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Pitches Condition Survey & Strategy Causeway Coast & Glens Borough Council Pitches Condition Survey & Strategy Part 1: Strategic Recommendations Pitches Condition Survey & Investment Strategy 4 April 2018 Broughshane House, 70 Main Street, Broughshane BT42 4JW Tel: 028 2586 2070 Mob: 07962 300361 Email: [email protected] www.otiumleisureconsultancy.co.uk Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations TABLE OF CONTENTS Page No PART 1: STRATEGIC RECOMMENDATIONS 1. Introduction 1 2. Strategic Context 2 3. Executive Summary 10 4. Strategic Recommendations 42 PART 2: AUDIT OF EXISTING PROVISION 1. Introduction 1 2. The Approach 6 3. Stakeholder Engagement 10 4. Association Football 28 5. Gaelic Games 94 6. Rugby 133 7. Hockey 154 8. Tennis 174 9. Cricket 195 10. Athletics 216 11. Lawn Bowls 224 12. Multi Use Games Areas 242 13. Remedial Works / Technical Investigations 261 Appendices (not bound with main report) 1. Consultation Events 2. Facility Inspections – Pitches 3. Facility Inspections – Multi Use Games Areas Strategy Page | i Causeway Coast & Glens Borough Council Pitches Condition Survey & Strategy Part 1: Strategic Recommendations PART 1 STRATEGIC RECOMMENDATIONS Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations 1. Introduction 1.1 Causeway Coast & Glens Borough Council has commissioned consultants to undertake a ‘Condition Survey of all Council-owned pitches and to make recommendations for a Council pitches strategy.’ The commission addresses eight sports – association football, gaelic games, rugby, hockey, tennis, cricket, athletics, lawn bowls. It also addresses multi use games areas and small sided games/kickabout areas. 1.2 Research, carried out during April and May 2017, involved desk research, community consultation, survey work, site inspections and liaison with key stakeholders. The Council requires two main outputs, namely:- An audit of existing provision. Design, distribution, demand/supply and condition of each of around 100 sites hosting Council and community/club owned outdoor ‘pitches’ and associated changing facilities in the Borough. Make recommendations and provide indicative costs in relation to any remedial work or technical investigations. A pitch strategy. Recommendations for a prioritised pitch (and associated changing provision) investment strategy for the Borough with indicative cost estimates. To be set out in a 5-year plan with consideration given to the best mix of surfaces and to how effective partnerships with the private, education, public or third sector organisations could bring ‘benefits’ to pitch provision in the Borough. Strategy Page | 1 Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations 2. Strategic Context Introduction 2.1 Preparation of the Council’s pitches strategy is set within the context of and informed by a range of regional and local approaches to the development of public services. It’s important to understand this context as the strategy takes shape. There are four strategies that are key to this work; they are:- ‘Sport Matters: The Northern Ireland Strategy for Sport and Physical Recreation 2009-2019’. Department for Communities/Sport NI Council Strategy 2015-2019’. Causeway Coast & Glens Borough Council ‘A Better Future Together: A Draft Community Plan for Causeway Coast & Glens 2017-2030’. Strategic Framework Consultation Document, Causeway Coast & Glens Borough Council ‘Sports & Leisure Facilities Strategy’; Causeway Coast & Glens Borough Council 2015 2.2 Taken together these strategies and their outcomes have been influenced by and reflect other strategies and policies which, whilst they assist in informing preparation of the strategy are not reviewed here in detail. Not least of these is the draft ‘Programme for Government’ whose strategic outcomes address, amongst other things, the attainment of good health and confident and peaceful communities, targeting ‘those things that make real improvements to the quality of life for the citizen’. 2.3 Other literature that is relevant to this commission, especially the Pitches Strategy, includes:- Planning Regional Development Strategy 2035 Strategic Planning Policy Statement (SPPS) Planning Policy Statements, especially PPS8: Open Space, Sport and Outdoor Recreation and PPST: Quality Residential Environments. ‘Guidance for Outdoor Sport and Play: Beyond the Six Acre Standard’. Fields in Trust 2015 Government ‘Active Places Research Report ‘Bridging the Gap’ 2014 Update’; Sport NI Community Use of Schools; Department of Education NI Guidance Document 2014 Strategy Page | 2 Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations Causeway Coast & Glens Borough Council Corporate Plan Discussion Paper 7: Open Space, Sport and Outdoor Recreation; April 2016 ‘Sport Matters: The NI Strategy for Sport and Physical Recreation 2009-2019’; Department for Communities/ Sport NI 2.4 The strategy sets out a shared vision of ‘a culture of lifelong enjoyment and success in sport. The case is made for ongoing investment in sport and physical recreation to ‘deliver a range of sporting outcomes and support the wider social agenda in areas such as education health, the economy and the development of communities over the period 2009-2019.’ Investment is directed towards three key areas:- (1) Participation (2) Performance (3) Places 2.5 As with the community planning process a number of key principles underpin the strategy’s development that could easily be applied to this commission:- Empowering individuals, groups and communities. Responding to need. Partnership working based on consultation and stakeholder buy-in. Promoting good relations and working towards ‘A Shared Future’. Focusing on outcomes. The strategy highlights the importance of joined-up planning and partnership working at strategic levels as well as within delivery structures, adding that the pooling of resources, public and private is critical to achieving delivery. 2.6 Given the challenges posed variously by the economic downturn and local government reform since the strategy was published the targets for ‘Places’ have not been delivered in full. However, one target is highly relevant to this commission, that is:- PL25: ‘By 2019 to ensure that 90% of the population have quality accredited multi sports facilities that have the capacity to meet demand, within 20 minutes travel time.’ Strategy Page | 3 Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations The clarity of this target helps to inform the preparation of the Council’s strategy for the provision of pitches and related facilities in the coming years. ‘Council Strategy 2015-2019’; Causeway Coast & Glens Borough Council 2.7 This is the new Council’s first strategic plan; the Strategy’s Vision is to:- ‘Maximise the benefits of our unique location and landscape by providing ambitious, accessible, innovative and efficient services which fulfil customer expectations.’ The Vision clearly places ‘customers’, residents and visitors to the forefront of the Council’s activities. The Strategy’s Mission underpins the Vision by establishing the Council’s purpose and its role in the life of the community it serves; the Strategy’s Mission is to:- ‘Improve the quality of life and well-being for all our citizens and visitors by:- . Providing effective and sustainable local public services; . Accelerating our economy and improving economic prosperity; . Placing local communities at the heart of decision making; . Protecting and enhancing our unique natural environment and assets; and . Advocating for the area and our citizens in both local and international arenas.’ 2.8 A series of five corporate/strategic themes establishes the broad direction for the Council’s activities through to 2019, each having its own high level outcomes. The strategic theme particularly relevant to this commission is as follows:- Strategic Theme . Resilient, Healthy and Engaged Communities. Outcomes . Council will work to support healthy lifestyle choices for all citizens. Citizens will have access to Council recreational facilities and protected natural environments which help them to develop their physical, emotional and cognitive health. Council will work to develop and promote stable and cohesive communities across the Borough. Strategy Page | 4 Causeway Coast & Glens Borough Council Pitches Condition Survey & Investment Strategy Part 1: Strategic Recommendations 2.9 The final piece of the Council’s strategic jigsaw is the service level mandate set for the Council’s Sport and Wellbeing service which is tasked with creating:- Increased levels of participation in physical activity; Improved health and wellbeing; and An enhanced quality of life; By providing:- High quality leisure and sports services; Accessible to all via needs-based programmes; and Sustainable facility provision, enhanced by; Effective partnership working 2.10 The ‘Council Strategy 2015-2019’ as it relates to this commission, emphasises the importance of focusing on people and communities, of getting people more physically active, of communities working together, of sustainability in the provision of facilities and of improved health, both mental and physical, all contributing to an enhanced quality of life for everyone. All these are key ‘drivers’
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