Background to community sports hubs

The boom period for public sector leisure provision was in the mid 1970s and early 1980s.

Whilst the building activity of this era resulted in the development of a good network of community sports facilities it is clear that much of the stock is now ageing, requiring rationalisation of sporting provision and new investment where there is a real need. There is little debate that the general stock of sports facilities has deteriorated in quality.

Against this backcloth, funding to support the modernisation of the existing “stock” where there are cost benefits in doing so is presently limited. Local authority expenditure on sport continues to be under pressure from other policy priorities, budget constraints and the downturn in the economy.

The time for change in the community sports sector has arrived. If we are to succeed in securing a lasting grassroots sporting legacy from the 2012 Olympic and Paralympics Games in London, the need for modern community sports facilities will be paramount.

A new approach is required

The need for change and radical new approaches towards investment for sport and particularly the facility network infrastructure is therefore evident. A new approach to investment in sports facilities is required, characterised by:

• Partnership working
• Sport at the heart of community hubs and co-location of services
• Growth and maturing of the third sector with best practice trust and asset transfer models
• Positive public/private sector partnerships
• Further coming together of education, health, community services and sports sectors through transformational building programmes

International comparisons clearly show the advantages of a shift to a new-generation of community hubs (both outdoor and indoor). The new approach is based on the development of the concept of community “hubs” with new public/private investment packages and management partnerships that link sport and active recreation with commercial activities allied with contributing to wider social policy areas such as health, childcare provision and lifelong learning. The co-location of community facilities with revenue streams that enable sport to be at the heart of the community has to be the new way forward in creating a world-leading sports development system.

If community sports facilities are to make a step change and truly become sustainable then new structures and delivery mechanisms are required. It is also apparent that the innovation may have to come from outside the market place. The primary objective is to create new industry best practice and sustainable community sports provision, which can be replicated across the country.

The advantages of this approach are many:

• The integration of community sports and other public and private activities on one site, or as a network, generates opportunities from high footfalls to create revenue streams that support the sustainability of the project
• Increased participation through diversity of opportunity, linking together clubs as well as public and private sector provision
• Economies of scale in sharing capital and revenue costs
• The regeneration potential for urban land and existing under-performing sites, particularly parks and open spaces and the replacement of existing stock in need of modernisation
  

Common features of sustainable community facility provision

• A robust needs and evidence base using data such as Active People, Market Segmentation and Active Places Power which demonstrate the need in the community for the sports facilities
• Joined up planning across boundaries both within and across local authority areas
• Creates facilities and opportunities for two or more NGBs which meet a strategic priority identified by the sports
• Projects are driven by public and voluntary sectors with new management structures tested – social enterprise (community ownership) and public private hybrids
• A sustainable business plan which combines capital, revenue, public/private resources to support the facility’s sustainability, including sports development initiatives and lifecycle costs
• Evidence of partnership working and community involvement having taken place to scope each project and a commitment to draw in local investment and resources
• Key strategic partnerships have been developed with national and local agencies eg National Governing Bodies of Sport, Sports Trusts, Homes and Community Agency and the private sector
  

Asset Transfer

Asset transfer involves the transfer of the ownership of land or buildings from government organisations such as local authorities to community groups such as local sports clubs and trusts, often at a discounted price provided there is a benefit to the local community. If your project involves asset transfer, please provide details of this within your application and refer to our Toolkit for further advice and guidance.

A key driver in support of modernising the infrastructure for sport in England is in promoting the benefits of co-location with other agencies such as health, education and community services in all of our communities. Sport England has put in place a new coherent strategic framework and county sports partnership infrastructure that promotes joined up thinking and partnership working, providing the right climate for public and private investment to optimise its impact through local delivery. What is needed to kick start this is the development of new sustainable and replicable community sports facilities. Sport England is determined to lead from the front through its new approach to investment in facilities.