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.
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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. Five out of 43 neighbourhoods are wholly or partly within the worst 3 per cent of deprived areas nationally.
A significant section of the Plymouth community suffers from ill health and long-term illness and the proportion of such residents, across all age groups, is substantially above the national and South West averages.
Poor health is directly linked to poor housing. A higher percentage of Plymouth residents live in council accommodation, compared to the average for other cities. Typical issues associated with council accommodation include turnover rates, lack of security, vandalism and poor environments.
Wages are lower than the national average. Unemployment is above the regional and national norms and there is a higher than average proportion of
5 the working age population on benefit. The number of regeneration initiatives centred on the city reflects the deprivation experienced in certain areas.
Historically, economic prosperity mainly relied on defence-related industries. Major job losses since the 1980s led to a series of government interventions; including European Funding, Education, Health and Employment Action Zones, and six rounds of Single Regeneration Budget funding. The Plymouth 2020 Partnership’s ‘Pathfinder Strategy and Action Plan’ sets out a holistic corporate approach to a long-term strategy for the regeneration and long- lasting transformation of the city.
Arguably there is a direct correlation between social deprivation across a range of indicators, including health, housing and employment and ‘active lifestyles’. The recent ‘Active People Survey’ highlights, significant issues for Plymouth, which have influenced and shaped the future direction of the council’s sports policy and sports development outputs. More specifically:
• 18.6% of the population were considered to be active for 3 x 30 minutes per week when surveyed in the autumn of 2006. This compares with a national average of 21%. • Plymouth has the lowest participation rate in the South West of England and is located within the bottom quartile of all authorities. This means that only 32,575 of the city’s 175,000 16 – 74 year olds are taking enough exercise to stay fit and healthy. In which case 142, 559 Plymothians are at increased risk from obesity, heart disease and high cholesterol. On the basis of city social demographics the achievement of the expected participation rate requires almost 5,500 citizens to become more active 3 times a week for 30 minutes
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• Plymouth also has a low volunteering sports rate when compared with the South West and other English authorities. To achieve the projected rate of volunteering for Plymouth would require an additional 3,500 volunteer hours each week.
The Association of Health Observatories, health profile for Plymouth, June 2007, highlights that the female and male life expectancy in Plymouth is below the national average. It is also estimated that 20 per cent of Plymouth residents follow a healthy diet, in contrast to the national figure of 23.8 per cent.
In common with any major urban conurbation, Plymouth is an increasingly diverse city with a population from varying social and cultural backgrounds. This means that any sporting facility will have to accommodate a wide variety of needs. An understanding of the sporting segments and their relative importance within Plymouth allows us to predict those sports that are more likely to be attractive to our population as well as those that are least likely to be successful. Knowledge of the sporting motivations of potential customers and the application of this data increases the likelihood that a new sporting facility will be successful.
7 The table below shows the number of adults in each social group in Plymouth and their national average activity rates:
Segment Total in Proportion Proportion in Activity level 3 x30 Plymouth In England national average rates (thousands) Plymouth population for each social group
Retirement Home Singles “Elsie” 18 9.60% 8.30% 5%
Social Team Drinkers “Jamie” 16 8.60% 5.30% 32% Pub League Team Mates “Kev” 13 7.00% 5.80% 19% Comfortable Mid-Life Males 13 6.90% 7.80% 26% “Philip” Supportive Singles “Leanne” 12 6.70% 4.70% 23% Early Retirement Couples "Roger 12 6.30% 6.20% 19% and Joy" Settling Down Males “Tim” 11 6.00% 9.30% 32% Stretched Single Mums “Paula” 10 5.30% 3.80% 16% Older Working Women “Brenda” 10 5.40% 4.00% 14% Empty Nest Careerists “Elaine” 9 4.70% 5.30% 25% Competitive Male Urbanites “Ben” 9 4.80% 6.40% 40% Middle Income Mums “Jackie” 8.5 4.60% 4.00% 21% Local ‘Old Boys’ “Terry” 8.5 4.60% 3.40% 12% Career Focused Females “Helena” 8 4.30% 5.00% 33% Twilight Year Gents “Frank” 8 4.20% 3.50% 9% Fitness Class Friends “Chloe” 7 3.70% 6.90% 28% Stay at Home Mums “Alison” 6 3.40% 4.60% 25% Later Life Ladies “Norma” 4.5 2.50% 2.00% 9% Comfortable Retired Couples 2.5 1.40% 3.70% 14% “Ralph and Phyllis” 2.5 Total 186
The significance of this data is that we must engage with the major social groups. The information will also help inform the facility mix and assist with programming. After all there is no point in building new facilities if they do not meet the needs of the majority of the population!
8 The table below shows the major adult social groups in Plymouth, their preferred sports and reasons for participating.
Social No. Current Sports Reasons What group Thousands activity which for taking would rates 3 x attract this part make 30mins group them do more Male 18-25 Basketball To train Better & 26-35 16,000 32% Roller facilities C2 D E blading To Martial arts compete People to Volleyball go with Male 36-45 Martial arts To take – D E 13,000 19% Weightlifting children Better Football facilities/ Karate Loose more free Boxing weight time Male 46-55 Sailing ABC1 13,000 26% Badminton To take More free Squash children/ time / less Cricket loose busy Sub-aqua weight Female Netball 18-25 with 12,000 23% Volleyball To loose Longer children Gymnastics weight/ opening C2DE Body meet times/ combat friends people to Roller go with blading Early retired Tai –chi couple 56- 12,000 19% Aqua fit To help Improved 65 ABC1 Golf with transport/ Pilates injury/ just people to Table enjoy it go with Tennis Retirement Bowls To help Improved Home 18,000 5% indoor with transport/ Bowls female 65+ outdoor injury/ people to DE Keep fit meet go with Tai Chi friends Aqua fit
An examination of the table reveals that nine of the twelve social groups belong to socio-economic group C or below, which suggests a correlation between low income and lower activity. Any future provision should ensure appropriate pricing, sensitive programming and public transport routes.
In addition, comprehensive ICT data must be available to track ’social participation trends’ and to assist with the on going evaluation of the project.
9 The Business Case
The business case is complementary to the needs analysis and vice versa.
The essence of the business case is that the Life Centre will provide much higher quality and more choice than the current facilities, but at a revenue cost no greater than that associated with existing venues and facilities. Each of these elements is examined in more detail in the subsequent text and report.
Higher quality services:
Higher quality services will be achieved by:
i) Provision of new facilities ii) Outsourcing the service to an operator with a track record in quality outputs (Plymouth views its future role as that of client and a facilitator, rather than a direct provider of leisure centre facilities).
Several of the city’s existing council facilities are in need of significant capital investment. The Mayflower Leisure Centre and the Central Park Pools venues are in poor condition and both centres are potential liabilities due to a lack of investment over the years. The facilities are neither modern in design or standard, nor fully accessible to those with disabilities. It is generally recognised that the facility stock at Central Park and Mayflower is old, disjointed and in need of replacement. The condition of the current facilities is the driving force for change. This conclusion is supported by the condition survey for each facility. (Roddy Mckenzie PCC, Architect in Asset Management can provide more detailed background information).
It is not surprising, given the condition of our facilities that the results from the Active People Survey commissioned by Sport England (Key Performance Indicator 6) highlight the low level of satisfaction with facilities in Plymouth, in comparison with national and regional levels.
However, quality service provision is not just about the condition of facilities, but also the type of service delivered. A national Audit Commission report (2006) on recreation inspections found widespread evidence to support the need for improving in-house service delivery and concluded that it: “is not the best form of management to deliver new facilities and ultimately deliver a best value service.” In the same vein, a Strategic Leisure document (2007), but this time specific to Plymouth found that: “service standards and working practices are still seen by some to be very municipal and traditional, radical changes are needed to deliver a better quality service.”
The implementation of these key messages is in hand and there are firm proposals to outsource the service. This vision is central to the procurement process for the Life Centre.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 10 Soft market testing with leading leisure operators, (May 2007) has confirmed their enthusiasm to be involved with this project. Many of these organisations are committed to delivering quality services supported by external accreditation such as Quest, Investors In People etc. Discussion with the operators has also revealed their openness to innovative programming and a desire to increase participation, which will in turn boost revenue income.
More choice:
Consumer choice will be enhanced by the provision of modern facilities with a range of new features. The selection criteria to determine the facility operator will ensure that the managing organisation is fully committed to the ethos and objectives of the Life Centre.
The detailed needs analysis located within the main body of this document will help to determine the project design and outcomes, but it may not be possible to respond to each and every market segment to the same extent and ultimately affordability criteria will have to be considered.
To improve the overall economic efficiency of leisure facilities
Although it is not the function of this study to provide a detailed critique of the projected revenue and capital costs of the proposed scheme, it is already possible to make a number of general conclusions.
In the first place, efficiency will undoubtedly improve by outsourcing the service and rationalising the leisure stock. It is nonetheless unrealistic to expect that a facility of this scale will be able to breakeven, especially in the face of such a large social and cultural remit. The soft-market testing and bench marking with like-for-like facilities both support this view. A Capita Symonds report to the council in January 2007 and revised document September 2007 reached the same conclusion.
The provision of features such as diving facilities and a 50m pool will necessitate an operating subsidy. However, it is worthy of note that discussions with key operators have indicated a relatively minor variance between running, say, a 50m x 21m pool and a 50m x 25m pool. At current market rates the additional cost of running the larger pool is estimated to be in the region of an extra £30,000 a year. This figure should be set in the context of creating a regional centre of excellence and a facility of national standard. The profile of the city would be considerably raised in either case. In addition, a venue of this scale and importance would make a significant contribution to the wider local economy. For example the diving facilities in Southampton do not break-even as a separate facility function, but the economic multiplier effect of diving to the local economy is estimated to be £8million pounds per annum.
In contrast to the pools, which will require an operating subsidy, the gym, café, and certain aspects of the programme like the learn to swim courses are the income generators par excellence of any leisure operation. It is
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 11 conceivable that facilities such as gymnastics, and indoor bowls might need little or no operational subsidy, whilst ice, and the indoor climbing facilities could operate as stand alone businesses.
Site visits undertaken in August 2007; indicate the important contribution a fitness suite can make to the finances of Centres. Crawley (K2), Elmbridge (Xcel) and the Quays Southampton, all with fitness facilities of 120-150 stations illustrate an income stream of approximately £1million. A further discussion point is the effectiveness of each facility component, when assessed on a ‘cost benefit’ analysis for its footprint size, and the effectiveness of each facility in relation to ‘active Plymouth’. For example the economic output of bowls per square meter of provision would be low, compared with fitness. However the contribution of bowls to the active Plymouth agenda would be high for the older age groups.
The overall funding package will also need to consider ring fencing a subsidy to ensure that the facilities are uniformly accessible, equitable and affordable for all. A re-launched concessionary card scheme, sports specific support at entry or elite level, the promotion of active lifestyles and realigned public transport routes will all require some form of revenue assistance.
Previous estimates of the capital build cost for the proposed facilities have been around £35m. The annual revenue cost is likely to be in the order of £500,000. Whilst this revenue cost may be slightly higher than that projected by Capita Symonds, it does reflect the supplementary research on income and expenditure undertaken by Plymouth City Council Culture, Sport and Leisure service. It also includes a sum for Client liaison, which will be an ongoing requirement if the service is outsourced.
A venue of similar size, for example K2 Crawley, operates with a subsidy in the range of £300,000, although it benefits from a larger catchment area. The projected operating cost for the existing Plymouth facilities (2007/2008) includes: £370,000 for Central Park Pools, £30,000 for the Mayflower Leisure Centre, plus approximately £100,000 for apportioned support service costs. There is also an additional core grant of £1,660,000 paid by the city to the Plymouth Pavilions.
In January 2007 Capita Symonds prepared an operational business plan review for the Plymouth Pavilions, which examined the impact of removing the Atlantis Pool and the Swiss Lake Ice Rink. Their evaluation and analysis of the projections and assumptions regarding the net baseline delivery position of Plymouth Pavilions, without the leisure element, has identified annual savings of over £500,000. It has already been suggested that the Pavilions revenue savings could be used as a potential source for capital borrowing, which in turn would generate capital receipts of £7.85m.
In conclusion, the projected revenue cost for the Life Centre is likely to be no more than the subsidy currently allocated to the Mayflower Leisure Centre and Central Park pool sites, whilst the “savings from the Pavilions” (Capita Symonds 2007) can be ring fenced to generate capital for the project.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 12
The possibility of unifying all the publicly administered leisure facilities across the city within a single management organisation, rather than continuing with the mixed economy model could generate further revenue savings.
Out-sourcing the future management of the Life Centre is crucial to achieving the projected revenue costings. Capita Symonds supports the belief that “out- sourcing the service is a more than likely solution” A Strategic Leisure report (June 2007) adds further weight to this argument: “the leisure management facilities in Plymouth should be market tested.” The Audit Commission Report Public Sport and Recreation Services (2006) sets the context for these recommendations.
Circumstances that militate against an in-house approach are:
• Significant external interest in the future leisure facilities • The potential for tax-based savings not available through in-house service delivery, particularly NNDR and VAT benefits (this could be significant given the proposed foot-print of the facilities, and is expected to be in excess of £200,000) • A need for external investment (soft market testing has confirmed the willingness of external operators to invest in new facilities) • A service that currently demonstrates operational weakness • Outsourcing the service will allow senior mangers time to concentrate on strategic planning as opposed to day-to-day operations • The need for revenue efficiencies, which an external operator could achieve. There is an established private sector market for leisure centre management, which is dominated by five organisations. An operator would seek to increase income levels and reduce costs so as to obtain a commercial return. This would be achieved by general efficiencies and economies of scale, more assertive marketing and the use of national branding. The Audit Commission Report supports this view.
The outsourcing approach will be subject to further review to ensure the optimum contractual framework i.e. the avoidance of an over prescriptive specification that stifles business enterprise, but at the same time guarantees the priority emphasis on active lifestyles. It must equally be understood that outsourcing will engender human resource issues that require sensitivity and understanding.
Facility design also has a vital role in the improvement of economic efficiency. Buildings proposed must be sustainable and energy efficient by minimising utilities costs and maintenance costs etc. A biomass rating of ‘excellence’ should be included as an output target of the project. In this respect it is suggested that any future partnering with an external company looks to ring fence funds within the management fee for asset management and development outcomes thus avoiding key issues around maintenance and development work.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 13 The relationship of the proposed Life Centre to strategic plans
The strategic need for the Life Centre facilities can be clearly made. A wide range of regional and local strategies have been considered in the development of this project:
Plymouth 2020 Partnership – The development of the Life Centre sits centrally within the Community Strategy. Plymouth’s vision is by 2020 to become:
“one of Europe’s finest, most vibrant waterfront cities, where an outstanding quality of life is enjoyed by everyone”
In particular this project contributes to the following visionary goals:
Healthy ~ the facilities will be used to improve the health and well being of our communities. Through our development work with under represented groups (girls/women/young people/ ethnic minorities/ people with disabilities) we will ‘build inclusive communities’
Wise ~ through coaching and volunteering programme we will seek to raise educational achievement and stimulate lifelong learning
Safe ~ building on our existing youth programme, we will work with youth agencies to ‘promote safer communities’.
The Life Centre contributes to a range of other ‘agendas and strategies’:
Local Development Framework – Central Park The Park is the subject of an Area Action Plan (final submission January 2008), which sets out all the current proposals for the area, but is primarily concerned with the green areas of the parkland. The Plan is set in the context of national and local strategies including the Urban White Paper ‘Our Towns and Cities’, and the Local Government Act 2000, which identifies Parks and open spaces, as an influential part of a Council’s promotion of economic social and environmental well being. More specifically at a local level, there is a ‘draft Playing Pitch Strategy’ and the formulation of an ‘Open Space Strategy for the city’.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 14 Choosing Health –The Government’s white paper, Choosing Health, was published in November 2004. The paper sets out the Government’s strategy for improving the public’s health through measures aimed at preventing illness. Increasing exercise and participation in daily physical activity are seen as key measures. The outcomes from this project will contribute directly to improving physical activity levels.
Sport England’s Plan for Sport and South West Regional Plan for Sport. Sport England is responsible for delivering the Government’s objective of achieving a 1% year on year increase in participation in daily physical activity including sport.
The vision is to “make England an active and successful sporting nation”. The objectives are to ‘get people started in sport, to stay in sport and succeed in sport’.
The Life Centre will engage with all relevant partners and associated agencies to create a platform that will support active lifestyles and the realisation of personal goals. This will be achieved through the appointment of an ‘appropriate operator’ for the facility and their ability to work with our sports and health development teams across the city.
The city shares Sport England’s vision that ‘people’ are critical to the capacity and effectiveness of increasing active lifestyles and excellence in sport. Through development and training programmes, and in association with Governing Bodies and Health Teams we will seek to foster a growing network of coaches and trained volunteers.
Active Devon Partnership The existing Active Devon Partnership was established in November 2000. Its primary purpose was to deliver an ‘Active Sports Development Programme’. As the Active Devon Sports Partnership has developed it has become involved in promoting active lifestyles. The (final draft) Active Devon Strategy (2007) sets out a clear vision:
“Getting everyone in Devon active for life through local community based opportunities and coordinated partnerships”.
Active Devon supports the core Government agenda of increasing activity participation by 1% year on year. Active Devon seeks to raise the profile of the benefits of daily physical activity and to enhance activity opportunities through the cooperation of partners. The Life Centre would contribute to this agenda.
Sport within Plymouth At a local level the Plymouth Sports Plan 2020 (first published in 2001, with a review in 2004) establishes the fundamental role of the City Council to be an ‘enabler’ within the overall delivery of sports and recreation in Plymouth. The Plan identifies a single strategic aim for the local development of sport:
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 16
To support involvement in sport and recreational activity for all members of the community but specifically targeted at young people. The principle being to promote personal choice and sustained involvement from introductory activity through to higher levels of performance.
The Sports Plan (and its more recent draft review) identifies a range of objectives, which are integral to this Project.
• Target human and financial resources at programmes primarily aimed at young people (aged 5-16 years) and retained sports involvement among people aged 17-21 years of age. By focusing endeavours on young people we will be able to engage their interest for life • Ensure that the opportunity to access sport and recreation is available and accessible to all (regardless of ethnicity, physical/mental ability, or gender) • Seize the opportunity to promote sport and recreation as an integral part of a healthy lifestyle • Recreational opportunities must be affordable if they are to be truly available to all members of the community • Take additional steps to include people from groups traditionally under- represented in sport (women and girls, people with disabilities etc.) providing additional support and incentives that encourage their involvement. For example, links between special schools and clubs is a priority in respect to getting more young people with disabilities involved in sport and recreation • To ensure that sports facilities are not dominated by traditional user- groups to the exclusion of others • Effectively market Plymouth’s sports facilities, taking care to target under- represented groups – therefore to use a variety of appropriate formats
The Sports Plan, whilst clearly distinguishing itself from a facilities Strategy, does, nevertheless, outline the city’s commitment to strategically planned leisure facilities. The plan outlines:
To promote Plymouth as a regional venue for performance sports, and to support the development of facilities at Central Park.
Plymouth Playing Pitch Strategy (draft) The Playing Pitch Strategy (Draft June 2006) is the key strategic document when assessing current and future pitch needs in the city. The aim of the Strategy is to support the 2020 Vision for Plymouth.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 17 Key objectives of the (draft) planning pitch strategy are: a position where Plymouth is recognised as having the right number of pitches, of the right quality, in the right places
to provide a higher standard of changing accommodation than currently exists, to better meet the needs of local sports participants
an adopted series of sub-area local standards for Plymouth in relation to the playing pitches it provides for its local residents.
More recently a LOCAL AREA AGREEMENT (stretch target 12 ‘Active People’) has provided further strategic direction for the delivery of leisure within the city: The LAA relates to “Improve Health and Reduce Inequalities”. The aim within stretch target ‘12’ is to get more people taking part in physical activity. The baseline measurement has been taken from Sport England national Active People Survey published December 2006, when 18.6% of the population aged over 16 years of age were perceived to be taking part in 3 x 30 minutes of physical activity per week. The target figure sets year on year increases of 1% in 2008, and 1.5% in years two and three of the project. A range of delivery targets have been set including targeting both formal and informal activity to increase participation on existing programmes, and informal opportunities. In this respect the Local Area Agreement, the Active Plymouth campaign and its targets link to the outcomes of the Life Centre project.
Local Sports Structures There are well-established sports structures within Plymouth. The city has the largest Development Unit of any authority in Devon. The Unit is Quest accredited and delivery programmes include: club accreditation; grant aid, step into sport, coach and volunteer workshops etc. The Plymouth Sports Development Unit also works closely with the two Sports Colleges, Plymstock School, in the South East of the city and Sir John Hunt in the North West, each of which hosts a school Sports Co-ordinator Partnership. Specific projects with schools include: primary school festivals, secondary central venue sports leagues and the Devon Special School Games.
The Plymouth Advisory Sports Forum has ‘umbrella support’ from the city council and is seeking to establish a local Sports Network.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 18 Analysis of Need: Aquatic Provision - Diving
The vision: Plymouth Diving facilities are one of only a small number of dedicated diving provisions in the UK and the only centre of diving excellence in the South West. There is political support within the city to maintain a diving centre of excellence, which is commensurate with Plymouth’s vision to be one of Europe’s most vibrant cities.
The aspiration includes Plymouth becoming major events diving venue; attracting World Series Diving, European and World Junior events, as well as domestic competitions. Discussions with the Amateur Swimming Association (ASA) support Plymouth’s vision.
Strategic need: The strategic need for diving facilities is identified within The National Facilities Strategy for swimming published by the Amateur Swimming Association (ASA) in December 2002 where Central Park Pools is identified as one of six recognised World Class Training Facilities in England. Discussions with the National Performance Coach for Diving, Steve Foley (June 2007) confirmed the status of Plymouth’s diving centre has recently been elevated to one of four High Performance Centres for Diving in England. The other centres are in; Southampton, Leeds and Sheffield.
The strategic need is given further support at a local level within the City’s Sports Plan 2020; “the diving club has identified a need for improved training facilities, to meet the current demands of the sport, particularly around synchronised diving and dry diving facilities”.
High Performance Centre (Diving) World Class Training Centre (Diving) Leeds Bradford Sheffield Luton Southampton Manchester Plymouth Southend Havering Crystal Palace
Consultation with the National Performance Director of British Diving, National Facilities Manager, and Regional ASA Manager have been ongoing for over 5 years. The Council has a positive working relationship with Plymouth Diving and is in constant dialogue over the future proposals.
Skills capacity: It is recognised that the skill level of coaches and the city’s ability to retain this asset is crucial to the sustainability of the diving programme. A programme, which today, has a worldwide reputation.
Discussions with the ASA Regional Manager Alison Usher, have confirmed the Governing Bodies commitment to Diving in Plymouth with the provision of a 3-year funding package to support the coaching infrastructure, commencing in September 2007.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 19 The coaching capacity of Plymouth diving currently consists of 4 x national coaches, 1 x club coach, and 5 x assistant coaches. Together this coaching team support a development squad of over 60 divers and a learn to dive scheme of 250 divers.
Head Coach Andy Banks has over 15 years experience as an international coach. He was head coach to the 2002 Commonwealth Games Diving Team and has been a World Class Performance Coach since 2005.
‘Plymouth Diving’, the organisation who operates the diving programme, also has 2 diving tutors, who are working with the Governing Body to shape the new UK diving coaches accreditation programme. It is anticipated that this programme will be delivered in Plymouth.
Participation: The development squad has 60 divers, including 5 individuals who are nationally ranked divers benefiting from world class funding, as part of the national junior, senior and development programmes.
In addition to elite diving, Plymouth Diving run a comprehensive learn to dive programme. The diving Pool’s occupancy rate is approximately 70%, with 45% being used for ‘diving specific activity’. There are also public diving sessions administered by the Central Park Pools.
Facility Provision: The current facilities, built in 1984, are now dated and lack some of the synchronized boards demanded by top athletes. Dry side facilities are of a makeshift design and are located in a squash court housed in a separate building 250m away.
For Plymouth to maintain its status as a top performance venue for diving, improvements need to be made to the current facilities. Further discussion with Steve Foley and Kim White (national diving coaches) in July 2007 confirms that dry side diving facilities are crucial in attracting and retaining world-class divers. The recommended diving facility includes provision for a 25m x 16m Pool, with pool depth 5m, and moveable floor. There should also be provision for dry diving training facilities.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 20 Increasing Participation: We acknowledge that diving participation is fundamental to the success and legacy of this project. Working with Plymouth Diving we anticipate the following outputs from the facility:
Current diving output Future diving output (3 Added value year target)
4 x qualified coaches 5 x qualified coaches 1 additional coach achieved through ASA 3 year funding package
0 x sports bursaries 4 x sports bursaries for diving Links with HE Marjon and Plymouth University
Divers on World Class Divers on World Class 3 additional divers on World programme 5 programme 8 Class Programme/ achieved through enhanced facilities
Plymouth Diving 250 divers Plymouth Diving 400 divers Plymouth diving 150 additional club members
Recreational public diving Recreational public diving Increased attendance 2300 2700 5000 Total diving attendance within Diving facility – club Total diving attendance Increase attendance 10,000 and recreational diving within Diving Facility – club 25,000 and recreational diving 35,000 Including school activity School to club links days/ disadvantaged young Increased attendance 30 (20 sessions per annum) people/ school sport sessions per year partnership (50 sessions per annum)
The following performance indictors are promoted by the ASA South West in relation to Plymouth Diving:
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 21 Liz.Slater. Culture, Sport and Leisure client report autumn 2007 22 Analysis of Need - Aquatic Provision Swimming
The vision: The vision for Swimming within the Life Centre is two fold: • to be the Aquatic Centre for swimming and diving excellence in the South West • to deliver the vision of the Plymouth Swimming Facility Strategy, to provide the right number of swimming pools, of the right quality, in the right place.
Strategic Need: The strategic need for swimming facilities has been underpinned by: Plymouth Swimming Facility Strategy (2006–2016), A Swimming Development Strategy (2005-2010), Why Learn To swim – A Swimming Development Plan for Plymouth (2003-2008), A Pool for North Plymouth Initial Site Options Appraisal (February 2007), Amateur Swimming Association National Facilities Strategy for Swimming (December 2002), the ASA, South West Swimming Strategy, and Sport England Facilities Planning Model Assessment of Swimming Pools in Plymouth, (June 2007).
The current situation; Using the FPM, the current supply of all indoor pools, in Plymouth of a length over 20m, which are available for community use, but excluding outdoor pools is estimated to be:
Pools Plympton Swimming Pool Marjon Swimming Pool Cannons Health Club Central Park Pools HMS Drake Plymouth College Plymouth Pavilions Devonshire Health and Racquet Club Total Pool Water available for community use, as calculated by the FPM 2,268m2 m2
The current total area of indoor water space available for community use per 1,000 population is 9.4m²(FPM). This is lower than any of the other local authorities considered by the Office of National Statistics (ONS) to be similar to Plymouth, whose figures are as follows: o Lincoln 15.1m² o City of Portsmouth 16.0m² o Salford 16.2m² o Ipswich 12.1m²
Unmet demand for pools as a % of total demand is currently estimated to be 8.6%. This compares poorly with three of the four local authorities considered
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 23 by the Office of National Statistics (ONS) to be similar to Plymouth, whose levels of unmet demand are lower than Plymouth’s, as follows: o Lincoln 8.0% o City of Portsmouth 5.0% o Salford 7.2% o Ipswich 9.6%
The following parts of the city show relatively high levels of unmet demand for swimming, mainly due to the number of residents who do not have access to a car, and who live beyond the walking catchment of a pool: o PL1 – Devonport area o PL2 – Keyham area o PL4 – Lipson / Mount Gould area o PL5 – Barne Barton / St Budeaux / Kings Tamerton area o PL5 - Honicknowle / Whitleigh area
Other key statistics relating to current swimming pool provision: About 16% of all visits to pools in Plymouth are made on foot.
Plymouth is a net exporter of swimming to the neighbouring authorities, of South Hams, West Devon and Caradon.
The FPM estimates that current unmet demand equates to the equivalent of about one 25m Swimming Pool.
Where do we want to be? When considering the aquatic proposals for the Life Centre, the future pool water needs of the city need to be established, aligned with political priorities. This is reflected in the Swimming Facility Strategy ( February 2007).
There is a clear commitment (politically) to build an iconic aquatic centre within Central Park. Proposals include a 50m Pool and Diving facilities. The FPM indicates that if the Central Park Pools were closed due to lack of future investment, this would result in Plymouth being well below any of the other local authorities as benchmarked above in providing pool provision for the general public. In addition it is estimated that over 100,000 swimming visits would be lost, impacting further on the low activity levels across the city. The FPM also indicates that the closure of Central Park Pools without replacement would provide an ‘over-capacity’ in the remaining Plymouth pools at peak times.
An additional factor in the forward planning of new facilities, is Plymouth’s Local Development Framework (LDF) which identifies Plymouth’s growth over the period 2006 – 2016; with a target of 24,500 dwellings by 2026, and 31,500 in the Principal Urban Area, including Sherford and Caradon. (Note, the FPM does not take into account the projection in population beyond 2011).
Proposals recommended by the Council for future pool provision are:
Closure of Central Park Pool loss of water space 627m2 Closure of Plymouth Pavilions loss of water space 594m2
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 24 Closure of Marjon Pool * loss of water space 75m2 *(weighted according to public accessibility)
Provision of 50m x 25m Pool additional water space 1250m2 Provision of Diving Pool 25 x 16m additional water space 400m2 Provision of leisure water (not included in figures; see note below) New pool Marjon (25m x 9m) additional water space 225m2 Provision of new pool Sherford additional water space 325m2
The provision of such facilities would achieve the following outputs: • The total area of indoor water space available for community use per 1,000 population would increase from 9.4m² to 14.3m². Whilst this would be a significant improvement on the current situation, overall provision in Plymouth would still be lower than three of the four other local authorities considered by the Office of National Statistics (ONS) to be similar to Plymouth (see figures under Current Situation above). (This would be expected to fall again, with the growth in population) • Total annual throughput at all pools in Plymouth is estimated to increase by about 180,900 visits. However, most of these visits would be visitors choosing to use the new pools in Plymouth, instead of existing pools in the City and in adjoining districts. The model estimates that about 7,900 visits to pools in Plymouth would be ‘new’ visits generated by the provision of the new pools proposed in this scenario. • Annual throughput at the new aquatic facilities is estimated to be 549,000 visits – an increase of 325,800 compared to throughput at the existing Central Park Pools.
Officers of the Council accept that despite the provision of the Life Centre, and proposed new Pools at Sherford/Plymstock and Marjon, this will not meet the needs of all residents across the city, especially those without access to a car.
The level of unmet demand would rise in PL1 East Stonehouse/ Millbay/ Barbican area due to the closure of Pavilions. The closure of the Pavilions would see the overall visits made on foot, across the city fall. However, every effort will be made to work with the bus company through our transport and travel policies to ensure there is a comprehensive public transport network to the new facilities.
The building of the pools within the Life Centre is going to have displacement issues, where annual throughput at other existing pools in Plymouth could fall by up to 28%. This would suggest a reduction in annual throughput of approximately 34,500 swims at Plympton Pool, the only other indoor Pool operated by the city. Whilst the impact on swimming income may fall by £70,000 it is anticipated that this could be offset by developments on the site through the provision of Fitness and Health facilities.
Sport England have undertaken further modelling, realigning the proposals put forward by the Council. We take seriously the need to address unmet demand in the St. Budeaux/ Kings Tamerton neighbourhoods, and will give
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 25 consideration to supporting a Recreational Pool in the West of the city as part of the Building Schools for the Future Programme, funded through section 106 monies.
It remains a priority of the Council to work in partnership with Marjon to develop a new, replacement 25m Pool x 9m Pool (note the increase in width). Enhanced Community access will be regulated through a Service Level Agreement. The building of this Pool, will provide public accessible pool water to the north of the city, and will meet the housing needs of the 5,500 new homes planned for Derriford. The partnership approach also provides a ‘value for money’ community pool for the city.
Consideration will also be given to the future development of a Pool in Millbay/ East Stonehouse. This would seek to address the unmet demand, created in part through the closure of the Pavilions. Future proposals could include the covering of the Outdoor Mount Wise Pool.
Whilst questions have been raised by Sport England regarding the volume of leisure water proposed within the Life Centre; soft market testing with potential operators in May 2007, confirmed general support and commitment to this provision; in relation to ‘family engagement’. There is also political support to replace the ‘leisure water at the Pavilions’ within the new facility.
The basis of the Leisure Pool is one of leisure features i.e. flumes, and spa pools, and therefore differentiates itself from the current Plymouth Pavilions. We believe that a Pool of this nature, which is not intended to meet swimming needs, should not be included in the FPM calculation for pool water in the city.
With regards to the provision of a 50m Pool, the ASA South West Plan (2005- 2009), states “the vision is to establish performance coach development centres that will support and further develop the coaches and their swimmers in World Class Programmes”. Meetings held with the ASA (Spring and Summer 2007) , with Noel Winter and Alison Usher confirm the ASA’s support for a 50m Pool x 25m in the city.
Skills capacity: At the elite level of the sport the city are fortunate to have one of the top UK Swimming Coaches, Jon Rudd. Jon is on the ‘select group of 12 coaches’ working with the National Swimming Performance Director. Jon has experience of elite swimming at the highest level.
The ASA South West (Alison Usher, Regional Manager) has already made a commitment for Plymouth to become a Performance Coach Development Centre, with funding commencing in September 2007.
With regards to lifelong participation in swimming there are currently 28 qualified teachers employed by Plymouth City Council. The Council’s SwimScheme Co-ordinator indicates that the city is lacking qualified teachers. The following teachers and coaches are located within clubs:
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 26
Club Helpers Assistants Teachers Coaches Level Level Level Level 1 2 3 4 Plymouth 12 15 2 1 RN/RM Plymouth 7 12 10 8 3 3 Leander Plymouth 2 1 Diving Devonport 2 Royal
Participation The throughput at all pools in Plymouth is estimated to be 717,300 (FPM June 07), with approximately 223,200 swims at Central Park Pools.
A range of operators, including; Cannons, Swim Cats, Fort Stamford and the Council, deliver the lesson programme in the city.
The city Council lesson programme has an annual throughput of over 45,000 swimmers. However there remains significant unmet demand for lessons, with over 150 young people on waiting lists. The SwimScheme Co-ordinator states, “The expansion of the lesson programme is restricted due to the demand on pool water. The Life Centre, would enable us to meet the unmet demand for children’s lessons, as well as provision of lessons for pensioners, and the disabled”.
The club base in the city and surrounding area is strong. Plymouth Leander (PL), is a national standard club, and is the leading performance club in the South West. In the last year PL has achieved 44 qualifying swimmers for national championships. No other club in the west achieved more than 20. In the last three years PL has been winner (twice and runner-up once) in the Speedo League SW. In 2007, they came second nationally out of the 7 Regions. PL also has strong links with Plymouth College (independent school) and have a growing reputation for providing swimming scholarships.
Clubs located in the city and surrounding area are given below:
Club Membership Devonport Royal SA 241 Plymouth RN/RM SC 228 Plymouth Leander SC 219 Pisces Swimming Club Not affiliated Dinnaton SC 170 Kelly College SC 83 Tavistock SC 104 Kingsbridge Kingfishers 175 Caradon SC 112
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 27 Through the two schools sports partnerships in the city (Plymstock and Sir John Hunt), 75 primary schools out of a total 86 primaries in the city, participated in schools swimming in 2005 - 2006. Information collected as part of the PESSCL Survey 2005 - 2006 indicated that in addition to school swimming; a third of schools have swimming club links. Both school partnerships participate in TOP up swimming delivery with 70% of the 348 young people placed on that programme by the Sir John Hunt partnership, achieving the 25m target.
Increasing Participation / projects outputs Outlined below are future swimming targets. However, for swimming to be taken forward as a structured activity within the city, further plans will be refined in accordance with the Development Strategy for Swimming’. There will be a co-ordination of opportunities for able bodied and disabled swimmers with regards to; 1) How children learn to swim (how individuals learn and develop their skills) 2) How we identify talent 3) Where talented individuals continue their quest in performance development. Swimming delivery will be in accordance with national best value frameworks; ASA Learn to Swim Programme, AquaMark, and Accredited Swim 21 Clubs. Further work will be undertaken with the ASA South West to review the management and funding of the performance coaching in the city.
Current swimming output Future swimming output (3 Added value year target) Annual attendances at Central Park pools 549,000 325,701 223,200 (KP1)
Number of young 60,000 15,000 people (U16) on learn to swim programme – annual through put (KP1) 45,000
Number of qualified 40 12 swimming teachers within the city (used by City) 28
Number of NGB club 10 4 coaches in the city (KP6) 6
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 28 Analysis of Need - Ice Skating
The vision The redevelopment of Plymouth city centre includes opening up a boulevard between the western end of the shopping centre and Millbay. To enable this to happen there are joint proposals by the city, Regional Development Agency and English Partnerships to demolish the Ice Rink and Leisure Pool facilities within Plymouth Pavilions. These facilities would be relocated, possibly on the Life Centre site.
The Pavilions opened in 1991, and although relatively modern in leisure terms, through its design, the Ice Rink has limitations in appealing to mass markets; in particular the shape of the current Ice Rink, restricts the promotion of ice shows and league ice-hockey.
The Strategic Need Whilst the National Ice Skating Association of UK Ltd (Facilities Strategy) does not make specific reference to any UK ice skating site, discussions with the General Secretary support the strategic need for the facility.
In the South West there are ‘3 rinks’ and ‘4 clubs’. The Strategic need for an ice-skating facility in Plymouth is ‘high’. The locations of ice rinks in the South West and South East and their relevant sizes are listed below;
Location Operator rink size Bristol John Nike 56 m x 26 m Swindon Not known 56m x 26 m Plymouth Pavilions 44m x 22m Bracknell John Nike Leisure 60m x 30m Guildford Guildford Spectrum 60m x 30m Basingstoke Planet ice 60m x 30m Gosport Planet Ice 44m x 22m IOW Parkwood 44m x 20m
Sport England confirmed their on-going support for ice provision in the city, during their analysis of need discussion with the Council on 7 June 2007. In particular they cited the strong correlation between ice programmes and the ‘youth agenda’. Ice provision also has wide appeal to the ‘family destination market’. A new ice facility is likely to have a 60% penetration rate amongst young people aged 4-19 years, linking to the core needs of the city’s sports plan.
Using research undertaken by PMP consultancy it is estimated that the ‘critical mass’ of people living within a 20 to 30 minutes drive time for an ice- rink, to be commercially viable is 100,000. To this end Plymouth meets this criteria, together with a higher than recommended number of young people aged 5 - 19 years. Using information from the Active People survey, there is a comparative preference to ice-skating participation amongst women aged18- 40. The family ‘appeal’, of the facility, could explain this.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 29
Discussions with Mike Petrouis (Group Managing Director of Plant Ice and Mark Johnson, (Managing Director of Silverdome) confirm their interest in working in partnership to develop a new Ice Rink within the city; either as a stand-alone site or as an integral aspect of the Life Centre. (Note, the above companies operate 90% of the UK ice market).
Skills capacity The current provision of an Ice Rink within the city means there is a skilled coaching and teaching resource to support any new ice facilities.
Participation Current participation programmes include: ice hockey which is played at a recreational level, 3 to 4 sessions per week; ice-ability; and Skate UK; youth and recreational skating sessions.
Facility Provision: It is proposed that an ice rink is built 56mx 26m with spectator seating for 1,000-1,500 seats. The facilities will be suitable for a learn to skate programme, recreational league ice hockey and one off events.
Increasing Participation / projects outputs; The relocation of ice-skating in the city is a priority in the overall development of the Life Centre and Pavilions site. An ice rink serves the entire community as a centre for leisure, exercise and sport. It helps to build self-confidence and self-esteem, and develop friendships. Few facilities can achieve the ‘youth engagement and family destination’ outputs as ice;
Current ice skating output Future ice output ( Added value achieved within 3 years) Annual throughput 136,000 160,000 * 24,000 (Skate UK 1200 per year 6/8 week course) (Figure skaters 10,000 per year)
Annual through put by those 34,000 34,000 aged under 19 years – not known
Ice hockey x 4 recreational Hockey basics ( 500 per year A development of ice hockey sessions 6/8 week course) from 4 sessions per week to a full development Junior Hockey all clubs 120 programme members
Under 10’s Under 12s Under 16s Under 18’s ENL / EPL Senior Hockey Ice ability This scheme would be further This scheme would be further expanded in conjunction with expanded in conjunction with EFDS and the Ice Skating EFDS and the Ice Skating Association Association
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 30 School to club links This project will encourage all school trips at a discounted rate, and give all children tasters of the various ice sports that they can participate in. Additional programme options would include; a sport matched programme that would see the children come to the rink as part of their PE lessons. The Sports match would help subsidise the equipment, coaches and transport. This scheme has a track record of success in other locations throughout the UK. Ice events Minor ice events 10 per year with ice covered
** the above data has been collated in partnership with Planet Ice.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 31 Analysis of Need - Indoor Bowls Provision
The vision: The Council is committed to working with local bowling clubs and the English Indoor Bowling Association to secure the long-term future of indoor bowling in the city.
The Strategic Need: There is clear over-riding strategic need for indoor bowls provision within Plymouth. The Sport England Sports Calculator (using 2016 projected population and Sherford) projects a need for 17 rinks.
There are currently 10 indoor rinks located on two sites in the city; The Mayflower site (4 rinks) and Civil Service site (6 rinks). The future of both rinks are subject to change: with the redevelopment of the Mayflower site, as part Life Centre project, and potential alternative recreational use of the Civil Service site. The Civil Service site which until recently was going to be purchased by the University is currently closed. The future of this 6 rink site is now the subject of discussion.
In addition the Teignbridge 8 rink bowls venue has recently closed, leaving a significant indoor bowls facility ‘void’ between Exeter and Plymouth.
Facilities within travelling distance of Plymouth are outlined below; with the next nearest facilities in South Hams and Caradon, over 20 miles from the city: rink *Distance from Current facilities size District Plymouth *Travel Time (Car) South Hams TQ7 IHH 4 South Hams 20.6 0.47 Caradon PL14 3HZ 4 Cornwall 20.9 0.49 Teignbridge TQ12 3SB 8 Teignbridge 32.8 1.00 Bodmin PL31 IDU 4 Cornwall 33.5 1.09 Torquay TQ1 3QW 4 Torquay 35.9 1.15 Exonia EX4 6HT 3 Exeter 46.1 1.18 ISCA EX4 8NT 8 Exeter 48.3 1.18 Dawlish and District EX7 OAF 3 Teignbridge 52.1 1.24 Madeira EX8 2AY 3 East Devon 52.8 1.26 Padbrook Park EX15 1RU 3 Mid Devon 57.8 1.26 Carnmoggas / PL26 7DD 6 Cornwall 42.3 1.29 Honiton EX14 2DP 4 East Devon 59.8 1.29 Budleigh Salterton EX9 6SY 2 East Devon 54.7 1.32 Mid Devon EX16 6DQ 4 Mid Devon 66.1 1.34 Sidmouth EX10 8NG 3 East Devon 56.1 1.45 Axminister EX13 5HW 3 East Devon 70.8 1.46 Newquay TR7 2SL 4 Cornwall 52.8 1.51 Veryan TR2 5UW 4 Cornwall 53.2 1.53 Kingsley EX39 1HD 4 Torridge 61.4 2.09 North Devon EX31 2AP 4 North Devon 62.1 2.21 Plymouth Current facilities Plymouth Mayflower 4 Plymouth Plymouth Civil Service 6 Plymouth
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 32
Discussions with Joanne Shore, National Development Manager for English Indoor Bowls (June 2007), confirmed the EIBA is currently engaged with Sport England in producing a National Facilities Strategy.
Based on the current supply of indoor facilities in England as a whole, the EIBA considers that future Indoor Bowling Facilities in West Devon should be considered a high priority, as well as offering strategic support for an ‘ 8 rink indoor bowls venue’ for Plymouth. However they cannot contribute funds to the scheme.
Indoor bowls is an important contributor to key customer groups targeted through the ‘2020’ Strategy’; namely older and disabled people. The strategic need for new facilities in Central Park is highlighted as a ‘priority recommendation’ within the Plymouth Sports Facilities Strategy Final Report. Data provided by the Sport England Segments gives support to the comparative preference of bowls participation of those aged over 65 years of age.
However if we are to engage fully with this age group, consideration around the programming and management of facilities will need to include: the opportunity for participants to meet new friends, the need to support participants who are taking part to overcome disability or injury, public transport routes, providing friendship and social groups within the bowls setting. As defined by Sport England this age group are likely to respond to the radio, magazines, and for the younger retired, the internet, as a form of marketing information.
A more detailed Feasibility Study on the future of indoor bowling in the city has been commissioned through Marjon, with initial findings supporting the strong strategic need for bowls facilities. The report is to be published autumn 2007. Potential sites include: • Private Sector Initiative (Plymouth International Business Park) • Stand alone facility on either public sector land or land identified by the Council, including Marjon • Integral bowls within the Life Centre (or attached pod). This could be below ground.
Site visits to newly built facilities K2 (Crawley) and Xcel (Elmbridge) August 2007, outline that indoor bowls is a relatively low income generator per square meter, when compared with other sports activity. Income generated on each of the two listed sites, was £6,000 per annum 2 rinks K2, and £35,000 for the 4 rinks at Xcel. Client advice is that consideration should be given to covering the bowls rink for 3 months of the year, giving the operator alternative programming options.
Skills capacity: Coaching is delivered by a separate entity called Devon Bowls Coaching Association. There are currently 142 coaches in Devon (licensed and unlicensed). Level 1 is normally delivered in a club setting. Across the region there is one ‘level 3 course per annum’. Devon Coaching regularly takes place
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 33 at the Mayflower Centre. There are a total of 10 coaches in Plymouth, with 2 level 3 coaches. A new facility will require a higher priority to be given to the coaching workforce.
Participation. Attendances over the last 3 years at the Mayflower site have averaged at 18,000 per annum. There is a well-established indoor disabled bowling club. At an elite level, there is currently a Plymouth disabled bowler who is playing at international level and who will attend the Disabled World Bowls Championships in Sydney in the autumn of 2007. The Mayflower and Civil Service Indoor Bowls Clubs are currently working towards, club accreditation.
Facility Provision: The EIBA highlighted the importance of following the ‘Sport England Indoor Bowls Guidance Notes re any future design criteria. An 8 indoor rink is proposed.
Increasing participation/ project outputs
Current indoor bowls output Future indoor bowls Added value outputs Annual throughput 18,000 Refer to the Marjon report Refer to the Marjon report
County Competitions Refer to the Marjon report Refer to the Marjon report
Bowlers competing at national Bowlers competing at 2 additional national standard (1) national standard (3) performers
Attainment of Plymouth’s Club Attainment of Plymouth’s accreditation scheme – 0 Club accreditation scheme 2 2 clubs
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 34 Analysis of Need - Health and Fitness
The vision; The Fitness and Health facilities within the Life Centre will be the premier public accessible facilities of this type in the city.
The Strategic Need: Demand modelling undertaken by Strategic Leisure (March 2007) utilising the Fitness Industry Association Health and Fitness Penetration for 2006, based on the 2001 census population rates, indicates that there is a current deficiency of approximately 112 public accessible fitness stations in the city.
Using Active Places Power data, the total available fitness stations per 1,000 population in Plymouth, is 3.85. This compares to a SW Regional ratio of 4.28 and England ratio of 5.04, per 1,000 population. An additional 150 stations located within the Life Centre, based on the current population, would compare favourably when benchmarked in the SW Region. However to accommodate a further growth in population, the city is likely to require a total of 350 stations by 2026.
In the last 10 years the growth of fitness facilities within the city has been led by the private sector; Cannons (86 stations); Devonshire Health and Racquet Club (110 stations); McCaulay’s Health Club (80 stations), aimed at the higher income social groups. The large majority of facility stations on a pay and play basis are located within school or Higher Education sites:
Facility No. of Stations Access Body Ace Health Studio 30 Pay and Play Bodylines Gym and Sunbed Centre 40 Pay and Play Brickfields Sports Centre 40 Pay and Play Core Fitness (aka Plymouth Health Studio) 30 Pay and Play Estover Sports centre 7 Pay and Play Extreme Muscle (Previously known as House of Pain) 37 Pay and Play Flex Fitness (focus on body building 30 Pay and Play Lipson Sports Centre 14 Pay and Play Marjon Sport and Leisure 45 Pay and Play Mayflower Leisure Centre 17 Pay and Play Plymstock School Sports centre 20 Pay and Play Ridgeway Community Sports Centre 12 Pay and Play Sir John Hunt Sports Centre 16 Pay and Play University of Plymouth 36 Pay and Play YMCA (Kitto Centre) 30 Pay and Play Total (Pay and Play) 404 Cannons Health Club 86 Membership Club Continental 25 Membership Club Motivation 24 Membership Derriford Health and Leisure Centre 33 Pay and Play
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 35 Devonshire Health and Racquet Club 110 Membership Fort Stamford health and Fitness 63 Membership Imara 40 Membership McCaulay's Health Club 80 Membership Plymouth Civil Service Club 14 Membership Westcountry Squash and Fitness 35 Membership York House Health Club (Previously known as Fabb Exercise Centre) 13 Membership Total (Membership) 523 Total (Pay and Play + Membership) 927
Soft marketing testing with market operators (May 2007) confirmed the capacity for Plymouth to support fitness facilities within a range of 120-150 stations.
A growing trend within the leisure industry is the inclusion of health suite facilities. Recent developments led by Pendle Leisure Trust and Greenwich Leisure are viewed as ‘pathfinders’ within public leisure provision. Facilities provided by these operators include; Sanariums, steam rooms, saunas, foot spas, monsoon showers and dedicated treatment rooms, are seen to be provide an innovative approach to health and well-being. Proposals for the Life Centre include the provision of health suite facilities.
Skills capacity: The Register of Exercise Professionals manages the registration of fitness instructors. Whilst the number of qualified instructors in the City is not known, there is a recognised need for more instructors trained in ‘health referrals’ to meet the needs of ‘Active Plymouth’.
Participation: The key focus is to provide accessible facilities, which attract social groups identified within the active people survey, as well as key customer groups identified by the Council.
Facility Provision: The mix and match of health and fitness facilities will be agreed with the operator; but are likely to include a minimum of 120/150 station Gym. It is recommended that the Gym be split into zones to attract different social market segmentations i.e. Active Lifestyles (to support campaigns such as exercise referral and Active Plymouth), Youth Gym to meet the strategic needs of the City’s sport plan (with specific youth gym equipment and IT), general ‘Bike Zone’; free weights. For an example of best design practice refer to Elmbridge Xcel Leisure Complex.
Increasing participation / project outputs It is estimated that the 150 station Gym will attract in excess of 200,000 visits a year; this compares with the current attendance of 10,800 per annum. Centre membership, which is intrinsically linked to the Gym is projected at 3,000 members per annum. (Note bench mark research, K2, 3,500 memberships and Xcel 2,600).
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 36 Analysis of Need -Squash / Racket Ball Courts
The vision: To provide modern quality squash (racket ball) facilities, which through flexibility of use, achieve high occupancy rates for a range of alternative activities.
The Strategic Need: Within the broader context of sport, squash is considered to be a minority activity. The national picture suggests a downturn in popularity of the game, and a trend towards squash conversions, which allow for greater revenue returns. This trend has been reflected in Plymouth; where the future viability of the game, and the ability to drive broader developments of the sport is finely balanced. Should proposed developments proceed across the city there will be the closure of a further two squash courts at Marjon and one at the Mayflower Centre.
As a city we are now poorly placed in terms of ‘development outcomes’ when compared, for example with Exeter, who have two charted gold clubs and together with Avon, Gloucester and Somerset provide a Centre of Excellence. Arguably a city of our size should seek to provide opportunities to participate in a range of sports, which meet the needs of a wide cross section of the community.
As there are currently no participation parameters for squash in England, supply and demand calculations are less reliable than for other sports. It is possible however to undertake an indicative demand assessment using sports participation rates by age and gender and peak usage parameters based on research undertaken by Sport Scotland. The key assumptions made are as follows:
• 40% of visits are during peak times; • the average duration of a visit is 45 minutes; • 21 hours per week fall into the normal peak period, which is between 1700 and 2215 hours Monday to Thursday. This means that there are 28 sessions during peak times; • at any one time capacity is assumed to be 2 people per court.
The results shown in the following table suggests if these assumptions are applied to the population (classified by age and gender) of our target area (Plymouth) there is a shortfall in demand.
The figure of total visits during peak times is used to calculate the volume of squash courts needed to serve this demand at any one time.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 37 Rate of Participation Freq. Of Peak Age Population Visits per week participation (%) numbers participation visits Group (40%) Male Female Male Female Male Female Male Female Male Female 0-15 24,293 22,719 0.3 0.1 73 23 2 2 146 46 77 16-24 16,227 14,575 3.0 1.0 487 146 2 2 974 292 506 25-39 25,648 25,977 3.0 1.0 769 260 2 2 1538 520 823 40-59 30,150 31,024 1.5 0.5 452 155 2 2 904 310 486 60-84 19,955 25,356 0.0 0.0 0 0 2 2 0 0 0 Total 116,273 119,651 1781 584 3562 1168 1892
This is calculated by: • dividing the total peak visits by the number of peak sessions: 1892/28 • then divide by the average number of people that play: 2 • total demand (squash courts) from the catchment area: 33.8
Site Name No of Courts Mayflower Leisure Center 1 YMCA Kitto 4 Devonshire Health & Racquet Club 3 Derriford Health Club 2 St Dunstans Abbey (Plymouth College) 2 University of Plymouth Campus 3 College of St Mark & St John 3 Westcountry Squash 3 Fort Stamford 5 Total 26
When the total demand 33.8 (squash courts) is compared against current supply 26 courts, there is evidence to suggest an under supply of 7 courts. Through the rebuild programme there will also be the displacement of a court at the Mayflower Centre, and potential closure of 2 courts at Marjon, giving a total under supply of 10 courts.
The strategic need for Squash Courts is also highlighted within the Draft, ‘Plymouth Sports Facilities Strategy. “The only community access pay and play courts in Plymouth are located at the Mayflower Centre, Marjon and the YMCA Kitto Centre. If the Mayflower is replaced consideration should be given to the provision of new squash courts as part of the Central Park Life Centre Complex”.
However, the provision of dedicated squash courts cannot be economically justified as a stand-alone facility, but through the provision of ‘multifunctional squash courts’; the space can be programmed for a range of sports, which achieves higher occupancy rates. It is this design model (ABS) that is recommended for inclusion within the Life Centre.
Skills capacity: There are qualified squash coaches at level 1 and 2 within the city. In addition there are is a part-time funded England Squash coach located in the area, together with a Community Sports Rackets coach based in the South Hams.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 38 The Regional Manager for Squash, Matt Baker, has committed 20 days officer time per annum to ‘drive squash participation’ in the Life Centre.
Participation; England Squash consider the provision of the Life Centre to be a key facility in driving club-based participation. Through the placement of a Development Officer at the site (part-time) there will be a focus on establishing a club; with a junior section. There will also be a focus of daytime use of courts by schools, promotion of women and girls squash, as well as providing showcase activities through exhibitions and open days.
Facility Provision: Provision of Multi-Functional 3 squash courts; which meets the requirements of a ‘doubles court play’; and which can be utilised for an alternative range of activities. Note ASB design in Appendix A. For an example of best practice refer to Elmbridge Xcel Centre.
Increasing participation / project outputs
Current Squash throughput Future squash throughput Added value (achieved within 3 years) Annual throughput 12,000 7000 5,0000 County Competitions / County Competitions / 4 exhibition matches 0 exhibition matches 4 Development Officer 20 days a year 20 days a year coaching opportunities 0
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 39 Analysis of Need; Indoor Sports Provision: Sports Hall
The vision: To provide core indoor sports facilities ensuring that the sports needs of the city are met.
The Strategic Need; The Mayflower Leisure Centre is the main indoor sports arena in the city, with 15 indoor courts. 10 courts are accommodated within a double Sports Hall, and 5 courts are utilised separately, for badminton and as a popular indoor 5- aside venue. (Current throughput of the Main Hall is approximately 85,000). There is also significant indoor sports hall provision at Marjon, where 12 courts are located in two separate halls.
Future sports hall proposals in the city include the closure of Marjon and Mayflower facilities to be replaced with 12 court Sports Halls on each of these sites. In addition Marjon and the Council are proposing that these venues accommodate up to 1000 spectators. On the Life Centre site there will be a net reduction of 3 badminton court spaces.
Additional, separate planned Sports hall provision in the city includes; a 4 court Sports Hall at the University, and a 4 court Sports Hall at Notre Dame School. However there could be a reduction in Sports Hall provision (in its current format) at the Civil Service Site, which has recently been purchased by the University.
Sport England and Governing Bodies consider 12 court sports halls to be regional strategic venues. There are currently no facilities of this type in Devon.
Given the regional significance of the venues, discussion has taken place with Marjon regarding the complementary use of both venues. Marjon has confirmed that their 12 court Sports Hall would be used for curriculum delivery for their students, during the day, with evening and weekend usage focused around the delivery of basketball and netball as performance sports (operating under the term Plymouth Marjon). These sports are part of the established ‘hub club programme’, endorsed by Sport England.
The proposed 12 Court Sports Hall within the Central Park facilities is a like for like replacement and therefore does not impact on unmet demand.
With regards to future Sports Hall usage, Sport England have derived capacity figures for the 12 court facility based on the National Benchmark Service. Maximum usage is projected with a range of 210,400 visits per year. Projected throughput for a 12 Court Hall in Plymouth, based on total demand, supply of sports halls and observed behaviour is estimated to be 137,100 attendances (65% capacity).
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 40 A full stock of Sports Hall provision across the city is outlined below:
No. of Supply Assessment Table - Sports Halls Courts Access
Current Supply Future Supply (based on 3 court facilities and above only) (based on 3 court facilities and above only)
Facility Facility Brickfields Sports Centre 4 Pay and Play Brickfields Sports Centre 4 Pay and Play Coombe Dean Sports Centre 4 Pay and Play Coombe Dean Sports Centre 4 Pay and Play Derriford Health & Leisure Centre 4 Membership Derriford Health & Leisure Centre 4 Membership Devonport High School 4 SC/CA Devonport High School 4 SC/CA Devonshire Health & Racquet Club 4 Membership Devonshire Health & Racquet Club 4 Membership Eggbuckland Community College 4 SC/CA Eggbuckland Community College 4 SC/CA Estover Sports Centre 4 Pay and Play Estover Sports Centre 4 Pay and Play Hele's School 4 Pay and Play Hele's School 4 Pay and Play Lipson Sports Centre 4 Pay and Play Life Centre 12 Pay and Play Marjon Sport & Leisure 12 Pay and Play Lipson Sports Centre 4 Pay and Play Mayflower Leisure Centre 15 Pay and Play Marjon Sport & Leisure 12 Pay and Play Plymouth Civil Service Club 4 Membership Notre Dame School 4 Pay and Play Plymouth College (Ford Park) 4 Pay and Play Plymouth Civil Service Club 4 Membership Plymouth College Junior School 3 Private Plymouth College (Ford Park) 4 Pay and Play City College 3 SC/CA Plymouth College Junior School 3 Private Plymstock School Sports Centre 5 Pay and Play City College 3 SC/CA Ridgeway Community Sports Centre 4 Pay and Play Plymstock School Sports Centre 5 Pay and Play Sir John Hunt Community College 4 Pay and Play Ridgeway Community Sports Centre 4 Pay and Play Stoke Damerel Community College 4 Pay and Play Sir John Hunt Community College 4 Pay and Play Tamarside sports Complex 4 Pay and Play Stoke Damerel Community College 4 Pay and Play YMCA (kitto Centre) 6 Pay and Play Tamarside sports Complex 4 Pay and Play YMCA (kitto Centre) 5 Pay and Play University 4 Pay and Play Total Number of Courts 109 YMCA (kitto Centre) 6 Pay and Play Total Number of Courts (Pay and Play) 83 *weighted YMCA (kitto Centre) 5 Pay and Play Total Number of Courts (Membership) 12 Total Number of Courts 114 Total Number of Courts (Pay and Total Number of Courts (SC/CA) 11 Play) 88 Total Number of Courts Total Number of Courts (Private) 3 (Membership) 12 Total Number of Courts (SC/CA) 11 Total Number of Courts (Private) 3 NB In the majority of Pay and Play facilities at least 50% and in some cases 80%-90% of bookings are to clubs and SC/CA – sports club/ community associations association
Life Centre strategic need, specific sports. • Netball The strategic direction for netball provision within Plymouth, has been confirmed by Karen Jones, Active Devon Manager and Catherine Crogo Regional Facilities Manager (July 07). Discussions have also taken place with Sharon Robbie, Chairman of the Plymouth and District Netball League.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 41 The Life Centre (in line with the current Mayflower Centre) would accommodate the Plymouth and District Netball League and would be the base to deliver the recreational development of the game. League Netball would be played on indoor courts. There are currently over 60 league teams playing netball on a regular basis. This includes 5 Junior Divisions. At the commencement of the 2007/2008 netball season there were over 1,000 netball players, with an estimated additional support staff of 100 players. Longitudinal participation trends show a steady growth in the sport.
As a full-up to the comments made by the Chairman of Sport England in September 2007; England Netball have confirmed that there are sufficient outdoor netball courts of the appropriate quality within the city. An extract from the Netball South West facilities strategy (draft October 2007) provides further support for the strategic need for netball in the city:
“There is a need to develop a Regional Netball Centre in West Devon. To accommodate the current needs of the Plymouth and District Netball league, allow for it’s expansion and the development of Netball as a whole in West Devon (areas). A 3 indoor court facility is required with the option of 4-6 outdoor courts. Plymouth will provide the ideal geographical location for this to be situated, due to the high numbers of netball players living in the city. The Plymouth and District Netball Senior League contains between 60 and 70 teams and is one of the largest leagues in the Region. The league also runs a thriving junior section with between 20 and 30 teams represented between U11 and U16 age groups. The Plymouth and District Netball League currently has no permanent sustainable central venue facility, which can accommodate the whole of the league, seniors and juniors. The previous host facility, at Marjon in Plymouth, is no longer able to meet West Devon's needs for the league. As this venue would provide a base for the central venue league in West Devon and the satellite academies organised by the county association access to workforce development areas and training rooms would also be required. The indoor facility would need spectator seating provision to allow for high profile spectator events from visiting teams and allow the facility to be used for Regional Leagues. The Plymouth and District Netball league alone would require booking the facility a minimum of 3 nights a week 7pm - 10pm plus some weekends."
• Indoor Athletics Consultation with Lance Chatfield, Community Sports Coach, confirmed that Sports Hall Athletics is a key driver for athletics development in the city. Currently the 5-court Dawlish Leisure Centre is used as a central venue for Sports Hall Athletics in Devon, but the size of Hall limits the number of teams participating across the County. There are 5 accredited athletic clubs in the Plymouth area (Plymouth Schools, Plymstock Road Runners, City of Plymouth, Tavistock and Erme Valley), providing the strongest club base for the sport in Devon. The Life Centre would provide a central venue to launch a Plymouth Sports Hall Athletics league, as well as providing the opportunity to be a Devon league venue.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 42 • Badminton. Badminton does not have a high profile in the city and hence has the capacity to be developed. There are only two junior clubs in the city; Mayflower which meets on a Friday evening, and YMCA Kitto. Recent discussions with the County Badminton Development Officer confirm the Governing Bodies enthusiasm for our scheme.
In the near future each county is to have 7 Performance Badminton centres. Currently there is not one facility in Devon, which meets the criteria for this accreditation. The development of the Life Centre with the provision of 12 courts, would ensure that it would be nominated to be a Performance venue, and may also be accredited as a high Performance Centre, along with Bath University. Devon Badminton would consider the delivery of the U11’s, U13’s, U15’s, U17’s and U21 Squads in the new facility. County junior squads currently meet at Exeter University, but their 8 courts provide limitations on delivery options. Furthermore, the Life Centre would be considered as a base for senior county matches.
Badminton development work is set to be enhanced from the autumn of 2007, with a local training cell being set up at Sir John Hunt School. This is seen as a crucial first development step in rising participation in badminton across the city.
• Basketball. Basketball has a high profile within the city, with Plymouth Raiders currently ranked as one the top British Basketball teams. With the provision of the new 12 courts Sports Hall it is envisaged that the Raiders home matches would still be played at Pavilions, but that either Marjon or the Life Centre would provide an ‘alternative match venue’.
There are 4 teams who play in National League Division 2, with representative teams from the Raiders and Tamar Valley. Plymouth is considered to be the strongest geographical hub for basketball in the South West. Recent developments of the game in Plymouth include a Basketball Academy (with BTEC accreditation) commencing in September 2007. At a local level there are 8 teams in the Plymouth and District League, with the summer league having over 60 junior and senior league players. It is estimated that there are between 200-250 regular basketball players in the city. Current usage of halls for basketball across the city include (12-18 hours Marjon) / (5 hours at the Mayflower) / (3 hours at Brickfields).
George Hatchell, Basketball Development Officer, confirmed that the Life Centre would make an ideal venue for primary school leagues, and basketball coaching camps, a venue for the delivery of the Basketball Academy and a venue for National League Competitions. The nearest area performance centre is Reading.
At a national level basketball has experienced resurgence. The NBA has decided that that Britain represents one of the last unconquered territories,
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 43 buoyed by the pending, 2012 Olympics. In part this is due to the alignment between British Performance Basketball, the British Basketball League and UK Sport. It has recently relocated from Paris to London. Inevitably there is likely to be a ripple affect within the sport.
Discussions with Raiders confirm their aspiration for dedicated training facilities, this could be achieved either through the Life Centre or developments at Marjons. Raiders would also consider the lease of office space, as the central hub of their Plymouth team.
• Volleyball Volleyball is included within the Marjon Hub Club sports, but at the time of writing this report, the sport has not been fully developed as part of this cluster. Graham Pearson, Director of PE at Eggbuckland Community College, who is Chairman of SW Volleyball Association, has confirmed the need for defined Volleyball facilities in the city. There are currently over 600 players, playing volleyball on a regular basis, with two national league sides, and three SW Leagues teams, as well as a schools league and Plymouth and District League. The city’s women’s team is ranked in the top 20 teams in the UK. The current league venue for matches is Plymstock and Hele School, with national games hosted at the Pavilions. Within the region, Plymouth is seen to be a strong contributor to Volleyball together with Poole, and Bristol. It is the aspiration of those playing volleyball to have enhanced facilities, which can offer a 2 court-training venue and a match play court.
• Table Tennis. The English Table Tennis Association have confirmed their support for the facility in the city. The base for table tennis within Plymouth is strong. The Woolwell club,(which is the largest club in the city) has over 100 players, has a Premier British Women’s League Team. The ETTA’s Male Coach Of The Year is attached to the Club. There is also a dedicated table tennis centre located in Mutley, which has 5 tables. This venue is used for Plymouth and District matches.
Usage of the Life Centre for Table Tennis is likely to be for squad training and tournaments, as Woolwell wish to remain at their current venue and attain Community Club Development Funding.
• School use: Annual throughput of the Mayflower, by schools is approximately 14,000 per annum. This includes core usage from Devonport High for Girls, and St.Boniface RC School. Discussions with Devon High for Girls and Asset Management confirm that the Life Centre should meet the future delivery of girls PE for that School. The School receive a devolved budget of approximately £20,000 per annum to buy-in PE facilities from other providers. Use of the Life Centre would be for years 9 and above, daytime usage during the autumn and spring terms, for approximately 8 hours a week, for a maximum of 90 students per visit. The school would also like to introduce GCSE PE.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 44
Other schools who regularly use the facility are the CFE Special Needs groups, Foreign Language School, University, YMCA and social badminton groups. Contact will be made with these agencies.
Skills capacity: The coaching base for significant indoor sports is strong within the city:
Sport Coaching capacity within the city Netball 1 x international coach 1 x level 3 1 x level 2 intermediate 10 level 2 coaches 30 level 3 coaches Athletics To be confirmed
Badminton 2 x level 2 coaches 5 x level 1 coaches (this compares with 42 coaches in Torbay) Basketball Not known Volleyball 1 x staff tutor based at Marjon 3 x level 3 abundance of level 1 and 2 coaches
Participation : As outlined in the report, current annual Sports Hall attendance at the Mayflower site is within a range of 85,000. This is achieved through a range of users.
Facility Provision: A 12 court Sports Hall is proposed with seating for 1,000 spectators. Specific needs of key sports need to be met within the design. Refer to technical guidance within Appendix A. For an example of best practice refer to K2, Crawley, 12 Court Sports Hall.
Increasing participation/ project outputs Annual throughput of the 12 court Sports Hall is projected to be 137,000 users.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 45 Analysis of Need - Indoor Sports Provision 3G Surface
The vision: To provide a covered indoor 5-aside facility of a quality which delivers the whole player pathway.
The Strategic Need: When planning for new pitches the Plymouth Playing Pitch Strategy provides the strategic framework for pitch developments. Core aspects of the Strategy in relation to this project are;
• Whenever possible, where investment opportunities are identified for general enhancement of local playing pitch and ancillary facilities, the first consideration should be considered at “multi-pitch’ locations (Strategic Guidance 1)
• When investment at multi-pitch locations is being considered, its use should follow the following principles: to correct any known shortfalls in the quantity of Plymouth sports provision (citywide) (SG2.1) / to try to address any known short fall in the quality of pitch and ancillary provision (SG2.2)
• Maximise any investment opportunities that may arise to provide new full-size third-generation rubber crumb pitches. (SG 3).
In the context of the above recommendations, the provision of a 3G covered surface within the Life Centre meets the following core objectives: • The pitch would be located within the known hub of football within the city – adjacent to Home Park • The pitch would be part of a broader cluster of football pitches, and proposed pitches within the Park setting • Through partnership working with the FA and Football Foundation there may be external funding for the project • The covered provision would be a direct replacement for the current purpose built 5a-side venue located within the Mayflower Centre. The venue provides dedicated 5aside provision from 6pm – 10pm every evening. The facility currently generates over £20,000 of income with 35,000 annual attendances. The Mayflower Football League administers the league. Whilst the management team at the Mayflower centre confirm that there has been some displacement of football to the GOALS commercial centre, there are those individuals who choose not to play in all weathers outside, and where slippage is still an issue man made surfaces. • The provision of a 3G pitch would go towards satisfying the unmet needs for junior football in the city, as well as contributing to the boarder delivery of football in the city • Significantly the Centre would have a ‘unique selling point’ and links to the vision to have a ‘wow’ factor around the facility. There are only two
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 46 other facilities of this type in the West Country; Filton College, Bristol and Cirencester Town.
It is recommended that further discussions take place with Plymouth Argyle to establish their long-term team training needs. The 3G pitch could be developed through a joint partnership approach with Argyle. More detailed discussions are proposed with the FA regarding the delivery of this emerging concept.
Facility Provision: Discussions with the Football Foundation confirm that the structure is typically based on a steel frame with either cladding or stretch fabric as roof cover. A pitch of 60m x 40m would provide the opportunity for 2 x 5aside pitches. It was also suggested that consideration be given to an open sided building, thus avoiding the need for heating and ventilation.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 47 Analysis of Need - Outdoor Recreation Provision
The vision: Central Park offers a wealth of opportunity to bring formal and informal leisure and recreation activities together on one site. The vision is for a rejuvenated Park, which will meet identified outdoor sports needs, within an attractive leisure destination.
The Strategic Need Central Park is the city’s principal green space covering 220 acres of Parkland in the heart of Plymouth. However, for many years the Park has suffered from insufficient funding and is now in desperate need of a significant cash injection. It has enormous potential to contribute to the regeneration of the city as well as providing valuable formal outdoor recreation provision.
Core strategic documents are the (draft Playing Pitch Strategy) and the (draft Local Area Action Plan).
Each formal outdoor recreation provision is addressed in turn.
Football The Playing Pitch Strategy (Draft June 2006) is the key strategic document when assessing current and future football pitch needs in the city. The aim of the Strategy is to support the 2020 Vision for Plymouth. The strategy estimates that in excess of 6,000 people regularly play competitive sport in community leagues on pitches, with 3,000 of these individuals playing football.
Plymouth is a vibrant football city and remains a central force in the development of football in Devon. It accounts for almost half of all junior teams in the County. The growth in junior football in the city has been significant, rising from 150 teams in 1990, to 350 teams today. Whilst senior football, in line with national trends, has declined, this has been offset with a significant increase in 5 aside teams. There is a comprehensive football development programme delivered in the city by a range of partners. New facilities within Central Park would enhance the city-wide football programme; Football in the Community, Plymouth Argyle Centre of Excellence, Community Football project, and disability and girl’s football
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 48 The Playing Pitch Strategy was produced in relation to 3 distinct sub-areas: North; South and East.
Within the South Sub-Area the current junior pitch shortfall is 10 pitches, but has projected deficiencies of 14 pitches. The greatest demand for junior pitches is in the South (area including Central Park) with almost half of all junior teams located in this district. A similar deficiency is noted for the East with, a short fall of 10 junior pitches, and projected shortfall of 12 pitches. The role of future pitch provision is therefore critical. In a broader context of recent developments in the city, grass football pitches are under continuing threat particularly from the rationalisation of primary schools in the city, and the potential outsourcing of the housing stock. In addition the realigned Peninsula football league, has left a shortfall of ‘step 7’ football standard facilities in the city; with one pitch at Parkway and another at Elburton, being the ‘only type 7’ pitches in the city.
In accordance with the strategic need, the following football facilities are highlighted for inclusion with the Park: • a high quality 6/8 changing accommodation block, located above Upper Knolly’s Terrace, and football pitches. On the second floor of the Pavilion it is proposed to have a café, with viewing over both the Baseball and Football Pitches. This facility could also provide public toilets, and a location for the administration of the golf. The indication from the Football Association is that they would be willing to support funding for the changing element of such facilities. It is proposed that the baseball/softball changing rooms block and golf kiosk be demolished • one additional senior grass pitch, located adjacent to ‘Stadium Football and Rugby pitches’; Upper Knolly’s Terrace (ball catch fence needed) • two additional junior grass pitches, located below the Baseball pitch, at Wakefield. (Parking provision to be discussed) • one junior pitch, adjacent to the east of the bowls rink. Player toilets could be located adjacent to the club house, with restricted access to clubs (this allows for one additional grass bowling rink) • Location of a ‘step 7’ grass pitch with floodlighting in the north of the park. This pitch would be seen as a replacement to Cottage Field, which is subject to redevelopment as an events space. It is recommended that further discussion takes place with Argyle to establish their future training needs and how this fits with the overall scheme.
Rugby The single Rugby Pitch located within Central Park is well used. Improved changing provision would be an asset for the rugby teams.
The Playing Pitch Strategy highlights a deficiency of rugby pitches in the north of the city, but at the time of writing this report, there is a conflict of interests between rugby and football on the Stonehouse pitches. If the current rugby pitch is turned over for football, there will be a shortage of rugby pitches within the southern area of the city. Therefore consideration will need to be given to
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 49 having one additional pitch within Central Park. Within the broader context of rugby it is widely accepted that the centre of excellence is at Brickfields. It is also recommended that there are sufficient pitches provided (within Central Park) to allow for pitch rotation.
It is recommended that discussions take place between Hannah Buckley, Football Association and Dave Stubley Regional Facilities Manager, Rugby Football Union regarding the alignment of pitches within the Park and the joint usage of a 3G for both Football and Rugby.
Angling Angling is a popular sport across all age groups, and is widely accessible. In particular the English Federation of Disability Sport highlight it a significant recreational activity for people with disabilities. The Plymouth and District Angling Association who are the main co-ordinators behind the sport currently operate from 4 locations, all outside of the city; Cadover & Brisworthy / St Germans / Delmoor / Filham Park. It is recommended that consideration be given to fresh water fishing provision within the Barn Park area of Central Park. There is already a wildlife pond in this area, which if expanded could serve as a dual soak away for the built facilities / fresh water lake. (It is suggested that there is further discussion with the Angling Association and Environment Agency regarding the above need).
Outdoor Bowling There are currently two outdoor bowling greens within Central Park. Demand for these has increased considerably since the closure of the St Budeaux rink in 2006.
Across the city, the future loss of an outdoor bowls green at the Civil Service site is subject to a Planning Application by Roko (autumn 2007). If this application is approved it would see the further loss of an outdoor bowls rink in the city. Pending the outcome of this Planning Application, it is proposed that at least one additional green is included in the future plans for the Park. Noted below are the current outdoor bowls greens;
Location/Club Site/Location No. of greens Central Park (PCC) Central Park 2 Citybus Milehouse 1 Civil Service Beacon Park 2 Dean Cross (PCC) Dean Cross 1 Devonport Park (PCC) Devonport Park 1 Harewood House (PCC) Harewood Park 1 Plymstock Furzehatt Road 1 Sir Francis Drake Whiteford Road 1 The Hoe (PCC) The Hoe 1 Tothill (PCC) Tothill Park 1 Unity Park Unity Park 1 Victoria Park (PCC) Victoria Park 1 Total 14 Total (PCC) 8
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 50 The Active People Survey supports the strategic need for outdoor bowls. The comparative preference to Bowls is higher for those aged over 65, than any other activity.
Walking: It is recognised that the existing range of organised exercise opportunities within Central Park does not meet the needs of everyone. Through the realignment of the Park, consideration should be given to supporting the ‘Walking the Way to Health’ Programme; providing an environment for formal and informal walking programmes. The provision of public art, to promote walking, making walks more attractive and to engage the local community should be included within the project. Improvements to lighting, pathways and signage will help to make walking safe, accessible and attractive to all. Further discussions will take place with the Co-ordinator of the Walk this Way to Health Scheme.
Cycling: A key objective of the Cycle Strategy is to link all existing cycle routes. The City’s Strategic Cycle Network includes an incomplete route into the City Centre from the North, which passes through Central Park. In order to complete the route, additional cycle paths need to be provided.
The cycle paths are also important for school travel plans. Devonport High for Girls recently confirmed the number of girls who cycle from the South of the city highlighting that their cycling needs are not being met.
The provision of cycling as a ‘young family destination’ is worthy of consideration, with many such groups currently using the tarmac area of the Hoe. Given the high priority to target ‘youth’ it is recommended that there is a more detailed study exploring the possibility of a mountain bike trail within the Park, to include a cycle hire facility, exhibition area and education room.
Sustainable travel will be encouraged by all participants and therefore the inclusion of secure, convenient cycle parking facilities should also be included in the scheme.
Youth provision: The Central Park Action Plan outlined the proposal for a Youth Park. This was installed approximately 3 years ago together with the Seven Continents Adventure Playground. Detailed consultation was undertaken. The objective was to create a park whose design integrated well with the surrounding landscape and which had appeal to a wide cross section of young people.
The Skate Park was installed to meet the needs of skateboarders, in-line skaters, and BMXers. There was also the provision of a ball and covered seat area.
Whilst there is clearly a need for free informal youth recreation facilities, the provision of an enhanced extreme sport centre would further meet the needs of youth, in the form of either indoor or outdoor provision. Facilities may include: skateboarding, in-line roller-skating, BMX-ing. Consideration may
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 51 also be given to engaging ‘Planet Ape’, a commercial company established in 2002, who has worked in partnership with the Forestry Commission to deliver award winning high wire tree adventure courses, consisting of rope bridges, Tarzan Swings and zip slides. Planet Ape is a growing product, which has wide appeal across all ages. If delivered within Central Park, it could provide a thrilling, adrenaline filled adventure experience, with high youth appeal.
Dog Fouling: Establishing a Park for all the people of Plymouth is important. However the conflict of users must be managed, particularly in relation to pitches, and irresponsible dog owners. Research undertaken on this project (July 07) by American Exchange students provided examples in America where ‘dog parks’ are a segregated space within a larger park area.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 52 Analysis of Need – Indoor Climbing Wall
The Vision: To provide a climbing wall, which is open to everyone, which is safe, and promotes best practice in keeping with climbing tradition. The climbing facilities will be the central feature in defining the Life Centre as a family leisure destination (adventure centre), which differentiates itself from other key leisure providers in Plymouth and the surrounding area.
Strategic Need: There are a small number of indoor climbing facilities within the Plymouth area, but no specialist facilities. Existing multi-use climbing venues include: Lipson, Ivybridge and Stoke Damerel Colleges and the YMCA. The nearest quality climbing provision is Undercover Rock in Bristol.
Given the proximity of Plymouth to the natural climbing environment we believe that there is a strategic need for the facility. Marjon have also indicated a willingness to utilise dedicated climbing facilities for curriculum delivery.
Discussions have taken place with ‘Sunderland Climbing Wall’ (June 07) and ‘High-Sports’ (August 2007) with regards to including climbing within the new facilities. Both these companies have shown strong support for the inclusion of modern climbing facilities within the new build.
In the last five years there has been a growing trend for newly built leisure facilities to include climbing facilities. Technology has assisted in providing curved resin products enabling a range of climbing activities to be promoted; Auto belay, top roping, lead climbing, bouldering and abseiling. There has been a key shift in market users, moving away from specialist dedicated climbers who use indoor facilities during inclement weather, to the mass leisure market.
Over 50% of users of modern climbing facilities are aged under 19 years, with many families participating in group activities. Examples of leisure climbing facilities are K2, Crawley, and Xcel in Elmbridge.
Skills Capacity: As this is a specialist facility, specialist-coaching skills will be required. There are examples of where climbing facilities, of the type proposed are sub- contracted within a facility. The lead operator in climbing provision is High Sport. This company works on a sub-contract basis within facilities and delivers climbing within the Association of British Climbing Walls quality framework. Within any operation we have been advised that there must be a Mountain Leader Training Board, accredited Technical Advisor.
Participation: The climbing wall must be available for a range of users. Facilities of this type at other centres, typically offer indoor climbing as an opportunity for everyone. Programmed sessions are likely to include; have a go, on auto-delay system,
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 53 suitable for adults and young people; taster sessions available for adults, children or family groups; a Rock Club for those who are looking to progress their skills or are seeking social interaction; Junior club (from age 4) and children’s parties. There should also the opportunity of a Schools programme.
In 2008, the National Indoor Climbing Accreditation Scheme will be launched. This is a 5 stage climbing programme for schools. In addition a company such as High-Sport seeks to work with School Sport Co-ordinators to run a teacher training programme and inter-school competitions.
Climbing, unlike many sports and recreation activities has a high penetration rate amongst 15 – 19 year olds. High Sport deploy a programme called Rock Club which encourages leadership amongst those in this age group. Inclusion of young people ‘at risk’ and ‘on referral programmes’ has a high success rate through climbing provision.
The Council must ensure that the facilities are open access, with no specialist equipment required on the part of the participation. An operator such as High Sport provides all equipment. There is also a strong corporate and training market for climbing activities, providing the opportunity for engagement but industry leaders in the city.
Facility provision: The provision of a climbing wall must be designed as a dedicated facility and not integrated within the Sports Hall. Specialist companies such as Hi-Sport should be consulted at the design stage.
It is proposed that £.5m is allowed for the inclusion of climbing within the facility. Core components should be; auto belay, top roping, and bouldering, with the inclusion of an emerging concept Urban Grillas. High Sport are developing this theme as an ‘all year round’ alternative to Go Ape. This is an important component in the overall scheme in achieving a wow factor. For an example of best practice refer to K2 Crawley, and Elmbridge Xcel Leisure Centre.
Throughput participation: Hi Sport confirm that throughput would be in the region of 30,000 - 40,000 climbs per year.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 54 Analysis of Need - Additional / Ancillary Facility Provision
The vision: The Life Centre aims to meet the needs of all people across the city, in particular families and youth markets. In this context consideration should be given to a broad mix of ancillary facilities.
Crèche: Provision for Crèche facilities for pre-school children. Designed in conjunction with Early Years and Ofsted recommendations. The crèche will provide a secure drop-off point for pre-school children.
Child Watch: This is a recommended facility for young people aged school age – 8 years. It would provide informal, unstructured activity, including a variety of games, arts, crafts, and computer learning zones. It would be supervised and would typically open from after-school until 8pm, allowing parents and guardians to participate in adult age restricted activities. It is suggested that parents would be given a beeper when their child is dropped off. The facility could be utilised at weekends and as holiday activity provision.
Soft Play: It is recommended that a large soft play area suitable for young people aged under 8 years, be provided. Facilities would be 3 storeys high, and include activities like, ball pools, bungee run, tube slide, cargo net and interactive facilities etc. Research indicates that there is only one large venue of this type in the city (Jump).
Aerobic dance Studio: The provision of a modern aerobic studio is important for the delivery of Group Exercise Programme.
Meeting and ancillary rooms x 2: It is proposed that included within the facility are two meeting rooms. These would be suitable to hold courses, and meetings. The provision of one room overlooking the Sports hall, would double as an events control room for indoor competitions’.
Office accommodation: Provision of office space, to accommodate (Manager – own office) / Staff Room / open plan office for 12 staff / office for 4 community club coaches overlooking the sports hall.
Staff facilities Staff ancillary facilities need to be included within the scheme. These would include a rest room, and changing facilities. For best practice refer to Excel Elmbridge.
External event store:
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 55 A request by the Events and Parks Team, is the provision of an events store, with external access. This would meet the needs of the events venue identified for Cottage Field.
Café: It is estimated that there will be over a million visits a year to the facility. The provision of catering services is seen as critical in meeting customer expectations, as well as the opportunity of maximising secondary spend on the site.
Martial arts / Dojo: Further consideration will be given to this facility as a stand-alone facility.
Primary Care Trust: EC Harris have confirmed that the Director of Public Health supports the need for a ‘wellness space’ within the Life Centre’. This is unlikely to be used for direct care such as a GP surgery, but more aligned to preventative medicine through the promotion of active lifestyles.
Gymnastics: Swallows Gymnastics club have a long established reputation for the delivery of gymnastics in Plymouth. For over 10 years they have operated from their own premises on leased land owned by the City Council, at the Tamar Science Park, north of the city. More recently Tamar Science Park has become focused around its core business of technology, research and medicine, in part due to the expansion of Derriford Hospital and the newly created Peninsula Medical School. The freehold of the land has transferred from the Council to Tamar Science Park, resulting in the Swallows Training facility been ‘out of sink’ with the broader developments in the location. Whilst the immediate future of the Swallow facilities are not in danger of redevelopment, there is clearly a medium term need for the Council to work with the club and other partners to find an alternative location. Asset Management have confirmed that the rationalisation of the lease is unlikely to raise a sum above £0.5m.
Discussions with the Club have confirmed their willingness to be considered as an integral part of the Life Centre, although they wish to operate as a separate entity within such as facility. An example of this type of management agreement is provided within K2 at Crawley, where the Hawth Gymnastics club rent the training facility, in an agreement with the Council as opposed to the management operator. A suggested way forward, regarding a new site for Swallows is for more detailed discussions with the Tamar Science Park and other potential partners around the city, including Marjon and school sites.
Additional information pertaining to Swallows is outlined below; Current membership is 720, with 400 people on the waiting list. This is a longer waiting list than 1993, when the facility first opened. The current facility is 32m x 27m2 plus toilets. The club’s focus is on artistic gymnastics. Swallow is seen as a strategic venue in terms of delivering and supporting both elite and grass roots gymnastics. The club has 35 females and 20 males elite squads with 2
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 56 female and 8 male gymnasts in the Regional Squads. A total of 3 athletes are in nationally ranked performers. There is a depth of coaching skills within the club; Coach level Number Pre-School 4 Level 1 15 Level 2 5 Level 3 6 Level 4 5 Level 5 2
The opening times of the current facilities are:
Time Day 9am – 8.30 pm Monday 9am – 10.15pm Tuesday 9am – 9.00pm Wednesday 9am – 10.15pm Thursday 1pm – 8.30pm Friday 8.30am – 6.30pm Saturday competitions Sunday
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 57 Cultural delivery within the Life Centre
People living in a community relate to the place they live in – and this is their ‘culture’.
The ‘culture’ of a community can loosely be described as what you do when you don’t have to be doing things … when you have ‘spare time’.
People and their surroundings are inextricably linked and together they form the character of a place. Plymouth has grown from the experiences, needs and aspirations of the people who live in these surroundings.
People in Plymouth believe that their city is a unique place – a city with a rich and important history out of which has been forged a community of struggle and optimism.
But of course these surroundings are not necessarily perfect, needs change all the time. In planning for the Life Centre there is a vision that the new facilities will create a marriage between sport and art, through culture.
Culture is a broad and overarching term, bringing together many activities and providing a dynamism and cohesion that is powerful and effective. In the context of the draft cultural plan, the key cultural drivers are: • Sport, leisure, play and physical activity • Performing, media, visual and community arts • Museums, heritage and archives • Libraries, literature and information • Cultural tourism, festivals and events • Creative, digital and sporting industries • Parks and open spaces • Urban design.
Culture contributes to all of Plymouth’s shared strategic goals and as such can play a vital role in creating a superb quality of life for residents and visitors alike.
Culture thrives on collaboration and partnership, and the City Council works with an increasing range of national and regional agencies, voluntary and community groups, successful businesses and independent practitioners and producers.
The draft cultural strategy identifies core opportunities for the enhancement of culture across the city:
• Culture within the city is fragmented and needs to develop stronger partnerships and a common voice.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 58 • Culture is working in some neighbourhoods but needs to work more consistently across the city allowing greater access and participation. • Culture and creativity need to become key drivers in the economic regeneration process, central to both policy and practice, and contributing to the successful marketing of the city to visitors and to businesses wishing to re-locate • Culture needs to be central to the physical regeneration of the city, ensuring both adequate facilities for cultural activity, and also a creative approach to good built design and to the public realm areas.
More specifically the vision for cultural delivery within the Life Centre is:
Enhancing the Atmosphere – the importance of public art: It is strongly recommended that careful consideration be given to the full inclusion of public art within the scheme, from both an external and internal perspective.
External funding should be explored with funding partners i.e. Arts Council, Arts and Business, and by the development of working relationships with artists, project architects, the contractor and potential local community users of the Centre. The objective is to enhance and enliven the overall design of the Centre. For a working example refer to K2, Crawley.
Dance Training and Rehearsal Centre Dance has particular synergies with sport and it has a clear role to play within the Sport England manifesto. It is likely to play a key role in arts celebrations for the 2012 Olympics, whether through street celebrations or a highly choreographed opening ceremony.
Strategically the need for enhanced dance facilities is highlighted within the study “Plymouth: a dance city for the 21st Century” (2006).
By early 2008 a dedicated, dance specialist will be in post to provide creative leadership for the dance sector in Plymouth, as part of the Dance in Devon initiative. The provision for new dance training facilities in Plymouth, would provide a focus for the delivery of this programme.
Community music recording studios and rehearsal rooms Plymouth Music Collective (PMC) currently occupies five terrace houses in Cattedown owned by the Council. PMC operates a community recording studio from there, and runs six rehearsal rooms. PMC has a membership of around 600 musicians from Plymouth.
Many of the musicians using these facilities, are young, just starting out and PMC is a lifeline, offering affordable rehearsal and recording facilities.
However the premise occupied by PMC are in poor state of repair and are becoming increasingly damp and in need of re-roofing. In addition running the services across five houses – designed to be self contained units is not ideal.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 59 They lack interconnectivity. There is currently an ‘agreed’ twin track approach to enhancing the music recording studios and rehearsal rooms; the inclusion of this provision within the Life Centre, and upgrading of the current facilities through an external funding application to the Community Assets Fund.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 60 Appendix
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 61 Facilities Planning Model – Plymouth Swimming Pool Assessment – June 2007
Analysis of Best / Worst Scenario
CURRENT ‘NO INVESTMENT’ PLYMOUTH CITY POSSIBLE SITUATION SCENARIO (RUN COUNCIL ALTERNATIVE 5) PREFERRED SCENARIO (RUN 4) SCENARIO (RUN 6)
• Current supply Closure of: Closure of: Closure of: of all indoor • Central Park • Plymouth • Plymouth pools >20m in Pools (no Pavilions Pavilions length or replacement) • Central Park • Central Park 160m², Pools Pools available for New pools at: New pools at: New pools at: community • No new pools • Life Centre • Life Centre use. o Olympic (reduced tank proposal) 50m x o Olympic 25m tank o Leisure 50m x water 21m 300m² o No o Diving leisure tank water 23m x o Diving 23m tank • Elburton / 21m x Sherford (25m x 21m 9m) • PL5 – Tamarside • Replacement pool Community at Marjons (25m x College (25m x 9m) 8.5m) • PL9 – Coombe Dean Sports Centre (25m x 8.5m) No. Rank No. Rank No. Rank No. Rank 1 = best 1 = best 1 = best 1 = best 4 = 4 = 4 = worst 4 = worst worst worst 1. Indoor water space Total amount of indoor water space available 2,268 1,569 3,459 3,121 for community use (m² of water) 3 4 1 2 in Plymouth m² of indoor water space 9.4 m² 6.5 m² 14.3 m² 12.9 m² available for community use per 1,000 population 2. Unmet demand Unmet demand as % of total demand 8.6% 10.8% 10.1% 7.7% from Plymouth residents 2 4 3 1
Unmet demand 204 m² 256 m² 241 m² 183 m² (m² of water) from Plymouth residents
3. Overall annual throughput at all pools Annual throughput at all 717,300 3 605,000 4 898,200 1 865,000 2 pools in Plymouth (- (+180,900) (+148,700) (compared to 112,300) existing)
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 62 Annual throughput at all 481,780 533,012 398,012 416,817 pools in Caradon (+51,232) (-83,768) (-64,963) (compared to existing) 2 1 4 3
Annual throughput at all 307,249 342,964 247,497 264,581 pools in South (+35,715) (-59,752) (-42,688) Hams (compared to existing) Annual throughput at all 180,633 180,611 151,133 162,315 pools in West (-22) (-29,500) (-18,318) Devon (compared to existing) Annual throughput at all pools in 1.687m 3 1.661m 4 1.696m 2 1.710m 1 Plymouth, (-25,440) (+7,920) (+22,750) Caradon, South Hams and West Devon (compared to existing) 4. Annual throughput at individual pools Annual throughput at 223,200 3 Nil 4 549,000 1 451,800 2 Central Park / (- (+325,800) (+228,600) Life Centre 223,200) Typical impact on annual throughput nil 2 +18% 1 -33% 4 -24% 3 at other Plymouth pools (excl Life Centre) compared to existing 5. Modal split Visits made on foot to swimming 16.0% 13.6% 14.1% 17.9% pools by Plymouth residents (as % of all visits) 2 4 3 1 Visits made by 75.2% 77.6% 76.7% 73.6% car to swimming pools by Plymouth residents (as % of all visits) Visits made by public transport to 8.8% 8.8% 9.3% 8.5% swimming pools by Plymouth residents (as % of all visits) 6. Pool Usage % of capacity of Plymouth pools 58% 1 73% 4 43% 3 48% 2 being used at peak times as % of total capacity (optimum ‘comfortable’ used capacity say 60%) 7. Import / export of demand % of demand from Plymouth 66% 56% 78% 77% residents being retained in Plymouth 3 4 1 2
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 63 % of demand from Plymouth 25% 34% 12% 15% residents being ‘exported’ to pools outside Plymouth Areas of the City PL1 – Better: Better: Better: with highest Devonport No areas PL9 – Plymstock PL5 – St Budeaux / levels of unmet PL2 – Worse: (East) / Elburton Kings Tamerton demand / changes Keyham PL2 – Worse: PL5 – Honicknowle compared to PL4 – North PL1 – East / Whitleigh current situation Lipson / Prospect / Stonehouse / PL9 – Plymstock / Mount Pennycross Millbay / Elburton Gould PL3 – Barbican Worse: PL5 – Peverell / PL1 – East Barne Hartley Stonehouse / Barton / St Millbay / Budeaux / Barbican Kings Tamerton PL5 - Honickno wle / Whileigh
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 64 Plymouth Case Study
This paper outlines the Sport England segments and describes how they can be used at different geographic levels. It then explores the Unitary Authority of Plymouth and looks at how the population can be divided up according to their sporting segments. It concludes by looking at the most prevalent segments in Plymouth and analysing what this means in terms of demand for particular sports and potential barriers to take up of sporting activities.
Please note that the segments and segment names are not yet finalised. Therefore this paper should be treated as draft status
Introduction to the Sport England Segments
The Sport England segments were devised as an effective way to use the information collected by Active People and Taking Part surveys. Using a modelling process, the appointed consultants, Experian Business Strategies, divided the adult population (18+) into 19 segments according to socio-demographics and sporting behaviour and attitudes. Information about lifestyle and media consumption was then added to provide a more rounded picture of the segments. Data added included what segments do in their free time apart from sport, what media they are more likely to react to and the brands they aspire to. 1
The segment information is displayed as an index system. The average answer within the total population is given as100. A sliding scale is then used to explore whether a segment is more or less likely to have that behavioural or attitude trait. For example if segment 17 answers 150 for playing tennis, this means they are 50% more likely to play tennis than the average population. If segment 19 is given an index of 25 for playing badminton, this means they are 75% less likely to play badminton than the total population
The segmentation model is also divided into four Supergroups. These are based on age group. Supergroup A refers to 18-25 year olds, Supergroup B 26-45, Supergroup C 46-64 and Supergroup D 65+. A separate index system has been developed which compares the behaviour of any particular segment with the other segments in its Supergroup. This system was developed because it was felt that on occasions, comparing segments within their peer group gave more meaningful comparisons than comparing segments at different ends of the spectrum.
Table one below outlines the segments using key information available.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 65
Table 1: Outline of Sport England Segments
Name of Segment Description of Segment
Segment 1: Competitive Male Male Urbanites “Ben” Age 18-25 Single Employed fulltime Without children Social class ABC1 12+ (doing 3X30 per week moderate intensity) = 40%
2: Social Team Drinkers Male “Jamie” Age 18-25, 26-35 Single Private/Council rented Student/Unemployed Without children C2DE 12+ = 32% 3: Fitness Class Friends Female “Chloe” Age 18-25 Single Owner Occupied Employed fulltime Without children ABC1 12+ = 28% 4: Supportive Singles “Leanne” Female Age 18-25 Single Private/Council rented Student/Unemployed With children C2DE 12+ = 23% 5: Career Focused Females Female “Helena” Age 26-35 Single Owner Occupied Employed fulltime Without children ABC1 12+ = 33% 6: Settling Down Males “Tim” Male Age 26-35 Married Owner Occupied Employed fulltime With children ABC1 12+ = 32%
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 66 7: Stay at Home Mums “Alison” Female Age 36-45 Married Owner Occupied Part-time/housewife With children ABC1 12+ = 25% 8: Middle England Mums Female “Jackie” Age 36-45 Married Owner Occupied Part-time/housewife With children C1C2D 12+ = 21% 9: Pub League Team Mates Male “Kev” Age 36-45 Married Private/Council rent Employed full With children DE 12+ = 19% 10: Stretched Single Mums Female “Paula” Age 26-35 Single Council rented Student/unemployed/part-time/housewife With children DE 12+ = 16% 11: Comfortable Mid-Life Males Male “Philip” Age 46-55 Married Owner Occupied Employed fulltime With children ABC1 12+ = 26% 12: Empty Nest Career Ladies Female “Elaine” Age 46-55 Married Owner Occupied Fulltime/Part-time/housewife Without children ABC1 12+ = 25% 13: Early Retirement Couple Mixed “Roger and Joy” Age 56-65 Married Owner Occupied Unemployed/Retired Without children ABC1 12+ = 19%
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 67 14: Older Working Women Female “Brenda” Age 46-55 Single/married Private/Council Fulltime/Part-time/housewife C2DE 12+ = 14% 15: Local “Old Boys” “Terry” Male Age 46-55,56-65 Single/married Council Unemployed Without children DE 12+ = 12% 16: Later Life Ladies “Norma” Female Age 56-65 Single Council Unemployed Without children DE 12+ = 9% 17: Comfortable Retired Male Couples “Ralph & Phyllis” Age 65+ Married Owner Retired Without children ABC1 12+ = 14% 18: Twilight Year Gents “Frank” Male Age 65+ Married Retired Without children C1C2D 12+ = 9% 19: Retirement Home Singles Female “Elsie” Age 65+ Single Council Retired Without children DE 12+ = 5%
Another strength of the segment model is that through Experian’s Mosaic database and Post Office postcode file, each postcode in England is assigned a segment. This means a picture of the sporting segments can be built up on a variety of geographic areas from ward to Local Authority to region.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 68 Sport Segments in Plymouth
Figure 1: Segments in Plymouth
12.0%
10.0%
8.0%
% 6.0%
4.0%
2.0%
0.0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Segment
Figure one above outlines the sporting landscape in the Unitary Authority of Plymouth. It shows that in Plymouth, six segments represent approximately 45% of the total adult population (18 +) in Plymouth. These are segments 19, 2, 9, 11, 4 and 13.
Segment 19 “Retirement Home Singles” represents 9.6% of the Plymouth adult population. This is higher than the percentage accounted for by this segment in the England population (8.3%). Segment 2 “Sports Team Drinkers” represents 8.6% of the Plymouth adult population, almost double the England level (5.4%). The next segment, 9 – “Pub League Team Mates”, represents 7% of Plymouth adult population, slightly higher than the England level (5.8%). Segment 11 – “Comfortable Mid-Life Males” (6.9%) is slightly lower than the national level and Segment 4 – “Supportive Singles” (6.7%) is significantly higher than the national level. Segment 13 – “Early Retirement Couples” accounts for 6% of the Plymouth adult population, the same as the England level.
Table 2 below outlines the segments and the percentage of the population they account for in Plymouth.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 69 Table 2: Sports Segments in Plymouth
Total in Proportion Proportion Plymouth in in England (thousands) Plymouth population Segment 1: Competitive Male Urbanites “Ben” 92 4.8% 6.4% 2 Social Team Drinkers “Jamie” 16 8.6% 5.3% 3 Fitness Class Friends “Chloe” 7 3.7% 6.9% 4 Supportive Singles “Leanne” 12 6.7% 4.7% 5 Career Focused Females “Helena” 8 4.3% 5.0% 6 Settling Down Males “Tim” 11 6.0% 9.3% 7 Stay at Home Mums “Alison” 6 3.4% 4.6% 8 Middle Income Mums “Jackie” 8.5 4.6% 4.0% 9 Pub League Team Mates “Kev” 13 7.0% 5.8% 10 Stretched Single Mums “Paula” 10 5.3% 3.8% 11 Comfortable Mid-Life Males “Philip” 13 6.9% 7.8% 12 Empty Nest Careerists “Elaine” 9 4.7% 5.3% 13 Early Retirement Couples "Roger and Joy" 12 6.3% 6.2% 14 Older Working Women “Brenda” 10 5.4% 4.0% 15 Local ‘Old Boys’ “Terry” 8.5 4.6% 3.4% 16 Later Life Ladies “Norma” 4.5 2.5% 2.0% 17 Comfortable Retired Couples “Ralph and Phyllis” 2.5 1.4% 3.7% 18 Twilight Year Gents “Frank” 8 4.2% 3.5% 19 Retirement Home Singles “Elsie” 18 9.6% 8.3% Total 186
Sport segments in Plymouth – What this means in terms of sporting facilities
Like any major urban conurbation, Plymouth is a mix of people of different ages and from varying social demographics. This means that any sporting facility will have to accommodate a wide variety of needs. Using the sporting segments and their breakdown within Plymouth, we can predict what sports are more likely to be attractive to the population and which ones are least likely to be attractive.
This paper makes the assumption that any new facility will have to attract people from across the four different Supergroups. Therefore information is given about what sports are attractive to the whole Supergroup as compared to the total population. It then explores which sports are particularly attractive for the largest segments within Plymouth.
The index score is given against each sport. A score of 200 means there is double the chance that sports are played by that particular Supergroup as compared to the total population. A high index does not necessarily mean that they are the most popular sports within the segment. For example football is one of the most popular sports among young men (18-25) but because other segments play this sport the index is not as high as the indexes for sports such as basketball which are played by these segments but not played by others.
2 The data available breaks down population by age group therefore the counts exclude 18 and 19 year olds
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 70 For the Supergroup the top ten indexed sports are given, for the segments the five highest indexed sports are given. Where relevant, sports which are particularly unattractive to the segments are also given.
Popular Sports by Supergroups and Segments
Supergroup A: Top ten sports which specifically attract Supergroup A
• Skateboarding (625) • Basketball (523) • Rugby League (513) • Rugby Union (416) • Snowboarding (446) • American Football (426) • Football – outdoors (386) • Hockey – field (327) • Climbing Indoor (305) • Surfing (288)
Segment 2 “Jamie” – 8.6% of the Plymouth adult population: Top five sports which specifically attract Jamie
• Basketball (798) • Roller blading / Roller skating (329) • Martial arts (423) • Volleyball (276) • Karate (224)
Jamie does not like bowls or dance exercise.
Segment 4 – “Leanne” – 6.7% of the Plymouth adult population: Top five sports which specifically attract Leanne
• Netball (455) • Volleyball (392) • Gymnastics (380) • Body Combat (342) • Roller skating / blading (329)
Leanne does not like bowls or golf.
Supergroup B: Top ten sports which specifically attract Supergroup B
• Trampolining (182) • Body Pump (180) • Ice Skating (180) • Karate (171) • Netball (175) • Rounders (170) • Running Road (162) • Skiing (160) • Horse Riding (159)
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 71 • Kayaking (153)
Segment 9 – “Kev” – 7% of the Plymouth adult population: Top five sports which specifically attract Kev
• Martial Arts (262) • Weightlifting (247) • Football (246) • Karate (234) • Boxing (214)
Kev does not like horse riding or aquafit.
Supergroup C: Top ten sports which specifically attract Supergroup C
• Tai Chi (131) • Aquafit (122) • Golf (119) • Sailing – Dingy (118) • Step Machine (115) • Pilates (112) • Recreational Walking (109) • Yoga (106) • Table Tennis (103) • Other walking (103)
Segment 11 - “Philip” 6.9% of the Plymouth adult population: Top five sports which specifically attract Philip
• Sailing – Dingy (240) • Badminton (236) • Squash (236) • Cricket (230) • Sub aqua (225)
Philip does not like netball or aquafit.
Segment 13 - “Roger and Joy” 6.3% of the Plymouth adult population: Top five sports which specifically attract Roger and Joy
• Tai Chi (196) • Aquafit (195) • Golf (158) • Pilates (146) • Table Tennis (133)
Roger and Joy don’t like rugby league or skateboarding.
Supergroup D: Top ten sports which specifically attract Supergroup C
• Bowls Indoors (361)
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 72 • Bowls outdoors (321) • Keepfit (145) • Tai Chi (136) • Other walking (136) • Table Tennis (136) • Golf (115) • Aquafit (104) • Dance Exercise (92) • Recreational Walking (81)
Segment 19 - “Elsie” 9.6% of the Plymouth adult population: Top five sports which specifically attract Roger and Joy
• Bowls Indoors (294) • Bowls Outdoors (211) • Keep fit (202) • Tai Chi (172) • Aquafit (150)
Elsie does not like squash or badminton.
Sport Segments in Plymouth – How to get people to do more sport and they don’t do it
Sport segments in Plymouth – Sporting and active recreation levels
Of the six dominant segments in Plymouth, each display different sporting levels. Segment 19 “Elsie” does hardly any sport, whereas “Philip” is the most active member of his Supergroup. Underlying this difference in sporting behaviour is attitudes to sport and active recreation. The likelihood of success at a new sporting facility can be improved by acknowledging why people do sport and why they don’t.
Table 3 below outlines the level of sports participation in the six largest segments and looks at the top two reasons for doing sport. For the segments where the majority does not take part in sport, the top reason why not is given. It also looks at the top two things which would make those doing sport do more. Like the sports information above, the index system is used.
Table 3: Sporting behaviour and attitudes in the Plymouth Segments
Segment Sporting Reasons for Reasons for Would What would levels doing Sport not doing like to do make them sport more do more sport sport (all) Jamie 30% - 0 To improve N/A 144 Better days performance playing 38% - 1-11 (220) facilities days (330) 32% - 12+ To train / take part in People to go competition with (246) (195)
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 73 Leanne 44% - 0 To loose N/A 141 Longer days weight (188) opening 33% - 1-11 hours (271) days To meet with 23% - 12+ friends (132) People to go with (222) Kev 51% - 0 To take Difficult to 120 Better days children (290) find the time playing 29% - 1-11 (249) facilities days To loose (187) 19% - 12+ weight (181) More free time (138) Philip 39% - 0 To take N/A 133 More free days children (227) time (202) 36% - 1-11 days To loose Less busy 26% - 12+ weight (164) (168)
Roger and 54% 0 days To help with Not really 90 Improved Joy 28 - 1-11 injury (185) interested transport days (133) (112) 19% -12+ Just enjoy it (110) More free time (101) Elsie 85% 0 days To help with Health is not 26 Improved 9% - 1-11 injury (109) good transport days enough (44) 5% -12+ To meet (150) People to go friends (57) with (37)
The table shows that there is a wide variety of sporting behaviours with significantly different attitudes towards it and reasons for doing it. The younger segments do sport to train and meet friends. When people have children (Supergroups C and D), taking children tends to be their main reason for doing sport. By the time people are older, helping with injury becomes the main reason for taking part. The higher the index in “would like to do more sport” indicates an increased probability that you could get them to do more sport. So for example, it would probably be easier to get Jamie to do more sport than Kev. What would get them to do more sport also changes between segments. For the younger segments having someone to go with is most important, for the middle aged segments they would do more if they had more time (they have less time because many of them have careers and children), while for the older segments ease of access becomes an issue. However the lower indexes in the older segments indicates that even if you changed aspects in that area, e.g. better transport for Roger and Joy; it is unlikely that this would lead to any significant increased participation.
Conclusion
The segmentation model provides powerful insight into sporting behaviour and attitudes. Its application will assist in producing sporting facilities and projects which fit with the needs of the customers. However this is a modelling exercise. Individuals within particular segments will not necessarily fit all the characteristics outlined, but they will show a propensity towards certain sports and behaviours.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 74
What the segments can’t tell you is which segments should be prioritised when developing interventions and facilities. For example, in Plymouth is attracting Elsie more important than attracting Jamie? Would attracting Philip lead to more gains in increased participation than Leanne? Is it easier to attract Kev than Roger and Joy? How should the less significant segments be taken into account? These questions need to be explored and answered in the planning stage of any intervention.
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 75
Liz.Slater. Culture, Sport and Leisure client report autumn 2007 76 Plymouth City Council Civic Centre Plymouth PL1 2AA
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