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Life Centre Analysis of Need

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Life Centre Analysis of Need Get Plymouth active Analysis of need L i f e C e n t r e The Life Centre Concept … an inspirational vision: Executive Summary Plymouth is committed to the creation of an outstanding leisure and cultural centre that will be unique in the South West. The Life Centre will be an impressive regional facility. It will be a magnet attracting not only elite performers of all disciplines but the public at large. It will be a place that will inspire, excite and engage people of all ages and encourage them to lead healthy lifestyles. The Life Centre will be built in Central Park, the traditional heart of the city’s recreational and sporting life. Its architectural features will visually enrich the park and its facilities will make it the premier leisure destination within the city and beyond. The centre will renew the historic link between the park and generations of Plymothians. The inspirational nature of the project reflects the city’s vision to become by 2020 “One of Europe’s finest, most vibrant waterfront cities, where an outstanding quality of life is enjoyed by everyone”. The Life Centre will offer an unforgettable experience for the whole community, whether seeking entry into an active lifestyle or performing at world class standard. The venue will be a vibrant leisure destination of national and regional significance, with a diverse customer base. The Council and its partners see the facility as a unique opportunity to widen opportunity, broaden horizons and raise standards. It will improve the quality of people’s lives and inspire new generations of Plymouth citizens to achieve their goals. The new facilities will deliver the following core objectives: • Provide the right facilities in the right places through careful strategic planning. • Offer facilities which inspire non-active citizens to become active and which actively seek to engage children and young people, older people and those living in the most deprived wards. • Become the regional aquatic hub for performance swimming and diving. The need to promote and target activity for Plymouth residents has never been so pressing. The recent Sport England ‘Active People survey (2006)’ highlighted that Plymouth had the lowest regular participation rate across the South West Region and is in the bottom 25% of authorities nationally. The level of volunteering in sports activities across the city is also low (refer to Appendix). In response to this situation the Life Centre will pick up the 1 challenge to make Plymouth active. Although the centre may be our flagship project, it is by no means the only aspect of our strategy in this area. The Active Plymouth initiative and its programme of activities for everyone has already started and the city’s two specialist sports colleges have established school sport co-ordinator partnerships that cover the entire city. These are just two of the many new projects that are now enlarging the customer base for the Life Centre. Paradoxically, in contrast to our overall low activity rates, the city boasts some of the top sports teams in the South West. We are home to Plymouth Argyle Football Club, Plymouth Albion Rugby Club and Plymouth Raiders Basketball Club. We have national and international standard athletes who live and train in the city, supported by world-class performance coaches. There are sports science facilities at Plymouth University and the College of St. Mark and St. John. In conjunction with our world-class coaches, the proposed national standard facilities, particularly in aquatics, will democratise the opportunities for elite performance and excellence in sport. The Life Centre will also address the low satisfaction level associated with facilities in the city. This is partly due to their poor condition, which has been highlighted in condition surveys. The analysis of need seeks to inform the preferred ‘sports facility mix’ and to act as a reference point in the development of the Life Centre. The analysis is based on a twin-track approach that gives equal credence to ‘product led’ and ‘market led’ data. 2 Core aims and outputs The new facility will have the following outputs: “To increase active participation across the city. More specifically to build on the Local Area Agreement Stretch Target of a projected increase in activity (3 x 30 minutes a week) from the current 18.6% in April 2007 to 22.6% in April 2010; and to maintain a 1% year on year increase in activity levels thereafter. It is anticipated that the Centre will attract over 1 million visitors a year” “To provide a cultural destination which meets the aspirations of our residents through a mixed provision of dance, music, health and library services” “A destination which will offer a central platform that brings together families and visitors through shared experiences, and that seeks youth engagement” “A management operator who will put the customer first and embrace partnership working to achieve strategic outputs identified by Plymouth City Council” “To provide a regional centre which meets the sports needs of our elite performers, ensuring that Plymouth remains the top sports hub in the South West” “To work in partnership with other agencies to increase the skills, coaching and volunteer workforce across the city” “Through the broader development of the Park, we seek to make a safer environment, which reduces crime and makes people feel safe” “The facilities will be designed to be fully inclusive ensuring that all the needs of our citizens are met” “The new facilities will be more energy efficient than the Mayflower and Central Park Pools facilities. This coupled with its ability to attract more users and more income, will ensure than running costs are no higher than the current facilities located within the Park and at the Pavilions. 3 Methodology We seek to design, locate and manage the assets within the strategic context for active lifestyles and sports development, at a local, regional, and for some, at national level. The ‘leisure need’ for the Life Centre responds to the Vision, Goals and Strategic Objectives expressed within council and partner documentation, namely: ‘Towards a Sustainable Community Strategy’; ’Local Development Framework’; ‘draft Planning Pitch Strategy’; ‘Sport Plan’; ‘draft Sports Facility Strategy’ and the Plymouth Swimming Facility Strategy’. This work has been further enhanced by the use of Sport England strategic tools such as the Sports Facilities Calculator, Active Places Power and the Facilities Planning Model (FPM). The analytical capacity of the FPM provides an opportunity to examine a range of scenarios, including the effect of new facilities on existing unmet demand and how any closure/and or new provision could impact on other existing facilities in the city and beyond. It should be noted that there are acknowledged limitations with the FPM, in that it does not take into account the population predictions beyond 2011, which will have a significant impact on the infrastructure of Plymouth. Plymouth City Council’s Culture, Sport and Leisure service has also worked with Sport England to ensure a complete understanding of the ‘Active People data’. The analysis, which is based on the segmentation approach developed by Sport England’s consultants, Experian Business Strategies, provides detailed information on sporting behaviour and attitudes. The adult population (18+) is divided into 19 segments according to socio-demographics and sporting behaviour and attitudes. Information about lifestyle and media consumption is then added to provide a more rounded picture of the segments. This data includes leisure time activities other than sport and the sensitivity of the various segments to different media sources. This feasibility study has been accompanied by liaison with local and regional representatives from governing bodies and reference to their development plans and strategies. There is also an ongoing positive dialogue between the city and local sports partners. The production of this document has been accompanied throughout by consultation and discussion with many of these organisations. 4 Background Plymouth is a dynamic city in the midst of an urban renaissance. A forward thinking city council and Local Strategic Partnership have together embraced a new vision that will ensure Plymouth’s position as one of Europe’s most vibrant waterfront cities. Plymouth is the largest city on the south coast of England and the second largest in the South West Region. It is a vibrant and cosmopolitan city with abundant natural resources and a heritage of discovery, endeavour and enterprise. Plymouth is undergoing a renaissance in terms of urban development and the overall performance of the authority. The scope of the present development is such that an anticipated £1 billion of investment will come to the city during the next twenty years. The city has excellent transport links and can easily be reached by plane, train, car or ferry. It has a regional hospital and higher education facilities including the College of St. Mark and St. John (Marjon) and the University of Plymouth. The current population is some 246,000, although this is anticipated to grow to 266,000 by 2016 and to 280,00 by 2026. Areas of significant growth within the city include: Sherford (South Hams and Plymouth boarder) 5,500 homes, Plymstock (East of the city) 1650 homes, and 5,000 new homes by 2021 in the North of the city, near Derriford. 97% of the population are of white British origin. The largest single ethnic groups are ‘mixed’ and ‘Chinese’. However, the ethnic minority population is growing and 4.5% of all school admissions are now from black or minority ethnic backgrounds. More specifically an analysis of local population trends indicates that Plymouth has an estimated young people population of 61,000 (2001 census) representing 24% of the population. Plymouth is also a city of great contrast in which a number of areas experience severe social and economic deprivation.
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