national programme · 2020-02-05 · 1.0 parklife football hubs national programme prospectus...

Parklife Football Hubs National Programme Prospectus

Revision 002 July 2017 1

DELIVERY PARTNER

Parklife Football Hubs National Programme

• Details of the background, strategic context and aims of the funding programme

• 3 Stage Funding Process

• ‘Expressions of Interest’ by 4pm Friday 27th January 2017

Revision 002 July 2017

Prospectus

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Contents

1.0Introduction

2.0KeyProgrammePrinciples

3.0TheFundingProcess

4.0AreYouReady?

5.0DecisionMaking

6.0CaseStudy

7.0FurtherInformationandGuidance

Appendix1-ParklifeProcessFlowChart

Appendix2-ListofLocalAuthoritieswith aPopulationofOver200,000

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1.0 IntroductionParklife Football Hubs Programme

InEngland,around1.8mpeopleparticipateweeklyinsomeformoffootballrangingfromthetraditional11v11gamethroughtoinformalsmall-sidedandrecreationalfootball.Inadditiontotheplayers,thereareanestimated1.5mvolunteerswhoarealsoinvolved–asparents,coaches,referees,ground-staffandadministrators.Asa‘NationalGame’,footballhasalwaysplayedanimportantroleinthecommunity–notonlyofferingopportunitiestogetinvolvedinsportandphysicalactivitybutalsoasanimportantmeansofdeliveringawiderangeofpositivesocialoutcomesinareasofhealth,education,communitydevelopmentandsafety.Thescale,reachandrelevanceofthegamehasneverbeengreater.Despitethis,therearesomedifficultchallengesbeingfacedwithinmanycommunitiesaslocalgovernmentsubsidiesaregraduallyreducedandchanginglifestyleshavemeantthatplayers,ascustomers,wantamorevariedfootballoffer.

TheFootballAssociation(TheFA),thePremierLeagueandSportEnglandhaveforsometimebeenworkingtogetherto develop a programme of investments that targetareaswherepressuresonthelocalgamearegreatest– this is known as the ‘Parklife Football HubsProgramme’

The programmewill provide significant newinvestmentintolocal,accessiblefacilitieslocatedintheheartofcommunitiesacrossthecountry

Itdiffersfromtraditionalfootballinvestmentstreamsasthefundingpartnersarekeentoseeaportfolioapproachtoprovideanarea-widesolution,ratherthanone-offsiteinvestment

Theprogrammewillprioritiselocalauthoritieswithatotalpopulationexceeding 200,000 as thosewith sufficient demand forfootball to support theParklifemodel.

This document sets out the details of the programme, funding process and the journey to deliver a new sustainable model for grassroots football hubs nationwide.

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Aims

ParklifeFootballHubswill:

• Bestrategicallyplannedandprogrammed

• Befinanciallysustainablethroughaportfolioapproachbasedonstrongbusinessplanswithsitescapableofincomegenerationhelpingsustainotherhubsandreducerelianceonpublicsubsidy

• BedesignedcollaborativelywithlocalpartnersincludingtheFA,CountyFA,localprofessionalclub(s),thelocalfootballcommunityandlocalauthorities

• Encouragepeopletoplaymoreregularly,ortobecomeactiveandindoingso,achievewidersocialoutcomes

• Beaffordable,openandaccessibletoall

• Beflexible–cateringforfootballactivity,othersportsandalsootherprogrammessuchaseducation,healthandwidercommunitydevelopmentinitiativesasappropriate

• Offerahigh-qualitycustomerexperienceandprovideasafeandwelcomingenvironmentforfootball-ledandotherdemand-ledlocalprogrammestoflourish

• Provideanewmanagementandoperationalapproachtograssrootsfootballfacilities.

The national funding partners - The FA, Premier League and Sport England - have committed to an investment programme over the next five years and there is an immediate opportunity for local authorities with a population exceeding 200,000 to become involved as part of a local bid consortium made up of a range of other local partners.

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DELIVERY PARTNER

Potential partners

Itisanticipatedthatlocalconsortiawillinclude:

• Local authorities, offering political and senior officer leadership and access to keypersonnelinrelevantlocalgovernmentfunctionsincludingplanning,financeandlegal

• Local county football associations,reflectingthespecificneedsoflocalclubsandleagues

• Local professional football clubs and associated community foundations,whoselocalknowledgeandcommunityreachwillenrichtheprogrammeoffer

• Other local partners, whichmayincluderepresentativesfromlocaleducationproviders,communitydevelopmentgroups,othersportsprovidersorNGBs,leisuretrusts,commercialprovidersandsoon.

Thefundingpartnersareseekingactiveinvolvementfromlocalauthoritieswhorecognisethevalue of sport and football within their local communities, who are committed to securinginvestmentthroughacollaborativeapproachwithgenuine involvementfromarangeof localpartnersviaaconsortiumandwhoareabletorespondquicklytodeliverasignificantnewwayofworkingwithintheirarea.

Inreturn,thefundingpartnersofferanewinvestmentstream,on-the-groundofficersupportandongoingadviceandassistancetoensurethattheresultanthubsitesarehigh-qualityfinanciallysustainablefacilitiesthataremanagedinaprofessionalway,butthattheyarealsocatalystsforthedeliveryofpositivesocialandeconomicoutcomesinthecentreofthecommunitiestheyserve.

The London Programme

London faces someunique challenges todeliver the hub modelsuch as high populationdensity, high demand toplay the game and limitedspaces to play. A Londonspecificexpressionof interestprocesshasalready identifiedpriorityLondonboroughs.Thoseboroughswhichwereunsuccessfulordidnotapplyarealsoabletosubmitaspartofthenationalprocess.

Inadditiontothemainfundingpartners,theprogrammeinLondonisbeingsupportedthroughfurther investment from TheMayor of London. The programme in Londonwill tap into theexcitementaswebuildtowardstheEuro2020championships,thefinalstagesofwhicharebeingheldinLondon,andwillhelptodeliverthecommitmenttosecurealegacyfromtheevent.

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‘‘

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The Parklife Programme will lead to a step change in the provision of grassroots football in England. Over the next five years, we have laid out the ambitious target of creating a nationwide network of new football hubs to support the delivery of FA and County FA youth development and coach education programmes and to improve the quality of grassroots provision for clubs and teams.

Martin GlennFAChiefExecutive

Background

Wherepeopleplaysportmatters.Whetheritisthepitchyouplayon,ortheparkyoukickaboutin,easyaccesstotherightfacilitiesis important.Buildingtherightthingsintherightplacesmakestakingpartinsportandphysicalactivityarealisticoptionformanymorepeople,andleadstoabetterexperienceforthosealreadyengaged.

Thisisespeciallyrelevantatatimewhenlocalauthoritiesandotherpublicsectorprovidersareundersignificantfinancialpressureandarelookingtostrategicallyreviewandrationalisefacilitiestomaketheirofferascosteffectiveandfinanciallyviableaspossible.

Grassrootsfootballisparticularlyexposedtotheseissuesasover80%ofthefacilitystockisinpublicownership.Despitesignificantinvestmentinlocalprojectsoverrecentyearsthroughlocalauthorities, sports lotteryprogrammes, TheFA,Premier League andSport England (via theFootballFoundation),therehasbeenageneraldeclineinthequalityoffacilities.Inaclimateofgreatly-reducedlocalauthoritydiscretionaryspend,thequalityandperceivedvalueformoneyofferoffacilitiesinpublicownershipisoneofmanyfactorsthathascontributedtoadeclineinregularfootballparticipation.

TheFACommissionReportofOctober2014recognisedthepotentiallong-termimpactoftheseissuessetinabroadercontextofadecliningnumberofEnglandqualifiedplayersatthenationallevel. The report proposed a new sustainablemodel for grassroots facilities ownership anddeliverythroughfootballhubscentredonnew,high-qualityartificialgrasspitches(AGPs)inupto30ofthelargestpopulationcentresinEngland.

TheCommissionoutlinedthefollowingkeyobjectives:

• Reduce football’s reliance on local authority subsidies;

• Build significantly more artificial grass pitches (AGPs); and

• Build a sustainable model that makes this change happen.

TheFA,PremierLeagueandSportEngland(backedbyGovernment)havethereforeagreedtoincreasetheirinvestmentintofootballfacilitiesby£130mover5years.

TheinvestmentintoParklifeFootballHubswillprovideanewinvestmentroutefocussedsolelyonstrategiclocalplansforfootball.

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Against this background, the funding partners have agreed to develop a joint National Facilities Strategy for Football which will be completed by early 2017.

The hub model is a key strategic priority.

Strategic context

ParklifeFootballHubsare apriority in theGovernment’s newSportingFuture strategy. Thestrategyhassetawidercontexttoexpandthefocusbeyondincreasedparticipationinsportandphysicalactivitywithanoverarchingaimtoharnessthepowerofsporttohelpchangepeople’slivesforthebetter.

Withinthiscontext,TheFA,thePremierLeagueandSportEnglandhaveagreedanewfootballfacilitiesinvestmentframeworkandjointstrategywiththeaimofdeliveringgreatfootballfacilitieswheretheyareneededmost.TheParklifeFootballHubsprogrammeisakeystrategicpriorityoverthenext5years.Thebesthubprojectswillbesetinastronglocalstrategicplanforfootballandseeablendofprogrammesbeingdeliveredincluding:

• Traditionalcompetitive11v11and9v9formatsofthegamesupportedthroughlocalleaguesandcountyfootballassociations-thereisatargetofaminimumof50%ofminisoccerand9v9footballbeingplayedon3GpitcheswheretheParklifeprogrammereaches

• Opportunitiestoplayacrossall formatsof thegamethroughtargetedprogrammingandgreateropportunitiesforinformalsmall-sidedfootball

• Awidersportingoffer(tobedeterminedlocally)perhapsincludingrugby,cricket,dance,andbroaderexercise-basedclasseswheredemandexists,andtofurtherenhancefinancialsustainability

• Educationopportunities– ranging fromcoachingandvolunteering through tonon-sportrelatedprogrammesincludingICT,job-readiness,socialenterprisedevelopmentandsoon

• Communitydevelopmentprogrammestargetinghealth,lifestylechoices,out-reachandotherlocally-relevantinterventions.Thefundingpartnersarekeentoseeamulti-agencyapproach.

Thefundingpartnersrecognisethatthebestbidswillbethosethatarederivedfromalocalconsortia or common interest groups which will include the local authority, local footballrepresentation,thelocalprofessionalfootballclub(s),educationpartnersandotherstoreflectlocalcircumstances.Cross-boroughworkingandpartnershipsmayalsobeappropriatewherea smaller local authority prepares a joint applicationwith a neighbouring authority,with acollectivepopulationexceeding200,000.

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12015Population:ONS2015Mid-YearEstimates.

Why a 200,000 population threshold?

TheFACommissionReport identifiedanumberof interconnectingfactorswhichhavecometogethertomaketheprovisionofgrassrootsfacilitiesanurgentpriority.Thisincludedhighlevelsoffacilitiesinpublicownership,poorqualitystock,apublicsubsidyconstraintandagrowthininformalplayandflexibleaccesstimes.

Thelearningfromthepathfinderphasesuggeststhatamultiple3Gpitch(minimum2fullsize)approachisrequiredonallhubsitesinordertodevelopasustainablebusinesscaseacrossaportfolioofsiteswithinanarea.

Aportfolioofhubsacrossalocalauthorityareathereforeneedstodemonstratesufficientlatentdemandforrecreationalandcasualplaywithinacatchment(20minstraveltimeofeachsite)tosupplementdemandfromaffiliatedteams.Considerationalsoneedstobegiventothefactorswhichwillsupportamorecommerciallyfocussedoffertodriveincomegenerationandhelpmakethemodelsustainablesuchasdemandforcommercialleaguesandrecreationalfootball,health&fitnessand/oranotherincomefocussedelement.

Basedontheaboverationale,themodelwillbeabletohavethegreatestimpactinauthoritieswithlargerpopulationsandgreaterpopulationdensities.Withdemandlikelytofarexceedtheavailable budget, we are inviting expressions of interest from larger local authoritieswith apopulationofatleast200,0001-seeAppendix2.

Localauthoritieswithpopulationsbelow200,000couldconsiderapartnershipapproachwithaneighbouringauthoritytogetoverthethreshold.However,itislikelytoprovemoreofachallengetomeettheprogrammeprinciplesanddelivertheoutcomesthefundingpartnersareseekingintermsoffootballparticipation,financialsustainabilityandsocialoutcomes.

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FortheinitialStage1ExpressionofInterest(EOI),applicantsarerequiredtodemonstrate(andwhereappropriateevidence)commitmenttothefollowingkeyprogrammeprinciples:

1. Commitmenttodeveloping aportfolio approachtoParklifewherebyaminimumoftwohubsitesperlocalauthorityaredevelopedinordertogeneratesufficientrevenueandensurelong-termsustainability

2. Evidence of strong relationshipswithkeylocalfootballpartnersandlocalorganisationscapableofdrivingpositivechanges in footballparticipationandachievingwidersocialoutcomes.As aminimum, the followingagencies shouldbe invited toprovidewrittensupporttotheEOI-CountyFootballAssociationandCommunityFoundationsofthelocalpro-clubs.Otherpartnerswhichmaybeinterestedinsupportingyourapplicationincludekeylocalgrassrootsleaguesandclubs,educationproviders,privatesectorpartnersandthecharitablesector.

3. High-level political and officer level support (Council leader / CEO) and identified resourcestodeliverParklifeFootballHubsinthearea

4. Commitmenttoworkwithfootballpartnerstodevelopclear, validated local dataandinsightregardingcurrentandpotentialfootballparticipationtrends

5. Commitmenttoraiseminimum partnership funding of 40%oftotalcapitalcostsperarea(pleasenotethiscanbeaggregatedacrossanareaandmultiplesites)

6. Demonstrate a commitment to bring about wider social outcomes such as health,educationandsocialcohesionthroughanarea-widefootballdevelopmentplan

7. Commitmenttoprovideclearevidenceofstrategicneedforproposedfacilitiesincludinganup-to-date Playing Pitch Strategy(PPS),oracommitmenttoundertakeoneaspartoftheParklifeFootballHubsProgrammeprocess.AlsoacommitmenttoundertakedemandmodellingbasedontheParklifetemplatemodel

8. Abilityandwillingnesstoestablish or be a part of a Special Purpose Vehicle (SPV) / Trust structuretomanageandmaintainfacilitieswhereassetsareofferedacrosstotheSPV on a long-term peppercorn lease. The revenue generated by the SPV shall bering-fencedforreinvestmentintograssrootsfootballinthelocalarea

9. Commitmenttomaintain the required level of football revenue subsidy toallowtheParklifeFootballHubsProgrammesitestomatureanddemonstratefinancialsustainability.Anylonger-termreductioninsubsidyshouldbeagreedbythelocalpartnersandbeinlinewiththeoutcomesofthemodellingfortheareabasedonareductioninpitchesbeingrequiredtobemarkedforfootball

10. Abilityandwillingnesstoprocure a dedicated operatorandtotakeaninnovativeapproachtothefinancialmodelatalocallevel,includingconsideringtherolethatincomegenerationthroughcommercialsportandleisurefacilitiescouldplaywithinParklifeFootballHubs

11.Willingnesstouse new programme specific consultancy and construction frameworkstoachievevalueandconsistencyofdesignacrossthecountry

12. Commitmenttoprogress a Local Plan for Football at speed.Ifallocatedwithinthefirsttrancheoforganisations,theremaybearequirementforinyearspend.

2.0 Key Programme Principles

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What will Parklife Football Hubs look like in your area?

AParklifeFootballportfoliowilltypicallycomprise:

• Twoorthreeindividualhubsitesacrossanarea

• Eachhubsitecontaining:

O MinimumoftwoAGPs

O Changingaccommodation

O Naturalgrasspitchprovisionacrossthearea

O Insomecases, linkswithhealthand fitnessorothercommercialprovisionwhichwillprovidearevenuestream

O Potentiallyothersportsandfacilitiesinadditiontothecorefootballoffer–suchasflexible indoor / education spaces for communitydevelopment initiatives -will beconsideredonacase-by-casebasis.

Basedonprogrammedeliverytodate,adoubleAGPwithchangingaccommodationtypicallycostsaround£3-4m.

Implementation of the National Football Facilities Strategy may see an evolution of the hub model and possible future targeted investment to maximise the strategic outcomes

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Football Trust Special Purpose Vehicle (SPV)

ThefundingpartnerswillestablishanewcharitabletrusttoprovidestrategicmanagementandoverviewoftheParklifeFootballHubs.Thetrustwillbeabletoholdpropertythroughpeppercornleasearrangements,holdlifecyclefundsfor3Greplacementandmanageoperatorrelationshipsacrossthehubsnetworkatthelocallevel.

The fundingpartnersbelieve that this isakeycomponent thatallows football to takemoreresponsibilityand involvement in themanagementofgrassroots facilities,andwillprovideaconsistentcustomerexperienceandlessrelianceonthepublicsector.Theportfolioofsiteswillincludethosewithanincomegenerationfocustohelpoffsetanylocalsubsidy.

Licensefeesreceivedfromanoperatorwillbeusedtoreinvestbackintofootballfacilitiestoeitherreduce ongoing subsidy, increase pitch maintenance regimes to provide better customerexperienceortominorcapitalinvestmentintootherfootballsitesthatcouldbeleasedtothefootball trust. The cost of establishing the charitable trust will be covered by the Parklifeprogramme.

Theboardoftrusteeswillreflectthedesireforfootballtotakemoreresponsibility-TheFAandprofessionalgamewillhavetheabilitytoappointTrusteesalongsideotherkeystakeholders,butthe board will include independent representation in order to provide skilled and diverseleadership.TheTrustwillmeettheemergingUKSportsGovernancecode.

Iftherearesomekeyfootballsitesinalocalauthority’sportfoliothatcannotbetransferredtotheFootballTrust,thefundingpartnersmaydecidetoenterintoaprofitsharescenariothatwouldseetheownershipandmanagementremainwiththeexistingorganisation.However,acrosstheportfoliothisshouldbeintheminorityandeachsitewillbeconsideredonacase-by-casebasis.

Any concerns over the management and operational structure outlined aboveshouldbedetailedwithinacovering letterforreviewbythefundingpartnersatStage1EOI.

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3.0 The Funding Process

Stage 1 – Expression of InterestEligibleorganisationsareinvitedtosubmitanEOIformviaemailtoSportEngland at [email protected] with supporting evidence (whererequired)outliningtheircommitmenttothekeyprinciplesofthefundby4pmonFriday27thJanuary2017.

Stage 2 – Submission of Local Plan for FootballSuccessfulorganisationswillthenbeinvitedtodevelopadetailedLocalPlanforFootballsettingoutaportfolioofParklifeFootballHubsitesagainstwhichanoverallfundingenvelopecanthenbeconsidered.Thefundingpartnerswilloperateapipelineapproachandoffersupportatalocalleveltowardsproducinga business case, outline designs and an appropriate evidence base forinvestment.TheProjectInvestmentGroupwillconsiderthebusinesscaseandstrongsubmissionswillbegivenatargetfundingenvelopeforStage3.

Applicantsareableatthisstagetoapplyforprojectdevelopmentcoststowards expenditure related to feasibility and design of pitch andconstructionworks.

Stage 3 – Submission of Individual Hub ApplicationsSuccessful organisations will be invited to develop individual grantapplicationsonasite-by-sitebasisforconsiderationforafundingawardviatheFootballFoundation.Atthisstagethefoundationteamwillworkwithapplicantsprovidinggrantsandtechnicalexpertisetodevelopbidstoanappropriate levelof readiness.Anassessmentwill beundertakenby theFootballFoundationwhowillgrantanawardtobespentwithinthegivenfinancialyear.

Forfurtherdetails,seeAppendix1-ParklifeProcessFlowChart

OrganisationsconsideringsubmittinganExpressionof Interest (EOI)shouldbeawareof theminimumeligibilitycriteriaforthefundintheFrequentlyAskedQuestions.

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https://www.sportengland.org/funding/parklife/



Beforeapplying,youneedtoconsiderwhetheryouarereadytoengagewiththeprocesstodriveamajorstructuralchangeinthedeliveryoffootballfacilitiesandfootballopportunitiesacrossyourarea.

Issuesyouwillhavetoembracewillincludeastrategicreview,rationalisationandare-provisionoffacilities.Thiswillinvolveassettransferoffacilitiestoanewarea-widefootballtrust–youwillhavetoprovidelong-termleases,andwillceasetooperateorcontrolpolicyandprogrammingofanumberofstrategicallyselectedsites.

Youwillneedahigh levelofcommitment fromyourorganisation.LocalauthoritieswillneedelectedmembersupportandofficersupportfromyourleaderandCEOdowntofrontlinestaff.

You will need a nominated a strategic lead to act as Senior Responsible Officer (SRO) andresource(s)todriveworkwithinandacrossthecouncil(typicallysport,parks,health,regeneration,legal,planningandeducation).Experiencesuggeststhataminimumofonefull-timepostwillberequired.

‘Buyin’fromkeylocalpartnerswillalsobeneeded-theCountyFootballAssociationandlocalprofessionalclubcommunityfoundation(s)willneedtobefullycommittedtotheprocess.Youwillalsoneedtoengagewitharangeoflocalstakeholders.

Timescales

TheopportunitytosubmitanEOIviathefirstcompetitiveapplicationroundwillopenon26thOctober2016andcloseon27thJanuary2017at4pm.

IfyourEOI issuccessfulyouwill thenworktowardssubmissionofadetailedLocalPlan forFootballwhich,withsupportofthefundingpartners,islikelytotakebetweenaminimumof3upto12monthsdependingonthecomplexityoftheschemeandlevelofworkrequired.

Following approval of the Local Plan for Football by the funding partners, applications forindividualhubsitestotheFootballFoundationwillbeconsideredonaregularbasis.

Need Further Advice or Help?

ForfurtherinformationpleasecontacttheSportEnglandfundinglineon03458508508orviaemailatfunding@sportengland.org

PleasealsoreviewtheinformationwithintheFrequentlyAskedQuestionsdocument.

4.0 Are you Ready?

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https://www.sportengland.org/funding/parklife/



AProjectInvestmentGroup,madeupofdirectorsrepresentativeofeachofthefundingpartners,underdelegatedauthorityfromtheirrespectiveorganisations,willmakedecisionsonStage1EOIandStage2LocalPlanforFootballsubmissions.

AtStage1,allEOIswillbeconsideredbytheProjectInvestmentGroupandthosebestmeetingtheprogramme’skeyprincipleswillbeinvitedtoStage2.Thefundingpartnerswillusedataandintelligencetoprioritisetheprojectsthattheyconsiderwillhavethemostimpact.

AtStage2,thefollowingfundingcriteriawillbeappliedinordertomeasuretherobustnessoftheLocalPlanforFootballhubproposals.

• Impact-LAswillbeaskedtoprepareafootballdevelopmentplanwhichdetailshowtheproposalswillimpactonParklifeFootballHubsProgrammeaims

• Sustainability–LAswillneedtodetailhowtheneedanddemandfor theareahasbeenestablishedaswellaspreparingabusinessplantodemonstratehowthefacilitieswillbeoperatedandfinanciallysupportedovera25-yearperiod(minimum)

• Deliverability–LAsshould,withtheirappointeddesignteam,prepareacapitaldeliveryplandemonstratingreadinesstoundertakethecapitalbuildanddrawdownfunding,normallywithinagivenfinancialyear.

Inaddition,theleadorganisation(andtheirprojectteam)willrequirefundingpartnersign-offatkeystagesofdesignandprocurement.AmemberoftheParklifeFootballHubsprogrammeteamwillworkcloselywiththeapplicantthroughthisprocess.

AtStage3,decisionsonindividualsiteapplicationswillbemadebytheFootballFoundationwhichwillfallunderthreecategories:

• Award–anofferofgrantthroughaFundingAgreement

• Deferral–furtherworktobeundertakenontheapplicationpriortoanawardtobereconsidered

• Rejection–theapplicationisnotsupportedforspecificreasonsalignedtothecriteriaofthefund.

Measurement

Thefundingpartnersrequiremeasurementanddatacapturetobefullyembeddedintheoperationofsuccessful facilities.Appropriatedigital technologycapabilitywillneedtobebuilt intothedesignofthefacilitiesandsupportingoperationalinfrastructure.

Themeasurementdatawilltransfertoadatahubcapturinganonymisedpersonaldatatosetstandards,trackingparticipantsforusebybothpartnersandtrusts/operatorstoinformcontinuousimprovementandfurtherlocalplanninganddelivery.

Successful applicantswill alsobe required toprovide informationon financial performance,footballoutcomesandsupply/demandinrelationtofootballparticipation.

Key Performance Indicators (KPIs)

KPIstomeasuresuccesswillformpartofanemergingMonitoringandEvaluationFrameworklinkedtotheGovernment’sSportingFuturestrategy.

Thesewillbedevelopedbylocalpartnersandbeoutcomefocusedagainstanationalframeworkinrelationtofootball,financialsustainabilityandwidersocialoutcomes.

TheKPIswillformpartofthebusinesscaseandapplicationprocessatStage2.

5.0 Decision making

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6.0 Case Study

Sheffield Parklife Football Hubs Programme

ThequalityofSheffieldCityCouncil’spitcheshasdeclinedover time.Likemany localauthorities, the Council no longer has sufficient resources to maintain pitches to anacceptablestandarddespiteprovidingasubsidytothegrassrootsgameduringthe2015/16season.Theplayingpitchstrategyidentifiedashortfallofpitchesacrossanumberofsportswhichwouldbenefitfromahubapproach.Thequalityofstockandthecouncil’sfinancialpositionwasconsideredunsustainableandTheFAtogetherwiththecouncilpioneeredthehubportfolioapproachinSheffield.

TheSheffieldprogrammecurrentlycomprisesofthreehubsitesacrossthecitywithtwoAGPsateachsiteandassociatedbuiltfacilitiesforcoacheducation,changingprovisionandsocialspace.Oneofthethreesiteshasagymandstudiotoimprovefinancialreturns,whilstalsoaddressingagapinlocalhealthandfitnessprovision.Itisanticipatedthattwofurther3Gpitcheswillbebuilttofullycompletethedeliveryoftheprogramme.Eachofthehubsiteshasagrasspitchofferandthereisamulti-sportapproachontwoofthethreesites.

Thesiteswillbeleasedtothenewlyformedcharity‘TheSheffieldFootballTrust’whointurnhaveprocuredanoperatortomanage,maintainandoperatethethreesitesprovidingasustainablemanagementsolution.

The commercial viability of the trust is important to deliver the overall Football Huboutcomes and help cross-subsidise future siteswithin the city. The trust is currentlydevelopingastrategicvisiondocumentthatwilloutlinehowtherevenueswillbereinvestedlocallytosupportfootball,healthandphysicalactivityoutcomes,butaclearfocuswillbeonaddressingthequalityofthekeyoutlyinggrasssitestobringthemunderthetrustsownershipandreduce,ifnotcompletelyremove,thecouncilssubsidyintofootball.Intime,theSheffieldFootballTrustwillallocatebookingsandberesponsibleforthemajorityofSheffieldCityCouncil’skeyfootballsites.

Thetrust’sboardismadeupofappointedrepresentativesfromthefollowingorganisations;

• TheFootballAssociation(2trustees)

• SheffieldUnitedCommunityFoundation(1trustee)

• SheffieldWednesdayCommunityFoundation(1trustee)

• SheffieldCityCouncil(1trustee)

• Sheffield&HallamshireCountyFA(1trustee).

Independenttrusteesarealsobeingrecruitedtoensurethetrusthasaskilledanddiverseboardthatisrepresentativeofthelocalarea.

AlthoughParklifeFootballHubsisaninfrastructuredrivenprogrammethatwillmakethegamemoresustainableatalocallevel,itwillalsoprovideTheFAandpartnerswithagreatdealmoreinsightonhowtoengagewithexistingplayersandencouragethemtoparticipatemoreeachmonth.Alsotoattractnewpeoplefromeverybackgroundtoregularlyandmeaningfully takepart.Workingwith theoperator and local partners challenging keyperformanceindicatorscanbesettohelpdrivegrowthinkeyareasofthegameandsupportwidersocialagendas.Datacapturesystemswillallowthepartnerorganisationstobetterunderstandfootballdemandatalocallevelandtargetprogrammesandincentivestodriveupparticipationlevels.

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7.0 Further Information and GuidanceLocal Plan for Football requirements

OrganisationswhoaresuccessfulatStage1EOIwillberequiredtodevelopadetailedLocalPlanforFootballdescribingtheportfoliooffootballhubs.

Theplanshouldsetoutthepotentiallocation,facilitymixandoutlinecostoftheportfolioofhubsitesanddescribetheoverallparticipationandintendedsocialoutcomes,businesscaseviabilityandstrategicplanningevidencethatunderpinstheproposal.

SupportfromtheFootballAssociation,PremierLeagueandSportEnglandwillbeonhandduringthistime.Asaguide,thefollowingareconsideredtobekeycomponentsofaLocalPlanforFootball:

• FootballDevelopmentPlan

• BusinessPlanincorporatingParklifeDemandModelling

• RelevantsupportingevidencefromanadoptedPPS(andBuiltFacilitiesStrategyifappropriate)

• Projectdeliveryplanincorporatingoutlinedesigns,specificationandcostsofindividualsiteproposals

• Evidenceofpartnershipfundingincludingcapitalandon-goingrevenuesupport

• Evidenceoflocalauthoritycabinetapproval.

TheLocalPlanforFootballwillbereviewedbythefundingpartnerswhowilldeterminewhetherthereisasuitablebusinesscaseforinvestment.Ifthebusinesscaseisapproved,applicationsforindividualsitewillbeinvitedagainstanindicativefundingenvelope.

Parklife Demand Model

TheFAhasdeveloped a supply anddemandmodel that builds uponSport England’sPPSmethodology.ThemodelwillinformhowanAGPhubbasedapproachtofacilityplanningcouldbeimplementedacrossaLocalAuthoritylandscapetohelpreducetheimpactoflocalauthoritysubsidypressuresonfootball.

TheParklifedemandmodelcalculatesthesupplyrequirementsforbothAGP’sandgoodqualitygrasspitchesbaseduponthedemandfromcurrentlocalauthoritypitchhirers.Themodelallowsflexibilityatalocalleveltoamendthescopetoincludeapercentageofdemandfromcurrentusersofothersiteproviders(e.g.clubleasedsitesetc).Thiscanhelpaddresslocalsupplyissuesandcanhighlightthepotentialrevenuesavingsandcapitalrequirementsassociatedwithdeliveryatalocallevel.

Playing Pitch Strategy development – a flexible approach

AcommitmenttoproducingaPPSisoneofthekeyprinciplesoftheParklifeFootballHubsprogramme.ThefundingpartnersrecognisetheresourcecommitmentrequiredbylocalauthoritiestoundertakesuchastudyandSportEnglandhasdevelopedaflexibleapproach.ThereisscopetotwintrackthepreparationofthePPSwiththefundingapplicationprocess.Inanyevent,aPPSmustbeinplacepriortotheopeningofthefirsthubanditmustbeupdatedtwoyearslater.Wherehubproposalsimpactonothersportsandasatisfactoryresolutioncannotbereached,wemayrequirethePPStobeinplaceatthetimeofaward.

Framework Procurement

TheParklifeFootballHubsProgrammerequiresapplicantstoadoptaframeworkapproachtoprocurementinorderthatreplicablemodelsofhigh-qualityconstructioncanbeachieved.ThefundingpartnershaveprocuredOJEUcompliantframeworkswhichwillhelpachievebestvalueandhigh-qualityfacilities.

Fields in Trust

ThefundingpartnersalsoencourageapplicantstothoroughlyexplorethepossibilityofprotectionandworkwithFieldsinTrustonprotectingthehubsitesinperpetuity.

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Award Agreement

Project Scoping

Stage 3 Submission - Individual Hub application to Football Foundation

Project Investment Group Decision

Football Foundation Assessment & Panel

Decision

Stage 2 Submission – Local Plan for Football to Sport England

Project Investment Group Decision

Stage 1 Expression of Interest Submission to Sport England

Delivery/ Post Award Monitoring

High level LA officer commitment to Parklife principles Identification of LA budget and officer resource to support roll-out

Commitment to have an adopted Playing Pitch Strategy

PPS action plan monitoring via SPV Delivery via Frameworks (Consultancy / Modular / AGP)

Outline business plan including operating model (SPV) Individual site proposals, project costs and facility mix

Football participation and social outcomes Outline project delivery plan identifying potential planning constraints

Engage in pre application consultation with Sport England Local Planning Manager

Site specific business plans submitted to Football Foundation Planning application determined

Legal Structure of SPV agreed Project cost tendered, modular design option agreed

Defer – Refinement of Project / Local

Plan for Football

Defer – Refinement of

Project plan

FA/PL/SE/LA Scoping meeting and bespoke action plan Local steering group undertakes supply & demand modelling supported by FA

Scoping of planning and PPS requirement undertaken with SE / FA Engagement with partners/local stakeholders on priorities and potential sites

Develop wide hub business model Structure of SPV agreed with Funding Partners, programme for operator procurement

drafted.

Unsuccessful

Funding Agreement issued LA commits funding within current financial year

Appendix 1 - Parklife Process Flow Chart

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Appendix 2 - List of Local Authorities with a Total Population2 of Over 200,000

1 Birmingham 1,111,3072 Leeds 774,0603 Sheffield* 569,7374 Cornwall 549,4045 Bradford 531,1766 Manchester 530,2927 CountyDurham 519,6958 Wiltshire 486,0939 Liverpool* 478,58010 Bristol,Cityof 449,32811 Kirklees 434,32112 Barnet 379,69113 Croydon* 379,03114 CheshireEast 375,39215 Coventry 345,38516 Ealing* 343,05917 Leicester 342,62718 EastRidingofYorkshire 336,68519 CheshireWestandChester 333,91720 Wakefield 333,75921 Newham 332,81722 Enfield 328,43323 Bromley 324,85724 Lambeth* 324,43125 Brent 324,01226 Wigan 322,02227 Wirral 320,90028 Sandwell 319,45529 Nottingham 318,90130 Dudley 316,46431 Northumberland 315,26332 Wandsworth* 314,54433 Shropshire 311,38034 Southwark* 308,90135 Doncaster 304,81336 Hillingdon 297,73537 Lewisham 297,32538 Redbridge* 296,79339 TowerHamlets 295,23640 NewcastleuponTyne 292,88341 Stockport 288,73342 BrightonandHove 285,27643 Bolton 281,61944 Sunderland 277,150

45 Medway 276,49246 Walsall 276,09547 Greenwich 274,80348 SouthGloucestershire 274,66149 CentralBedfordshire 274,02250 Sefton 273,70751 Haringey* 272,86452 WalthamForest* 271,17053 Hackney 269,00954 Hounslow* 268,77055 Plymouth 262,71256 MiltonKeynes 261,76257 Rotherham 260,78658 KingstonuponHull,Cityof 258,99559 Wolverhampton 254,40660 Derby 254,25161 Stoke-on-Trent 251,64862 Southampton 249,53763 Havering 249,08564 Harrow 247,13065 Salford 245,61466 Westminster 242,29967 Bexley 242,14268 Camden 241,05969 Barnsley 239,31970 Trafford 233,28871 Oldham 230,82372 Islington 227,69273 Northampton 222,46274 Tameside 221,69275 Swindon 217,16076 Luton 214,71077 Rochdale 214,19578 Portsmouth 211,75879 Solihull 210,44580 NorthSomerset 209,94481 Calderdale 208,40282 Warrington 207,69583 York 206,85684 Merton 204,56585 NorthTyneside 202,49486 BarkingandDagenham 201,97987 Gateshead 200,99688 Sutton 200,145

Local authority Population Local authority Population

22015Population:ONS2015Mid-YearEstimates.*AlreadyonParklifejourney.

Issue Tracker001-Initialpublication:October2016002-Minoramendment(page16,PPSsection):July2017

DocumentdesignbyAbacusCostManagement/RobinWilsonConsulting

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national programme · 2020-02-05 · 1.0 parklife football hubs national programme prospectus...

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