goodison park

REDEVELOPMENT OF GOODISON PARK LIVERPOOL

W A R DMcHUGHA SSO C I A T ES

GOODISON FOR EVERTON

FEASIBILITY STUDY PART A PART B PART C

SHEFFIELD


REDEVELOPMENT OF GOODISON PARK

LIVERPOOL

FEASIBILITY STUDY

W A R D McHUGH

ASSOCIATES SHEFFIELD

PART A


This Feasibility Study attempts to demonstrate how it would be possible to redevelop

Goodison Park into a state of the art soccer stadium that would become a national and

international venue.

The Study investigates two options of redevelopment, firstly a scheme that provides a 50 000

seater stadium on the existing footprint, and secondly, a scheme that provides a 55 000 seater

stadium but in the context of a wider redevelopment of the locality - a vision that could help

regenerate the economic vitality of the whole area.

Both options allow for a phased renewal that would enable Everton FC to continue to play at

Goodison Park whilst redevelopment was carried out.

A NEW GOODISON PARK

Despite the tradition, the history, the heroes, the memories and the achievements of Everton Football

Club, the current Ground at Goodison Park is outdated, outmoded and from the outside looks more

like an industrial complex than an exciting entertainment venue.

The main criticisms of the Ground could be summarised as:

• inadequate capacity

• inadequate facilities

• low income generation

• high maintenance costs

• continually upgrading to achieve safety requirements.

A new stadium on the existing site would not only remain as the true focal point to continue the

tradition of Everton as a Football Club, it would also ensure that Everton maintain their reputation as

being at the forefront of innovative stadium development that has been their hallmark for over 100

years.

A new Stadium would provide:

• a national and international venue

• a capacity of 50 000 on the existing footprint, or a capacity of 55 000 if part of a wider

redevelopment

• kudos for the Club and the City of Liverpool if it was rebuilt - as a new Stadium - on the

present site

• excellent uninterrupted views for all spectators

• safe, comfortable and convenient facilities for all spectators

• significantly increased opportunities for income generation

• a new ground that would incorporate the traditional features of Goodison Park and help

provide instant loyalty

• a development that could kickstart the regeneration of the local community and local

economy

• a football club that remains the focus of the local community and part of the local fabric

- physically - commercially - and socially

• a developmant that would receive support from the City and Community, and therefore

access to additional funding sources.

DESIGN CRITERIA

A number of assumptions have been made in order to establish the criteria for a new Ground.

These assumptions may not necessarily coincide with Everton Football Club’s aspirations and

requirements - but first and foremost - this Study attempts to illustrate that Goodison Park can be

redeveloped in a manner that would place it amongst the top Grounds in the Premiership, the country

and indeed Europe. It could also play as significant a part in a future World Cup competition as it

did in 1966.

OPTION 1

The main assumptions were as follows:

• A capacity of 50 000:

this figure was chosen as being the best compromise that could demonstrate the feasibility of

providing an economically realistic facility whilst allowing the Ground to be redeveloped

substantially on the existing footprint

• Maintain the existing pitch orientation:

although not ideal, maintaining the existing pitch in the same orientation - but taking the

opportunity of moving/adjusting the grass surface during phased developments - allows the

Ground to be redeveloped in phases, provides a playing area of 68m x 105m (in accordance

with both FIFA and UEFA’s recommendations for World Cup and European Championship

finals) and immediate surrounds that also comply, but which keep the spectators as close to

the pitch as possible

• Provide optimum conditions for all spectators:

the design of the seating decks will provide unobstructed views of the whole of the playing

surface with both sightlines and seating in accordance with FSADC recommendations

• Provide good facilities for all spectators:

the design allows for incorporating additional features over what is normally provided,

including supporters clubs’ bars and lounges - some with pitch views - but intended to attract

supporters to the Ground earlier and increase the spend per head

MAP OF EXISTING SITE

ILLUSTRATION

ILLUSTRATION 2

ILLUSTRATION 3 CROSS SECTION OF STAND

Provide commercial areas for maximum generation:

the design allows for an intermediate middle tier that can be used as a premium seating area

- backed by either lounges, hospitality boxes or suites - all with pitch views - providing a

total of approximately 3000 seats that can be sold in premium commercial packages.

In addition, there are further areas that can be used to provide commercial ticketed packages

should the demand be generated

• A phased redevelopment:

by phasing the renewal of the Stands it will be possible to enable Everton to continue to play

all their matches at Goodison Park maintaining a minimum capacity of 30 000 at any one

time.

• Create a new Ground uniquely Everton FC

provide an exciting, impressive design that is at the forefront of Stadium design whilst

maintaining features that are uniquely associated with Goodison Park and evoke the

atmosphere and traditions of the past.

PHASING PROPOSALS

CURRENT GROUND CAPACITY: 40 179

Comprising: Main Stand 12 402

Bullens Road 10 759

Gwladys Street 11 052

Park End Stand 5 966

Maximum time will need to be gained at both ends of the “Close Season” to provide the fullest

opportunity for construction periods. Completion or sectional completions of each construction

phase can be arranged to ensure that overall capacity is maintained at the highest levels possible and

in consultation/agreement with the safety authorities. Also rearranging/rescheduling home fixtures

from the start to later in the season would provide additional weeks for construction periods to be

completed.

Phasing, therefore, assumes construction starts early May, with a 10-month overall construction

period for Stands on the long side of the Ground and nine months for Stands on the short side of the

Ground. Full fitting out of specialist areas would take a further two months.

Four floodlight pylons are proposed for the new Stadium for a number of reasons - but in particular

to enable the floodlighting to be provided in a phased manner and maintained at all times during

periods of redevelopment that overlap the football season - and thus avoid temporary installations or

having to rely on roofs being completed before floodlights can be permanently installed and

commissioned.

Redeveloping the Bullens Road Stand first will enable all the Club’s facilities to be provided

including new offices and ticket selling areas, changing rooms and Players facilities, Chairman’s

offices and Directors suites - whilst the existing facilities are still in use - thus ensuring minimum

disruption when the “changeover” occurs.

The Bullens Road Stand could also include significant income generation facilities such as

hospitality boxes, suites and lounges that can be designed to function 365 days a year - to help secure

the fullest possible income stream from the new development at the earliest opportunity.

OPTION 1 Capacities

PHASE 1: 40 179

Demolish Bullens Road Stand - 10 759 29 420 Start of Season

Rebuild new Stand - Lower Tier + 7 600 37 020 end September

Complete New Stand + 6 650 43 670 end February

PHASE 2: 43 670

Demolish Goodison Road Stand - 12 402 31 268 Start of Season


Complete new Stand + 6 650 45 518 end February

PHASE 3: 45 518

Demolish Gwladys Road Stand - 11 052 34 466 Start of Season

Rebuild New Stand - Lower Tier + 5 760 40 226 end August

Complete new Stand + 4 990 45 216 end January

PHASE 4: 45 216

Demolish Park End Stand - 5 966 39 250 Start of Season

Rebuild new Stand - Lower Tier + 5 760 45 010 end August


The above phasing plan allows for the Ground to be fully redeveloped in 3.75 years from start to

finish. It would be possible, however, to achieve full redevelopment in 2.75 years by combining

Phase 3 and Phase 4, ie the short sides of the Ground, and carrying out the work simultaneously

would provide the following capacities:

Capacities:

PHASE 3: 45 518

Demolish Gwladys Street - 11 052

Demolish Park End Stand - 5 966

28 500 Start of Season

Rebuild New Stands - Lower Tiers + 11 520

40 020 end September

Complete New Stands + 9 980

50 000 end February

IMPACT OF A NEW GOODISON PARK - A WIDER VISION

OPTION 2

A redeveloped Goodison Park could provide a major benefit to the locality - but it could also have

many significant dis-benefits - with an increased capacity and more intensive all-year-round use.

The GFE have consulted a broad base of interested and involved organisations and authorities to

discuss the impact that a new redeveloped Goodison Park may have.

There has been a quite remarkable level of positive comment from all sections concerning how it

would not only be possible, but in many respects be both preferable and beneficial to the local

community and the City for Goodison Park to be redeveloped and for Everton FC to continue in a

new purpose-built Stadium.

The response was such that it encouraged the GFE to consider a wider vision, and investigate how

associated development could help provide a broader economic base to better sustain the financial

aspects of the redevelopment of a new soccer Stadium and help with the economic regeneration of

the locality.

A number of options were considered - all physically capable of being accommodated - but with

differing benefits and synergies for Everton FC - and for the City.

To pursue such a vision would require the close cooperation of Everton FC with the City and the

community. Many noticeable and recent examples of very successful developments have been made

possible by a partnership approach between a soccer club and a local authority, where a club has

been able to redevelop a new ground and the City and community have benefited greatly.

Such an approach would possibly enable Everton FC to consider a more optimum development - one

that was less constrained by current circumstances and existing footprints - and which would provide

an opportunity to realise a more ambitious and farsighted vision for Goodison Park as a soccer

ground and Everton FC, the Club.

A wider redevelopment concept would allow more “elbow room” and enable a new stadium achieve

a more satisfactory fit on its existing site as well as providing a broader economic base for

redevelopment.

In addition to the assumptions given for Option 1 above, the second Option is based on the following

additional assumptions:

• A capacity of 55 000

This figure is more in line with current trends and the potential for certain Premiership

clubs to maximise their opportunities. It would perhaps ensure that Goodison Park

would once again be among the select of national and international soccer venues

• Additional commercial potential

The larger capacity doubles the provision of premium seating areas to a total of 6000 to

allow for enhanced income generation

• A more appropriate setting

By considering the wider redevelopment of the locality it creates the opportunity to

provide a more appropriate and impressive setting for an international soccer venue.

ILLUSTRATION 4

ILLUSTRATION 5

ILLUSTRATION 6

ILLUSTRATION CROSS SECTION 55 000

OPTION 2 Capacities

PHASE 1: 40 179

Demolish Bullens Road Stand - 10 759 29 420 Start of Season


Complete New Stand + 6 200 44 980 end February

PHASE 2: 44 980

Demolish Goodison Road Stand - 12 402 32 578 Start of Season


Complete new Stand + 6 200 48 138 end February

PHASE 3: 48 138

Demolish Gwladys Road Stand - 11 052 37 086 Start of Season

Rebuild New Stand - Lower Tier + 7 190 44 276 end August


PHASE 4: 49 026

Demolish Park End Stand - 5 966 43 060 Start of Season

Rebuild new Stand - Lower Tier + 7 190 50 250 end August


Again, if Phases 3 and 4 were carried out simultaneously then the following capacities would be provided:

Capacities: PHASE 3: 48 138

Demolish Gwladys Street - 11 052 Demolish Park End Stand - 5 966

31 120 Start of Season Rebuild New Stands - Lower Tiers + 14 380

45 500 end September Complete New Stands + 9 500

55 000 end February

COSTING PROPOSALS

A number of new stadia have been built recently which provides a good indication of likely build

costs for a redeveloped Goodison Park. Average costs for new stadia range from £650-£1000/seat,

but these costs include oncosts of site preparation - often involving contaminated sites - and

infrastructure provision, as well as forming and setting a new pitch.

By redeveloping Goodison Park, not only would land ownership costs be avoided, but site

preparation costs would be minimal. There would be infrastructure costs that would include

upgrading the capacity of utility services and the installation of new floodlighting, but overall the

cost per seat for redevelopment would be lower than new-build, even allowing for phased rebuilding.

Ignoring land acquisition costs we believe that the following assumptions are realistically based

anticipated build costs:

New build stadium: £810/seat

Redeveloped stadium: £750/seat

These figures would mean therefore that the costs for the two options would be:

OPTION 1 - 50 000 seat capacity: £37.5 million


The above cost estimates would provide for a very good quality, fully fitted out new stadium,

redeveloped in phases and with excellent facilities that could be used on non-match days throughout

the year.

Initial redevelopment costs would be significantly reduced by rescheduling the comprehensive fitting

out of various Stands in order to be able to respond to demand over time.

Assuming the short sides of the Ground were not fully fitted out but the long sides were, this would

produce costs to compare with the above of:


OPTION 2 - 55 000 seat capacity: £35.28 million.

FINANCIAL REVIEW OF PROPOSALS

The aim of this financial review is to:

• provide an illustration of the key differences between a redevelopment and a new build

• provide an example of the likely cash flows from the proposals for the redevelopment of

Goodison Park.

Using conservative assumptions it can be shown that the redevelopment of Goodison Park will repay

itself.

Direct comparison of redeveloping Goodison against building a new stadium shows a lower funding

requirement on redevelopment.

The Club should seriously consider expanding the capacity to a 55 000 seater option or even beyond.

Cash Flow

The cash flow has deliberately used conservative assumptions. Nineteen Premier League games are

assumed with just one home cup game. Nothing is assumed about Europe. The “New Stadium

Effect” of increasing attendances is assumed to be around 40% of the usually observed effect. An

interest rate of 12% has been used to cover future rises. A full list of assumptions is shown in

Appendix 4.

It is assumed that Everton would be able to finance £20 million of the development from advance

sponsorship, corporate entertaining, grants and share issues. Such a capital injection serves to

increase profits by reducing the interest burden and gives a large “comfort” margin. The proposals

will, however, pay back without the initial injection.

Three cash flows are included. Appendix 1 develops the proposals for rebuilding the stadium on the

current footprint. Appendix 2 gives a comparison for the same stadium being built, but on a new site.

Appendix 3 begins to develop the wider redevelopment proposals for expanding the stadium capacity

to 55 000.

An unavoidable cost of the rebuilding option.Against this should be set the increased capacity of

the rebuilt stands and the financially beneficial effect of the added ‘’premium’’ seating.

In working the cash flows three sets of assumptions have been followed.The first was to assume

that Everton will sell,as a proportion of available seats,the same proportion as for the 197/98 sea-

son.An exception was made for those periods where capacity will fall below the present average

attendance of 35 353.When the capacity falls below this level it has been assumed that all seats

will be sold.

On this basis the increase in capacity from the new stands,by October in the second year.All the

losses caused by the initial drop in capacity are recouped by the end of the second year.

For inclusion in the cash flow analysis it has been assumed that some ‘’New Stadium Effect’’(see

below) will arise.The assumption is that attendances in the new 50 000 seater stadium will average

45 000 rather than the 44 000 predicted by the ‘’current percentage’’ sold.It has also been assumed

that this increase in attendances will occur in proportion to the additional capacity.

For the increased capacity cash flow average attendance of 50 000 has been assumed.

In all the calculations the net effect of capacity variances becomes beneficial before the stadium

has been completely redeveloped.The increased capacity generated can be used to part fund the

further development.By contrast a new build stadium will only begin to contribute when its

complete,the full build cost will need to be expended before any is recouped.

The peak level of funding required for a redevelopment is considerably lower than that for a new

build,as Appendices 1 and 2 show.

If a new build however can be completed earlier (in Sunderland's case,within 1 year),rather than

the two years assumed for a new 50 000 seater stadium in this report,then the full rather than par-

tial benefits flow earlier,and a new build makes more profit earlier than a redevelopment.

Loss of Capacity

The inevitable loss of capacity and, therefore, gate receipts on demolition of the stands to be

redeveloped is an unavoidable cost of the rebuilding option. Against this should be set the increased

capacity of the rebuilt stands and the financially beneficial effect of the added “premium” seating.

In working the cash flows three sets of assumptions have been followed. The first was to assume that

Everton will sell, as a proportion of available seats, the same proportion as for the 1997/98 season.

An exception was made for those periods where capacity will fall below the present average

attendance of 35 353. When the capacity falls below this level it has been assumed that all seats will

be sold.

On this basis the increase in capacity from the new stands and the premium seating income, begins to

outweigh the loss from demolitions of stands, by October in the second year. All the losses caused by

the initial drop in capacity are recouped by the end of the second year.

For inclusion in the cash flow analysis it has been assumed that some “New Stadium Effect” (see

below) will arise. The assumption is that attendances in the new 50 000 seater stadium will average

45 000 rather than the 44 000 predicted by the “current percentage” sold. It has also been assumed

that this increase in attendances will occur in proportion to the additional capacity.

For the increased capacity cash flow an average attendance of 50 000 has been assumed.

In all the calculations the net effect of capacity variances becomes beneficial before the stadium has

been completely redeveloped. The increased capacity generated can be used to part fund the further

development. By contrast a new build stadium will only begin to contribute when it is complete, the

full build cost will need to be expended before any is recouped.

The peak level of funding required for a redevelopment is considerably lower than that for a new

build, as Appendices 1 and 2 show.

If a new build however can be completed earlier (in Sunderlands case, within one year), rather than

the two yeare assumed for a new 50 000 seater stadium in this report, then the full rather than partial

benefits flow earlier, and a new build makes more profit earlier than a redevelopment.

How Big Should the Stadium Be?

When Goodison Park was first built gates increased. When Ajax moved into their new stadium gates

increased. When Northampton moved into their new stadium gates increased. When Sunderland and

Reading moved into their new stadium and got relegated gates increased. Now or then, Premiership

or Nationwide, UK or overseas it does not appear to matter. New stadiums increase attendances.

There are many reasons for this “New Stadium Effect”. Views are better, that last 5 000 seats with

restrictive views are no longer restricted. Facilities are better. A lot may be down to people

attending a match “just to see what all the fuss is about” and finding out how exciting it is. Whatever

the reasons it has to be said that the effect exists and is big - two thirds increase in attendances is

about average, the above costings assume 28.5%.

An increase in capacity does not have to sell out to be financially profitable. At an incremental cost

of £500 per seat extra interest of 12% x £500 = £60 will be incurred.

That will be covered by sales for just five matches at £14.50 (giving £14.5 x 5 = £72.50). The

surplus of £72.50 - £60 = £12.50 can be used to reduce the loan to £487.50. The following season,

with seat prices now at £15.15 and the lower loan generating interest of £58.50, five sales produce a

surplus of £17.25. The surplus continues to accelerate until, in this very marginal example, the seat

pays for itself in 11 years, selling

the seat 6 times a year repays in 9 years, 7 times repays 7 years and so on. The question is not “can

we fill the stadium” but “can we fill the stadium about six times a year”.

In order to allow realistic comparisons with the Club’s existing plans to build a 50 000 seater stadium

this review has limited itself to examining this capacity. The board should be aware that the

profitability, cash flow and self-funding nature of the redevelopment can all be enhanced by

increasing the end capacity.

APPENDIX 1

TITLE GOODISON FOR EVERTON CAMPAIGN RE-DEVELOPMENT PROPOSALS -PHASING STRATEGY 1

PHASE 1

PHASE 2 W A R DMcHUGHA SSO C I A T ES

PHASE 3





PHASE 1

PHASE 2

PHASE 3

PHASE 4





LIVERPOOL

FEASIBILITY STUDY

Part B

W A R D McHUGH




LIVERPOOL

FEASIBILITY STUDY

SUPPLEMENTARY REPORT

W A R D McHUGH


REDEVELOPMENT OF GOODISON PARK This Supplementary Report attempts to identify and quantify further sources of funding and

income in addition to that previously assumed in the main Feasibility Study.

It also confirms that a phased redevelopment better manages capital loan requirements by

enabling accelerated income streams to pay back capital and interest earlier, thus minimising

indebtedness.

This Supplementary Report as well as the previous Feasibility Report was produced in

conjunction with and help from Tony Lloyd ACA (0370 921659).

John Dix of Deloitte & Touche Management Solutions (01727 839000) has helped in

identifying and quantifying the additional income sources. Although he has reservations

regarding certain assumptions that have been made, believes that further more detailed

studies are required to test and confirm these assumptions.

REDEVELOPMENT OF GOODISON PARK LIVERPOOL for EVERTON FOOTBALL CLUB

INTERNAL VIEW OF THE STADIUM

PROPOSED NEW 55 000 SEAT STADIUM

GOODISON for

EVERTON

W A R DMcHUGHA SSO C I A TES

Further considerations have been made regarding the financing of the redevelopment proposals,

together with consultations carried out to investigate potential, additional income sources and their

effect on Everton Football Club’s ability to fund the whole project.

It is clear that redevelopment of the existing site provides many considerable advantages over

relocation to a new greenfield(?) site, these are:

• potentially large savings can be made by avoiding the infrastructure costs that would be

required to develop a new site

• redevelopment of the existing site is likely to prove to be overall, the quickest way of

providing a new Stadium

• redevelopment of the existing site - with an existing use - is more likely to receive the

necessary approvals, when compared with the uncertainty - and possible timescale - of

obtaining approval for a stadium on a new greenfield(?) site

• phased redevelopment allows the Club to refine or amend proposals, to revise the content

and cost of each phase in response to levels of demand generated by previous phases

• phased redevelopment allows for phased funding - minimising overall levels of debt.

Set against these potential advantages, the disadvantages would be limitations on ground capacity

during redevelopment phases (reduced to a 30 000 minimum for a limited number of matches), the

impact on supporters of a “building site” over the redevelopment period (which could be between

2.75 to 3.75 years), and the limited potential for commercial development to help fund the new

Stadium.

However, it would appear to be the case that not one of the new stadia that has been completed or

currently contemplated, has been or will be built without significant grant aid, either in the form of

European or Lottery money, free land, contribution to infrastructure costs or politically expedient

planning consents on commercially valuable land.

All of which makes a compelling argument in favour of redevelopment rather than relocation.

The previous Report assumed that £20 million of finance would be available from advance

sponsorship, corporate entertaining, grants and share issues as capital contribution. We have

identified how some of this additional finance could become available and the potential contributions

are based upon the following assumptions:

• Advance Sponsorship

In line with the trend to “name” new stadia and with Everton’s status it would be reasonable

to assume that naming individual stands and branding the new Stadium could provide an

annual income of £500 000 - or a capital sum of £2.5million structured as front-end

contributions to coincide with development phases

• Corporate Hospitality

Currently, Everton FC has a limited income from hospitality boxes - eleven 10-person boxes

at

£22 500 per season. It is understood that there is a long waiting list, but for a Premiership

Club this is a remarkably low number. A feasible level of provision in comparison with

Premiership Clubs of comparable status would be in the order of 50 hospitality boxes.

Assuming therefore an additional 39 boxes, then this could generate an additional net income

of £650 000 per annum.

Alternatively, pre-selling of hospitality boxes on, say, a 3-year lease would provide a capital

sum of £22 500 x 50 x 3 = £3 375 000, again, structured as front-end contributions to

coincide with development phases.

• Grant Aid

From a number of consultations made it would appear unlikely that grants would be

available or be of any significance in the funding of a redeveloped Goodison Park on a

purely soccer base.



GOODISON for

EVERTON


It is possible that sources of grant aid would exist on a base case of creating an international

venue, but for the purposes of this Study capital contributions from grant aid have been

ignored.

• Development Land

The land adjacent to the proposed Stadium - approximately 5 acres - is assumed to be

capable of being acquired for £5 million.

This sum was factored into the cash flow model in the Feasibility Study (Appendix 3) and is

in addition to the £41.25 million cost identified for a new 55 000 capacity Stadium.

It is considered a feasible proposition to pre-sell this land for £4 million. This proposition is

based on an assumption that there is a political will within the City for Everton to remain at

Goodison Park and that the “wider vision” articulated in the Feasibility Study that would

allow for a 55 000 capacity Stadium, will be realisable.

• Share/Rights Issue

In any comparable project of this nature funding organisations would expect equity

contribution to form part of the overall capital sum raised - possibly in the order of 30% of

the total requirement.

The potential capital contribution could therefore comprise the following:

• Advance Sponsorship 2 500 000

• Corporate Hospitality 3 375 000

• Development Land 4 000 000

TOTAL: £9 875 000

This would therefore leave a balance to be found from equity contribution in the order of £10

million, out of a total project cost of some £46 million.

The beneficial effect of being able to phase the development of the new Stadium can be seen from

the following simplified summary:

• Advance income from Land, Sales and Sponsorship 10 000 000

• Equity contribution 10 000 000

• Maximum indebtedness (overdraft) paid for by additional capacity 11 000 000

(Appendix 3)

• Enhanced income streams throughout redevelopment period 15 000 000

TOTAL: £46 000 000

It is understood that the above financial plan represents only one possible approach to structuring the

project development costs, and that this may not be the way Everton FC would choose to do it.

Nevertheless it does represent and illustrate how the redevelopment of Goodison Park would appear

to be a feasible proposition.



GOODISON for

EVERTON




LIVERPOOL

Final Submitted Report to Everton FC. FEASIBILITY STUDY

JUNE 2000

PART C

W A R D McHUGH


REDEVELOPMENT OF GOODISON PARK This Feasibility Study attempts to demonstrate how it would be possible to redevelop

Goodison Park into a state of the art soccer stadium that would become a national and inter-

national venue.

The Study investigates two options for redevelopment.Firstly a scheme that provides for a

55 000 seater stadium with commercial development within the footprint of the new sta-

dium,and secondly,a scheme that provides for a 55 000 seater stadium with the commercial

development located separately alongside,fronting onto Walton Road.Both proposals see the

redevelopment of the stadium in the context of a wider redevelopment of the locality-a vi-

sion that could help regenerate the economic vitality of the whole area.

Both options also allow for a phased renewal that would enable Everton FC to continue to

play at Goodison Park whilst redevelopment work was carried out.

A NEW GOODISON PARK

Despite the tradition, the history, the heroes, the memories and the achievements of Everton Football

Club, the current Ground at Goodison Park is outdated, outmoded and from the outside looks more

like an industrial complex than an exciting entertainment venue.

The main criticisms of the Ground could be summarised as:

• inadequate capacity

• inadequate facilities

• low income generation

• high maintenance costs

• continually upgrading to achieve safety requirements.

A new stadium on the existing site would not only remain as the true focal point to continue the

tradition of Everton as a Football Club, it would also ensure that Everton maintain their reputation as

being at the forefront of innovative stadium development that has been their hallmark for over 100

years.

A new Stadium would provide:

• a national and international venue

• a capacity of 55 000 on the existing site, as part of a wider redevelopment

• kudos for the Club and the City of Liverpool if it was rebuilt - as a completely new Stadium -

on the present site

• excellent uninterrupted views for all spectators

• safe, comfortable and convenient facilities for all spectators

• significantly increased opportunities for income generation


• Significantly increased opportunities for income generation.


provide instant loyalty

• An exciting new building,designed to fit an urban area with a scale that relates to the sur-

roundings.

• a development that could kickstart the regeneration of the local community and local

economy

• a football club that remains the focus of the local community and part of the local fabric

- physically - commercially - and socially

• a developmant that would receive support from the City and Community, and therefore

access to additional funding sources.

DESIGN CRITERIA

A number of criteria have been adopted in order to produce a viable set of proposals that would serve to

provide Everton with a stadium that will take them well into the new millennium and demonstrate that

the Club is a major player in the Premiership,with strong ambitions to remain at the forefront of national

and international soccer.

The main criteria are as follows:

• A capacity of 55 000

This figure was chosen as being the optimum capacity,taking into account the Club’saverage

attendances figures,the supporter’s profile,the anticipated increase in attendances, and the

developments in televised soccer.

• Maintain the existing pitch orientation:

Although not the most ideal it is within the recommended zone for soccer.Maintaining the

same orientation—but taking the opportunity of moving/adjusting the grass surface

during phased developments—allows the Ground to be redeveloped in phase.A playing area

Of 68m x 105m has been allowed for in accordance with both FIFA and UEFA’s

recommendations for World Cup and European Championship finals.

• Provide optimum conditions for all spectators:

The design of the seating decks will provide unobstructed views of the whole of the playing

surface with both sightlines and seating in accordance with FSADC recommendations.

The immediate surrounds also comply, but which keep the spectators as close to the

pitch as possible

• Provide good facilities for all spectators:

the design allows for incorporating additional features over what is normally provided,

including supporters clubs’ bars and lounges - some with pitch views - but intended to attract

supporters to the Ground earlier and increase the spend per head.

• Provide commercial areas for maximum income generation:

the design allows for an intermediate middle tier that can be used as a premium seating area -

backed



backed by either lounges,hospitality boxes or suites - all with pitch views—providing a total of

approximately 6000 seats that can be sold in premium commercial packages.

In addition,there are further areas that can be used to provide commercial ticketed packages

should the demand be generated.



backed by either lounges,hospitality boxes or suites - all with pitch views—providing a total of

approximately 6000 seats that can be sold in premium commercial packages.

• A phased redevelopment:

By phasing the renewal of the Stands it will be possible to enable Everton to continue to

play all their matches at Goodison Park maintaining a minimum capacity of 30 000 at

any one time.

• Create a new Ground uniquely Everton FC

Provide an exciting,impressive design that is at the forefront of Stadium design whilst

maintaining features that are uniquely associated with Goodison Park and evoke the

atmosphere and traditions of the past.

OPTION STUDIES

Two options have been investigated to help determine the most appropriate form of development and

general arrangements that would achieve the clubs objectives.

Option One:

This option provides for a significant commercial component within the footprint of the new

stadium, with the surrounding areas laid out for car parking and the creation of open spaces.

There are existing current models where commercial developments are located within a major soccer

ground, and run as separate businesses from the main host. They are managed in a way that allows

complimentary use between their operations and the soccer club.

This form of development ensures that a stadium would be full of activity for large periods of time

on normal non-match days, helping to ensure its closer integration into the community

Option Two:

In this option the commercial development is provided as a stand alone development fronting onto

Walton Lane , with car parking provided at semi-basement level within the footprint of the new

stadium. This is perhaps a more conventional arrangement , and again is now to be found at a number

Of new grounds around the country.

IMPACT OF REDEVELOPMENT

Redeveloping on exactly the same footprint would not allow for increase in capacity or for the provi-

sion of adequate corporate or commercial facilities . Neither would it provide an appropriate setting

for the type of stadium that the club wish to develop. It would be essential for the club’s future to se-

cure a larger site area and consider the redevelopment of the whole of the site bounded by Goodison

Road , Gwladys Street and Walton Lane.

Doing so would allow for the following:

• More space around the stadium for spectators to move freely and safely.

• Reduce the impact of the height of the new stands by moving the stadium further away from

the houses on Goodison Road and Gwladys Street.

• Provide a more appropriate and fitting setting for a new stadium.

• Reduce the conflict of large volumes of spectators on the surrounding arrears.

• Allow for associated commercial development that would compliment the new stadium

development and help start the regeneration of the area.

• Provide significant opportunities for real community involvement with the club.

• Demonstrate a significant improvement in the physical fabric of the area and a provide a mas-

sive improvement in the overall visual amenity.

The consequences of this wider redevelopment are very significant and can only be achieved if there

is a genuine partnership involving the club ,the city and the community to deal with the issues raised.

The Club would require the strong support of the City Council to help achieve their objectives in re-

developing their existing ground .Equally the Club will need to demonstrate that it is prepared to help

contribute to the problems posed in these proposals ,and the community would needt to understand

the longer term benefits that could accrue.

A significant start could be made by relocating the existing Gwladys Street School and providing a

brand new school on a nearby site already owned by the club. This site would also provide an oppor-

tunity to build new houses that would replace 40% of the houses affected by these proposals . Further

investigation needs to be done to establish whether there are suitable sites in the immediate vicinity

to replace the remaining houses affected.

There are a number of other very significant aspects involved that would be beyond the resources of

the Club alone and would need assistance from the City Council and the community .But redevelop-

ment of the whole site would act as a catalyst to the economic regeneration of the area and halt the

spiral of decline that has begun to gather pace.

goodison park

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