -6 Ground 22 Crawley Green Recreation Yes East Youth (11v11) Standard 1 2.5 2 0.5 Ground 23 Dallow Primary School No South Youth (9v9) Standard 1 0 1 -1 24 Denbigh High School No Central Adult Standard 1 0 1 -1 25 Denbigh High Detached Playing Central Mini (7v7) Standard 1 2.5 3 -0.5 Fields 25 Denbigh High Detached Playing Yes Central Youth (11v11) Standard 1 0.5 1 -0.5 Fields 26 Downside Primary School Yes West Mini (5v5) Standard 1 1 3 -2 27 Farley Junior School Yes-unused South Youth (9v9) Good 1 0 3 -3 28 Former Electrolux Playing Field No West Adult Standard 2 0 4 -4 (Aka Addington Way Open Space) 29 Foxdell Recreation Ground Yes South Adult Poor 1 1 2 -1 30 Hillborough Junior School No South Youth (9v9) Good 1 0 3 -3 31 Icknield High School No North Adult Standard 2 0 2 -2 32 Icknield Way Recreation Ground Yes North Adult Standard 3 2 6 -4 32 Icknield Way Recreation Ground Yes North Youth (11v11) Standard 1 3 2 1 33 Kenilworth Stadium Yes South Adult Standard 1 1 2 -1 34 Kent Athletic Sports & Social Yes West Adult Good 1 2.5 3 -0.5 Club 35 Kingsway Recreation Ground Yes South Adult Standard 1 2.5 2 0.5 36 Lancaster Avenue Recreation Yes North Youth (11v11) Good 1 1 4 -3 Ground 38 Lea Manor Recreation Ground Yes-unused North Mini (5v5) Standard 1 0 4 -4 And Centre

December 2013 Final Assessment Report: Knight Kavanagh & Page 36 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

PPS Site name Community Analysis Pitch type Pitch Agreed No. of Match Recommended Capacity Site Use area Size quality pitches equivalent Site capacity rating ID rating sessions (sessions per (per week) week) 38 Lea Manor Recreation Ground Yes North Mini (7v7) Standard 1 0 4 -4 And Centre 38 Lea Manor Recreation Ground Yes North Youth (11v11) Standard 1 1.5 2 -0.5 And Centre 38 Lea Manor Recreation Ground Yes North Youth (9v9) Standard 2 1 4 -3 And Centre 39 Leagrave Park (Sundon Park) Yes North Adult Standard 7 6.5 14 -7.5 39 Leagrave Park (Sundon Park) Yes North Mini (7v7) Standard 1 1.5 4 -2.5 39 Leagrave Park (Sundon Park) Yes North Youth (11v11) Standard 1 3.5 2 1.5 40 Leagrave Primary School Yes-unused West Mini (7v7) Standard 1 0 3 -3 42 Lewsey Park Yes West Adult Standard 4 4.5 8 -3.5 42 Lewsey Park Yes West Mini (5v5) Standard 1 1 4 -3 42 Lewsey Park Yes West Youth (11v11) Standard 1 1 2 -1 43 Lothair Road Recreation Yes East Adult Poor 5 4 9 -5 Ground 43 Lothair Road Recreation Yes East Youth (11v11) Standard 1 3 2 1 Ground 43 Lothair Road Recreation Yes East Youth (9v9) Standard 1 0.5 2 -1.5 Ground 44 Luton Regional Recreation Yes East Adult Standard 3 2 6 -4 Ground 44 Luton Regional Recreation Yes East Mini (7v7) Standard 2 1 8 -7 Ground 44 Luton Regional Recreation Yes East Youth (11v11) Standard 1 0 2 -2 Ground 44 Luton Regional Recreation Yes East Youth (9v9) Standard 1 1.5 2 -0.5 Ground 46 Luton Sixth Form College Yes Central Youth (11v11) Standard 1 0.5 1 -0.5 46 Luton Sixth Form College Yes Central Youth (9v9) Standard 2 2.5 2 0.5 50 Putteridge Junior School No East Mini (7v7) Standard 2 0 6 -6 51 Raynham Way Recreation No East Adult Standard 1 0 2 -2 Ground

December 2013 Final Assessment Report: Knight Kavanagh & Page 37 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

PPS Site name Community Analysis Pitch type Pitch Agreed No. of Match Recommended Capacity Site Use area Size quality pitches equivalent Site capacity rating ID rating sessions (sessions per (per week) week) 52 Selsey Drive Yes-unused East Adult Poor 1 0 1 -1 52 Selsey Drive Yes-unused East Youth (11v11) Poor 1 0 1 -1 53 St Joseph's Catholic Junior No Central Mini (5v5) Standard 1 0.5 3 -2.5 School 53 St Joseph's Catholic Junior No Central Youth (11v11) Standard 1 1 1 0 School 53 St Joseph's Catholic Junior No Central Youth (9v9) Standard 1 0 1 -1 School 55 Stockwood Park Yes South Adult Standard 5 3.5 10 -6.5 55 Stockwood Park Yes South Youth (11v11) Standard 2 1 4 -3 55 Stockwood Park Yes South Youth (9v9) Standard 2 0.5 4 -3.5 56 Stockwood Park Athletics Yes South Adult Standard 1 1 2 -1 Centre 59 The Meads Primary School No North Mini (7v7) Standard 1 1 3 -2 61 Venue 360 Yes South Adult Standard 2 6 4 2 62 Warden Hill Junior School No North Youth (9v9) Standard 1 0 1 -1 63 Wardown Park Yes Central Youth (9v9) Standard 2 2.5 4 -1.5 64 Wigmore Primary School No East Mini (7v7) Standard 1 0 3 -3 65 Wigmore Valley Park Yes East Adult Poor 3 2 3 -1 68 Chantry Primary Academy Yes-unused West Mini (7v7) Standard 2 0 6 -6 69 Pirton Hill Primary No West Mini (7v7) Standard 2 0 6 -6 70 Sacred Heart primary School Yes East Mini (7v7) Good 1 0.5 4 -3.5 71 Someries Junior School Yes East Youth (9v9) Standard 1 1.5 1 0.5 72 Southfield Primary School No West Mini (7v7) Standard 2 0 6 -6 73 St Matthews Primary School No Central Mini (5v5) Poor 1 0 1 -1 74 Sundon Park Junior School Yes North Mini (7v7) Standard 1 1.5 3 -1.5 74 Sundon Park Junior School Yes North Youth (9v9) Standard 1 1.5 1 0.5

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2.5: Supply and demand analysis

Spare capacity

The next step is to ascertain whether or not any identified ‘potential capacity’ can be deemed ‘spare capacity’. There may be situations where, although a site is highlighted as potentially able to accommodate some additional play, this should not be recorded as spare capacity against the site. For example, a site may be managed to regularly operate slightly below full capacity to ensure that it can cater for a number of regular friendly matches and activities that take place but are difficult to quantify on a weekly basis.

There are 48 pitches across 38 sites that express potential spare capacity. The extent of whether this is within the stated peak time is quantified below.

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Table 2.9: Actual spare capacity

Site Site name Community Analysis Pitch size Pitch type No. of Capacity Pitches Comments ID use area pitches rating available in peak period 2 Alder Crescent Recreation Ground Yes Central Youth (11v11) 1 -1 1 No spare capacity due to poor quality 5 Barnfield Health & Fitness Suite And Yes Central Adult 4 -1 2 Spare capacity Barnfield College 5 Barnfield Health & Fitness Suite And Yes Central Mini (5v5) 1 -2 1 Spare capacity Barnfield College 5 Barnfield Health & Fitness Suite And Yes Central Mini (7v7) 1 -0.5 1 Spare capacity Barnfield College 11 Bells Close Recreation Ground (People's Yes Central Youth (9v9) 1 -1.5 0.5 Minimal spare capacity at Park) peak time 12 Blundell Road Recreation Ground Yes Central Adult 1 -2 1 Spare capacity 12 Blundell Road Recreation Ground Yes Central Mini (7v7) 1 -2.5 1 Spare capacity 12 Blundell Road Recreation Ground Yes Central Youth (11v11) 1 -1 1 Spare capacity 12 Blundell Road Recreation Ground Yes Central Youth (9v9) 1 -0.5 0.5 Minimal spare capacity at peak time 16 Bushmead Primary School Yes Central Mini (5v5) 1 -2.5 1 Spare capacity 20 Chaul End Lane Open Space Yes West Adult 1 -0.5 1 Spare capacity 22 Crawley Green Recreation Ground Yes East Adult 2 -2 1.5 Spare capacity 25 Denbigh High Detached Playing Fields Yes Central Mini (7v7) 1 -0.5 1 Spare capacity 25 Denbigh High Detached Playing Fields Yes Central Youth (11v11) 1 -0.5 1 Spare capacity 26 Downside Primary School Yes West Mini (5v5) 1 -2 1 Spare capacity 32 Icknield Way Recreation Ground Yes North Adult 3 -4 1 Spare capacity 33 Kenilworth Stadium Yes South Adult 1 -1 1 Spare capacity 38 Lea Manor Recreation Ground And Centre Yes North Mini (7v7) 1 -4 1 Spare capacity 38 Lea Manor Recreation Ground And Centre Yes North Youth (11v11) 1 -0.5 1 Spare capacity 38 Lea Manor Recreation Ground And Centre Yes North Youth (9v9) 2 -3 1.5 Spare capacity 39 Leagrave Park (Sundon Park) Yes North Adult 7 -7.5 5.5 Spare capacity

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Site Site name Community Analysis Pitch size Pitch type No. of Capacity Pitches Comments ID use area pitches rating available in peak period 39 Leagrave Park (Sundon Park) Yes North Mini (7v7) 1 -2.5 1 Spare capacity 42 Lewsey Park Yes West Adult 4 -3.5 2 Spare capacity 42 Lewsey Park Yes West Mini (5v5) 1 -3 1 Spare capacity 43 Lothair Road Recreation Ground Yes East Adult 5 -5 1.5 No spare capacity due to poor quality 43 Lothair Road Recreation Ground Yes East Youth (9v9) 1 -1.5 1 No spare capacity due to poor quality 44 Luton Regional Recreation Ground Yes East Adult 3 -4 2.5 Spare capacity 44 Luton Regional Recreation Ground Yes East Mini (7v7) 2 -7 2 Spare capacity 44 Luton Regional Recreation Ground Yes East Youth (11v11) 1 -2 1 Spare capacity 44 Luton Regional Recreation Ground Yes East Youth (9v9) 1 -0.5 0.5 Minimal spare capacity at peak time 46 Luton Sixth Form College Yes Central Youth (11v11) 1 -0.5 1 Spare capacity 55 Stockwood Park Yes South Adult 5 -6.5 4 Spare capacity 55 Stockwood Park Yes South Youth (11v11) 2 -3 2 Spare capacity 55 Stockwood Park Yes South Youth (9v9) 2 -3.5 1.5 Spare capacity 56 Stockwood Park Athletics Centre Yes South Adult 1 -1 1 Spare capacity 63 Wardown Park Yes Central Youth (9v9) 2 -1.5 0.5 Minimal spare capacity at peak time 65 Wigmore Valley Park Yes East Adult 3 -1 1.5 Spare capacity 70 Sacred Heart primary School Yes East Mini (7v7) 1 -3.5 1 Spare capacity 74 Sundon Park Junior School Yes North Mini (7v7) 1 -1.5 1 Spare capacity

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At peak time, most sites expressing potential capacity are actually unavailable and should, therefore not be counted as spare capacity. Of the 59 pitches with spare capacity and available for community use, 47 pitches are available within the peak period (80%). This equates to 94 match equivalent sessions as actual spare capacity per week.

Actual spare capacity has been aggregated up (highlighted as green in the comments column in the table above) by area and by pitch type.

Table 2.10: Actual spare capacity summary

Analysis area Pitches available in the peak period Adult Youth Mini Central 3 3 5 East 5.5 1 3 North 6.5 2.5 3 South 6 3.5 - West 3 - 2 LUTON 24 10 13

Although spare capacity is often as a result of a lack of demand for grass pitches, there are some sites that are likely to retain spare capacity as a matter of practise to allow pitches to rest and rotate.

Actual spare capacity expressed at the following sites is of most concern as there is no play recorded against these sites.

Table 2.11: Sites with one or more pitches that have no recorded play

Site name Analysis area Pitch type No of unused pitches Lea Manor Recreation Ground And Centre North Mini 1 Selsey Drive East Adult 1 Selsey Drive East Youth 1 Raynham Way East Youth 1 Stockwood Park South Youth 1 Lothair Road East Youth 2

Most unused pitches can be found in the East Analysis Area. There are only three pitches within Luton that are available for community use but are unused. The pitches at Selsey Drive are the offsite pitches of Putteridge High School. Although the pitches have no play recorded it is likely that due to the poor quality of the pitches that they are unable to accommodate additional play outside of curricular/extra curricula usage.

In addition, there are five school sites that are identified as being available for community use but are current unused and therefore have no play recorded.

Table 2.12: Primary schools available for community use with no play recorded

Site name Analysis area Pitch type No of unused pitches Barnfield West Academy West Youth 1

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Beechwood Primary School West Youth 1 Farley Junior School South Youth 1 Leagrave Primary School West Mini 1 Chantry Primary Academy West Mini 2

Scenarios

Poor quality

If pitches which are assessed as poor quality (seven adult, two youth and one mini pitches) were unable to be used all the teams currently playing on these pitches could be accommodated (although not necessarily ideal for clubs) on the remaining stock. However, if pitches assessed as standard quality were to become disused there would not be enough actual spare capacity to accommodate this amount of play.

Latent demand

A total of two adult pitches (to accommodate four teams) are identified as latent demand in Luton. Given the small amount of latent demand identified, it could be accommodated on actual spare capacity expressed. Albeit further investigation is required to assess the quality and accessibility of these sites to accommodate the demand expressed.

Future demand

Future demand can be defined in two ways, through participation increases/decreases and using population forecasts. Team generation rates are used below as the basis for calculating the number of teams likely to be generated in the future based on population growth.

Table 2.13: Team generation rates

Age group Current Current Team Future Predicted Additional population no. of Generation population future teams that within age teams Rate within age number may be group group of teams generated from the increased population Senior Mens (16-45) 47,426 81 1:586 54,913 93.8 12.8 Senior Women (16-45) 45,504 5 1:9101 49,115 5.4 0.4 Junior Boys (10-15) 7,953 88 1:90 9,057 100.2 12.2 Junior Girls (10-15) 7,899 8 1:987 8,739 8.9 0.9 Mini-Soccer Mixed (6-9) 11,458 59 1:194 15,104 77.8 18.8

The additional future teams would equate to the need for seven senior, six youth and nine mini pitches. In the current situation, these teams could be accommodated on the current stock. Albeit further investigation is required to assess the quality and accessibility of these sites to accommodate the demand anticipated.

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Overplay

Overplay occurs when there is more play accommodated than the site is able to sustain (which is often dependent upon pitch quality). In summary, 11 sites (containing 14 pitches) are overplayed by a total of 14 matches per week. In all instances the quality of the pitches could be improved to cater for overplay, particularly Alder Crescent Recreation Ground, Foxdell, Wigmore and Lothair Road Recreation Ground which has poor quality pitches.

Table 2.14: Overplay summary

KKP Site name Analysis area Pitch No Capacity ref type pitches rating 2 Alder Crescent Recreation Ground Central Adult 1 0.5 17 Cardinal Newman Secondary School North Adult 1 3.5 17 Cardinal Newman Secondary School North Youth 1 2 22 Crawley Green Recreation Ground East Youth 1 0.5 32 Icknield Way Recreation Ground North Youth 1 1 35 Kingsway Recreation Ground South Adult 1 0.5 39 Leagrave Park (Sundon Park) North Youth 1 1.5 43 Lothair Road Recreation Ground East Youth 1 1 46 Luton Sixth Form College Central Youth 2 0.5 61 Venue 360 South Adult 2 2 71 Someries Junior School East Youth 1 0.5 74 Sundon Park Junior School North Youth 1 0.5

Although some sites with spare capacity could accommodate some play from overused sites, there is a particular need for access to more, better quality pitches to address overplay.

Table 2.15: Overplay summary

Analysis area Overplay (match sessions per week) Adult Youth Mini Central 0.5 0.5 - East - 2 - North 3.5 5 - South 2.5 - - West - - - LUTON 6.5 7.5 0

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2.6: Conclusions

Having considered supply and demand scenarios above, the tables below identify the overall spare capacity in each of the analysis areas for the different pitch types, based on match equivalent sessions.

Table 2.16: Spare capacity of Adult match equivalent sessions per week

Capacity5 Demand (match equivalent sessions) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand Central 3 0.5 - - 1 1.5 East 5.5 - - - 1 4.5 North 6.5 3.5 - - 1.5 1.5 South 6 2.5 - - 2.5 1 West 3 - - - 1 2 Luton 24 6.5 - 4 7 6.5

The table above shows that overall in Luton the current spare capacity identified on adult pitches can easily accommodate the over play, latent and future demand identified. All analysis areas have spare match equivalent sessions on adult pitches. Overall there is an oversupply of 6.5 match equivalent sessions or four pitches (based on two matches in the peak period). The spare capacity expressed would not be considered as surplus to requirements as on council sites pitches are rested and rotated where possible in order to maintain pitch quality.

Table 2.17: Spare capacity of Youth match equivalent sessions per week

Capacity Demand (match equivalent sessions) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand Central 3 0.5 - - 1.5 -1 East 1 2 - - 2 +1 North 2.5 5 - - 2 +4.5 South 3.5 - - - 0.5 -3 West - - - - 0.5 +0.5 Luton 10 7.5 - - 6.5 -4

The table highlights that overall in Luton there are sufficient youth pitches available. There is spare capacity in Central and South, but a need for additional match equivalent sessions in Luton East, North and West. Overall there is an oversupply of four match equivalent sessions or two pitches (based on two matches in the peak period).

5 In match equivalent sessions

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Table 2.18: Spare capacity of Mini match equivalent sessions per week

Capacity Demand (match equivalent sessions) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand Central 5 - - - 3 -2 East 3 - - - 2.5 +0.5 North 3 - - - 1 -2 South ------West 2 - - - 1 -1 Luton 13 - - - 7.5 -5.5

The table above shows that mini provision across Luton is well catered for, both now and for the future. Only Luton East shows a deficit of 0.5 match equivalent sessions. There is an oversupply of 5.5 mini match equivalent sessions across Luton as a whole equating to 3 pitches.

Football – grass pitch summary  The audit identifies a total of 125 football pitches in Luton. Of these, 101 (46 sites) are available, at some level, for community use (although not necessarily used). 74 of the pitches identified are parks pitches.  A total of 240 teams are identified as Luton based team, however, 208 play in Luton. Of these, five teams are playing on 3G pitch provision.  There are no suitable sites in Luton to service Step 5 and above clubs, for example, Crawley Green FC, resulting in displaced demand.  In addition, 32 teams are identified as being from Luton but actually play outside of the Borough. This is primarily thought to be due to a lack of access to good quality pitches.  At peak time, most sites expressing potential capacity are actually unavailable and should, therefore not be counted as spare capacity. Of the 40 pitches with spare capacity and available for community use, 27.5 pitches are available within the peak period (66%). This equates to 53 match equivalent sessions as actual spare capacity.  Overall in Luton there are sufficient adult pitches to accommodate over-play, unmet demand, latent demand and future demand. Overall there is an oversupply of 6.5 match equivalent sessions (4 pitches). No areas are deficient in adult pitches.  Overall in Luton there are sufficient youth pitches to accommodate over-play, unmet demand, latent demand and future demand. However there are slight shortfalls in Luton East, North and West.  Overall in Luton there are sufficient mini pitches to accommodate over-play, unmet demand, latent demand and future demand. Overall there is spare capacity of 5.5 match equivalent sessions (three pitches).

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2.7 Artificial grass pitches (AGPs) for football

Introduction

There are several surface types that fall into the category of artificial grass pitch or AGP. The three main groups are rubber crumb (3G), sand (filled or dressed) and water based.

Competitive football can take place on all 3G surfaces. Only competition up to (but not including) regional standard can take place on a 40mm pile. Football training can take place on sand and water based surfaces but is not the preferred option.

Table 2.17: AGP type and sport suitability

Surface Category Comments Rubber crumb Long pile 3G (65mm with Rugby surface – must comply with IRB type 22 shock pad) Football surface Rubber crumb Medium pile 3G (55-60mm) Preferred football surface Rubber crumb Short pile 3G (40mm) Acceptable surface for some competitive football Sand Sand filled Competitive hockey and football training Sand Sand dressed Preferred hockey surface and suitable for football training Water Water based Preferred hockey surface and suitable for football training if irrigated.

Current provision

The table below provides a list of AGPs which are used for football in Luton, either to accommodate training or competitive play.

Table 2.18: AGPs used for football in Luton

KKP Site name Analysis Size Pitch type ref area 3 Ashcroft High School East Full Size Medium Pile 3G (55-60mm) 6 Barnfield South Academy South Full Size Medium Pile 3G (55-60mm) 8 Barnfield West Academy West Full Size Medium Pile 3G (55-60mm) 24 Denbigh High School Central 7v7 Short Pile 3G (40mm) 386 Lea Manor Recreation North Full Size Medium Pile 3G (55-60mm) Ground And Centre 41 Lealands High School North Half Size Medium Pile 3G (55-60mm) 48 Playfootball (Luton) East 6 x 5v5 Short Pile 3G (40mm) 48 Playfootball (Luton) East 2 x 7v7 Short Pile 3G (40mm) 61 Venue 360 South 4 x 5v5 Medium Pile 3G (55-60mm)

Usage

There are five football teams playing competitively on AGPs in Luton. All of these are adult.

6 The AGP at Lea Manor is not yet complete but is due to be finished early 2014

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In addition, AGPs are in high demand for football training. Peak hours are 6pm – 9pm Tuesday to Thursday and some clubs report that provision is not accessible at this time. In addition to this, however, many clubs report that price is a restricting factor.

Whilst sand based AGPs are not the preferred surfaces for football training some are used to accommodate demand for training. In Luton these pitches are located at Venue 360, Luton 6th Form College and Challney High School for Girls.

Supply and demand analysis

The FA model

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 type per hour from 5pm-10pm Monday-Friday and 9am-5pm Saturday and Sundays. It is estimated that one full size AGP can service 60 teams.

On the basis that there are 240 teams playing competitive football in Luton, there is a recommended need for four full size 3G pitches. There are currently four within the Borough.

Local demand

42% of the clubs report demand for access to additional training facilities. The majority of these clubs report demand for access to floodlit 3G pitches. Clubs report that affordability of the facilities is also a key concern inhibiting access for many clubs.

Nationally, it is becoming more common for youth leagues to be played at central venues on 3G AGP provision. However, due mostly to cost clubs are still opting to compete on grass pitches, there is therefore less demand for competitive fixtures to be accommodated on 3G provision in Luton.

Facilities Planning Model (FPM)

The FPM report provides a strategic assessment of the current level of provision for AGPs in Luton. The data used is from the national run as of January 2013. The report should not be considered in isolation and it is recommended that the analysis should form part of a wider assessment of provision at the local level. The FPM indicates eight full size pitches in Luton, however local information shows that there are only seven pitches. This means that any deficiencies are likely to be further increased. Furthermore, three of the seven pitches are sand based and also have significant hockey usage.

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The supply of provision for football is well above the regional and national averages. The population of Luton is estimated to generate demand for about 5834 vpwpp (visits per week in the peak period). The majority of this demand (4587 vpwpp) is thought to be for football. The facility equivalent for this demand is a total of about 7.9 pitches, majority of which would be directed to use for football.

Over 26% of the population are estimated to not have access to a car to access GAPs which is above the national average of 24.9%. The population may therefore be reliant on public transport or walking in order to access AGP provision.

About 86% of demand for all AGP provision in Luton is thought to be met by the supply network included in this modelling. The model estimates that 75% of the resident demand is retained within Luton with 25% of all visits being ‘exported’ to other Local Authority areas. Retained demand within Luton for football is 84%.

The model estimates that 487 vpwpp for football are currently not being met. The vast majority (98%) is attributed to there not being sufficient capacity to accommodate the identified demand. The collective amount of unmet demand for football is equivalent to 0.66 pitches but it should be noted that this is a total for the whole of Luton and it is spread across the whole area.

For football, there are a significant number of visits to be imported from outside of the authority. Indeed 977 vpwpp expressed in Luton or about 20% of used capacity is estimated to be from participants who do not live within the administrative boundary.

Across the whole area of Luton, residents have a relatively poor share for all AGPs with the share for hockey being substantially lower (61) than that for football (91). The areas within Luton which have the lowest relative share are focused around the central area of the town.

The modelling points to there being insufficient available pitch space in Luton to meet demand from both football and hockey. While in proportional terms the potential deficiencies are more significant for hockey, in terms of numbers of users and pitches, the potential deficiencies are greater for football. However, although insufficient capacity is the main reason for unmet demand, the levels of unmet demand for both football and hockey are insufficient for generating a need for a whole AGP so any deficiencies would not appear to be significant. However, the model is worked on eight AGPs but there are currently only seven in Luton.

Potential sites

There are several old-style hard surface pitches in Luton that have the potential to accommodate a new AGP surface due to having the base structure in place. One pitch is located at Lewsey Park and is currently a hard porous surface. There is also a large hard area at Putteridge School which currently has a macadam/polymeric surface that could be upgraded into a 3G or sand based surface. Cardinal Newman School also has a large redgra area that could be converted.

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Commercial football

In recent years there has been a rise in the number of private operators offering football venues for recreational and competitive play. These centres are usually in the form of several adjacent 5/7-a-side AGP cages. This type of football offers an affordable rate that allows people to pay and play. It is a game that fits around people’s lives and does not require the level of commitment that other formats and types of leagues do. For example, people do not have to play at the weekend and do not need to find 11 players. In Luton there are currently two commercial football operations. Playfootball is located to the East of the Borough and Venue 360 is in the South. Playfootball currently has 85 small sided teams registered at the site.

Football – AGP summary  The FA model suggests that there are enough 3G pitches to service current football training demand in Luton. However, local demand suggests that more access is needed to 3G provision, although pricing is also a key factor for clubs.  Currently there is not a high demand for competitive fixtures to be played on 3G pitches in Luton. However, if the quality of grass pitches deteriorates there may be a future increase in demand to play matches on 3G pitches.

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PART 3: CRICKET

3.1: Introduction

The Bedfordshire County Cricket Board is the main governing and representative body for cricket within the County, including Luton. Its aim is to promote the game at all levels through partnerships with professional and recreational cricketing clubs, and other appropriate agencies. Along with Football in Luton, Cricket is regarded as the most popular sport. The season runs from May to September.

The ECB national facility strategy the Champion Counties Strategic Plan 2014 – 2017 will take advantage of local partnerships developed in earlier plans and support local delivery of priorities through the County network. It targets operational excellence to make maximum use of scarce resources and facilities during a time of economic austerity. The targets and implications of this strategy are shown in appendix two.

Within the local context the Bedfordshire County Cricket Board facilities strategy has six objectives:

 Have in place an effective, efficient and economic Grounds Association.  Identify and develop new grounds across Bedfordshire.  Ensure clubs have the information, advice and support to improve and develop grounds and facilities.  Ensure clubs understand what is available and how to access funding for facility and ground improvements.  Ensure that a well maintained grounds trailer and hire process is available to all clubs through the Grounds Association.  Support and assist clubs in securing external funding to improve and enhance facilities or grounds.

Consultation

Face to face consultation was with key cricket clubs; Luton Town & Indians CC, Lutonian CC, Luton Caribbean CC and an electronic survey was also distributed to the remainder by email. Responses were gained from 10 of the 29 clubs playing in Luton equating to 38% response rate. The vast majority of non-responding clubs are one team clubs playing in the Midweek League and/or Beds & Herts Sunday League. However, consultation has been carried out with the leagues. Results are used to inform issues within this section of the report. It is acknowledge that the cricket demand information is not as comprehensive as hoped, however every step was taken to collect the data but due to being out of season it has proved difficult. The implication is that the demand for cricket is potentially understated but nonetheless there is still a deficit of cricket pitches in Luton.

The ECB will be commissioning face to face surveys to capture demand more comprehensively when the season starts in 2014. This may change the quantum of unmet demand but will not affect the strategy direction in relation to cricket.

Any additional information gathered should be integrated into the assessment report and the strategy at the earliest opportunity.

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3.2: Supply

In total, there are 11 cricket pitches located in Luton, including one under sized pitch at Icknield High School.

Table 3.1: Summary of pitches

Analysis area No. of available pitches No. of unavailable pitches North 4 - South 1 - East 4 - West - 1 Central 2 - LUTON 10 1

There are nine Council owned and maintained cricket pitches in Luton that are hired out on a season by season basis. The Council leases one pitch (at Upper Wardown Park) to Luton Town & Indians CC on a long term lease. The lease is for the square, with the outfield still maintained by the Council. The Council hires the remaining pitches out with an equitable split of requests from clubs/leagues. Currently clubs/leagues get approximately 30-40% of the pitch requirements that they ask for.

Lutonian CC (at Lower Wardown Park) has eight fine turf wickets and one artificial wicket. The Club has an arrangement whereby the Council maintains four of the wickets and the Club maintains four.

The cricket pitch at Icknield High School has one grass wicket, however, the outfield is not full size and the pitch is not currently available for community use.

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Figure 3.1: Location of cricket pitches in Luton

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Table 3.2: Key to map of cricket pitches

Site name KKP Analysis Community No. of No. of ref area use pitches grass wickets Crawley Green Recreation Ground 22 East Yes 1 8 Icknield High School 31 North No 1 - Icknield Way Recreation Ground 32 North Yes 1 11 Lancaster Avenue Recreation Ground 36 North Yes 1 12 Leagrave Park (Sundon Park) 39 North Yes 2 10+12 Luton Regional Recreation Ground 44 East Yes 3 9+10+10 Upper Wardown Park 60 Central Yes 1 20 Wardown Park (Lower) 63 Central Yes 1 8

The largest number of wickets is provided in the North Analysis Area which has 45 wickets.

Pitch quality

The table below summarises the pitch quality following site visits of cricket pitches. The ECB guidance on assessing pitch quality can be found in appendix five.

Table 3.3: Pitch quality of all pitches

Good Standard Poor 1 11 -

Only one of the cricket pitches in Luton received a ‘good’ quality rating. The remaining pitches were assessed as standard quality.

Pitches generally meet the demands of the clubs and the respective leagues that they play in. However, it is reported that a number of players travel outside of the Borough to access better quality pitches and a higher standard of cricket. Due to the level of pitches (and facilities) in Luton, a significant number of cricketers, predominantly from South Asian Communities, have left Luton to access better facilities in the villages surrounding the Borough. For example, the majority, if not all, of the Saturday and Sunday teams at Eggington Foresters CC are made up of Luton cricketers. This is also the case at other clubs outside of Luton including Houghton Chargers CC and Clifton CC.

Players/teams in Luton are only able to play in leagues up to a certain standard before they need to access better grounds, with better facilities (including good ancillary facilities – pavilion, umpires room, score box, sight screens, etc.), which means that better players then travel outside of Luton to join clubs playing at a higher level, or with better facilities, e.g. Dunstable Town CC. It is estimated by Bedfordshire Cricket Limited that at least 100 Luton cricketers are playing outside of the Borough.

Of responding clubs, 65% rated the overall quality of their pitches as poor. In addition, 77% report that the cricket square is ‘slightly’ or ‘much’ poorer quality than the previous playing season. Main reasons cited by clubs include ‘pitches not being rolled enough’, ‘lack of grass cutting’, ‘vandalism on square’ and ‘pitches not being prepared well enough’. One club playing at Icknield Way report that the ‘pitches are never great but this

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season they have been slightly better’. Other users of Lancaster Avenue and also Icknield Way describe the pitches as ‘brilliant’. Leagrave is considered by one club to be very dangerous to play on.

Many of the cricket outfields are overmarked with football pitches. This not only increases usage but also results in poor quality outfields for cricket which affects player experience. In Luton however parks sites must be multi use and multi-functional due to deficiencies of open space of recreational value to meet both formal and informal needs of the community.

Table 3.4: Pitch quality by site

Good Standard Poor  Upper Wardown Park (Luton  Crawley Green Recreation - Town & Indians Cricket Ground Club)  Icknield High School  Icknield Way Recreation Ground  Lancaster Avenue Recreation Ground  Leagrave Park (Sundon Park) (x2)  Luton Regional Recreation Ground (x3)  Venue 360  Lower Wardown Park

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. To obtain a full technical assessment of wicket and pitches, the ECB recommends a Performance Quality Standard Assessment (PQS). The PSQ looks at a cricket square to ascertain whether the pitch meets the Performance Quality Standards which are benchmarked by the Institute of Groundsmanship. The report identifies surface issues and suggests options for remediation together with likely costs. For further guidance on this, please contact the ECB.

Although the Council’s Annual Price Survey concluded that it is difficult to compare cricket pitch charges (as all councils don’t offer the same range of prices e.g. the midweek league has a different price for evening games which was agreed 20 years ago which is 10% lower than the midweek price stated below for non-league cricketers), the summary below seeks to identify any levels of disparity.

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Table 3.5: Summary of cricket charges

Pitch LBC

type Current

Price B

Albans Regis

2013 £ Mitlon

Keynes

Bedford

Leighton Bradford

St St

Houghton

Dunstable

Barnfields Stevenage

Adult 39.85 - - 57.21 48.90 73.20 - 72.41 38.85 47.40 Day game with 1st class changing Adult 20.25 - - 46.42 - 73.20 - 60.99 38.85 - Evening game with 1st class changing Junior 10.15 - - 29.92 - - - - 15.75 23.70 Day game with 1st class changing

Luton cricket pitch charges are lower than the average cost to hire pitches in the comparable authorities.

On the basis that cricket adult day games are six hours long compared to approximately two hours for a football match, and that a cricket pitch requires more intensive grounds maintenance, the Council could recommend increasing the hire charges to cover these costs.

Ancillary facilities

The changing rooms at Wardown Park (Lower) have recently been refurbished and are good quality and the changing facilities at Lancaster Avenue are also good quality. The kitchen facility at Leagrave Park has also recently been improved.

Luton Town & Indians Cricket Club has recently received funding for the changing facilities at the pavilion.

There is a planning condition in place which requires a new facility to be provided to support the pitches at Luton Regional Recreation Ground following the demolition of the Regional Sports Centre. As well as changing accommodation the facility will provide a kitchen/social area which has previously been unavailable at the site.

Five clubs report incidences of vandalism in the last 12 months. Problems included graffiti and damage to property including broken windows and doors. Three quarters of clubs report some instances of unofficial use of the pitches. Litter, rubbish and dog foul was also highlighted as an issue at some sites.

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Security of tenure

None of the cricket pitches in Luton are privately owned. Only Luton Town & Indians Cricket Club has a long term lease on its pitch at Wardown Park. It also has a ‘part license’ on the pitch at Lancaster Avenue which gives the Club use of the pitch for 30 weekend matches per season. The remainder of available fixtures at that site are split between other clubs.

All other clubs are therefore purely reliant on the use of Luton Council pitches for matches. Lutonian Cricket Club is the main user at Wardown Park (Lower) and would like to take on a long term lease at this site. The Club recently returned to Luton having played outside of Luton for 15 years due to being unable to access a good quality pitch as a home ground.

Luton Caribbean Cricket Club currently plays matches at Leagrave Park. The Club would like to take on a long term lease of this pitch or another pitch close by, however, it currently only has one team and a long term lease at a site may restrict other users. LBC must consider the effects of any lease on the wider issue in relation to deficiencies in open space of recreational value to serve the local community. There is an option also for the Club to move to Crawley Green after one of the teams at the Site folded in 2013.

Clubs often want a home ground that can be used as a base for the Club. This is difficult to accommodate and especially in Luton with the deficiencies in open space of recreational value.

Training

Access to cricket nets is important, particularly for pre-season/winter training. Luton Town & Indians Cricket Club has a three lane training facility on site at Wardown Park. The remaining clubs access training facilities off site. There is an indoor cricket practice facility at Challney High School for Girls.

Just over half of clubs (55%) report additional demand for training facilities. Almost all report the need for artificial practice nets or mobile practice cages.

Artificial wickets

Competitive league play does not take place on artificial wickets but informal games and other social leagues take place, as well as Last Man Stands (LMS) competitions.

There are a total of five artificial wickets in Luton. The pitches at Challney Girls High School, Lewsey Park and Venue 360 are standalone artificial wickets and do not form part of a square with grass wickets. Table 3.6: Location of artificial wickets

KKP ref Site name Analysis area No. of wickets 18 Challney Girls High School West 1 36 Lancaster Avenue Recreation Ground North 1 42 Lewsey Park West 1 61 Venue 360 South 1

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KKP ref Site name Analysis area No. of wickets 63 Wardown Park (Lower) Central 1

The table above shows that none of the sites in the East Analysis Area have artificial wickets. The most artificial wickets are found in the West. The wickets at Lewsey Park and Lower Wardown Park are very well used.

The Lower Wardown Park artificial wicket is located in the middle of the grass wicket which results in damage to the wickets either side of the artificial wicket. The Council is currently considering moving the artificial wicket.

3.3: Demand

The majority of clubs in Luton are single team clubs. Only Luton Town & Indians CC and Lutonian CC have junior teams. Luton Town & Indians CC has seven junior teams and Lutonian CC has one (U12). There are 42 senior teams and eight junior teams in total. There are no women’s teams in Luton.

Table 3.7: Summary of teams by analysis area

Analysis area No. of competitive teams Senior men Senior women Junior North 20 - - South - - - East 15 - - West - - - Central 7 - 8 LUTON 42 - 8

An analysis of match play identifies that peak time demand for cricket pitches is midweek in Luton. This is attributed to the high demand from the Luton & District Midweek League. There is also very high demand from seniors for pitches on Sunday afternoons/evenings.

Junior matches mostly take place on Sunday mornings but also on Saturdays and midweek.

Women’s and girls’ cricket

Women’s and girls’ cricket is a national priority and there is a target to establish two girls’ and one women’s team in every local authority over the next five years. 8-10% of the whole sport plan funding is focused around women and girls and talent I.D.

Currently girls’ participation is limited other than in schools. Bedfordshire County Cricket Board has recently launched a women and girls county cricket initiative. There has been significant interest and it is envisaged that women’s participation in the game will increase, particularly in schools.

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Last Man Stands (LMS)

LMS is the widest reaching amateur cricket league in the world. The game is eight aside T20, played on artificial pitches and lasts about two hours. All eight wickets must be taken to bowl a team out. This format of the game has encouraged more people to play the sport as the game is less formal and is shorter than a full game of cricket and is very popular.

The LMS initiative in Luton has been unsuccessful to date. This is in part due to the artificial wicket in Lewsey Park as a potential venue; however, there were significant problems with vandalism of the wicket there.

Casual usage

All of the Council pitches are open access and located in the Borough’s multifunctional open space provision. There is significant casual usage on the pitches from both a recreational point of view (e.g. dog walkers) but also from informal recreation use such as football and cricket play. There are unaffiliated cricket leagues using the pitches on week days to play matches. These users are not paying to use the pitches but are adding to the wear and tear. This then makes it difficult for the Council to charge other teams.

Leagues

Five main leagues service the Luton Area on Saturdays, Sundays and mid-week. The highest level of competition is the Bedfordshire County League on Sundays and the Saracens League on Saturdays. The majority of the clubs in the Leagues are from the South Asian Communities.

Table 3.8: Summary of the key leagues

League Comments Luton & District The League is structured into three divisions of seven teams. All 21 teams Midweek League are from the Luton area. The League uses a number of pitches across the Borough and is wholly reliant on the Council for cricket provision. All six of the Council owned sites are used by the League on either Tuesday or Thursday evenings. Demand for the League is high for the League and it is reported that additional teams would like to join the league but cannot due to a lack of pitches. Bedfordshire Two clubs from Luton have teams in the County League; Luton Town & County League Indians CC and Lutonian CC. Fixtures are played on Sunday afternoons. The first XI of both clubs play in the Premier Division of the League which means that the cricket pitch and ancillary facilities must meet higher league requirements. The ancillary facilities at Lutonian CC are of a good quality however the cricket square requires some attention to bring it up to standard. Luton Town & Indians CC has a good quality square and has funding in place to upgrade and move the changing facilities. Beds & Herts The Beds & Herts Sunday Cricket League currently has seven teams Sunday Cricket competing in it. All except one is are from Luton. The League has only been League operating for two years and there is already interest from an additional 12 teams. The League is looking to take on five additional teams for the 2014 season to increase the League to 12 (two divisions of six). The League is reliant on council provision and anticipates difficulty in expanding as most pitches are at capacity on Sundays in Luton.

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League Comments South East Four clubs in Luton currently compete in the South East Sunday League. Sunday League The Clubs use various council pitches for fixtures. The League covers a large geographical area and teams travel some distances to participate in fixtures. Luton Hawks CC currently plays in this league as it is unable to be accommodated in the Beds & Herts Sunday Cricket League. Saracens The Saracens League is the only Saturday league which services teams in Hertfordshire Luton. Four teams from Luton Town & Indians CC compete in the League. Cricket League Requirements for the League are strict and clubs must complete facilities reports after every match.

Unmet demand

Unmet demand for team based cricket in Luton comes mostly from the Beds & Herts Sunday Cricket League and from the Luton & District Midweek League. There is demand from five clubs to join the League but currently no additional pitches are available. Clubs were also asked if they had more pitches could they field more teams. The results can be seen in the table below:

Table 3.9: Summary of unmet demand

Club Unmet demand Analysis area Ground requirement Beds & Herts Sunday League 5 teams North 1 Beds & Herts Sunday League 5 teams East 2 Lutonian CC Sunday 3rd XI Central 0.5* Luton Town & Indians CC Sunday 5th XI Central 0.5* Totals 4

*0.5 based on the premise that teams will play fixtures on a home and away basis.

As highlighted in the League Table 3.8 above there is also unmet demand from the Luton & District Midweek League as a waiting list is in operation although not quantified.

Latent demand

Latent demand was also identified by clubs that believe they could potentially expand and have more teams if more pitches were available. The table below summarises this:

Table 3.10: Summary of latent demand

Club Latent demand Analysis area Ground requirement Lutonian CC 2 Junior teams Central 1 Luton Town & Indians CC Junior girls Central 1 Luton Hawks CC 2 Senior, 2 Junior North 1 Luton Haiderys CC 2 Senior East 1 Luton Eagles CC 1 Junior East 1 Totals 5

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Interestingly, the majority of the latent demand identified is for junior teams. Clubs clearly feel that due to capacity issues they are unable to currently produce more teams without access to more pitches.

Both the ECB and clubs report that it is difficult to develop and further expand teams, especially junior sections, without access to more pitches and facilities.

Displaced and imported demand

It is reported that a large number of players travel outside of the Borough to access cricket pitches and a higher standard of play. This is attributed to both a lack of pitches in Luton as well as the quality of some pitches. A significant number of cricketers, predominantly from South Asian Communities, have left Luton to access better facilities in the villages surrounding the Borough. For example, the majority, if not all, of the Saturday and Sunday teams at Eggington Foresters CC are made up of Luton cricketers. This is also the case at other clubs outside of Luton including Houghton Chargers CC and Clifton CC.

Bedfordshire Cricket Board estimates that 100 Luton cricketers are displaced from the Borough. It is difficult to quantify how many of these people are displaced through a lack of facilities in Luton or the ages of these players, however Luton is currently unable to accommodate any of this displaced demand.

It must also be noted that there is some imported demand from clubs outside of Luton accessing Luton leagues, in particular the Luton & District Midweek league. The League is very popular and has a waiting list and because of this it attracts demand from outside of Luton.

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3.4: Capacity analysis

Capacity analysis for cricket is measured on a seasonal rather than weekly basis. This is due to playability (i.e., only one match is generally played per pitch per day at weekends or weekday evening). Wickets are rotated throughout the season to reduce wear and allow repair. Therefore, it is more accurate to assess capacity seasonally rather than weekly. The capacity of a pitch to accommodate matches is driven by the number and quality of wickets. This section presents the current pitch stock available for cricket in Luton. It illustrates the:

 Number of grass and artificial cricket wickets per pitch  Number of competitive matches per season per pitch

To help calculate pitch capacity, the ECB suggests that a good quality wicket should be able to take:

 5 matches per season per grass wicket (adults).  60 matches per season per synthetic wicket (adults).

This information is used to allocate capacity ratings as follows:

Potential capacity Play is below the level the site could sustain At capacity Play matches the level the site can sustain Overused Play exceeds the level the site can sustain

Please note that there are no competitive matches taking place on synthetic wickets in Luton.

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Table 3.11: Cricket pitch capacity

KKP Site name Analysis area Total no. of grass Actual play Capacity Capacity ref wickets (sessions per (sessions per rating season) season) (sessions per season) 22 Crawley Green Recreation Ground East 8 32 40 -8 32 Icknield Way Recreation Ground North 11 56 55 1 36 Lancaster Avenue Recreation Ground North 12 88 60 28 39 Leagrave Park (Sundon Park) - 2 pitches North 10 + 12 115 110 5 44 Stopsley Common (Formerly Luton Regional) - East 9 + 10 + 10 146 145 1 3 pitches 60 Upper Wardown Park (LT&ICC) Central 20 73 100 -27 63 Lower Wardown Park Central 8 50 40 10

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3.5: Supply and demand analysis

Spare capacity

The next step is to ascertain whether or not any identified ‘potential capacity’ can be deemed ‘spare capacity’. There may be situations where, although a site is highlighted as potentially able to accommodate some additional play, this should not be recorded as spare capacity against the site. For example, a site may be managed to regularly operate slightly below full capacity to ensure that it can cater for a number of regular training sessions, or to protect the quality of the site

There are two pitches that express potential spare capacity. The extent of whether this is within the stated peak time is quantified below.

Table 3.12: Actual spare capacity

PPS Site name Analysis No. of Spare Pitches Comments Site area pitches capacity available (sessions in peak per period season) 22 Crawley Green East 1 -8 1 Although spare Recreation Ground capacity has been identified this is due to a team folding and would not be the norm. Therefore no spare capacity at peak time. 60 Upper Wardown Park Central 1 -27 0 No spare capacity at peak time

Although spare capacity is often as a result of a lack of demand for grass pitches, there are some sites that are likely to retain spare capacity as a matter of practise to allow pitches to rest and rotate.

At peak time only the pitch at Crawley Green Recreation Ground has actual spare capacity. The pitch at Upper Wardown has no spare capacity at peak time and cannot therefore be considered as actual spare capacity. One of the teams formerly using the square at Crawley Green folded which meant that there was limited spare capacity but normally there is no spare capacity at the site.

Table 3.13: Actual spare capacity summary

Analysis area Pitches available in the peak period North - South - East - West - Central - LUTON -

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Scenarios

Unmet and latent demand

A need for four pitches is identified through unmet demand in Luton with a further five identified through latent demand. There is no spare capacity identified in Luton which means that none of the unmet or latent demand can be accommodated.

Displaced demand

The reported 100 cricketers that are displaced from Luton could not be accommodated on the current pitch stock.

Future demand

Future demand can be defined in two ways, through participation increases and using population forecasts. Team generation rates are used below as the basis for calculating the number of teams likely to be generated in the future based on population growth.

Table 3.14: Team generation rates

Age group Current Current Team Future Predicted Additional population no. of Generation population future teams that within age teams Rate within age number may be group group of teams generated from the increased population Senior Mens (18-55) 56,694 42 1350 64,751 48.0 6.0 Senior Womens (18-55) 54,829 0 0 58,951 0.0 0.0 Junior Boys (7-17) 15,155 8 1894 17,686 9.3 1.3 Junior Girls (7-17) 14,701 0 0 16,881 0.0 0.0

The additional future teams would equate to the need for six senior and 1.3 junior teams. In the current situation, these teams could not be accommodated on the current stock. Furthermore, approximately half of clubs (55%) plan to increase the number of teams in the future.

Although the TGRs do not generate additional teams for senior women there is likely to be a need to cater for women’s cricket in the future due to the focus by the Beds cricket Board to develop this area.

Overplay

The amount of overplay at cricket sites in Luton is a total of 45 matches across the Borough per season. Overplay occurs when more play is accommodated at a site than it is able to sustain. In summary, five sites are overplayed. The number of pitches required to accommodate overplay would be 2 (based on a cricket square with ten wickets). Current spare capacity cannot accommodate all overplay identified.

On sites assessed lower than ‘good’ the situation of overplay is likely to be exacerbated due to the poorer quality of pitches. Likewise, it has been highlighted that significant informal play takes place at parks sites in Luton. Due to the difficulties in providing robust quantitative data for this type of demand it is likely that the deficiencies identified are greater than stated.

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Table 3.15: Overplay summary

KKP Site name Analysis Pitch No Capacity ref area type pitches rating 32 Icknield Way Recreation Ground North Senior 1 1 36 Lancaster Avenue Recreation North 28 Senior 1 Ground 39 Leagrave Park (Sundon Park) North Senior 2 5 44 Luton Regional Recreation Ground East Senior 3 1 63 Lower Wardown Park Central Senior 1 10

Table 3.15: Overplay summary

Analysis area Overplay (matches per season) Ground equivalents (based on 10 wickets per ground) North 34 0.7 South - - East 1 0.1 West - - Central 10 0.2 LUTON 45 1

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3.6: Conclusions

Having considered supply and demand scenarios above, the table below identifies the overall spare capacity in each of the analysis areas for cricket pitches.

Table 3.15 Capacity of cricket pitches

Capacity Demand (cricket grounds) (grounds) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand North - 0.7 1 1 - +2.7 South - - - - - 0 East - 0.1 2 2 - +4.1 West - - - - - 0 Central - 0.2 1 2 - +3.2 LUTON - 1 4 5 6 +16

The table above shows that there is a borough wide shortage of 16 cricket grounds (based on 10 wickets). Considering only over play and unmet demand there is a shortage of five cricket grounds.

Cricket summary  In total, there are 11 cricket pitches provided in Luton, of which only one is unavailable for community use (at Icknield High School which is a junior pitch). Cricket pitches accommodate 42 senior teams and 8 junior teams.  Site assessments scored one pitch as good quality (Luton Town & Indians CC) and the other nine as standard quality.  It is reported that a large number of players (approximately 100) travel outside of the Borough to access cricket pitches and a higher standard of play. This is attributed to both a lack of pitches in Luton as well as a lack of higher quality pitches.  It has been highlighted that significant informal play takes place at parks sites in Luton. Due to the difficulties in providing robust quantitative data for this type of demand it is likely that the deficiencies identified are greater than stated.  Overplay at cricket sites in Luton is a total of 45 matches across the Borough per season. If all overplay was to be relocated to other sites there would be a need for one additional cricket ground (based on a cricket square with 10 wickets).  Unmet demand cannot be accommodated on the current supply of pitches and equates to the need for four additional cricket grounds (based on a square with 10 wickets).  As over play and unmet demand cannot be met due to pitches being at capacity there is no spare capacity to accommodate any latent or future demand which requires an additional 11 pitches (based on a cricket square with 10 wickets).

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PART 4: RUGBY UNION

4.1: Introduction

The Rugby Football Union (RFU) is the national governing body responsible for grassroots and elite rugby in England. The Game in Bedfordshire is administered by East Midlands Rugby Union with a Bedfordshire Alliance that supports the development of rugby union in this particular area. The RFU supports all educational links with clubs including further education (FE) and higher education (HE). The rugby union playing season operates from September to April.

A fulltime regional development officer is responsible for the Bedfordshire region and works closely with all the clubs. This work involves developing club structures, including working towards the RFU Accreditation (Clubmark) and the development of school-club structures.

The recently launched 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. It identifies that with 470 grass root clubs and 1500 players there is a continuing need to invest in community club facilities. The main priorities are to:

 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

The full list of targets and implications of this strategy are shown in appendix two.

Consultation

Two clubs in Luton were met with face to face (Stockwood RFC and Vauxhall RFC), Luton RFC, was consulted via telephone interview. A representative from the University of Bedfordshire RFC was also met with face to face. Results inform the key issues raised within this section of the report.

4.2: Supply

In total, there are 12 senior and two mini rugby pitches located across nine sites in Luton. Of these, nine pitches are available for community use and used. Five senior pitches are currently not available for community use.

Table 4.1: Summary of grass rugby union pitches

Analysis area No. of available pitches No. of unavailable pitches North - 2 South 7 + 2 mini - East - 2 West - - Central - 1 LUTON 9 5

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NB: The audit only identifies dedicated, line marked pitches. For rugby union pitch dimension sizes please refer to the RFU guidelines; ‘Grass Pitches for Rugby’ at www.rfu.com

All pitches available for community use are located in the South Analysis Area. No other area is serviced with pitches that are currently available for community use. The West Analysis Area does not have any pitches at all.

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Figure 4.1: Location of rugby union pitches in Luton

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Table 4.2: Key to map

KKP Site name Analysis area Community No. of No. of ref use senior mini/ category pitches midi pitches 46 Luton 6th Form College7 Central Unavailable 1 - 61 Venue 360 South Yes used 1 - 55 Stockwood Park South Yes used 1 - 58 Stockwood Park RFC South Yes used 2 - 3 Ashcroft High School East Unavailable 1 - 17 Cardinal Newman Secondary North Unavailable 1 - School 75 Stopsley High School East Unavailable 1 - 31 Icknield High School North Unavailable 1 - 45 Luton RFC South Yes used 3 2

Ownership/management

Stockwood Park RFC has a long term lease on two pitches and the clubhouse and licenses the other pitch, all from the Council. It reports that if it could get planning permission for floodlighting on the rented pitches it would also take those on a long term lease.

Vauxhall RFC hires the pitch at Venue 360 on a weekly basis and Luton RFC owns its site. The Club often gets approached by developers for sale of a small area of land adjoining the site. However, it is keen to retain this as club land.

The University does not have any grass provision of its own. The men’s teams use the pitches at Stockwood Park and the women’s team, which has previously used Venue 360, will play at Luton RFC from next season.

Pitch quality

The methodology for assessing rugby pitch quality looks at two key elements; the maintenance programme and the level of drainage. Each is scored and classified in one of three categories. These represent actions required to improve pitch quality. A breakdown for each of the two scoring elements and three respective categories is provided.

Table 4.3: Definition of maintenance categories

Category Definition M0 Action is significant improvements to maintenance programme M1 Action is minor improvements to maintenance programme M2 Action is no improvements to maintenance programme

7 Despite a formal community use agreement in place covering the pitches at Luton Sixth Form College they are not currently available for community use.

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Table 4.4: Definition of drainage categories

Category Definition D0 Action is pipe drainage system is needed on pitch D1 Action is slit drainage is needed on pitch D2 No action is needed on pitch drainage

Site assessments show that four pitches in Luton are D1/M1 i.e. requiring only minor improvements to maintenance and drainage. Six pitches are D1/M2 (action- slit drainage is needed). Four pitches are D0/M1 which suggests that significant improvements are needed to drainage and minor improvements to maintenance are needed.

Table 4.5: Pitch assessments following site visits

Rugby pitches D0 D1 D2 M0 - - - M1 4 4 - M2 - 6 -

D0/M1 D1/M1 D1/M2  Cardinal Newman (Senior)  Ashcroft High School  Luton RFC (Mini x2)  Icknield High School (Senior)  Luton RFC (Senior x3) th (Senior)  Luton 6 Form (Senior)  Venue 360 (Senior)  Stockwood Park (Senior)  Stockwood Park RFC  Stopsley High School (Senior x2) (Senior)

The pitch assessment scores can be translated to provide an overall pitch quality rating and these can be seen in the table below:

Table 4.6: Pitch assessments following site visits

Maintenance Poor (M0) Adequate (M1) Good (M2)

Natural Inadequate (D0) Poor Poor Standard

Natural Adequate or Pipe Drained (D1) Poor Standard Good

Drainage Pipe and Slit Drained (D2) Standard Standard Good

Table 4.7: Pitch quality assessments of community use pitches following site visits

Senior pitches Junior pitches Mini pitches Good Standard Poor Good Standard Poor Good Standard Poor 4 4 4 - - - 2 - -

For senior and two mini pitches are assessed as good quality and four senior pitches are assessed as standard. Of the four pitches assessed as poor quality three are located on school sites and one is located at Stockwood Park. Poor drainage is the reason for the pitches being assessed as poor quality. It should be noted that Stockwood Park is in an area of County Wildlife Site designation and of considerable archaeological interest. This

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may reduce options for improvement, e.g. new pipe drainage systems may require an archaeological survey.

Ancillary facilities

All clubs in Luton have access to changing room provision for home games. No significant issues were raised with regard to the quality of pavilions. However, Luton RFC is keen to make further use of its clubhouse facility and is, for example, in discussion with a Gaelic football club over this.

4.3: Demand

Demand for rugby pitches in Luton tends to fall within the categories of organised competitive play, organised training and casual use.

Competitive play

Four rugby union clubs operate in Luton providing a total of 26 teams. This includes the University of Bedfordshire (Luton Campus) which plays at Stockwood Park RFC and Venue 360. Two men’s and one woman’s team play from the Luton Campus at Stockwood Park RFC. The University has a further two men’s and one women’s team playing at the Bedford Campus which is outside

Table 4.8: Summary of demand by analysis area

Analysis area No. of competitive rugby union teams Senior Youth Mini North - - - South 14 4 8 East - - - West - - - Central - - - LUTON 14 4 8

In addition, University of Bedfordshire RFC are joining forces with Luton RFC to create a women’s Sunday team from next season.

Training

All training takes place on grass pitches in Luton; there is no dedicated International Rugby Board (IRB) pitch. Training on the pitches adds to the wear and tear and impacts on the quality and carrying capacity of pitches.

Another issue for clubs is a lack of quality floodlighting for training provision. Most clubs have some form of floodlights but are not sufficient to satisfy all training needs. For example, at Stockwood Park only one of the four pitches is floodlit which means that all training has to take place on the same pitch and cannot be spread across all pitches.

Unmet demand

Unmet demand is existing demand that is not getting access to pitches. It is usually expressed, for example, where a team is already training but is unable to access a match

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pitch or where a league has a waiting list due to a lack of pitch provision. There is no unmet demand identified in Luton for rugby union.

Displaced demand

Displaced demand generally relates to play by teams or other users of playing pitches from within the study area which takes place outside the area. There is no displaced demand identified in Luton for rugby union.

Latent demand

Clubs were asked that if they had more pitches would they have more teams. None of the teams in Luton stated that they would.

4.4: Capacity analysis

The capacity for pitches to regularly accommodate 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 affect the playing experience and people’s enjoyment of playing rugby. 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. To enable an accurate supply and demand assessment of rugby pitches, the following assumptions are applied to site by site analysis:

 All sites that are used for competitive rugby matches (regardless of whether this is secured community use) are included on the supply side.  All competitive play is on senior sized pitches (except for where mini pitches are provided).  From U13 upwards, teams play 15 v15 and use a full pitch.  Mini teams (U7-12) play on half of a senior pitch i.e. two teams per senior pitch.  For senior and youth teams the current level of play per week is set at 0.5 for each match played based on all teams operating on a traditional home and away basis (assumes half of matches will be played away).  For mini teams, play per week is set at 0.25 for each match played based on all teams operating on a traditional home and away basis and playing across half of one adult team.  The majority of male adult club rugby takes place on a Saturday afternoons. There are some exceptions such as university play which takes place on Wednesdays.  All U13-18 rugby takes place on a Sunday morning.  Training that takes place on club pitches is reflected by the addition of team equivalents.  Team equivalents have been calculated on the basis that 30 players (two teams) train on the pitch for 90 minutes (team equivalent of one) per night.

As a guide, the RFU has set a standard number of matches that each pitch should be able to accommodate. Capacity is based upon a basic assessment of the drainage system and maintenance programme ascertained through a combination of the quality assessment and the club survey as follows:

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Table 4.9: Pitch capacity based on quality assessments

Maintenance Poor (M0) Standard (M1) Good (M2)

Natural Inadequate (D0) 0.5 1.5 2.0

Natural Adequate or Pipe Drained (D1) 1.5 2.0 3.0

Drainage Pipe and Slit Drained (D2) 2.0 3.0 3.5

This guide should only be used as a very general measure of potential pitch capacity and does not account for specific circumstances at time of use and assumes average rainfall and an appropriate end of season rest and renovation programme.

The figures are based upon a pipe drained system at 5m centres that has been installed in the last eight years and a slit drained system at 1m centres completed in the last 5 years.

The peak period

In order to fully establish actual spare capacity, the peak period needs to be established. As detailed earlier, peak time access of senior rugby union pitches in Luton is Saturday pm although there is also significant use on Sundays (youth teams playing on senior pitches) and Midweek (University matches). Peak time access of mini rugby union pitches in Sunday am.

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Table 4.10: Rugby union provision and level of community use

PPS Site name Security Analysis Pitch Agreed No. of Match Site Capacity Comments Site of tenure area type quality pitches equivalent capacity rating ID rating sessions (sessions (per week) per week) 45 Luton RFC Secured South Senior Good 2 3 7 -4 There is no spare capacity M2/D1 at peak time (Saturday). However, pitches will accommodate a new women’s Sunday team as of next season. 45 Luton RFC Secured South Mini Good 3 11 9.5 1.5 These pitches are M2/D1 overplayed due to the amount of usage accommodated. 55 Stockwood Park Unsecured South Senior Poor 1 5.5 1.5 4 These pitches are M1/D0 overplayed due to poor pitch quality. 58 Stockwood Park Secured South Senior Standard 2 9 4 5 These pitches are RFC M1/D1 overplayed due to the amount of training being accommodated. 61 Venue 360 Unsecured South Senior Good 1 3.5 3 0.5 These pitches are M2/D1 overplayed due to the amount of training being accommodated.

Where junior play takes place on adult pitches this has been added to calculate the actual play on sites. Team equivalents for training sessions taking place on match pitches have also been added.

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4.5: Supply and demand analysis

Spare capacity

Although the senior pitches at Luton RFC are identified as having spare capacity, there is no actual spare capacity for these pitches to be used in the peak period. Improving pitch quality may go some way towards increasing capacity. However, in the longer term new pitches will be required to meet demand expressed or increasing access to currently unused school sites which will also require quality improvements to be made.

Overplay

Pitches in Luton are overplayed by a total of 9.5 matches per week. Overplay is predominately due to the shear amount of usage being accommodated on the pitches, most commonly training on match pitches. Only Stockwood Park senior pitches are overplayed due to poor quality pitches (although training on the pitches is also a factor).

Scenarios

Future demand

Future demand can be defined in two ways, through participation increases and using population forecasts. Team generation rates are used below as the basis for calculating the number of teams likely to be generated in the future based on population growth.

Table 4.11: Team generation rates

Age group Current Current Team Future Predicted Additional population no. of Generation population future teams that within age teams Rate within age number may be group group of teams generated from the increased population Senior Mens (19-45) 43,323 12 1:3,610 50,706 14 2.0 Senior Women (19-45) 41,490 2 1:20,745 45,166 2.2 0.2 Junior Boys (13-18) 8,104 4 1:2,026 8,594 4.2 0.2 Mini rugby mixed (7-12) 16,481 8 1:2,060 20,615 10 2.0

The additional future teams would equate to the need for access to one senior and one mini pitch. As there is only limited spare capacity on existing pitches to accommodate this demand, access to new pitches would need to be secured.

One new women’s team is in the progress of being created at Luton RFC and will be accommodated on spare capacity expressed at the site as of next season.

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4.6: Conclusions

Having considered supply and demand scenarios above, the tables below identify the overall spare capacity in each of the analysis areas for the different pitch types, based on match equivalent sessions.

Table 4.13: Capacity of senior match equivalent sessions per week

Capacity8 Demand (match equivalent sessions) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand North - - - - - 0 South - 9.5 - - 1 +10.5 East - - - - - 0 West - - - - - 0 Central - - - - - 0 LUTON - 9.5 - - 1 +10.5

The table above shows that overall in Luton there is an additional need to accommodate 10.5 match equivalents which equates to six pitches (based on two matches in the peak period). All of the over play and future demand exists in the South Analysis Area.

The over play identified can be attributed to training sessions taking place on match pitches.

Table 2.14: Capacity of mini/midi match equivalent sessions per week

Capacity Demand (match equivalent sessions) Analysis area Actual spare Overplay Unmet Latent Future Total capacity demand demand demand North - - - - - 0 South - 1.5 - - 1 +2.5 East - - - - - 0 West - - - - - 0 Central - - - - - 0 LUTON - 1.5 - - 1 +2.5

The table highlights that there is a small deficit in pitches across Luton to provide a total of 2.5 match equivalent sessions. This would equate to the need for two additional mini/midi pitches.

8 In match equivalent sessions

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Rugby union summary  In total, there are 12 senior and two mini rugby pitches located across nine sites in Luton. Of these, nine pitches are available for community use and used.  Those pitches that are unavailable for community use are located on school sites. The poor quality (drainage) is a significant factor in these pitches not being available to use.  Club pitches are generally of an adequate or good quality. Only the senior pitch at Stockwood Park is assessed as poor quality.  All training takes place on grass pitches in Luton; there is no dedicated IRB pitch. Training on the pitches adds to the wear and tear and impacts on the quality and carrying capacity. A related issue is a lack of floodlighting for training provision.  Due to the large amount of demand for training there is a need for an IRB compliant AGP. This would be best placed in the South Analysis Area.  There is no reported, unmet, displaced or latent demand for rugby pitches in Luton.  There is no peak time spare capacity for usage of pitches. However, one new women’s team will be accommodated on spare Sunday capacity at Luton RFC next season.  Overplay (of 9.5 matches per week) is due to the amount of training usage being accommodated on match pitches.  Increasing the quality of the senior pitch at Stockwood Park would help to increase capacity. However, it should be noted that Stockwood Park is in an area of County Wildlife Site designation and of considerable archaeological interest. This may reduce options for improvement, e.g. new pipe drainage systems may require an archaeological survey.  Future demand resulting from population growth equates to the need for access to one senior and one mini pitch.

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PART 5: HOCKEY

5.1: Introduction

Governance of the sport is devolved by England Hockey (EH) at a regional and local level to regional and county associations. The game is played predominantly on sand based/filled AGPs. Competitive play cannot take place on third generation turf pitches (3G) although 40mm pitches may be suitable, in some instances, for beginner training and are preferred to poor grass or tarmac surfaces.

Consultation

There are five hockey clubs based in Luton including the University of Bedfordshire Hockey Club (Luton Campus). Face to face consultation or online surveys were completed by four of the five clubs equating to an 80% response rate. Vauxhall Men’s Club (one team) did not respond to the survey. Results were used to inform key issues within this section of the report.

5.2: Supply

There are currently four full sized sand based AGPs in Luton. Provision is spread throughout the Borough, with one pitch in each of the analysis areas except for the East Area.

Table 5.1: Key to AGP location map

KKP Site name Analysis area Pitch size No. of Floodlighting reference AGPs 18 Challney Girls School West Full size 1 Yes 38 Lea Manor Rec Centre North Full size 1 Yes 46 Luton 6th Form College Central Full size 1 No 61 Venue 360 South Full size 1 Yes

Funding is in place to convert the pitch at Lea Manor into a 3G surface. This is likely to take place late 2013 or early 2014.

The 3G AGPs at Barnfield South and Barnfield West Academies were designed with a 40mm surface to be used for hockey. In reality the pitches have the potential to be used for hockey training but would not be the preferred surface for matches. Furthermore, the leagues may prohibit teams from playing matches on 3G pitches.

Neighbouring authorities

There is a sand based AGP at Dunstable Leisure Centre which is very close to the boundary with Luton. Currently no hockey teams are accessing the pitch as there are no clubs in the Dunstable area that could use it.

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Figure 5.1: Location of full size sand based AGPs in Luton

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Ownership/management

Two of the four sand based AGPs in Luton are located at education sites; Luton 6th Form College and Challney Girls School. Venue 360 is a privately managed site located in South Ward and Lea Manor Recreation Centre is located on the School site but managed by Active Luton.

5.3: Demand

Demand for hockey pitches in Luton tends to fall within the categories of organised competitive play and organised training.

Competitive play

In total, five clubs play competitive fixtures in Luton, fielding a total of 21 teams. All senior play takes place on Saturdays, with the exception of University fixtures which are played on Wednesdays, and the majority of junior play takes place on Sundays.

Table 5.2: Competitive hockey teams playing in Luton

Name of club No. of competitive teams playing on Membership trends AGPs in Luton over previous three Senior Senior Vets Juniors years men women Luton Hockey Club 4 3 - 4 Membership has reduced over the previous three years, attributed mainly to economic climate. Chiltern Ladies Hockey - 3 1 - Membership has Club remained static. Luton Vagrants Hockey 1 - - - Membership has Club remained static. Vauxhall Men’s Hockey 1 - - - Membership has Club remained static. University of 2 2 - - Membership has Bedfordshire (Luton) remained static. Total number of teams 8 8 1 4

Unmet demand

No unmet demand for hockey was identified in Luton, i.e. no extra teams could be fielded currently but clubs did report significant latent demand as identified below.

Latent demand

Chiltern Ladies Hockey Club reports that if there was more access to AGPs it could have more teams. It would like to develop a college team in conjunction with Luton 6th Form College which would then strengthen the Club as well as provide a 16-18 girls team for the College. Luton Vagrants Hockey Club would also like to link with Luton 6th Form College to develop a second men’s team.

Luton Town Hockey Club also reports that the 6-13 age groups could increase with more access to pitches. The Club also believes that the number of senior teams could increase if more pitch time was made available.

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Displaced and imported demand

All demand from Luton teams is currently being accommodated within the Luton Borough Area. There is also imported demand from Harpenden Hockey Club which runs eight senior teams plus junior teams. All five of the clubs senior men’s teams play home matches at venue 360.

Training

Both Luton Town Hockey Club and Chiltern Ladies would like additional access to training. Luton Club reports that an additional three, or four, hours is required, whilst Chiltern Ladies reports the need for an extra hour and a half to accommodate all training requirements.

Luton Vagrants Hockey Club does not currently train. This is a Club decision and not a facilities issue, however, if the Club increases its membership and develops a second team there is the possibility that it would then want to begin training sessions and would need additional access to pitches.

5.4: Usage

The following table summarises the availability of full size AGPs for community use in Luton. In addition, it records the availability of provision within the peak period. Sport England’s Facilities Planning Model (FPM) applies an overall peak period for AGPs of 34 hours a week (Monday to Thursday 17:00-21:00; Friday 17:00-19:00; Saturday and Sunday 09:00-17:00).

Table 5.3: Community opening times of full size sand AGPs

Site Community use Hours Quality Comments name hours available in the peak period9 Challney Mon-Fri 6pm-10pm 21 Good Luton Town Hockey Club uses the Girls Sat 9-5pm pitch all day on Saturdays and for School training Tuesdays, Wednesdays and Sundays. There is spare capacity at the site to accommodate additional training but not matches. Luton Town are the only hockey users at the site. Lea Manor Mon-Fri 6am-9am 29 Poor Currently the pitch is only used for Rec Centre Mon-Fri 6pm-11pm hockey internally; all external lets are Weekend 8am-5pm for football. The pitch is due to be converted to 3G in 2013/2014. Site Community use Hours Quality Comments name hours available in the peak period10 th Luton 6 Mon-Fri 5-10pm 34 Good The college is used by Chiltern Ladies Form Weekend 9-5pm Hockey Club and also Luton Vagrants College Hockey Club for matches. The University of Bedfordshire also uses

9 Based on data from Sport England’s FPM – National Facilities Audit Dataset (January 2013). 10 Based on data from Sport England’s FPM – National Facilities Audit Dataset (January 2013). December 2013 Final Assessment Report: Knight Kavanagh & Page 83 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

Site Community use Hours Quality Comments name hours available in the peak period9 the pitch on Wednesday for fixtures. There is limited spare capacity on Saturdays, but additional capacity for week day training. However, due to a lack of floodlighting the pitch cannot be used for evening training or late Saturday matches in the winter. Venue 360 Mon-Sun 8am-11pm 34 Poor Vauxhall Men’s hockey club use the pitch for matches on Saturdays. The University of Bedfordshire also uses the pitch on occasions for Wednesday fixtures. Chiltern Ladies also use the pitch for training. There is spare capacity mid-week. All five senior men’s’ teams of Harpenden HC use the pitch for fixtures on Saturdays as there is no pitch in Harpenden. The pitch will need to be refurbished in the near future.

The table highlights that there is sufficient availability of pitches within Luton to accommodate current demand. Challney Girls School, however, is at capacity on Saturdays.

Venue 360 has significant spare capacity but the quality of the pitch is very poor and is not considered fit for purpose, particularly for matches. However, it is the only floodlit venue currently available to clubs (other than Luton Town Hockey Club which has sole use of Challney Girls School).

Lea Manor will be resurfaced as a 3G pitch in the near future and will be unsuitable for competitive club hockey (although the intention is that school hockey will still be accommodated). Therefore there will only be two pitches in Luton suitable for competitive hockey matches and training. In addition, Luton 6th Form College does not have floodlighting which further reduces capacity for evening training during the winter.

5.5: Quality

Of the current supply of hockey pitches in Luton two are assessed as good quality and two as poor.

Despite being assessed as poor quality, teams continue to access the pitch at Venue 360, especially for training, as it is floodlit. The main user for evening training is Chiltern Ladies Hockey Club; it reports that it may look for a site outside of Luton for training, due to poor quality and increasing prices. Users describe the pitch as unsafe. Luton 6th Form College is assessed as good quality, however, the pitch does not have all appropriate hockey markings; for example, the five mete line around the ‘D’ is missing.

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Ancillary Facilities

Changing facilities are provided at all sites and are reported to be adequate, however, clubhouse facilities with a kitchen and bar must be accessed away from the pitch venue, in some cases (Luton Vagrants Hockey Club) a local pub is used as a venue to provide post- match ‘teas’. Luton Town Hockey Club uses Kent’s Athletics Club.

Currently in Luton there are is no site which incorporates a good quality pitch, spectator area, floodlights and clubhouse facilities. Luton Town Hockey Club, for example, reports moving clubhouses three times in the previous four years.

Sport England Facilities Planning Model (FPM)

The FPM is a model used as a starting point to help assess the strategic provision of sports facilities, including AGPs. The Model is prescriptive and not predictive in that it does not provide precise estimates of the use of proposed facilities. Rather it prescribes an appropriate level of provision for any defined area in relation to demand and which reflects national expectations and policies. It is not a substitute for considering local club needs and should be used alongside any local assessment.

Sport England’s FPM shows that the supply of hockey pitches (0.1) per 1,000 population is much lower than the national average of 0.24 pitches. Over 26% of the population in Luton do not have access to a car which is higher than the national average of 24.9%. This means that in Luton people may be more reliant on public transport.

FPM Supply and demand balance

When looking at a simplistic picture of the overall supply and demand across Luton, the resident population is estimated to generate a demand for 7.9 AGPs (all surfaces). This compares to a current available supply of 6.4 pitches, giving a supply/demand balance of - 1.49 pitches.

The global supply and demand balance for hockey is perceived to be 1.14 pitches below the level needed to satisfy demand.

About 86% of demand for all AGP provision in Luton is thought to be met by the supply network included in the modelling. This is above the regional average of 83% and higher than the national average of 81%. The satisfied demand level for football is higher at about 89% and the level for hockey below at 72.5%.

The model estimates that 75% of the resident demand is retained within Luton with 25% of all visits being ‘exported’ to other local authority areas. There are some major disparities between the level of retained demand for football and hockey.

Retained demand for football within Luton is 84% while for hockey it is significantly lower at only 33% which results in the model estimating that 67% of hockey demand is met outside of Luton.

Overall, the model estimates that 27.5% of demand for hockey is unmet in Luton. Given the apparent poor supply of AGP space for hockey the majority of hockey demand that is unmet can be attributed to the lack of capacity at existing pitches.

The collective amount of unmet demand for hockey is equivalent to 0.46 pitches. With reference to the unmet demand map for hockey, there are no single locations that could

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meet a significant proportion of the unmet demand and there are no particular concentrations within the Borough.

In terms of aggregated unmet demand, the map shows that a number of locations could meet a demand equivalent to around one pitch and that these are focused to the south and west of Luton.

The modelling points to there being insufficient pitch space in Luton to meet demand from both football and hockey. While in proportional items the potential deficiencies are more significant for hockey, in terms of numbers of users and pitches, the potential deficiencies are greater for football.

5.6: Supply and demand analysis

Scenarios

Latent demand

Luton clubs identified latent demand for approximately three senior and three junior teams. This demand could not be met on the current supply of pitches with the current standard of quality.

Future demand

Team generation rates are used below as the basis for calculating the number of teams likely to be generated in the future based on population growth.

Table 5.4: Team generation rates

Age group Current Current Team Future Predicted Additional population no. of Generation population future teams that within age teams Rate within age number may be group group of teams generated from the increased population Senior Mens (16-45) 47,426 9 5270 54,913 10.4 1.4 Senior Womens (16-45) 45,504 8 5688 49,115 8.6 0.6 Juniors (11-15) 13,222 8 3306 14,602 8.9 0.9

Hockey summary

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 In total, five clubs play competitive fixtures in Luton, fielding a total of 21 teams.  There are four full sized sand based AGPs suitable to accommodate competitive hockey. Of these, three are floodlit and all are available for community use.  One (floodlit) pitch at Lea Manor is imminently due to be converted into a 3G surface.  Two pitches are assessed as good quality and two as poor quality (including Lea Manor).  The lack of floodlights at Luton 6th Form AGP reduces capacity for winter training; therefore, clubs which play competitive fixtures there must train at Venue 360, which is assessed as poor quality.  Luton Town Hockey Club is the only hockey user of Challney Girls School AGP; however, there is spare capacity for training in the evenings.  Ancillary facilities are highlighted as a problem for clubs as all clubs must travel off site, away from the pitch, to access clubhouse facilities.  No unmet demand was identified in Luton, however, latent demand for three senior and three junior teams was reported. The current supply of pitches could not accommodate this demand for both training and matches due to poor quality (at Venue 360) and lack of floodlighting (Luton 6th Form College).

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PART 6: BOWLS

6.1: Introduction

All bowling greens in Luton are flat greens. Bowls England is the governing body with overall responsibility for ensuring effective governance of flat green bowls. The bowling season runs from May to September.

Consultation

There are eight clubs using bowling greens in Luton. Of these, seven replied to the survey equating to a response rate of 88%.

6.2: Supply

There are ten bowling greens in Luton provided across nine sites. Of these, the majority are provided by the Council (six greens on five sites). There are four private bowls clubs; Luton Town Bowls Club, Co-op Luton Bowls Club and Beech Hill Bowls Club. Each private site has one green.

Table 6.1: Summary of the number of greens by analysis area

Analysis area Number of greens North 2 South 2 East 2 West 1 Central 3 LUTON 10

Bowling green distribution is relatively evenly spread throughout Luton. All areas are provided with at least one bowling green. Greens tend to be located around areas of high population.

All sites have one green except for Wardown Park which has two greens. One of the greens here is used by the Bowls Club for practice and competitions and one is regarded as a public recreational green, however the public can use the competitions green mid-week when there are no fixtures.

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Figure 6.1: Distribution of bowling greens across Luton

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Table 6.2: Key to map

KKP Site Analysis area Number Ownership reference of greens 4 Ashcroft Road Recreation Ground East 1 LBC 9 Beech Hill Bowling Club South 1 Private 21 Co-Op Luton Bowls Club East 1 Private 34 Kent Athletic Bowls club West 1 Private 36 Lancaster Avenue Recreation Ground North 1 LBC 39 Leagrave Park (Sundon Park) North 1 LBC 47 Memorial Park South 1 LBC 63 Wardown Park Central 2 LBC 67 Luton Town Bowls Club Central 1 Private

Management and maintenance

There are four privately owned sites in Luton which are managed and maintained by the respective clubs.

There is a mixture of management arrangements on the council bowling greens. Some have a lease/license arrangement whereby the pavilion and/or green is leased to a club for a number of years.

Clubs playing at the other greens pay11 £10.30 for green hire and £10.30 for pavilion hire (full day) on competition days. Luton West End Bowls Club reports that this way of charging makes access to the greens, on any day, but particularly competition days, too expensive, which discourages members form practicing. The Club reports that it would be better if there was a fixed fee paid and then unlimited use of the green.

All council greens offer pay and play and two rinks should always be available for public use, except for when competitions are on. Current charges for pay and play are £36.40 for a season ticket or £1.90 per session. At Wardown Park there are two greens, one of which is a public green for recreational use.

The Council’s Annual Price Survey concluded that bowls prices are not comparable as every local authority has a different arrangement based on usually club rather than individual usage and no two clubs/sites set-ups are the same. Bowls prices were, however, addressed in 2011 for the 2012/13 scale of charges and as a result of that exercise the charges levied on bowls clubs which represent 90% of users increased substantially (green fees by 33% plus a new building hire fee for those not already paying a ground rent etc); plus a new season ticket was introduced for members of associations which are not in clubs; and a per session ticket for a handful of other casual bowlers.

All council greens are maintained by the Council at a cost of approximately £6,000 per green.

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Quality

All greens in Luton are assessed as good quality. In terms of the views from clubs, only one club (Luton West End Bowls Club) reports that the green was slightly poorer than the previous year. This was attributed to less available time from the green keepers (reduced human resources) and a faulty watering system. Wardown Park Bowls Club reports that the quality of the green was much better than the previous year due to better maintenance and good weather. No difference in quality was reported at the other greens. Quality is better at private greens in comparison to council greens due to a dedicated full time paid grounds person carrying out the maintenance, including at weekends. Membership costs at private greens are much higher than at council sites.

Two clubs playing at council greens report some form of vandalism in the last year. Lancaster Avenue Bowls Club report low level vandalism such as stones being thrown, fences broken and hose pipe used to flood the green. Luton West End Bowls Club also reports youths playing football on the green. This damage contributes to a decrease in quality. Two private clubs (Kent Athletic Bowls Club and Beech Hill Bowls Club) also report vandalism in the previous two years. The changing rooms were broken in to at Kent Athletic and lots of the equipment was stolen. At Beech Hill, a fence was put up around the site but was vandalised and broken.

6.3: Demand

Clubs

There are eight clubs using bowling greens in Luton. The analysis below summarises information gathered from consultation with bowls clubs playing in Luton (seven replied, equating to an 88% response rate).

 The average playing membership per club is 40.  The level of membership varies from 28 to 50 members.  Lancaster Avenue Bowls Club and Co-op Luton Bowls Club have the largest membership with 50 members each. The smallest club is Kent Athletic Bowls Club with 28 members.  The majority of players travel between two to five miles to play at their home green.

The majority of clubs suggest that an additional bowling green at their home green or in the area would not lead to an increase in club membership.

Junior participation is low in Luton and none of the clubs report having junior members. Several clubs report that they would like to recruit juniors but find it difficult to engage with young people and get them interested in the game. Luton West End Bowls Club is developing a strategy to introduce the game to school children in the area; the Club has two coaches to achieve this.

All clubs report having plans to increase the playing membership, however, this was not quantified.

Current demand

Analysis of club membership shows that demand has generally remained constant over the previous three years. Only two clubs (Ashcroft Bowls Club and Lancaster Avenue Bowls Club) report a decrease in the number of members. Two clubs (Luton West End Bowls Club and Beech Hill Bowls Club) report an increase in the number of members. The remaining

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clubs have remained static in membership. There is a general issue with older members not being replaced by younger players; most are aging teams.

Latent demand

Clubs were asked that if more bowling greens were available would they have more teams. None of the clubs report that they would have more teams if there were more greens.

However, Luton West End Bowls Club suggests that if ancillary facilities were improved it would have more teams. It reports that having a suitably adapted wheelchair to improve disabled access onto the green would increase membership and also a bar facility for match days. Wardown Park Bowls Club also reports demand for an adapted wheelchair to improve green accessibility as does Sunlow Bowling Club based at Leagrave Park.

6.4: Capacity analysis

Capacity is very much dependent on the leagues and the day that they operate. A green may have no spare capacity on an afternoon/evening when a popular league is operating but may be empty for the rest of the week.

Generally, through consultation, it is considered that there is some spare capacity on the majority of bowling greens in Luton, even at peak times (when leagues are operating). Some greens do have extensive use but equally some have very little use. Unlike other local authorities, that tend to have more than one club playing on one green, Luton greens tend to be home to only one club.

The national governing body indicates that approximately 60 members are needed to sustain one green. Using this as a guide the table below (table 7.5) looks at the capacity of bowling greens in Luton based upon club membership. A green with 60 members is considered to be at capacity.12

Under capacity Membership is below the level the site could sustain At capacity Membership matches the level the site can sustain Over capcity Membership exceeds the level the site can sustain

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Table 6.4: Bowling green capacity

KKP Site name Analysis No of Club Members Capacity Capacity ref area greens (in members) rating 4 Ashcroft Road Recreation Ground East 1 Ashcroft Bowling Club 42 60 9 Beech Hill Bowling Club South 1 Beech Hill Bowling Club 57 60 21 Co-Op Luton Bowls Club East 1 Co-Op Luton Bowls Club 50 60 34 Kent Athletic Sports & Social Club West 1 Kent Athletic Bowling Club 28 60 36 Lancaster Avenue Recreation Ground North 1 Lancaster Avenue Bowling Club 50 60 39 Leagrave Park (Sundon Park) North 1 Sunlea Bowling Club Unknown 60 (estimated 40) 47 Memorial Park South 1 Luton West End Bowling Club 38 60 63 Wardown Park Central 2 Wardown Park Bowling Club 29 120 67 Luton Town Bowls Club Central 1 Luton Town Bowling Club Unknown 60 (estimated 40)

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6.5: Supply and demand analysis

For the two clubs where membership is unknown an average has been calculated based on the number of members in Luton divided by the number of clubs. The average membership per club is 40 members (although anecdotal evidence suggests that the two clubs where membership is unknown is likely to be lower than 40).

The total estimated bowls membership in Luton is therefore 374.

As previously highlighted it is considered that one green can accommodate, and be sustained, by 60 members. The total current demand for bowling greens in Luton based on 374 players is seven bowling greens. Notwithstanding that there may be additional demand for bowling greens in the future; there is an approximate current oversupply of three greens in Luton.

It is estimated from the capacity table above that there is spare capacity for additional members on all greens in Luton. The table shows that there is aggregated spare capacity for approximately 166 members on bowling greens in Luton. This equates to spare capacity of three bowling greens which is in line with the oversupply calculated above.

Considering supply and demand on just council owned greens, gives a total of six greens with capacity for 360 members. The current number of members playing on council greens is approximately 199. This generates demand for 3.3 greens, i.e. four greens, suggesting that there could be a current oversupply of two greens.

It should also be considered that there is some casual recreational usage on the council greens which needs to be taken account for; however, it is likely that this demand can be accommodated within the four greens required for club members.

Bowls summary  There are ten bowling greens in Luton provided across nine sites.  All greens in Luton are assessed as good quality. In terms of the views from clubs, only one club (Luton West End Bowls Club) reports that the green was slightly poorer than the previous year. Vandalism is or has been an issue at some sites.  Luton West End Bowls Club reports demand for improved ancillary facilities that could lead to having more members. In addition Luton West End Bowls Club, Wardown Park Bowls Club and Sunlea Bowls Club report demand for increased green access for wheelchair players.  There are eight clubs using bowling greens in Luton with an average playing membership of 40. The majority of clubs suggest that an additional bowling green at their home green or in the area would not lead to an increase in club membership.  Junior participation is very low in Luton and none of the clubs report having junior members. There is a general issue with older members not being replaced by younger players; most are aging teams.  Notwithstanding that there may be additional demand for bowling greens in the future; there is an approximate current oversupply of three greens in Luton based on a membership capacity analysis. Just considering Council greens, there is a current oversupply of two greens.

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PART 7: OTHER SPORTS

7.1: Gaelic football

There are currently two Gaelic football clubs operating in Luton; Claddagh Gaels and St Vincent’s GAA Club. Both responded to the consultation.

There are two dedicated Gaelic football pitches in Luton which are both council owned. One is located at Leagrave Park and one is located at Stockwood Park. The pitch at Leagrave is assessed as good quality; the pitch at Stockwood Park, as standard. As Gaelic football pitches are not covered in the Sport England guidance, a generic playing field assessment has been used. The criteria is very similar to that of association football pitches and looks at criteria such as grass length, drainage and line marking. In order to ensure consistency with the other assessments of pitches, a similar formula which converts a percentage score into a good, standard or poor rating was applied.

Leagrave is home to Claddagh Gaels and St Vincent’s use the pitch at Stockwood Park. Users at Stockwood Park report that there are several pot holes on the pitch which deteriorates its quality. It is also reports that informal cricket is played on the pitch, reducing its capacity.

Claddagh Gaels is a senior ladies adult club with two senior teams. The Club reports that the number of teams participating has increased from one to two in the previous three years. St Vincent’s has one senior men’s team and also a junior section. It also reports that the number of senior teams has remained static in the previous three years but that the number of juniors has increased. Neither club plans to increase the number of teams that it has. Both clubs train and play on the match pitch. It is thought likely that both pitches can accommodate the required amount of training and play.

Latent demand was not identified by either club; i.e. they would not have more teams even if more pitches were available.

The ancillary facilities at the pitches are generally perceived to be fit for purpose and adequate. Claddagh Gaels describe the changing facilities and showers as acceptable but report that time is usually limited in the changing rooms due to other cricket and football users requiring access. On one occasion, the Club was denied access due to a cricket game being played at the same time. Car parking is described as inadequate to cope with demand at Leagrave Park. St Vincent’s describe the changing and shower facilities as good quality and acceptable value for money at Stockwood Park. Car parking is adequate for all pitches.

Although current demand is being met in Luton, it is thought that any increase in demand will lead to the need for more pitches. This is especially true as a school’s programme is to be rolled out in 2014 and is likely to lead to an increase in demand for Gaelic football pitches.

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Gaelic football summary  There are two Gaelic football clubs in Luton; Claddagh Gaels and St Vincent’s GAA Club.  There is one Gaelic pitch at Leagrave Park (good quality) and one at Stockwood Park (standard quality).  The ancillary facilities are perceived to be fit for purpose and adequate although there are reports that other sports such as cricket are given priority over changing room access.  Car parking is described as inadequate at Leagrave Park.  Although current demand is being met in Luton, it is thought likely that any increase in demand will lead to the need for more pitches.  A school’s programme is to be rolled out in 2014 and is likely to lead to an increase in demand for Gaelic football pitches.

7.2: Golf

There is one golf course in Luton located at Stockwood Park. It is the only provider of formal golf in Luton and is managed and maintained by Active Luton. The site comprises a driving range, an 18 hole course (standard quality) and a nine hole course (good quality). The course is well used and popular. Quality of the course was determined by user surveys and a site visit. According to the Club, course quality is excellent for a municipal course and with fencing it would be of an even higher standard. However, it is located within the public open space provision and there is a right of way through the course and this is therefore not permitted. In addition, the Club has a newly refurbished clubhouse which has helped to generate more interest in the course and is likely to help attract more members in the future.

Stockwood Park Golf Club, located at the site, currently has 382 members with some female and junior membership and 90% of its members from Luton. Pay and play is also available on site. Membership has generally remained static in the previous three years and there is no waiting list to join. Although the Club reports that it is not operating at membership capacity, it has to balance this with pay and play usage of the course.

It is not thought likely that current or future demand will generate the need for another golf course in Luton. In part, this is due to the proximity of other golf courses in the area. Tea Green Golf Course, for example, has a large proportion of Luton residents as members. The map below shows the 20 minute drive time catchment from Stockwood Park as well as other golf courses within this catchment. The map shows that almost all residents in Luton are serviced by at least one golf course within a twenty minute drive time and all courses offer pay and play golf which means that all are accessible to non-members and this should not be an inhibiting factor.

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Table 7.1: Current provision in the Area

KKP Course Course size Location Access ref G57 Stockwood Park Golf Course 18 and 9 holes Luton Membership and Pay & Play G101 Caddington Golf Course 9 holes Chiltern Hills Membership and Pay & Play G102 Tea Green Golf Course 9 holes South Beds Membership and Pay & Play G103 South Beds Golf Club 9 holes South Beds Membership and Pay & Play G104 Chalgrave Manor Golf Club 18 holes Dunstable Membership and Pay & Play G105 Luton Hoo Hotel Golf Course 18 holes South Beds Membership and Pay & Play

There are some small pockets of deficiencies where residents are not serviced by a 20 minute drive time but this is unlikely to equate to the need for an additional golf course as

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people have a higher propensity to drive to golf courses and are likely to travel further than 20 minutes if required.

The Tea Green course is proposed to be displaced as part of a major housing application to the east of Luton, although it is unknown whether the application will be permitted and implemented. If this development was to go ahead it is likely that many of the Luton residents from the Tea Green would move to Stockwood Park Golf Course. Analysis would need to be carried out to identify whether Stockwood Park would be able to accommodate the increase in demand.

Golf summary  There is one golf course in Luton provided at Stockwood Park comprising of an 18 hole course, a driving range and a 9 hole course.  Membership at the Club has generally remained static in the previous three years and there is no waiting list to join. Although the Club reports that it is not operating at membership capacity, it has to balance this with pay and play usage of the course.  Almost all Luton residents are serviced by a golf course within a 20 minute drive time. Although there are some small pockets of deficiencies where residents are not serviced by a 20 minute drive time this is unlikely to equate to the need for an additional golf course as people have a higher propensity to drive to golf courses.  If the development at Tea Green Course was to go ahead analysis would need to be carried out to identify whether Stockwood Park would be able to accommodate the increase in demand.

7.3: Netball

Netball is popular in the Area with 27 teams competing in the Luton, Dunstable and District Outdoor League. The League has been restructured into three divisions with either 10 or 11 teams. Only four of the teams are from outside of Luton. The number of teams has remained largely static over the previous three years; each year there is some movement with teams being added/lost. For example, in the previous year three new teams were added but one team was lost due to it being accepted into the regional league.

Matches are played on Saturdays or Sundays but the peak time is Sunday mornings with a start time of either 10am or 11.30am. Matches are arranged on a home and away basis with venues booked by the clubs.

There are 41 netball courts identified within Luton with varying degrees of quality. The majority of the courts are located on education sites. Please note that there may also be additional courts located at schools which did not respond to the survey.

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The seven sites used by teams in the League are:

Table 7.2: Netball courts used in the Luton, Dunstable & District League

KKP Site name Analysis No of Quality Clubs Comments ref area outdoor courts 46 Luton 6th Central 2 Good Crawley Tornadoes The courts are Form (6 teams) good quality and College changing rooms are available. There is also the option of one indoor court. 8 Barnfield West 3 Good Seven up (4 teams), Good quality site West Saracens (3 teams), with three floodlit Academy A-line Flyers (1 courts. There are team), Barnfield no changing Fusion/Unity (2 facilities available teams) but this is not a Dunstable Diamonds problem for the (1 team) teams. 49 Putteridge East 3 Good Arrows (1 team), Two of the three High Dodgers (1 team) courts are very School good quality, one has had problems with leaves not cleaned away effectively. There are difficulties with hiring the courts on Sundays; currently they are only used on Saturdays. 6 Barnfield South 3 Good Black Pearls (1 Good quality site. South team), Luton Colts (1 There are no Academy team), MK Netters changing facilities Diamonds (1 team), available but this is Red Devils (1 team), not a problem for Red Stripes (1 team) the teams. 24 Denbigh Central 1 Good Black Scorpions There is one good High (1 team) quality floodlight School court with demand for an additional court. 75 Stopsley East 2 Standard Wyvern Grangers Two standard High (1 team) quality courts. School 59 Meads North 1 Standard Panthers (1 team) One standard Primary quality court. School

A number of other sites that have been used previously are not currently in use. For example, at Dallow Primary School there are three floodlit courts marked on the MUGA which have had problems with the court surface and were unplayable for three weeks in the

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previous season. The courts have been repainted but there are still issues. Previously the School had been well utilised for community netball events.

At Ashcroft School there are four courts, three are of adequate quality but are in need of new posts. There are access issues at the site and the toilets are located some distance from the courts. Crawley Tornadoes has previously played at the site but moved due to the problems.

Challney High School for Girls has three good courts and the League has been working to access the courts but, despite a formal community use agreement (CUA) being in place, has been unsuccessful. Junior School leagues are held there after school but the League reports that it seems the School only wants to hire out all the courts together at the same time. A lack of community access to school sites is a common issue for the League.

England Netball reports that the loss of BSF funding affected some schools in Luton. Icknield High School had plans to build a multi-use outdoor court area with floodlights and the League was in talks with the School to use the site as a central venue, however the work was never carried out. The current courts are not playable due to moss and other weeds on the surface.

England Netball also reports that the loss of the three outdoor courts at Stopsley Leisure centre affected the junior leagues and ‘back to netball’; the courts were well used with changing/café facilities at the centre.

All demand for matches is accommodated on the current supply of courts and this is supported by the League which suggests that there are enough courts in Luton to satisfy demand. There are also enough courts that could be accessed if the League was to grow further.

The issue for the League is that currently there is no venue with more than three good quality courts which means that there is no facility for tournaments or a centralised junior league. A four or six court venue would allow the League to do this and would allow for development.

Netball summary  There are 41 netball courts identified within Luton with varying degrees of quality. All courts are located on education sites.  27 teams compete in the Luton, Dunstable and District outdoor league. Only four of the teams are from outside of Luton. The number of teams has remained largely static over the previous three years.  Despite a formal community use agreement (CUA) being in place at Challney High School the League reports that attempted access to the courts for senior matches has been unsuccessful.  All demand for matches is accommodated on the current supply of courts and this is supported by the League which suggests that there are generally enough courts in Luton to satisfy demand.  There are also enough courts that could be accessed if the League was to grow further.  Overall the Luton League manages on the courts that are at its disposal but moving forward would benefit from the development opportunities that a Central Venue facility (i.e. 4/5/ 6 outdoor courts) would bring.

7.4: Tennis

Current provision

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The vast majority of tennis courts in Luton are located on either education or council owned land.

There is one private tennis club, Luton & Vauxhall Lawn Tennis Club which is based at Venue 360. There are six outdoor courts and two indoor courts at the site. The quality of the courts is very good and all six are floodlit. The venue is also an LTA performance accredited training centre.

There are 65 tennis courts identified in the audit, of which, 13 are parks tennis courts. Please note that there may also be additional courts located at schools which did not respond to the survey.

Table 7.3: Summary of tennis courts in Luton

KKP Site Analysis Number of Quality Ownership ref area courts 6 Barnfield South Academy South 3 Good Academy 8 Barnfield West Academy West 3 Good Academy 17 Cardinal Newman Secondary School North 6 Standard Education 18 Challney Girls High School West 4 Standard Education 20 Chaul End Lane Open Space West 1 Standard LBC 24 Denbigh High School Central 4 Standard Education 31 Icknield High School North 6 Poor Education 36 Lancaster Avenue Recreation North 2 Standard LBC Ground 37 Lea Manor High School North 5 Standard Education 41 Lealands High School North 4 Standard Education 42 Lewsey Park West 3 Standard LBC 46 Luton Sixth Form College Central 3 Standard Education 47 Memorial Park South 2 Standard LBC 49 Putteridge High School East 6 Standard Education 61 Venue 360 South 6 Good Private 63 Wardown Park Central 5 Standard LBC 75 Stopsley High School East 2 Standard Education

In addition, there are six floodlit courts located at Luton Regional Recreation Ground (owned by the Council) which are now disused as the leisure centre on the site, which managed the courts, has closed. Even though the courts are disused the surface quality remains high although there have been incidents of vandalism to the fencing and floodlights. Luton & Vauxhall Lawn Tennis Club is keen to use the courts and develop the site as a Beacon Tennis site as it is one of the few sites in Luton which has floodlit courts.

There are also disused tennis courts at Crawley Green Recreation Ground, Blundell Road Rec and Kingsway Park.

Quality

All parks and education courts are assessed as standard quality, except for Icknield High School which are assessed as poor and Venue 360 courts which are assessed as good quality. Quality assessments were carried out for tennis courts based on a non-pitch non- technical form designed to look at aspects such as surface quality, floodlights, nets, line marking, etc. A percentage score was then converted into a good, standard or poor rating.

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The view from the Lawn Tennis Association (LTA) is that many of Luton’s parks courts are in need of resurfacing.

Club demand

Luton & Vauxhall Lawn Tennis Club membership currently stands at 160 juniors and 110 adults and produces 12 junior, four mens (winter), for mens (summer), two womens (winter) and two womens (summer) teams. Although availability of courts is not a particular issue, the Club reports that it is operating at capacity at peak time for matches. It identifies potential for two more courts to be created on the overflow car park land if required.

Informal usage

All Council parks courts are free to use and are open access. Wardown Park is the most used Council site which is thought to be due to quality and location. The courts at Venue 360 are also available on a pay and play basis for casual use.

Following events such as Wimbledon demand has increased for pay and play. The LTA reports that it is difficult to measure casual use as some courts are available for free but highlights that courts are generally busy throughout the summer months. However, comprehensive research in the eight LTA pilot areas nationally has shown that 53% of people playing tennis once per week does so at public court facilities (pay and play). As shown in the Active People Survey, participation in tennis has a seasonal peak in the summer, which is particularly pronounced amongst non-club and occasional players.

Further research carried out by the LTA suggests that many more people would play tennis if they knew where courts were located, particularly council courts, and its belief is that better promotion would increase demand.

Tennis summary  There are 65 tennis courts identified within Luton of which 13 are parks tennis courts.  The one club in Luton is Luton & Vauxhall Lawn tennis club with a membership of 160 juniors and 110 adults.  Although availability of courts at the Club is not a particular issue, the Club reports that it is operating at capacity at peak time for matches. It identifies potential for two more courts to be created on the overflow car park land if required.  Council parks courts are free to use and are open access. Wardown Park is the most used site.  Quality at parks sites could be improved as all are assessed as standard quality; however they are fit for purpose and provide a recreational standard of court.

7.5: Athletics

Current provision

The majority of athletics is catered for in Luton at Stockwood Park Athletics Track (managed by Active Luton).

The site consists of a good quality, well maintained, eight lane 400 metre track which is able to hold competitions under UK Athletics, high jump, long jump, throwing area and other field event facilities. Although there is seating for 208, this is uncovered.

Demand

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Three clubs operate in Luton; Luton Athletics Club, Boxfit Triathlon Club and Stopsley Striders Jogging Club.

Luton Athletics Club has a service level agreement for the use of Stockwood Park Athletics Track. The Club currently has around 200 members and three quarters is made up of juniors. There has been a 15% increase in membership since the London Olympics. In addition it suggests that there is enough existing demand to increase membership by a further 10% per year for the next five years. Although this can be accommodated at the facility, the Club itself will be operating at capacity.

Furthermore, the facility is fully booked at peak times and is also well used by schools and competitions.

The majority of its members are from Luton, however, some travel from Dunstable and Harpenden as the facility is easily accessible from the motorway. In addition, there are only running clubs in the immediate surrounding areas. The nearest similar sized facilities both located South of Luton are at Jarman Park Athletics in Hemel Hempstead and Westminster Lodge Athletics Track in St Albans (both just over 10 miles from Luton). To the North, Bedford International Athletic Stadium which is located just over 20 miles away.

Quality

Stockwood Park Track was re-laid 18 months ago and is certified as a Grade A track which can hold County Level Competition. Luton Athletics Club reports it is of a very good quality.

Active Luton suggests that a separate throwing area would be of benefit to the facility and the Club reports that new throwing circles are planned for 2014. This is critical in terms of retaining the existing track certification.

The football pitch which is located in the centre of the track is used by Luton Ladies FC. This can create some additional maintenance and wear and tear issues on the track as players access the pitch across it. In addition, football training on the pitch inhibits athletics field training and divots created from the hammer affect the pitch quality and are time consuming to remove.

Luton Athletics Club is considering a funding bid to cover the spectator seating alongside the home straight.

Athletics summary  There is one athletics track in Luton located at Stockwood Park. The track is certified Grade A and is of a good enough standard to hold county competitions. It was re-laid 18 months ago and is suitable to satisfy demands from the Club.  There is demand for a separate throwing area, with new circles planned for 2014. This is critical to retain the existing track certification.

7.6 Multi-use Games Areas (MUGAs)

MUGAs are defined as an enclosed area using a synthetic grass or hard surface for playing sports, sometimes also referred to as a ball court and usually have multi-sport line markings. They can vary in size, dimensions and measurements because of restrictions on sites but the most common dimensions are 38m x 18m or 35m x 17m which allows a variety of sports

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line marking to be installed onto the pitch. Luton has a number of MUGAs which are not enclosed to ensure that they do not detract from the spatial quality of green space.

There are 12 MUGAs identified in Luton. Most of these sites, (eight) are located at school sites. The remaining sites are operated by the Council. Lewsey Park is the only Council owned MUGA which is a bookable facility via Active Luton Trust but is available free for all to use when not booked. The remaining ones are left open for casual use. The school MUGAs tend to be booked out for community use with varying degrees of success.

Table 7.4: Summary of MUGA audit

Site name No. of Community Surface type Quality MUGAs Use Farley Junior School 2 Yes Tarmac Adequate Foxdell Junior School 1 Tarmac Adequate Norton Road Primary School 1 Tarmac Adequate Pirton Hill Primary School 1 No Tarmac Adequate St Matthews Primary School 2 No Tarmac Adequate Sundon Park Junior School 1 Tarmac Adequate Dallow Primary School 1 Tarmac Poor Brooms Road Adventure 1 Polymeric Good Playground Kingsway Recreation Ground 1 Tarmac Poor Lewsey Park 1 Tarmac Adequate Bushmead Primary School 1 Tarmac Adequate Chaul End Park 1 Tarmac Adequate

Please note that there may also be additional MUGAs located at schools which did not respond to the survey.

Most MUGAs are identified as having a macadam (tarmac) surface type. Football, basketball and tennis are commonly played on MUGAs in Luton for informal activity or for football training. Tarmac is not the preferred surface for football training, however, clubs often utilise these facilities due to a lack of access to 3G pitches but moreover due to MUGAs being cheaper to hire or free to use.

Although the quality of MUGAs in Luton has generally been assessed as adequate, site assessments highlighted some evidence of inappropriate and/or presence of glass/stones/litter. In particular, Lewsey Park (some inappropriate use), Farley Junior School (some litter/stone) and Brooms Road Adventure Playground (some glass/litter) were highlighted as this being a specific issue which is impacting on the overall quality of the facility. In addition, the goal posts at Lewsey Road were damaged at the time of the site visit.

Dallow Primary School and Kingsway Recreation Ground have both been assessed as poor quality. There have been some reported issues with the court surface at Dallow Primary School which has previously resulted in it being unplayable. The surface quality and lack of fencing at Kingsway Recreation Ground result in its poor quality rating.

Farley Junior School is planning to secure funding from Sport England to resurface the two existing MUGAs on site, removing the middle fencing separating them to form one larger facility.

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It is difficult to quantity demand for MUGAs due to their often informal use. There appears to be some spare capacity for greater usage of them in Luton. However, quality of provision is likely to be impacting on further use. If more formalised activity such as football training moves to greater use of 3G pitches, this should create greater capacity for MUGAs to be used for more informal sporting activity.

7.8: Rugby League

There are no rugby league clubs or pitches in Luton. There are no immediate plans to develop a rugby league club in Luton and it is not a priority for the RFL. Hemel Stags is the closest club to service Luton residents. The Club is located a 20 minute drive away in Hemel Hempstead, Dacorum.

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PART 8: EDUCATION

8.1: Introduction

Provision of sport and recreation facilities at schools and colleges can make an important contribution to the overall stock. It is therefore important to have accurate information about the number, type, quality and availability of facilities and pitches within the education sector in the Borough.

The Education and Inspection Act (2006) came into force in early 2009 and amends the existing legislation within the Schools Standards and Framework Act (SSFA) 1998, which was originally introduced by the Government requiring all schools to seek approval from the Secretary of State for Education and Employment (Education and Skills since July 2001 now the Department for Children, Schools and Families) for the sale or change of use of their playing fields.

Section 77 of the SSFA protects school playing fields against disposal or change of use by requiring the prior consent of the Secretary of State before disposal or change of use may take place. The School Playing Fields General Disposal and Change of Use Consent (No.3) 2004 order highlights some limited circumstances in which the requisite approval has been delegated to the relevant local planning authority, which can decide whether the disposal or change of use meets the circumstances and criteria set out in the Consent Order13.

Consultation

An online survey was sent to 50 primary schools and a 70% response rate was achieved. A site visit and consultation was also carried out to all 12 secondary schools in Luton.

8.2: Current provision

Pitches located on education sites, make up half of the Borough’s total number of pitches. The following table outlines the total number and type of playing pitches provided on education sites within Luton (regardless of their availibility).

Table 8.1: Summary of pitches located on education sites

Analysis area Number of pitches Senior Youth Mini Rugby AGP Cricket football football football union Central 5 6 5 1 2 0 East 1 2 4 2 1 0 North 3 3 3 2 1 1 South 0 3 0 0 1 0 West 1 2 9 0 2 1 LUTON 10 16 21 5 7 2

Almost three quarters (71%) of the Borough’s junior football pitches are located on education sites. However, over a third (35%) of these is unavailable for community use. The table below further outlines the proportion of pitches which are currently available (although not necessarily being used) for use by the community (for regular competitive fixtures by local clubs).

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Table 8.2: Education pitches which are available for community use

Analysis area Number of pitches Senior Youth Mini Rugby AGP Cricket football football football union Luton Central 5 4 3 1 2 0 Luton East 1 2 1 1 1 0 Luton North 1 2 1 1 1 0 Luton South 0 1 0 0 1 0 Luton West 1 1 5 0 2 1 LUTON 8 10 10 3 7 1

Of the 39 pitches available for community use, just over half (51%) have no recorded play against them. For example, there are 21 mini football pitches at school sites, of which, only nine are actually available for community use and being used.

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PPS Site ID Site Name Analysis Area Community Use pitches on Ow nership Type Football Rugby Union Rugby League Cricket AGP site? Adult Youth Mini Senior Mini / Midi Senior Junior Primary 7v7 9v9 11v11 5v5 7v7 Additional Comments 3 Ashcroft High School East Yes/No mix Secondary School 1 1 1 1 6 Barnfield South Academy South Yes Secondary School 1 8 Barnfield West Academy West Yes Secondary School 1 1 Site has now been redeveloped as the new Barnfield West Academy

10 Beechw ood Primary School West Yes Primary School 1 School w as required to complete a community use agreement for playing fields as a requirement of a planning permission. Unclear w hether community use currently takes place in practice. 13 Bramingham Primary School North No Primary School 1 16 Bushmead Primary School Central Yes Primary School 1 I understand that community use of playing is or has taken place on this site 17 Cardinal New man Secondary School North Yes/No mix Secondary School 1 1 1 18 Challney Girls High School West Yes/No mix Secondary School 1 1 1 Pitches shared w ith boys school. Room for additional senior football pitch. Boys school pays to use AGP 19 Challney High School for Boys and Community College West Secondary School No pitches. See KKP ref 18 23 Dallow Primary School South No Primary School 1 Community use currently not taking place but this site w as the subject of a SE grant aw ard tow ards its faciltiies (MUGAs) and used to have communtiy use. Sport England currently in process of discussing reinstating community use w ith the school 24 Denbigh High School Central Yes/No mix Secondary School 1 1 25 Denbigh High Detached Playing Fields Central Yes Secondary School 1 1 Not included on Active Places so should be discussed w hen visiting Denbigh High School's main site and audited separately from main site. 26 Dow nside Primary School West Yes Primary School 1 This site has community use of playing field and has a competed community use agreement in place. Is separate to the adjoining Chaul End Lane Open Space.

27 Farley Junior School South Yes Primary School 1 Floodlit MUGA w as funded by Sport England. Unclear if any current community use. 30 Hillborough Junior School South No Primary School 1 I understand that community use of playing field is or has taken place on this site

31 Icknield High School North No Secondary School 2 1 1 37 Lea Manor High School North Secondary School Same site as KKP ref 38 40 Leagrave Primary School West Yes Primary School 1 41 Lealands High School North Yes Secondary School 1 Same grass pitches as Leagrave Park (Sundon Park) KKP ref 39 46 Luton Sixth Form College Central Yes/No mix College 2 1 1 1 49 Putteridge High School East Secondary School School has a large macadam/spongey area for tennis, etc. Also 3 netball courts. Also has offsite provision at KKP ref 52 50 Putteridge Junior School East No Primary School 2 52 Selsey Drive East Yes Secondary School 1 1 This is Putteridge High School's detached playing field so should be discussed w hen visiting Putteridge High School's main site and audited separately from main site. Poor quality pitches. Has tw o additional mini pitches not marked out 53 St Joseph's Catholic Junior School Central No Primary School 1 1 1 I understand that community use of playing is or has taken place on this site 54 St Martin De Porres Catholic Primary School West Primary School Potentially share pitches w ith KKP ref 72 59 The Meads Primary School North No Primary School 1 School w as required to complete a community use agreement for playing fields as a requirement of a planning permission. Unclear w hether community use currently takes place in practice. 62 Warden Hill Junior School North No Primary School 1 This site has community use of playing field and has a competed community use agreement in place.

64 Wigmore Primary School East No Primary School 1 I understand that community use of playing is or has taken place on this site

66 Woodlands Secondary School North Secondary School Special School - no pitches marked out but have playing fields 68 Chantry Primary Academy West Yes Primary School 2 69 Pirton Hill Primary West No Primary School 2 70 Sacred Heart primary School East Yes Primary School 1 71 Someries Junior School East Yes Primary School 1 72 Southfield Primary School West No Primary School 2 73 St Matthew s Primary School Central No Primary School 1 74 Sundon Park Junior School North Yes Primary School 1 1 75 Stopsley High School East No Secondary School 1

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8.3: Primary schools

The results of the online survey to primary schools to ascertain the quality, quantity and availability of outdoor sports pitch facilities are summarised below.

Quantity

The majority of primary/special schools (80%) have access to a playing field. Of these, all are located on the site of the school. One school also reported accessing additional pitches off site, Denbigh Primary School.

In total, 21% of playing fields contain a youth football pitch and 26% schools report that they have a mini football pitch. Three schools also have a 9v9 football pitch and one has a half size AGP.

Over three quarters of primary schools (10 in total) report that they have a generic grass field of a suitable size which could be marked out as a playing pitch if required.

In addition, over half (57%) of primary schools also have ‘other’ forms of outdoor sports facilities. These include marked running tracks and generic playgrounds with line markings for tennis/netball/basketball.

Quality

The majority of responses with regard to the condition of the playing fields are positive. Overall schools indicate that the quality is average or good with the majority (76%) rating grass coverage as good. Almost three quarters (71%) also rate the evenness of the pitch as good or adequate and 62% rate line markings as good or average. However, a significant number (38%) do also report evidence of damage to the surface. In addition, 29% report some instances of unofficial use and 10% report evidence of dog fouling.

Availability Based upon the schools that responded to the survey just under half (43%), state that its playing field is currently available for community use. In reality, the percentage which is actually in use is lower with 29% being recorded as used by local sports clubs as follows:

 Southfield Primary School  Sacred Heart Primary School  Sundon Park Junior School  Someries Junior School  Farley Junior School

In addition, there are also a number of primary schools (as listed below) which report that they have had community sports clubs previously playing on pitches or that they currently have teams accessing pitches for midweek/weekend training and other events:

 Southfield Primary School  Sacred Heart Primary School  Sundon Park Junior School  Someries Junior School  Farley Junior School

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Three schools state that their playing pitches are available but currently have no community use are:

 Foxdell Junior School  Chantry Primary Academy  Beechwood Primary School

It is likely that local clubs are unaware of the availability of these pitches and/or pitch quality issues and access to changing rooms may also inhibit clubs using the pitches.

Only one school (Someries Junior School) reports that they receive more interest to use their pitches than they can accommodate.

Over half of schools (52%) report that their pitches are unavailable for community use. Reasons include; access/management issues, negative past experiences doing so and simply no demand.

There are only four responding primary schools which indicate that they have specific changing accommodation to service their sports facilities and, of these, three of the four are available for community use.

The majority of changing accommodation (75%) is rated as either adequate or good quality, whilst 25% are rated as poor quality. This majority (75%) also have car parking available. Although, one school (Surrey Street Primary) reported that despite both changing and car parking facilities were good, they could not afford to use them as the costs of playing and ancillary facilities charged by the Council were too expensive.

Plans to develop or expand existing provision

Of responding schools, 29% report plans to develop or expand existing playing field provision.

Table 8.3: Primary school development plans

School Summary Ferrars Junior School Has an aspiration to install an artificial grass pitch. Surrey Street Primary Looking to use the tennis courts already bought but don’t have access to. Hillborough Junior School Planning for small building which will not reduce pitch size and for a container in which to keep sports equipment. Tennyson Road Primary School moving to Surrey Street Primary site in September 2014, School which are also subsequently moving site. No plans on current site. St Matthews Primary School Hoping to build an artificial grass pitch instead on the grass football pitch, however, no funding has been put into place. Farley Junior School Planning to secure funding from Sport England to resurface the two existing MUGAs on site, removing the middle fencing separating them to form one large surface. Warden Hill Junior School Significant building work planned which will significantly affect the fields.

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8.4: Secondary schools

The following table provides a summary of the key issues and findings relating to the quality of outdoor sports provision at secondary school sites identified via face to face consultation and site visits.

Table 8.4: Schools consultation summary

KKP School Summary ref 41 Lealands High The School has one AGP pitch, with two netball and four tennis courts. School Floodlit three quarter sized AGP pitch has community use every night and is well maintained by site staff. Neighbouring Council owned site is used which has one senior, one junior and one mini football pitch. During summer it is marked for three rounders pitches, a cricket pitch with artificial wicket and both track and field athletics. As such this is available for community use and maintained by Weedwise. The School reports that the netball/tennis courts have a slight slope and require winter cleaning. The Council football pitches were said to have reasonable drainage despite sloping inwards and have well marked lines with fully collapsible goalposts. 75 Stopsley High The School has no football pitches on site, instead use adjacent School Stopsley Common (former Luton Regional) for football and cricket. There is a rugby pitch on the school site which is overmarked for athletics and rounders in the summer. The playground is marked for netball, tennis and mini tennis. However, the School is unable to use the floodlit courts at the Regional due to missing fences and floodlight damage. Play Football also provides six 5x5 and two 7x7 floodlit 3G pitches on the school site, with changing facilities making it self-sufficient. The School report its own changing facilities as average quality and plans to build a new sports hall with changing facilities over the playground and tennis/netball courts. As part of the Government’s Priority Schools Building Programme the School is to be redeveloped and is likely to provide opportunities for new outdoor sports facilities. 18 Challney High On site pitches consist of one senior football pitch, one artificial cricket School for square, one 300m athletics track and four rounders pitches. The School Girls has space for one more senior football pitch which it could then rent out. It could also install a grass cricket square, however, not much PE taking place within school. School facilities currently managed and maintained by Mitie which is also keen to take on pitch booking responsibilities as it believes they are not marketed effectively. Pitches reported to drain well and with good line markings. School also has one, good quality sand AGP maintained by Weedwise and available for community use and used by Luton Hockey Club. 19 Challney High Challney Boys School use the girl’s school sports facilities. It does have School for three tennis courts, however, these are disused and there are plans to Boys convert them into a grass pitch. A new playing field is also being built on the site of the former girls’ school building.

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KKP School Summary ref 17 Cardinal School has one senior and one youth football pitch, one AGP, one rugby Newman pitch, one grass hockey pitch. There are also six tennis courts on hard Secondary playground surface, three netball courts and an athletics track marked School from Easter. All maintained by Village Garden Services. School reports pitches to drain well and lines marked every 3 to 4 weeks to be good, however, despite being fenced off they are subject to some resident dog fouling and unofficial use. Local community use by Bushmead Rovers FC and Pro Soccer workshops in evenings and half terms. AGP is old Redgra pitch and reported as very poor quality, being dusty in summer, flooding in winter and sinking in general. High demand in the area for grass pitches for community use including weekend as many local council pitches are unavailable. 8 Barnfield West School has one AGP and one grass youth football pitch. Both are used Academy for community use (as part of the community use agreement). AGP is booked up for most weekday evenings by Football Mundial and Soccer League UK 6 a side leagues, however, school is finding it hard to break even from renting of facilities. Despite pitch being marketed to all clubs, demand for these is less than initially thought and now using a third less of pitch. As a result free Friday sessions are being offered to try to attract new interest. Beds FA has advised that the £31.20 fee per third per hour is too expensive and is contributing towards less demand, however, due to conditions of community use agreement are committed to it. 6 Barnfield There are no grass pitches on this site, only one AGP. Used extensively South by Luton Town FC Academy and as such offered at a discounted rate. Academy Otherwise not as much use as Barnfield West Campus. Some tension between the School and external users regard to the condition of the facilities after use. 49 Putteridge On site facilities include three netball courts and a large High School macadam/sponge-like surface suited to tennis, netball and softball. School has no grass pitches on site, instead using Selsey Drive, seven minutes’ walk. Off-site provision includes one senior and one youth football pitch, two unmarked 6v6 mini pitches, two rounders pitches and athletics track. There is room for more pitches e.g. a cricket pitch. The pitch grass pitches are quite even with adequate drainage, however, with heavy rain can become boggy. Pitches are maintained by O’Connor, however, is expensive as lines marked and grass cut every fortnight. Pitches are available for community use and are used by AFC Luton free of charge as part of a school club partnership. Tennis courts also now being booked occasionally.

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KKP School Summary ref 3 Ashcroft High The School has one senior and one youth football pitch, one rugby pitch, School one artificial cricket wicket and one floodlit AGP. These are overmarked to provide for three rounders pitches, two softball pitches and field athletics. The grass pitches are reported to drain well due to relatively new drainage installed eight years ago, with only a slight slope, with no unofficial use or use from students during the day. A lack of storage for goalposts means they have become rusty and the sockets on football pitches especially are poor. Facilities are maintained by Weedwise. AGP is full size, medium pile and needs resurfacing within at least 18 months, however, still short of sinking fund money required. Available for community use and School looking to increase usage, currently used week nights by Beds FA for initiatives and development centres and by weekend five a side leagues. Also used by Crawley Green FC with whom the School has a partnership. 37 Lea Manor The School uses facilities on Lea Manor Recreation Ground for grass High School pitch provision where there is one adult football pitch and two 9v9 pitches, which are also marked for athletics use in the summer. Access is open as involvement is half school half council. The quality of the pitches is poor, based on a clay area with poor soil quality. They are available for community use through the council who hire them out for weekend football teams to use. The school also has a poor quality AGP which is subject to flooding, sloping and from which sand comes off into the drains. It is however being replaced in the autumn by a new full size 3G AGP, slightly bigger than the current one. It is used for after school sports but is also available for community use. Onsite there is also five tennis courts, three netball courts and a basketball court. The changing facilities for adults were reported as good; however the children’s changing facilities are of very poor quality. 31 Icknield The School has fairly extensive playing fields which include two senior Academy football, two rugby union and one cricket pitch. It also has two court areas both with three tennis courts each. Although there is no current community use of the facilities, the school would be willing consider it if demand exists. 24 Denbigh On site, the School has one senior grass football pitch and a half size Academy 3G pitch built in 2005. The 3G pitch is well used for community use; however, there is no use of the grass pitch. The site also contains tennis courts which it intends to convert to netball courts due to community demand for netball. The School also owns a playing field site on Bishopcote Road, although it is fenced off to the public, it adjoins William Austin Junior School playing fields. It contains one youth and one mini pitch. The School does not use the facility due to it being located too far away and as such the School would like to lease it to a club. The pitches are generally adequate quality but the changing rooms on site are very poor quality.

8.5: Colleges

Barnfield College and Luton Sixth Form College both provide extensive outdoor sports facilities. The facilities have been referenced throughout the document in the sports specific sections but a breakdown can be found below:

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KKP College Summary ref 5 Barnfield The College has four adult, one 5v5 and one 7v7 grass football pitches Health & all assessed as standard quality. The pitches are available for Fitness Suite community use and used by several teams in the area. LBC currently act And Barnfield as agents to let out the football pitches but the responsibility will be College transferred to the College in 2014. 46 Luton 6th Form The College has two 9v9 and one youth 11v11 football pitches, one College senior rugby union pitch and full size sand based AGP. The pitches are available for community use and used by many teams in the area. The grass football pitches are assessed as standard quality, the rugby union pitch is standard and the AGP is assessed as good quality. Although the AGP is good quality there are no floodlights and so the pitch cannot be used during the week for training in winter.

Education summary  The majority of schools (80%) have access to playing fields.  Almost three quarters (71%) of the Borough’s junior football pitches are located on education sites. However, over a third (35%) of these is unavailable for community use.  Of the 39 pitches available for community use on school sites, just over half (51%) have no recorded play against them. For example, there are 21 mini football pitches at school sites, of which, only nine are actually available for community use and being used.  Of the 43% of primary schools currently available for community use, only six have actual regular community use, and three have no current use of their playing pitches. The reasons for lack of use include; access issues, management issues, no demand and negative past experiences of community use.  10 primary schools (83%) have a generic grass area that would be suitable to mark out an additional playing pitch.  (57%) of primary schools have ‘other’ forms of outdoor sports facilities. These include rounders pitches and generic playgrounds with various line markings.  Secondary schools make a significant contribution to the overall provision of outdoor sports facilities in Luton. Where schools provide AGPs they are available for community use. However, most report that spare capacity.

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APPENDIX 1: CONSULTEE LIST

Organisation Name Designation Active Luton Stewart Trower Group Operations Manager Active Luton Helen Barnet Chief Executive ECB Chris Whitaker Funding & Facilities Manager England Hockey Laura Swanston Relationship Manager Jane Conway Luton Council Development and Business Manager (Parks) Lisa Rowe Luton Council Parks Facilities Manager RFU Peter Shaw Funding & Facilities Manager Sandra Hayes Luton Council Community Development Service Manager Sport England Roy Warren Planning Manager Steve Battlebury Luton Council Parks Operations Manager Team Beds & Luton Mark Stokes Coaching Development Manager Team Beds & Luton Lloyd Conaway Director The FA Mark Liddiard Funding & Facilities Manager The FA Kevin England County Development Manager University of Bedfordshire Lee Allen Internship Manager at University of Bedfordshire Clubs and leagues 61 FC Richard Everitt Secretary A.C. Cadoza Peter Ongley Secretary A.C. Sportsman (STOPSLEY) Ben Henry Secretary A.F.C. Chequers Caddington Dean Carney Secretary A.F.C. Clophill Heather James Secretary A.F.C. Luton Mark Burns Secretary A.F.C. Sundon Claire Smith Secretary A.S.R. Elite Musthafa Hussain Secretary A-Line Flyers Netball club Louise Harwood Secretary Arrows Netball Club Lucy Eaglen Secretary Ashcroft Bowling Club John Weedon Secretary Bedfordshire & Hertfordshire David Baker Secretary County Women's Football League Bedfordshire & Hertfordshire Saeed Iqbal Chair Sunday Cricket League Bedfordshire County Football Barry Snelson General Secretary League Bedfordshire Youth Saturday Scott Mitchell Fixtures Secretary League Beech Hill Bowling Club Patricia George Secretary Blue Line Aces FC Sam Huwa Secretary Brache Nations FC Syed Ali Secretary Brache Sparta FC Graham Caves Fixtures Secretary Broadwalk United FC Harbans Gill Secretary Bury Park Saracens FC Ash Iqbal Secretary Celtic S.C. (LUTON) FC Kevin Bermingham Secretary Chiltern Hockey Club Hilary Ward President Chiltern Junior Sevens Football Steve Chamberlain Assistant General Secretary

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Organisation Name Designation League Christians In Sport (LUTON) FC Jamie Nolan Secretary Claddagh Gaels Ladies Gaelic Unknown Secretary Football Club Club Lewsey FC Mark Pontefract Secretary Co-op Green Man FC Richard Smith Secretary Co-op Luton Bowls Club Brian Miles Secretary Crawley Green Youth FC Ron Bates Secretary Crawley Green Youth FC Eddie Downey Chair Dunstable Town Cricket Club Andrew Boocock Secretary EB Lions FC FC Polonia (LUTON) Piotr Warzocha Secretary Gardeners Call (LUTON) FC Stuart Wells Secretary Kashmir Cavaliers Cricket club Tahir Bashir Secretary Kent Athletic Bowls Club Nick Cornish Secretary Kent Athletic FC George Trott Secretary Kingsway Cricket Club Aftab Ali Secretary L.U. Four FC Denise Barbour Secretary Lancaster Avenue Bowls Club John Millard Secretary Leighton & District Sunday Football Sid Clear Secretary League Lewsey Centre Youth FC Alison Hawkins Secretary Lewsey Park FC Katy McGlynn Secretary Lilley Rangers Dennis Townsend Secretary Luton Athletics Club Catrina Lewis Coaching Coordinator Luton Athletics Club Paul Brooks Chairman Luton Borough (SUNDAY) Andi Cook Secretary Luton Borough Football Club Steve Chamberlain Vice Chair Luton Boys FC John Musto Chair Luton Caribbean Cricket Club Godfrey Arthur Secretary Luton Caribbean Cricket Club Dudley Belone Fixtures Secretary Luton District & South Beds David Snaith Chair & Fixtures Secretary Football League Luton Eagles Cricket Club Luton Eagles Secretary Luton Haiderys Cricket Club Luton Haiderys Secretary Luton Hawks Cricket Club Naeem Akhtar Director Luton Leagrave AFC Matthew Copeland Secretary Luton Old Boys Thomas Gray Secretary Luton Pakistanis Cricket Club Shamus Uddin Secretary Luton Sporting Club FC Giuseppe Fierro Secretary Luton Town & Indians Cricket Club Dipak Parsooth Secretary Luton Town Hockey Club Tricia Murphy Deputy Chair Luton Town Ladies FC Dave Baker Club Manager Luton United FC Adam Burgess Secretary Luton Vagrants Hockey Club James Cartledge Secretary Luton West End Bowls club Ray Dodd Secretary Luton, Dunstable & District Netball Julie Kightley Chair League

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Organisation Name Designation Lutonians Cricket Club Sam Parkar Chair Manor Old Boys FC Mark Hillyard Secretary Sporting Sundon FC Sean Moore Secretary St Joseph’s YFC Declan Marks Treasurer St. Josephs(Sunday) FC Patrick Corrigan Secretary St. Vincents GAA Club William Joyce Secretary Stockwood Park Athletics Track Catrina Lewis Facility Manager Stockwood Park Golf Club Terry Nicholls Facility Manager Stockwood Park Rugby FC Lee Allen Secretary Stopsley Stingers FC Matthew Castleman Secretary Stopsley Striders Jogging Club Mark Sains Secretary Sundon Athletic Youth FC Mick Dearden Secretary Sundon Park Rangers Helen Conway Secretary (SATURDAY) FC Sundon Park Rangers Colts FC Chris Bradwell Chairman Vauxhall Lawn Tennis Club Daniel Pymont Coach Vauxhall Rugby FC Leo O' Neill Secretary Warden Hill Tigers FC Janice Collett Secretary Wardown Park Bowls Club Neville Burgess Secretary Wigmore Arms (LUTON) FC David Cox Secretary Wigmore Sports FC Martin Wheeler Secretary Schools Ashcroft High School Sam Clayton Head of PE Barnfield South Academy John Lincoln Assistant Principal Barnfield West Academy Anthony Basham Head of Asset Development Beechwood Primary School Unknown Representative Cardinal Newman Secondary Zoe Gazeley. Head of PE School Challney Girls High School Sarah Hedley Business Manager Paul Fox Facilities Manager Challney High School for Boys and Graham Sells Head of PE Community College Chantry Primary School Unknown Representative Cheynes Infant School Unknown Representative Crawley Green Infant School Unknown Representative Denbigh High School Teresa Kelly Business Manager Denbigh High School Martin Brooks Facilities Manager Denbigh Primary School Unknown Representative Farley Junior School Unknown Representative Ferrars Junior School Unknown Representative Foxdell Infant School Unknown Representative Foxdell Junior School Unknown Representative Hillborough Infant School Unknown Representative Hillborough Junior School Unknown Representative Icknield High School Adam Smith Deputy Head Lea Manor High School John Salisbury Deputy Head Leagrave Primary School Unknown Representative Lealands High School Steve Didlick Head of PE

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Organisation Name Designation Norton Road Primary School Unknown Representative Pirton Hill Primary School Unknown Representative Putteridge High School Louise Nicholls Head of PE Putteridge Primary School Unknown Representative Ramridge Primary School Unknown Representative Sacred Heart Primary School (VA) Unknown Representative RC Someries Infant School Unknown Representative Someries Junior School Unknown Representative Southfield Primary School Unknown Representative St. Joseph's Infant School (VA) RC Unknown Representative St. Joseph's Junior School (VA) RC Unknown Representative St. Martin de Porres Primary Unknown Representative School (VA) St. Matthews Primary School Unknown Representative Stopsley High School John Williets Assistant Head Sundon Park Junior School Unknown Representative Surrey Street Primary School Unknown Representative Tennyson Road Primary School Unknown Representative The Ferrars Academy, Infant Unknown Representative School The Meads Primary School Unknown Representative Warden Hill Infant School Unknown Representative Warden Hill Junior School Unknown Representative Waulud Primary School Unknown Representative Wenlock Junior School (Church of Unknown Representative England) Whitefield Primary School Unknown Representative William Austin Infant School Unknown Representative Woodlands Secondary School Jill Miller Head Teacher

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APPENDIX 2: 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

Sport England: A Sporting Habit for Life (2012-2017)

In 2017, five years after the Olympic Games, Sport England aspires to transforming sport in England so that it is a habit for life for more people and a regular choice for the majority. Launched in January 2012 the strategy sets out how Sport England will invest over one billion pounds of National Lottery and Exchequer funding during the five year plan period. The investment will be used to create a lasting community sport legacy by growing sports participation at the grassroots level following the 2012 London Olympics. The strategy will:

 See more people starting and keeping a sporting habit for life  Create more opportunities for young people  Nurture and develop talent  Provide the right facilities in the right places  Support local authorities and unlock local funding  Ensure real opportunities for communities

The vision is for England to be a world leading sporting nation where many more people choose to play sport. There are five strategic themes including:

 Maximise value from current NGB investment  Places, People, Play  Strategic direction and market intelligence  Set criteria and support system for NGB 2013-17 investment  Market development

The aim by 2017 is to ensure that playing sport is a lifelong habit for more people and a regular choice for the majority. A specific target is to increase the number of 14 to 25 year olds playing sport. To accomplish these aims the strategy sets out a number of outcomes:

 4,000 secondary schools in England will be offered a community sport club on its site with a direct link to one or more NGBs, depending on the local clubs in a school’s area.  County sports partnerships will be given new resources to create effective links locally between schools and sport in the community.  All secondary schools that wish to do so, will be supported to open up, or keep open, their sports facilities for local community use and at least a third of these will receive additional funding to make this happen.  At least 150 further educational colleagues will benefit from a full time sports professional who will act as a College Sport Maker.  Three quarters of university students aged 18-24 will get the chance to take up a new sport or continue playing a sport they played at school or college.  A thousand of our most disadvantaged local communities will get a Door Step Club.  Two thousand young people on the margins of society will be supported by the Dame Kelly Holmes Legacy Trust into sport and to gain new life skills.  Building on the success of the Places People Play, a further £100 million will be invested in facilities for the most popular sports.  A minimum of 30 sports will have enhanced England Talent Pathways to ensure young people and others fulfil their potential.

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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 and qualitative deficiencies and 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 sites, including playing fields, should not be built on unless:

 An assessment has been undertaken, which has clearly shown that the site 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 methodology to undertake such assessments should be informed by best practice including Sport England’s Guidance ‘Developing a Playing Pitch Strategy’ and ‘Assessing Needs and Opportunities: A Companion Guide to PPG17’. Despite PPG17 being replaced by the NPPF, the Companion Guide still offers relevant guidance about undertaking a needs assessment.

A Sporting Future for the Playing Fields of England

It is Sport England’s policy to object to any planning application, which will result in the loss of a playing field, unless it meets one of five exceptions as defined in ‘A Sporting Future for the Playing Fields of England’. Protection of playing fields was enhanced in 1998 with Circular 9/98 (replaced in 2009 by Circular 02/09), which stipulates that where a local authority is minded to grant planning permission against Sport England’s advice on land owned by a local authority or used for educational purposes, then the application should be referred to the relevant Government Office for possible ‘call in’.

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The FA National Game Strategy (2011 – 2015)

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:

 Growth and retention (young and adult players)  Raising standards and behaviour  Better players  Running the game  Workforce  Facilities

‘The National Game Strategy’ reinforces the urgent need to provide affordable, new and improved facilities in schools, clubs and on local authority sites. Over 75% of football is played on public sector facilities. The leisure budgets of most local authorities have been reduced over recent years, resulting in decaying facilities that do not serve the community and act as a disincentive to play football. The loss of playing fields has also been well documented and adds to the pressure on the remaining facilities to cope with the demand, especially in inner city and urban areas.

The growth of the commercial sector in developing custom built five-a-side facilities has changed the overall environment. High quality, modern facilities provided by Powerleague, Goals and playfootball.net for example, have added new opportunities to participate and prompted a significant growth in the number of five-a-side teams in recent years.

The FA National Facilities Strategy (2013 – 2015)

The recently launched National Facilities Strategy sets out the FA’s long term vision for development of facilities to support the National Game. It aims to address and reflect the facility needs of football within the National Game. The National Game is defined as all non- professional football from Steps 1-7 of the National League System down to recreational football played on open public space. The role of facilities will be crucial in developing the game in England. One of the biggest issues raised from ‘the Big Grassroots Football Survey’ by that of 84% respondents, was ‘poor facilities’.

The FA’s vision for the future of facilities in England is to build, protect and enhance sustainable football facilities to improve the experience of the nation’s favourite game. It aims to do this by:

 Building - Provide new facilities and pitches in key locations to FA standards in order to sustain existing participation and support new participation.  Protecting -Ensure that playing pitches and facilities are protected for the benefit of current and future participants.  Enhancing - Invest in existing facilities and pitches, ensuring that participation in the game is sustained as well as expanded.

The Strategy commits to delivering in excess of £150m (through Football Foundation) into facility improvements across the National Game in line with identified priorities:

 Natural grass pitches improved – target: 100  A network of new AGPs built – target 100  A network of refurbished AGPs – target 150  On selected sites, new and improved changing facilities and toilets

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 Continue a small grants programme designed to address modest facility needs of clubs  Ongoing support with the purchase and replacement of goalposts

It also commits to:

 Direct other sources of investment into FA facility priorities  Communicate priorities for investment across the grassroots game on a regular basis  Work closely with Sport England, the Premier League and other partners to ensure that investment is co-ordinated and targeted

England and Wales Cricket Board (ECB) Champion Counties Strategic Plan 2014 – 2017

The England and Wales Cricket Board unveiled a new strategic plan in May 2013 which seeks to deliver successful England teams at all levels, to produce a vibrant domestic game as well as increasing participation during the period 2014-17. It builds on the 2005 plan, Building Partnerships and the subsequent 2009 initiative, Grounds to Play.

The plan will take advantage of local partnerships developed in earlier plans and support local delivery of priorities through the County network. It targets operational excellence to make maximum use of scarce resources and facilities during a time of economic austerity.

Among the targets set under the four pillars of Effective Governance, Vibrant Domestic Game, Enthusing Participation and Successful England teams, which are relevant to the playing pitch strategy, are:

 An increase in participation as measured by Sport England’s Active People Survey from 183,400 to 197,500  Expand the number of clubs participating in NatWest CricketForce from 2,000 to 2,200  Increase the number of cricket’s volunteers to 80,000 by 2017  Expand the number of participants in women’s and disabilities cricket by 10% by 2017  To increase the number of TwelfthMan members from 220,000 to 250,000 by 2017  Complete an approved Community Engagement programme with all 18 First Class Counties and MCC  For each £1 provided in facility grants through the ‘Sport England Whole Sport Plan Grant Programme’ ensure a multiplier of three with other funding partners  Provide a fund of £8.1m of capital investment to enhance floodlights, sightscreens, replay screens, power sub-stations and broadcasting facilities at First Class County venues  Provide an interest-free loan fund to community clubs of £10 million  Qualify and engage 50 Level 4 coaches to support the development of professional cricketers  Expand the number of coaches who have received teacher level 1, 2 or 3 qualifications to 50,000  Provide a fund of £2 million for community clubs to combat the impact of climate change  Introduce a youth T20 competition engaging 500 teams by 2017

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The Rugby Football Union National Facilities Strategy (2013-2017)

The recently launched 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 470 grass root clubs and 1500 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 (EH)

‘The right pitches in the right places14’

In 2012, EH released its facility guidance which is intended to assist organisations wishing to build or protect hockey pitches for hockey. It identifies that many existing hockey AGPs are nearing the end of their useful life as a result of the installation boom of the 90’s. Significant investment is needed to update the playing stock and protect the sport against inappropriate surfaces for hockey as a result of the rising popularity of AGPs for a number of sports. EH is seeking to invest in, and endorse clubs and hockey providers which have a sound understanding of the following:

 Single System – clubs and providers which have a good understanding of the Single System and its principles and are appropriately places to support the delivery.  ClubsFirst accreditation – clubs with the accreditation are recognised as producing a safe effective and child friendly hockey environment  Sustainability – hockey providers and clubs will have an approved development plan in place showing their commitment to developing hockey, retaining members and providing an insight into longer term goals. They will also need to have secured appropriate tenure.

14 http://englandhockey.co.uk/page.asp?section=1143§ionTitle=The+Right+Pitches+in+the+Right+ Places December 2013 Final Assessment Report: Knight Kavanagh & Page 124 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

APPENDIX 3 – FOOTBALL NON-TECHNICAL SITE ASSESSMENT FORM

Non Technical Visual Quality Assessment - Football Please complete one form per pitch

Site reference: Site Name: 6 figure grid reference Pitch ID(s): Number of pitches on site: Pitch size: (Adult, Youth 11v11, 9v9, 7v7 Mini, 5v5, 7v7) Availability Are any other pitches marked out over this pitch? If yes, please indicate what pitches are overmarked? (i.e. one youth pitch is overmarked on a adult pitch) in Pitch Issues

Weather at time of visit

Pitch Issues:

Assessment Criteria (please rank each of the following aspects for each pitch with an 'X' in the coloured box to the right of the chosen answer) Element (Gathered via a non technical site assessment) Rating Guidance notes Comments

Playing surface

Grass Cover Good >80% Standard 60-80% Poor <60% Walk through the middle of the pitch Does the pitch meet The FA minimum size? Yes - as per the largest size allowed Within FA recommended guidelines No See size chart below for recommended dimensions Slope of pitch (gradient and cross fall) Flat Moderate Severe Length of grass Good Too long Too short Good 30mm-50mm, Too long 51mm plus, Too short, 29mm less Eveness of pitch Good Adequate Poor Problem Areas: Evidence of dog fouling/glass/litter/vehicle None Yes - some Yes - lots tracks

Problem Areas: Evidence of unofficial use/damage to the None Yes - some Yes - lots surface

Problem Areas: Evidence of poor drainage No evidence of standing water or poor drainage Some evidence of poor drainage Yes, poor drainage Maintenance programme Preview (information from maintenance schedule or grounds team) Section total Are any of the items applied to the pitches during the course of the season to support the maintenance Grass cutting Yes, as required Yes, but not frequent enough No

Seeded Yes, as required Not known No

Aerated (per year) Three or more times Once/ twice No

Sand dressed Within the last 12 months Within the last 12 months No

Fertilised Within the last 12 months Within the last 12 months No

Weed killed Within the last 12 months Within the last 12 months No

Section total

NB If none of this information is provided you should assume that only the grass is being cut and the rest of the maintenance items should be marked with the lowest score option.

PITCH SCORE 0.0% RATING Poor

Built facilities Quality (the following information will provide a quality rating for the changing room and ancillary facilities) Comments

Is there a clubhouse on site? Yes No

Is there a kitchen or bar within the clubhouse? Yes No

Is there a set of changing rooms for the pitch? Yes No

Quality of the changing accommodation (exterior)? Good Adequate Poor

Quality of changing accommodation (interior)? Good Adequate Poor

Shower provision Self contained in dressing rooms Communal None

Is there dedicated toilets for players? Self contained in dressing rooms Communal player toilets None

Is there an officials changing room? Yes, with dedicated toilet/shower Yes, but shared toilet/shower No

Is there access to dedicated spectator toilets? Yes No

Is there a dedicated medical room? Yes No

Are accessible (DDA compliant) facilities provided? Yes No DDA compliant

Is appropriate car parking available? Yes No

Is there a boundary fence preventing unauthorised access? Yes No

Section total

BUILT FACILITIES QUALITY SCORE 0.0% Poor

Ancillary Issues:

Pitch ancillary facilities (The following information does not influence the site assessments but is valuable for when discussing site by site action plans)

Are goalposts safe? Yes No Goalposts should comply with British Standards. A Code of Practice BS 8461 has also been completed and copies of all of these three standards are available from the British Standards Institute. Is the pitch floodlit? Yes No

Is there a perimeter rail around the pitch? Yes No eg: stadia rail ideally 1.1m high

Is there a covered stand? Yes No For spectators to watch

Pitch size guidance SAVE this completed form with an appropriate name Age Format Pitch size (yards) Maximum Goal Size (feet) BEFORE clicking one of the two buttons below. (maximum CLEAR FORM format but for next Site can play (completely clears ALL fields on the form) smaller numbers) CLEAR FORM U7 5 v 5 30x20 to 40x30 12 x 6 Scoring: for next Pitch on this Site (clears ONLY the Pitch fields on the form, U8 5 v 5 30x20 to 40x30 12 x 6 100% - 75% Good leaving the Site fields intact) U9 7 v 7 50x30 to 60x40 12 x 6 74.9% - 50% Standard U10 7 v 7 50x30 to 60x40 12 x 6 49.9% - 0% Poor

December 2013 Final Assessment Report: Knight Kavanagh & Page 125 LUTON BOROUGH COUNCIL PLAYING PITCH ASSESSMENT

APPENDIX 4 – CRICKET NON-TECHNICAL SITE ASSESSMENT FORM

Non Technical Visual Quality Assessment - Cricket Please complete one form per pitch

Site reference Site Name 6 figure grid reference No of Pitches: Pitch ID No of wickets: Natural Non turf Weather at time of visit: Availability Community Use - used, Community Use - unused, No Community Use, Available but Unused General comments/observations

*You will need a cricket ball and ruler to assess wicket quality as indicated

Assessment Criteria (please rank each of the following aspects for each pitch with an 'X' in the coloured box to the right of the chosen answer).

Element Rating Guidance notes Site comments (use the guidance notes to help complete)

About the cricket outfield Grass coverage Good Acceptable Poor <80% falls below the ECB basic standard Length of grass Good Acceptable Poor Ideally 12mm - 25mm Evenness Even Uneven Ball should run without deviation or ramp Evidence of Dog fouling/glass/stones/litter? None Yes Immediate action May also wish to refer to user survey. If yes, refer to required contractor/site manager Evidence of Unofficial use? None Yes Immediate action eg informal, casual use, unbooked use, kids kickabout etc. May required also wish to refer to user survey. If yes, refer to contractor/site Evidence of Damage to surface? None Yes Immediate action eg from vermin/animals - rabbit, gulls and foxes etc may also required wish to refer to user survey Artificial Wickets section total Is the wicket and surrounds married in Yes No There should be no trip points Evenness of wicket Even Uneven There should be no contours in surface levels Stump holes Yes No Should be no wider than a standard cricket ball Moss or materials in the surface Yes No There should be none Rips or surface lifting Yes No If “yes” contact site manager Surface worn in high traffic areas - creases Yes No If “yes” contact site manager Hardness - does the ball rebound when thrown straight down? Yes No Grass Wickets section total Presence of line markings Yes No Evidence of rolling Yes No i.e. is wicket smooth and uniform Evidence of straight cut and height Yes No 3mm on match wicket/12mm rest of square Evidence of repair work on old wickets Yes No Grass coverage (square and wickets) Yes No Scale: 80%+ = Yes, 80%> = No Please note that <80% falls below the ECB basic standard Hardness - does a cricket ball thrown straight down into the surface Yes No rebound/bounce? Changing/ Pavilion section total Umpires provision Yes No Toilets Yes No Hot/cold water Yes No Heating Yes No Condition of building Good Acceptable Requires attention

Non Turf Cricket Practice Nets section total Is the wicket and surrounds married in (no trip points) Yes No Evenness of wicket (no contours in surface levels) Even Uneven Stump holes (no wider than a standard cricket ball) Yes No Moss or materials in the surface (should be none) Yes No No rips or surface lifting Yes No Surface worn in high traffic areas - crease Yes No Hardness - does the ball rebound when thrown straight down Yes No Is the steel frame/ posts upright? Yes No Ideally assessed with a spirit level but can be achieved by eye.

Are steel cross members detached? Yes No Are all posts and net fixings in place? Yes No Can a ball pass through any part of the netting? Yes No Is appropriate safety/ supervisory signage present? Yes No section total Maximum score 180 Scoring Score Percentage Facility Present? Potential Rating: Poor Score Outfield 0 0% No Artificial Wickets 0 0% No Grass Wickets 0 0% No SAVE this completed form with an appropriate name Changing/Pavilion 0 0% No BEFORE clicking one of the two buttons below. Non Turf Practice 0 0% No CLEAR FORM Overall score 0 0% for next Site (completely clears ALL fields on the form)

CLEAR FORM Rating: <=50% Poor for next Pitch on this Site 51-80% Standard (clears ONLY the Pitch fields on the form, >81% Good leaving the Site fields intact)

December 2013 Final Assessment Report: Knight Kavanagh & Page 126 Playing Pitch Strategy – Action Plan 2014-2016

Borough Wide Impact Central Sites in Luton

Item Sites Priority Recommended actions Impact/Benefits Partners Resources No 1 Luton Sixth Form Strategic Priority Consideration of an artificial cricket square (to the south east of Borough Wide Impact ECB & LBC Not Identified College the college site on the college frontage), to be developed as part Cricket squares are a high priority. This would help to of new cricket academy. To work in partnership with ECB and reduce the heavy deficits in cricket provision. College to ensure it is available for community use, female cricket, full DDA access. 2 Upper Wardown Local Priority LBC are to work in partnership with LTICC in order to support the Accessibility for women’s teams, people with LBC/LTICC Resources Park Club to carry out changing facility refurbishments following from disabilities and youth would be greatly improved. Identified funding received. 3 Wardown Park (Main Local Priority Consider decommissioning of bowling green and consider scope Maintenance costs will be reduced if the bowling LBC & Bowls Resources park) of other options. green which is underused is no longer maintained. England Identified Demand can be met on the adjacent green. 4 Lower Wardown Strategic Priority Relocate the artificial wicket to the edge of the square subject to Borough Wide Impact LBC & ECB Not Identified Park funding. Relocation of the artificial cricket will reduce wear and tear of the fine turf wickets which should help to maintain quality. Helps sustain cricket including for existing BME groups and planned junior cricket development. Local Priority Seek funding to repair and restore the cricket terracing. Improvements to the terracing will improve the Not Identified playing experience give opportunities for spectators. 5 Peoples Park-Bells Strategic Priority Investigate opportunities to provide 5 aside goals to encourage Informal recreation is important in Luton. 5 a side LBC, FA & ECB Not Identified Close casual play away from formal pitch. goals will increase provision for local junior and adult residents wishing only to take part in casual play. 6 Blundell Road Local Priority Consider options for partnership working/lease with Luton United Facilitate expansion of youth and adult ethnic minority LBC & FA Resources Recreation Ground FC to provide greater on-site presence and self-management football. Self-management will take some financial Identified opportunities, and possible funding opportunities to improve the costs away from LBC; improved facility will help facility. sustain use. Seek funding to implement the site improvement plan identified Improved facilities for wider community use including Not Identified through the Your Say, Your Way area based consultations, in increased DDA accessibility, and improved safety for particular improvements to access and site definition/signage. vulnerable groups including women, the elderly and children.. 7 Alder Crescent Local Priority Ensure that access to alternative changing facilities is provided; or Enables further expansion and encourages ethnic LBC & FA Not Identified Recreation Ground consider transferring play to another site; or pursue asset transfer minority youth and adult football, and retains (Solway Road) which would include possibility of funding for required pitch community facilities including DDA accessibility. improvements. 8 Luton Town Bowls Local Priority To work in partnership with Club and Bowls England in order to Maximising usage and increasing participation in the LBC, Bowls Resources club increase membership as has significant capacity sport. Also provides social/health benefits and is a key England Identified sport for the elderly including people with North Sites in Luton

Item Sites Priority Recommended actions Impact/Benefits Partners Resources No 1 *Leagrave Park Local Priority Convert two adult pitches to 11v11 if feasible in order to resolve Meets overplay and future demand for junior LBC Not Identified (Sundon Park) the overplay and unmet demand for youth football in this area. footballers. Add cricket strip to the square, subject to funding to address Accommodates over play thereby improving quality of Not Identified overplay. pitch for players who are predominantly from BME groups. 2 Lea Manor High Local Priority Working in partnership with schools, convert sand based AGP to Meets the shortfall in 3G pitch provision and LBC, FA, Active Resources School/ Lea Manor 3G maximised community use, especially for football Luton Identified Recreation Ground training. Work with the Luton netball league and England Netball to Maximise usage of the courts and shortfall in league England Netball Not Identified explore opportunities to use the site as a venue. venues addressed. & Luton League Active Luton, LBC * Consideration must be given to protect the Scheduled Monument, areas of County Wildlife site designation and the Leagrave Park Heritage Lottery Funded plan agreed for the park. East Sites in Luton

Item Sites Priority Recommended actions Impact/Benefits Partners Resources No 1 Stopsley Common Strategic Priority The site is a District Park with various sporting and recreational uses and Borough wide impact. LBC, CT, FA, ECB, Resources (Luton Regional and site designations (which are sometimes conflicting) including District LTA, Active Luton, & Identified Lothair Road Wildlife Site and pending classification as a site of importance by English Work in collaboration with all partners to develop a Conservation Recreation Grounds) Heritage. A holistic plan will be required for the whole site in order to pursue coherent plan for the whole site thereby identifying bodies, TB&L funding for master plan and related consultation. priorities for implementation. 2 Luton Regional Strategic Priority Explore possibilities of combined netball and tennis courts at Stopsley High Borough Wide Impact LBC, FA, ECB, Not Identified Recreation Ground School – due for installation in 2015 - including for community use. Maximised usage of a popular, strategic site. England Netball & (Stopsley) The site is subject to the master plan Helps to address shortfall in league netball venues and LTA, TB&L helps to increase junior participation. Will encourage more people to play tennis. New pavilion to be created and funds secured for running costs - to support Borough Wide Impact Partially 3 cricket pitches and junior football. Pursue funding for junior pitch Provision of new pavilion will support continued usage of Identified improvements and relocations across Stopsley Common. the site for 3 cricket pitches and junior football, and facilitates female football and cricket at this site. Moving and improving junior pitches to one new area will assist junior football development, tournaments and segregate adults and juniors across the Stopsley Common site. 3 Crawley Green Local Priority Transfer youth play to Rayhnam Way Recreation Ground. Helps to increase junior football participation for adults LBC & Luton Resources Recreation Ground and juniors, male and female. Friends of Parks and Identified Greenspace Strategic Priority Explore the upgrading of the site Borough Wide Impact LBC & Luton Not Identified Seek funding to create a master plan for the site to look at opportunities to Increased junior and adult football, cricket, community Friends of Parks and meet community needs play, and netball and improves access. Greenspace Consider resurfacing of floodlit courts to old netball pitch subject to funding. 4 Lothair Road Strategic Priority Explore the options of installing artificial cricket wickets and/or grass cricket Helps to address shortfall of cricket pitches. LBC & ECB, TB&L Not Identified Recreation Ground pitch to accommodate demand from midweek and Sunday Leagues. (Stopsley) Look at funding options and other possibilities for upgrading the facilities. Improves quality of the facility thereby maximising usage Resources to accommodate transfer matches from Wigmore. Identified Includes improved access/toilet facilities for people with disabilities; and allows for separate female changing and kitchen/social area for future cricket provision. Consider leasing to league/clubs. Provides security of tenure/sustainability to a nomadic Not Identified club and reduces running costs to LBC. 5 Ashcroft Road Local Priority Work with the Club to increase membership to address the spare capacity Maximising usage and increasing participation in the Bowls England Resources Recreation Ground on bowling green. sport. Also provides social/health benefits and is a key Identified sport for the elderly including people with disabilities.. 6 Raynham Way Local Priority To address uneven distribution of junior pitch play, consider relocating to a Accommodates demand expressed from over played LBC & FA Resources Recreation Ground site North of the town. Alternatively consider Crawley Green FC junior sites in the area for junior football for both girls and boys. Identified teams relocating here to free up part of Crawley Rec Ground for recreational use. 7 * Wigmore Valley Local Priority To address low usage of 3 poor quality pitches, cease maintaining the Releases human resources to help sustain LBC & FA Resources Park. pitches for football. Transfer play to Lothair and/or Luton Regional sites. quality/maintenance of other pitches. Identified Reduces site running costs. Explore opportunities for increased access and other sporting and general Development of site for the wider community including Not Identified recreation provision, as part of the Century Park development. addressing access and security/lighting issues. Consider resident boxing club to vacate the building at the end of the lease Development of site for the wider community and obtain Not Identified and explore lease with private company/nursery operator to enable rental income reinvestment in building and other facilities. 8 Co-Op Luton Bowls Local Priority To address spare capacity of bowling greens, work with the Club to Redevelopment opportunity, releasing other social needs Bowls England Resources Club increase membership for housing but also mixed use potential to retain and Identified improve leisure within the scheme. In addition this is a key sport for the elderly including people with disabilities.

*Site identified as within the Century Business Park development area of the local plan.

South Item Sites Priority Recommended actions Impact/Benefits Partners Resources No 1 Stockwood Park Strategic priority Work with Active Luton and England Athletics to provide Borough Wide Impact England Athletics & Not Identified Athletics Centre separate throwing area. Accommodates demand for a separate Active Luton throwing area which is critical to retain the Grade A quality certificate of the track. To seek to secure funds to improve ancillary facilities on and Borough Wide Impact England Athletics & Resources around the track to meet future demands Will accommodate increase of demand and Active Luton Identified retain the Grade A quality certificate of the track. 2 Stockwood Park Strategic Priority Seek funds to improve poor quality Gaelic pitch Sustains future use of the pitch and LBC, GAA Not Identified accommodates future demand For adults and juniors, male and female ethnic minority sport. 3 *Stockwood Park RFC Strategic Priority Work with the Club and the RFU to access funding and to Increases usage of the site to England Hockey, Not Identified install floodlighting. accommodate training for adult and junior ECB, RFU, LTA, LBC rugby. & Luton Midweek Cricket League 4 Foxdell Recreation Local Priority Improve pitch quality subject to further investigation of the Maximised use of the site with improved LBC & Luton Friends Not Identified Ground issues of the site and funding.. pitch quality. Develop junior including of Parks and Green predominantly ethnic minority football. space 5 Memorial Park Local Priority Work with the Club and Bowls England to increase Maximising usage and increasing Bowls England & Resources membership in order to address under use. participation in the sport. Also provides Luton Friends of Identified social/health benefits and is a key sport for Parks and Green the elderly including people with space disabilities.. 6 Kingsway Recreation Local Priority Support the Club when they are in a position to access Upgraded changing will support continued FA, Club & LBC & Not Identified Ground funding for upgrade to changing and toilet facilities. usage of the site and improve DDA access. Luton Friends of Parks and Green space *Consideration must be given to protect areas of County Wildlife site designation (bat population)

West

Item Sites Priority Recommended actions Impact/Benefits Partners Resources No 1 Lewsey Park Local Priority To address current underplay consult on feasibility of Retains spare capacity to act as strategic LBC & Sports Resources reducing to three adult pitches and keep fourth pitch as reserve to accommodate future demand. Governing Body & Identified strategic reserve. Luton Friends of Parks Ensure sufficient funds to continue to maintain artificial Meets informal demand for cricket. and Green space & Not Identified wicket for informal play, particularly in the event of further Lewsey TARA, Active vandalism/theft. Luton

Integrated Impact Assessment Form (IIA) from June 2013

This form replaces the previous Integrated Impact Assessment form used by LBC. The key aim of an impact assessment is to ensure that all Council policies, plans and strategies support the corporate mission statement that

‘The needs of Luton’s people will be first in everything we do’.

1. Why do I need to do an IIA? The aim of this impact assessment process is to:  Ensure adherence to the legal duties contained within the Equality Act 2010 and associated Public Sector Duty to analyse the impact of decisions to be undertaken by Council.  Ensure the Council has due regard to equality taking a proportionate and timely approach to analysing the impact on citizens  Minimise duplication of initial impact assessments with regards to Environment and Health and maximise consideration of other key Council priorities of Inclusion and Community Cohesion  Ensure that the Council has been able to consider the social, health, environmental and economic impacts in its decision making in a single document and, where necessary enable the production of a comprehensive action plan to mitigate any potential negative impacts identified

2. When do I need to do an IIA?

An IIA must be started at the beginning of any project, policy or strategy, and cannot be finalised until such time as all consultations, as required, are undertaken.

 The Impact Table will help you to make early consideration of the potential impacts of your proposal and should be used from the point at which preliminary report is taken to Corporate Leadership and Management Team (CLMT) where appropriate. By using this table at your earliest point in the project, potential impacts can be highlighted and it will also be clear whether you need to carry out a full IIA.

 If you complete this table and all impacts identified are neutral, i.e. there is no noticeable impact on characteristics and priorities listed and you are fully confident of this, please contact the SJU by email setting out how you have reached this judgement as it is unlikely you will need to carry out a full IIA.

 An IIA must at all times identify those who will be affected by the decision, policy or strategy.

 At a time of economic austerity IIA authors are minded to consider the whole range of decisions, both locally and nationally when analysing the impact on citizens

 Your first early draft is to be sent to the Social Justice Unit for comments and guidance

 Once consultation has ended, the IIA must be updated with results of the consultation and returned to Executive, where required, for further consideration and approval – at this stage it will be signed off as completed by the Social Justice Unit

If at anytime you need further guidance please contact the Social Justice Unit. For your convenience, please see links at the end of this document to key Corporate and Partnership documents that may help you complete this IIA.

IIA from June 2013

Tracker 2 No: Lead Officer Name: Chimeme Egbutah Proposal Title: 2014-2021 Playing Pitch Strategy Advanced Health Improvement Specialist Public Health services Date of IIA: 10.03.2014 Luton Borough Council

Updated after consultation (Policy Group) - Date: 19th March 2014

Early draft Seen by:1 .Sandra Legate Equality and Diversity Policy Manager 25th March 2014......

Finalised IIA Signed and seen by SJU : Name: Date:

Please include the names of all other If there is any potential impact on staffing please contributors and stakeholders involved in the include the name/s of the trade union preparing of this proposal who have been representative/s involved in the preparation of this consulted with and agreed this assessment. assessment or any supporting evidence of request (Please note the IIA must not be carried out to participate: by one person): Husnara Malik Karen Fletcher Chimeme Egbutah

Please provide an outline of your proposal:

Following an Audit Assessment of Playing Pitches in Luton, the Playing Pitch Strategy (PPS) has been undertaken to provide a strategic framework for the Town on the improvement and maintenance of existing outdoor sports and ancillary facilities.

The strategy has a timescale from 2014-2021 and has a proposed action plan that includes a prioritisation list of sites that are to be improved.

The strategy aims to feed into the wider Sports vision for Luton.

Information supporting the proposal (who, what, where, how2)

1 Please send an early draft of your IIA to the SJU to ensure all impacts are being considered at the appropriate time 2 Breakdown of present users by ethnicity, age, gender, disability, religion/belief, sexuality (if recorded) Also, show areas in the town with the biggest and lowest needs.

2 IIA from June 2013

Who: The strategy is aimed at all residents in Luton and includes children and communities who may access school sites. What: The strategy is one of the key documents feeding into Luton’s Sports Vision. It aims to improve and to maximise investment into outdoor sports facilities. Also, to increase access to all outdoor facilities and in particular educational facilities. It is underpinned by a number of key strategies including, Sport England Strategy, NPPF and ECB Champion Strategic Plan Where: The strategy gives a list of proposed priority sites. Sites have been classified into Strategic sites, key Centres and Club and education sites (local sites). There are four Borough wide priorities, which have been deemed by key stakeholders to have the greatest impact in terms of improving sporting participation. These are:  Wardown Park (lower) – Luton Central  Stopsley Common (Luton Regional and Lothair Road Recreation Grounds)  Crawley Green  Luton Sixth Form College How: The proposed priorities will be delivered over a 10 year period and have been ranked according to cost and timescales. These rankings have been set by Sport Englands estimated facility costs.3

IMPACT TABLE The purpose of this table is to consider the potential impact of your propound sal against the Equality Act 2010 ‘protected characteristics’ and the Council’s Social, Environmental and Economic priorities.

Once you have completed this process you should have a clearer picture of any potential significant impacts4, positive, negative or neutral, on the community and/or staff as a result of your proposal. The rest of the questions on this form will help you clarify impacts and identify an appropriate action plan.

Protected Groups Citizens/Community Staff (for HR related issues) Positive Negative Neutral Positive Negative Neutral Race x Gender x Disability x Sexual Orientation x Age x Religion/Belief x Gender Reassignment x Pregnancy/Maternity x

Greater emphasis is required at the start of the IIA on the service, how it is delivered now and how the new service will be delivered

3 Sport England Facilities Cost. Forth Quarter 2013. Found here: http://www.sportengland.org/media/198443/facility- costs-4q13.pdf 4 “Significant impact” means that the proposal is likely to have a noticeable effect on specific section(s) of the community greater than on the general community at large.

3 IIA from June 2013

Marriage/Civil Partnership (HR issues only) Care Responsibilities5 (HR issues only)

Social & Health6 Impact on community cohesion x

Impact on tackling poverty x Impact on health and wellbeing x Environment Impact on the quality of the natural x and built environment Impact on the low carbon agenda x Impact on the waste hierarchy x Economic/Business Impact on Luton’s economy and/or x businesses Impact on jobs x Impact on skills x

Please answer the following questions

1. Research and Consultation 1.1 Have you made use of existing recent research, evidence and/or consultation to inform your proposal? Please insert links to documents as appropriate.

1.2 Have you carried out any specific consultation with people likely to be affected by the proposal? (if yes, please insert details, links to documents as appropriate).

Guidance Notes: If you have not yet undertaken any consultation you may wish to speak to the Consultation Team first as a lack of sufficient consultation could place the Council at risk of legal challenge.

Click here Luton Observatory Click here for LBC Consultation Portal For local demographics and information To access available relevant research already carried out

1.1.Insert any links to references including 1.2. Consultation – insert any links to websites below consultation documents

5 This is a Luton specific priority added to the 9 protected characteristics covered under the Equality Act and takes into account discrimination by association. 6 Full definitions can be found in section 3

4 IIA from June 2013

As part of the PPS Needs Assessment: Located in Further consultation will take place once the strategy Labour Group room has been ratified by council’s democratic process. Active People Survey informed the assessment.

For advice and support from Consultation Team click here

1.3 Have you carried out any specific consultation with citizens/staff likely to be affected by the proposal? If yes, please insert details, links to documents, as appropriate above. Please show clearly who you consulted with, when you consulted and the outcomes from the consultation. Mitigations from consultation should be clearly shown in Action Plan at end of document.

Some consultation has been conducted with key stakeholders in order to develop the strategy. Key stakeholders have been Sport England, Parks, LBC commissioning, Planning, Capital Assets, Football Association, Rugby league, Cricket Academy. However, it is envisaged that now the strategy has been written in draft, further consultation with key stakeholders in greater depth will be undertaken this includes schools and colleges.

It is hoped that consultation with school groups who work with ethnic minorities, girls and women and disability will also be consulted.

2. Impacts Identified 2.1 Where you have identified a positive* impact, for communities or staff, please outline how these can be enhanced and maintained against each group identified. Specific actions to be detailed in action plan below. *By positive impact we mean, is there likely to be a noticeable improvement experienced by people sharing a characteristic? Increasing physical activity for Luton residents will have a positive impact on:  Health and improve health outcomes  Improve community cohesion and  Increase community cohesion and participation

5 IIA from June 2013

For advice & support from the Social Justice Unit click here

2.2 Where you have identified a negative* impact please explain the nature of this impact and why you feel the proposal may be negative. Outline what the consequences will be against each group identified. You will need to identify whether mitigation is available, what it is and how it could be implemented. Specific actions to be detailed in action plan below. *By negative impact we mean is there likely to be a noticeable detrimental effect on people sharing a characteristic?

Whilst the needs assessment highlights the demographic requirements and specific issues relating to sub- populations in Luton. This includes BME groups and female sports participation.

Luton’s Vision for sport identified the need to improve physical activity in Luton and noted the differences in activity levels between different demographic groups, for examples: • 64% of females were inactive compared to 48.9% of males • 65.3% of people from socio-economic groups NS-SEC 5-8 were inactive compared to 44.1% from NS-SEC 1- 2. • 76.5% of people with a limiting disability or illness are inactive compared to 52.7% of those without Luton’s sports strategy also noted that disabled adults were less than half as likely participate in sports compared to people with no disability.

The Vision specifies that Luton Borough Council should focus on increasing participation levels in sports generally, with specific interventions aimed at: • Older people (aged 55+) • Younger people (aged 16-34) • Disabled people • Women and girls

In addition the Vision aims to reduce excess weight in children aged 4-5 years and 10-11 years of age.

Despite the assessment previous to the PPS highlighting the poor uptake of sports and organised participation from BME groups and people with disabilities, the strategy itself has limited detail regarding how improved access in specific groups will be achieved. Therefore, currently it is not possible to state that the strategy will have a positive impact on gender equity or access for those with a disability or all black and minority groups in Luton.

It needs to be stated that the strategy does to some extent consider the need to improve access for females: for instance the Play Pitch Needs Assessment, which informed the strategy, stated the need to improve access to female changing facilities, and the play pitch strategy does prioritise Increasing “the provision of changing rooms and clubhouses that can sustain concurrent adult and junior male and female activity at clubs”i, but otherwise there is limited discussion of how access for females will be improved.

There is also only limited discussion regarding disabled access for the facilities, in the form of a quality statement “Good quality refers to facilities that have, for example, good grass cover, an even surface, are free from vandalism, litter etc, have access for disabled people”. There was also a lack of information regarding how disability access would be achieved and monitored, or regarding disabled changing facilities and access for disabled spectators.

The needs assessment notes that the Asians, Black and Minority groups have a higher level of ‘intent’ to participate in sports. The PPS does not address this issue – although Aim 3 speaks of maximising access to all outdoor facilities and in particular educational facilities.

6 IIA from June 2013

Community Cohesion The PPS offers improved access to sports pitches and thus improved access to sport team participation which improves community cohesion7. This was not specifically identified in the strategy, although, this could offer opportunities

2.3 Where you have identified a neutral* impact for any group, please explain why you have made this judgement. You need to be confident that you have provided a sufficient explanation to justify this judgement. *By neutral impact we mean that there will be no noticeable impact on people sharing a characteristic Example statement:

There is no evidence currently available to suggest that the PPS will have a noticeable impact, either positive or negative, on the groups identified above namely (please insert as appropriate): Religion/belief; pregnancy and gender re-assignment. Although, there is no clear evidence – it is possible where issues of improving quality exists and facilities provision may have a positive impact on religion/belief for Muslim women.

For advice & support from the Social Justice Unit click here For advice and support from the Public Health team click here

3. Social & Health Impacts If you have identified an impact on community cohesion8’, tackling poverty9 or health and wellbeing10, please describe here what this may be and who or where you believe could be affected, Please also ensure that you consider any possible impacts on Looked After Children.

Guidance Notes: Please use this section to describe the social and health impacts and detail any specific actions or mitigations in the action plan below.

7 Sport England. Building Communities. Developing strong, sustainable and cohesive communities through sport. Found here: http://www.sportengland.org/media/91527/building-communities.pdf 8 is the proposal likely to have a noticeable effect on relations within and between specific section(s) of the community, neighbourhoods or areas. 9 is the proposal likely to have a noticeable effect on households that are vulnerable to exclusion, e.g. due to poverty, low income and/or in areas of high deprivation 10 Is the proposal likely to have a positive or negative impact on health inequalities, the physical or mental health and wellbeing of an individual or group, or on access to health and wellbeing services?

7 IIA from June 2013

Sports participation in Luton is currently less than the national average. As stated in above, currently females are more likely to be inactive compared to males, people in lower economic groups are more likely to be inactive compared to those in higher socio-economic groups, and those with a disability are more likely to be inactive compared to those without. Therefore, it is important to ensure that the play pitch strategy is aligned with the Sports strategy for Luton and specifically outlines how it will work towards improving access to physical activity for females, older residents and those with a disability, currently this is not clear in the strategy.

It has been well documented that exercise and sports participation can improve mental and general health outcomes1112. The health outcomes for Luton based on the strategy could be beneficial to participants and users of pitches, however in regards to reducing health inequalities, the strategy does not mention (specifically) how the priorities will improve inequalities or improve health outcomes in disadvantaged areas.

The PPS clearly identifies strategic priority sites, all of which are currently not in areas of deprivation or lower life expectancy. It is however, recognised the strategy highlights a range of local (and accessible) local centres for improvement and the increase in cricket and football pitches to meet future demands.

The strategy lacks the wider contextual setting clearly given in the needs assessment and Vision. Whilst Luton’s Sport Vision recognises and confidently links to relevant strategies including the Health & Wellbeing Strategy, this is not reflected in the PPS.

11 Cochran Review. Exercise for Depression. Cooney GM et al (2013). John Wiley and Sons Ltd 12 Sport England. Healthier Communities. Improving health and reducing health inequalities through sport. Shaping Places through Sport. Found here: http://www.sportengland.org/media/91477/healthier-communities.pdf

8 IIA from June 2013

For advice and support from the Strategy & Sustainability Team click here

4. Impacts on the natural & built environment Environment Impacts If you have identified any impacts related to the built and natural environment13, low carbon14 and waste minimisation please describe here what this may be and who or where you believe could be affected (please see footnote below)

Is the proposal likely to impact on the waste hierarchy which includes issues shown in the table below:

Waste Hierarchy

For advice and support on Economic Development click here

5. Economic Impacts If you have identified any impacts related to Luton’s economy and businesses 15, creating jobs16 or improving skill levels 17, please describe here what this may be and who or where you believe could be affected (– please see footnote below)

Guidance Notes: Please use this section to describe the social impacts and detail any specific actions or mitigations in the action plan below.

13 Is the proposal likely to Impact on the built and natural environment covers issues such as heritage, parks and open space, cleanliness, design, biodiversity and pollution. 14 Is the proposal likely to impact on low carbon includes issues such as use of energy, fuel and transport. 15 Is the proposal likely to impact on Luton’s economy and businesses for example by creating an opportunity to trade with the Council, support new business opportunities? 16 Is the proposal likely to impact on the creation of new jobs in the local economy? This will also link to health and well- being and the reduction of poverty in the social box. 17 There are significant skills gaps in Luton’s economy. Is the proposal likely to create opportunities for up skilling the workforce or to create apprenticeships?

9 IIA from June 2013

Please detail all actions that will be taken to enhance and maintain positive impacts and to mitigate any negative impacts relating to this proposal in the table below:

Action Deadline Responsible Intended Outcome Date Completed/ Officer Ongoing

Ensure that further June H Malik/K Improved and inclusive consultation on the PPS 2014 Fletcher strategy demonstrating the includes marginalised ‘golden thread’ of themes on groups including people improving access, improving with disabilities, BME health and wellbeing and groups and Women sports providing an equitable groups service for vulnerable groups Explore the opportunity to April 2014 H Malik/K Improved and inclusive include contextual Fletcher/Lisa strategy demonstrating the information gained from the Roe ‘golden thread’ of themes on needs assessment e.g. improving access, improving how to include health and wellbeing and marginalised groups, providing an equitable improve inequalities within service for vulnerable the town through improving groups access and activity Explore the addition of an April 2014 C. Egbutah/S. Improved and inclusive extra objective under ‘Aim Legate strategy demonstrating the 3’ to include key groups ‘golden thread’ of themes on and improving access sport improving access, improving facilities health and wellbeing and providing an equitable service for vulnerable groups Include reference to Health April 2014 C. Egbutah Ensures PPS has an and Wellbeing Strategy outcome on improving health and wellbeing. Ensure that the PPS is TBC H Malik/K Improved and inclusive aligned with Luton’s overall Fletcher strategy demonstrating the 2013 Sports Vision by ‘golden thread’ of themes on partnership working to improving access, improving support specific groups health and wellbeing and including people with providing an equitable disabilities, BME groups service for vulnerable and Women sports groups groups

A review of the action plan will be prompted 6 months after the date of completion of this IIA

Key Contacts:

10 IIA from June 2013

Husnara Malik – Project Manager Karen Fletcher – Commissioning Officer Sandra Legate – Equalities Manager Chimeme Egbutah – Advanced Health Specialist Emma Waters - Practitioner

Next Steps

 All Executive Reports, where relevant, must have an IIA attached

 All report authors must complete the IIA section of Executive Reports (equalities, cohesion, inclusion, health, economic, business and environment)

 All reports are to be forwarded to the Social Justice Unit, Public Health and Strategy & Sustainability Unit for sign off in time for Executive deadline

 On the rare occasion that the Social Justice Unit are unable to sign off the report, e.g. recommendations are in breach of legislation, a statement will be submitted by Social Justice Unit Manager or Equality and Diversity Policy Manager

Completed and signed IIA’s will be published on the internet once the democratic process is complete

Corporate Plan http://intranet/SupportServices/Document%20library/Corporate%20plan%2011th%20July%202011.doc

Equality Charter http://intranet/SupportServices/socialjustice/Document%20library/Equality%20charter.pdf

Social Justice Framework http://www.luton.gov.uk/Community_and_living/Lists/LutonDocuments/PDF/Social%20Justice/Social% 20Justice%20Framework%202012%20-2026.pdf

Family Poverty Strategy http://www.lutonforum.org/Forum/Documents/Family-Poverty-Strategy-Final-October2011_001.pdf

Joint Strategic Needs Assessment (JSNA) http://www.luton.gov.uk/Council_government_and_democracy/Lists/LutonDocuments/PDF/Consultatio n/Reports/Final%20JSNA%202011.pdf

Community Involvement Strategy http://www.lutonforum.org/Forum/Documents/CISfinaljune2010.pdf

i LUTON BOROUGH COUNCIL PLAYING PITCH STRATEGY FINAL ASSESSMENT REPORT DECEMBER 2013

11 IIA from June 2013 For: (x) Agenda Item Number: 12 Executive X CLMT th Meeting Date: 28 April 2014 Report of: Head of Planning & Transportation Report author: Kevin Owen

Subject: Executive response to Further Alterations to Consultations: (x) the London Plan (FALP) Consultation Councillors (For Executive Only) Scrutiny x Lead Executive Member(s): Sian Timoney Stakeholders Wards Affected: All Others

Recommendation 1. The Executive is requested to endorse the attached letter in Appendix 1 ‘Luton Borough Council Representation to Draft Further Alterations to The London Plan (10th April 2014)’; 2. The Executive note that the Mayor of London has commissioned work to create the capital’s first London Long Term Investment Plan (2050) and intends to hold a public consultation on the Plan in summer 2014 and finalise by the end of 2014.

Background 3. The Mayor of London is consulting on further Draft Further Alterations to The London Plan (FALP) (July 2011 – consolidated with revised early minor alterations October 2013). The Mayor will only consider comments on proposed alterations and will not consider comments on unaltered sections of the Plan. The closing date for representations is 5pm on the 10th of April 2014, however the Mayor of London has confirmed that it will allow draft Officers responses to the consultation subject to Member agreement where committee cycles do not coincide with the deadline for representations. On this basis a provisional Officers response was submitted on the 10th April and is subject to this Executive.

4. The FALP is being reviewed in the light of the Governments national population and household figures released spring 2013 and there is recognition that projected 'objective housing needs' for Greater London could potentially be higher than urban capacity of London authorities. This could have significant planning implications for Luton and neighbouring local authorities in preparing their development plans.

5. No changes are proposed in the FALP in relation to Luton being identified in the London Plan as part of the London-Luton-Bedford Regional Coordination Corridor whereby the Mayor will engage with the relevant stakeholders to identify and develop timescales and mechanisms for co- ordinating planning and investment.

6. The FALP have been prepared primarily to address key housing and employment issues emerging from an analysis of census data released since the publication of the London Plan in July 2011, and which indicate a substantial increase in the capital’s population. The revised population for London in 2001 is 7.34 million and the 2011 Census for London is 8.17 million which is an increase of 83,000 per annum. However the current London Plan (2011-2031) assumes a 51,000 per annum increase. The new GLA trend projection for 2011 – 2036 suggests 76,000 per annum.

12/1

7. The FALP acknowledges that there is uncertainty as to the size and number of future households for London over the plan period. It does however assume house sizes will on average fall from 2.47 in 2011 to 2.34 in 2036. The London Strategic Housing Market Assessment (SHMA) indicates that London will require between approximately 49,000 (2015 – 2026) and 62,000 (2015 – 2036) more homes a year. Paragraph 3.16b then states that the 2015 – 2036 figure of 49,000 additional homes a year provides the basis for the detailed housing need figures set out in the Plan and that this should be regarded as a minimum. However the FALP (Policy 3.3 Increasing Housing Supply) proposes that the London Plan should plan for, on average, a minimum, 42,000 additional homes a year over the life of the Plan. Policy 3.3 proposes that this target of 42,000 homes a year will be reviewed by 2019/20.

8. The Mayor’s Strategic Housing Land Availability Assessment (SHLAA) indicates that over the period 2015 – 2025, that London has capacity for at least 420,000 additional homes or 42,000 per annum.

9. The FALP (paragraph 3.17b) explains that the greatest challenge is translating this capacity into completions and that a step change in deliver is required if London is to address its housing need. The alterations propose new policy to bring forward further capacity through high density development locations within London which are well served by public transport. It is hoped that this increase in further capacity will bridge the gap 7,000 per annum gap between the identified housing need of 49,000 homes per year and the supply of 42,000 homes per year.

10. The FALP also:  develops the concept of the London Plan as the ‘London expression of the National Planning Policy Framework’;  provides a robust, short to medium term planning framework to provide a clear ‘direction of travel’ for the longer term, recognising that this may well have to be reviewed;  deals with minor changes in terms of fact;  responds to changes in national policy;  provides support for the Mayor’s Housing and other strategies; and  where relevant addresses other advice to the Mayor e.g. from the Outer London Commission.

11. In response to Bedford Borough Council’s Local Plan 2032 Consultation the GLA sent a letter which has since been circulated to Luton Borough Council officers. The letter (Appendix 2) states that, despite proposing alternations to the London Plan to address London’s growth, that there could still be a gap between demand and supply of housing in London and that until the demographics ‘bed down’ it is not clear how big the gap will be. On this basis the GLA strongly advises in the letter that planning authorities in the wider south east with housing markets which are influenced by London to take account of these uncertainties when determining housing needs for their areas. There is evidence to suggest that Luton has historically been influenced by London and will continue to be in the future. Therefore Luton’s housing evidence will need to consider the nature and extent of London’s influence over the life of the plan. This will be done initially through planned Duty to Cooperate engagement between GLA and Luton Borough Council Officers.

12. The Mayor is currently preparing its Long Term Infrastructure Investment Plan for the period up to 2050 to London to help the city prepare for its growth over the very long term. The scope of the non-statutory Plan covers public transport, roads, energy water, sewerage, waste, broadband, green infrastructure, critical social infrastructure – in particular the overall amount and approximate distribution of housing (including affordable housing) and school places. The 12/2

magnitude of cost associated with the city’s infrastructure requirements will be considered, along with how best to fund and finance the infrastructure needs. The Mayor intends to inform the Plan with a range of ‘what-if’ scenarios which will explore different ways of accommodating growth pressures both within and outside of London including urban extensions and development associated with new or enhanced transport infrastructure. The current position Report

Opportunities and Constraints 13. There are opportunities and constraints for Luton associated with the FALP and these are listed below:  The current FALP provides an opportunity for Luton’s SHMA to take account of London’s growth and plan accordingly for any potential migration from the capital.  Investment and regeneration in Luton as a result of more housing and employment demand from London.  There are potential funding opportunities should the Mayor’s Long Term Infrastructure Investment Plan identify that Luton and the surrounding area be an area to help meet some of London’s needs for growth in the future.  Luton’s own growth needs are greater than its capacity and Luton will need to rely on its adjacent and neighbouring authorities to help meet Luton’s needs without any additional needs from London.

Corporate engagement 14. The draft consultation response has been circulated to the following services in advance of Executive:  Legal  Finance  Equalities/ Cohesion/Inclusion (Social Justice)  Environment  Health  Community Safety

Conclusion 15. The FALP represents a step-change in growth in Greater London up to 2011 and looking forward to 2036. Despite the GLA claims that there is capacity to deliver this growth in the Plan, there are clearly concerns from the GLA in its letter to Bedford Borough Council that such growth can actually be accommodated in London. Given that Luton’s housing costs are lower on average than the South East and substantially lower than London, Luton could be seen as an attractive alternative location for current London residents as the capital becomes more crowded in the coming decades.

16. There is already anecdotal evidence of this London migration occurring in Luton and it will need to be considered as part of the Local Plan evidence and monitored closely if possible as the implications for Luton and its infrastructure could be significant.

17. As the GLA prepares its Long Term Infrastructure Investment Plan (2050) Luton BC should ensure that it engages with the GLA so that any future growth projections planned within the London-Luton-Bedford Regional Coordination Corridor are carefully coordinated and funded appropriately.

12/3

Next Steps 18. The Mayor intends to submit the FALP to the Secretary of State for Examination in Public (EiP) in the coming months with the EiP anticipated in September 2014 with adoption of the FALP anticipated in March 2015.The Planning Inspectorate will review the responses received and invite participants to participate in the public hearings as he or she requires, which could include Luton Borough Council given that the proposed consultation response objects to some proposed alternations to the London Plan.

19. The Mayor intends to hold a public consultation on its Long Term Infrastructure Investment Plan for London in summer 2014 with the final being published at the end of 2014.

20. Luton Borough Council Officers are meeting with GLA Officers in late April to discuss Duty to Cooperate matters including the potential influence of London on Luton’s housing market and needs.

Goals and Objectives 21. To ensure that the GLA take account of Luton’s growth anticipated growth which is much greater than it has the capacity to meet and that the Luton Local Plan, Corporate Plan take account of London’s step change in past and future growth. Proposal 22. That the Council provide representations to the FALP consultation and note that the Long Term Infrastructure Investment Plan (2050) is being prepared by the Mayor with potential strategic implications for Luton. Key Risks 23. Luton receives significant migration from London which adds further pressures on the town’s existing infrastructure. 24. The Council can choose not to submit representations to the FALP consultation. However this would likely result in Luton not being invited to participate in the FALP EiP and the GLA would not have to consider Luton’s comments and views of the FALP. Consultations

Appendices attached: Appendix 1: 10th April 2014 LBC Officers Response to FALP Consultation Appendix 2: GLA Letter to Bedford Borough Council Local Plan Consultation (20 February 2014)

Background Papers: None

IMPLICATIONS For Executive reports For CLMT Reports  grey boxes must be completed Clearance is not  all statements must be cleared by an appropriate officer required

Clearance – agreed by: Legal There are legal implications for the Borough John Secker, Legal Council under the Localism Act 2011 which Services , 14 April 2014 requires the Council to demonstrate its efforts to meet the ‘duty to cooperate’ and to prepare a local plan that is evidence based in order for the plan to be found ‘sound’. The Mayor of London is specified as ‘duty to cooperate’ organisation, so the mutual duty to cooperate exists between the 12/4

Mayor and any local planning authority, such as this Council, whose area may be affected by strategic cross-boundary matters. Finance While there are no immediate financial Head of Finance for implications arising from this report, there could be Environment & in the future as a result of population demands Regeneration on 14 April impacting on Luton’s infrastructure capacity. 2014

Integrated Impact Assessment (IIA) – Key Points Equalities/ There are no direct equalities implications, Agreed by Sandra Legate Cohesion/Inclusion however if London is unable to meet its growth Equality and Diversity (Social Justice) within the boundaries of the GLA this would need Policy Manager on 14 to be reviewed. April 2014

Environment There are no direct environmental implications Agreed by the Strategy & however if London is unable to meet its growth Sustainability Officer on within the boundaries of the GLA this would need 14th April 2014 to be reviewed. Health The FALP will potentially have an impact on Luton Agreed by Morag Stewart given the development pressures in London. We – Deputy Director of cannot know whether this will be positive or Public Health on 14 April negative without understanding the true 2014 implications of the plan and how this will impact on health inequalities locally. London plans in the past have had health impact assessments conducted, Luton will need to be included in that assessment in terms of potential impacts on greater London and neighbouring authorities to ensure that we are able to prepare and mitigate (or enhance) potential impacts. Community Safety There are no direct community safety implications Vicky Hawkes, Nikki however if London is unable to meet its growth Middleton within the boundaries of the GLA this would need to be reviewed. Staffing There are no staffing implications. Other None

FOR EXECUTIVE ONLY - Options:

12/5

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