Shropshire Council. Playing Pitch Strategy A Final Report. strategic leisure

Transcription

1 Playing Pitch Strategy A Final Report strategic leisure December 2010

2 Table of Contents 1 INTRODUCTION AND BACKGROUND 1 2 SHROPSHIRE CONTEXT FOR THE STUDY 4 3 METHODOLOGY 9 4 SUMMARY OF THE RESEARCH COMPLETED 11 5 AUDIT OVERVIEW 15 6 ASSESSMENT AND ANALYSIS SUMMARY MAIN PITCH SPORTS 24 7 ASSESSMENT AND ANALYSIS SUMMARY MINOR SPORTS 50 8 SUMMARY OF KEY ISSUES AND CONCLUSIONS 59 9 POLICY OPTIONS APPRAISAL RECOMMENDATIONS 84

3 Table of Appendices 1. STUDY CONSULTEES 2. DEMAND DATA 3. PLAYING PITCH MODEL (PPM) 4. SUPPLY DATA 5. CLUB SURVEY 6. STUDY CONTEXT AND RELEVANT POLICIES

4 Maps 1 ALL SITES WITH COMMUNITY USE* 1a 1b 1c North Sub Area all sites by community use Central Sub Area all sites by community use South Area all sites by community use 2 ALL MINI FOOTBALL SITES WITH COMMUNITY USE 3 ALL SITES WITH YOUTH FOOTBALL PROVISION WITH COMMUNITY USE 4 ALL SITES WITH SENIOR FOOTBALL PROVISION WITH COMMUNITY USE 5 ALL SITES WITH RUGBY PROVISION WITH COMMUNITY USE 6 ALL SITES WITH CRICKET PROVISION WITH COMMUNITY USE 7 ALL SITES WITH AGP S WITH SECURED COMMUNITY USE 8 ALL SITES WITH BOWLS PROVISION WITH COMMUNITY USE 9 ALL SITES WITH TENNIS PROVISION WITH COMMUNITY USE 10 NORTH SUB AREA ALL SITES BY PITCH TYPE 11 CENTRAL SUB AREA ALL SITES BY PITCH TYPE 12 SOUTH SUB AREA ALL SITES BY PITCH TYPE 13 NORTH SUB AREA ALL COMMUNITY USE SITES BY PITCH QUALITY 14 CENTRAL SUB AREA ALL COMMUNITY USE SITES BY PITCH QUALITY 15 SOUTH SUB AREA ALL COMMUNITY USE SITES BY PITCH QUALITY 16 ALL MINI FOOTBALL SITES BY CATCHMENT AREA 17 ALL YOUTH FOOTBALL SITES BY CATCHMENT AREA 18 ALL SENIOR FOOTBALL SITES BY CATCHMENT AREA 19 ALL RUGBY SITES BY CATCHMENT AREA 20 ALL CRICKET SITES BY CATCHMENT AREA

5 21 ALL AGP SITES BY CATCHMENT AREA 22 ALL BOWLING GREEN SITES BY CATCHMENT AREA 23 ALL TENNIS SITES BY CATCHMENT AREA *In Shropshire, with the exception of dual-use AGPs, there is no secured community use of playing pitches, where secured means a formal written agreement in place. Therefore, with the exception of hockey, and AGPs, supply and demand has been modelled on community use, as identified through the audit and consultation process. Community use in this strategy reflects the fact that local teams and clubs are able to use the facilities, as are the local community, but there is not necessarily a written/formal or approved agreement/arrangement for this in place. Hockey is modelled on full size AGPs with community use which are suitable for hockey.

6 1 Introduction and Background The Project 1.1 Strategic Leisure (SL), part of the URS/Scott Wilson Group, was commissioned by Shropshire Council to develop a Playing Pitch Strategy (PPS). The strategy is based on an eight stage assessment (following the process detailed in Towards a Level Playing Field the Sport England and CCPR 1 guidance on developing local playing pitch strategies) of supply and demand for football, cricket, rugby union and hockey. The Strategy covers a ten year period and will guide long term decision making to align with Shropshire s Local Development Framework (LDF). 1.2 The PPS has been prepared by SL following the development of an Indoor Facilities Strategy for Shropshire and a Facility Framework for Energize Shropshire, Telford and Wrekin (County Sports Partnership). The PPS therefore reflects the conclusions and recommendations of these strategies where appropriate, and links the strategic direction for future provision of playing pitches with built facilities. 1.3 The assessment of major sports (football, cricket, rugby and hockey), where participation rates are relatively high has included sub-area analysis on the basis of the 3 sub areas North, Central and South. Further analysis has also been undertaken in relation to the planning policy hierarchy, on the basis of the main urban area of Shrewsbury, the market towns and the rural areas. 1.4 This final report is supported by a series of appendices, which contain the detailed modelling and assumptions behind the analysis, together with the methodology. This draft report is intended to provide an overview of the findings of the assessments completed, the key priorities and emerging recommendations, which will then be developed into the final report. It deliberately focuses more on the results of the assessment and recommendations and priorities, rather than the research process and methods, given the complexities of the overall process, and the known priority outcomes and agendas to which this study needs to contribute. Strategy Aim and Objectives 1.5 The Shropshire Playing Pitch strategy aims to provide a strategic approach to future playing pitch provision; it will provide direction and set priorities for pitch sports for both Shropshire Council and its local partners. 1.6 Whilst the report was commissioned, and is owned by, Shropshire Council there is recognition that a number of the playing pitches within the report are owned and maintained by a range of public, private and voluntary providers. The strategy aims to support each of these and encourage partnership working in order to provide appropriate high quality playing pitch provision for all of Shropshire s different communities. 1.7 In light of the above, the aim of the study is to produce a playing pitch strategy, which will provide robust justification for future provision of high quality and accessible facilities within Shropshire, in addition to providing policy options and clearly identifying local standards. 1.8 The strategy provides baseline data on the present quantity and quality of all the playing pitches in Shropshire identifies gaps in provision both quantitative and qualitative. The strategy includes an action plan, agreed with partners, to improve provision for local communities and how this might be achieved. 1 1 CCPR Central Council for Physical Recreation 1

7 1.9 In meeting this aim, the objectives of this study are to: Produce a strategy based on an assessment using the eight stage Sport England Playing Pitch Model (Towards a Level Playing Field) Produce a full audit of all playing pitches in the local authority area, including those not available for community use. Data supplied by PMP Consulting was initially utilised as base data, however this was then added to using Active Places, Active Places Power, general internet research, consultation feedback and detailed site visits. Complete non-technical quality assessments on the majority of sites as agreed with the Client). These included community and non-community use sites to provide an indicative overview of quality, quantity and accessibility. It must be noted that not all site visits were completed within the actual playing season for specific sports; this can have an impact on overall quality scores. Utilise a range of consultation methods with internal and external key stakeholders, clubs, and NGB s i.e. on-line surveys, , telephone and face-to-face consultation to facilitate supply and demand analysis Help deliver government policies and demonstrate the value of leisure services in terms of locality working, social inclusion, environmental protection, community involvement and healthy living. Help deliver a value for money process through: Consultation with pitch-based sports clubs, providers and organised leagues Challenging the current system for sports pitch ownership, management and maintenance Comparison with other local authorities through various benchmarks (team generation rates, the NPFA s Six Acre Standard, local standards and other performance indicators see later sections for more details) Competition, perhaps for pitch maintenance contracts. It will also encourage continuous improvement through monitoring, auditing and benchmarking. Develop a range of options resulting from the modelling results and use qualitative data to interpret these Develop clear recommendations for current and future playing pitch provision levels, location, quality etc Develop local provision standards reflecting both qualitative and quantitative issues Provide robust evidence for capital funding bids As well as proving the need for developer contributions towards pitches and facilities, the playing pitch strategy will provide evidence of need for a range of capital grants eg Sport England Lottery Fund, Heritage Lottery Fund (for park improvements), the Football Foundation and the New Opportunities Fund. It will: Provide the basis for new pitch requirements as a result of new housing developments. Evidence the need for suitable protection for pitches threatened by development. Improve Shropshire Council s asset management, which should result in more efficient use of resources and reduced overheads. 2

8 Highlight locations where quality of provision can be enhanced. Help identify where community use of school sports pitches is most needed. Provide better information to residents and other users of sports pitches. This includes information about both pitches and sports teams. Promote sports development and helping unlock latent demand by identifying where the lack of facilities might be suppressing the formation of teams. Link closely with Shropshire Access, and Play Strategies to ensure the playing pitch strategy contributes to a holistic approach to open / green space improvement and protection and the development of relevant community green spaces which can be sources of recreation and locations for community events. Study Scope 1.11 The study encompasses an assessment of all formal outdoor playing pitch facilities (football, cricket, rugby and hockey) in addition to tennis, bowls, athletics and golf. It includes facilities provided via the public, private, education and voluntary sectors and presents an area wide (i.e. Shropshire unitary area), and a sub area assessment of need based on quantity, quality and accessibility The study also takes into account the impact of the projected population growth in Shropshire (circa 26,725 dwellings) and specifically proposed medium housing growth for the areas previously mentioned. The above is crucial when considering the future need for playing pitches within the Shropshire area. Specific Issues to be tackled by the Strategy 1.13 The proposed development of new residential areas, predicted population growth and the changing expectations of users of leisure facilities will all have implications for the future provision of playing pitches in Shropshire, and particularly Shrewsbury, which is a designated Growth Area Given that Shropshire is now one authority, as opposed to five separate districts, there could be a number of implications for future pitch provision i.e. ongoing maintenance of local authority pitches, cost to hire pitches generally, management and ownership options, because pitch stock has previously been managed differently in these areas The strategy is therefore necessary to: Protect facilities against development pressures, and specifically residential proposals; Identify appropriate levels and types of pitch facilities to best meet any predicted population growth and changes in demand levels; Provide sufficient information to inform planning decisions for sites where there are applications for change of use pending; Provide a framework identifying priorities for investment and prioritisation of support for funding applications; this includes both playing pitches and changing accommodation, as well as other outdoor sports facilities Address any demand pressures created as a result of specific sports development pressures, in addition to addressing any issues related to provision surplus 1.16 Identify where a consistent approach to management, maintenance and charging needs to be implemented in the future. 3

9 2 Shropshire Context for the Study 2.1 Shropshire Council was formally established in April 2009, (from five former districts), and includes various structural aspects for the new locality working arrangements, including Local Joint Committees. These have relevance to parish and town councils (many of whom own and maintain playing pitches and public open spaces) across Shropshire; this playing pitch strategy therefore provides guidance on the nature and level of future demand for pitch provision, in order to assist with future local decision making. This is emerging as an important priority through Shropshire Council s transformation agenda. 2.2 Shropshire is located in central England midway between the city of Shropshire and the Welsh Border. The area is a diverse, large, predominately rural inland county, with a wide range of land use, economic activities, employment and social conditions. It has a relatively small population, although it has some population spread across approximately 97% of the county. 2.3 Shropshire Council is the unitary authority for Shropshire which became effective from 1 April Shropshire is made up of the previous District, Borough and County Council local authorities; Shropshire County Council, North Shropshire District Council, Oswestry Borough Council, Shrewsbury and Atcham Borough Council, Bridgnorth District Council and South Shropshire District Council and is represented in Figure 2.1 below. 2.4 Together with Telford and Wrekin (already unitary) it makes up the County and the area covered by the County Sports Partnership (Energize Shropshire, Telford and Wrekin). The Shropshire Playing Pitch Strategy covers the new unitary area, excluding Telford and Wrekin (a recent PPS was produced for Telford and Wrekin, Final Report July 2009). 2.5 The following maps identify the Shropshire unitary area (Figure 2.1) and the previous five key areas (Figure 2.2). The new Shropshire area is recognized as having three main sub areas north (the former districts of Oswestry and North Shropshire, the central area (formerly Shrewsbury and Atcham Borough) and the south area (formerly Bridgnorth and South Shropshire districts). Figure 2.1 New unitary area Figure 2.2 Previous 5 Areas (plus Telford & Wrekin) 4

10 2.6 The administration of leisure has been divided into 3 areas under Shropshire Council and for the purposes of analysis within this strategy Shropshire is referenced by the same 3 areas as illustrated in the Figure below: Table Shropshire Analysis areas Analysis area North Previous authority area North Shropshire District Oswestry Borough Central Shrewsbury and Atcham Borough South Bridgnorth District South Shropshire District 2.7 The playing pitch and outdoor sports strategy is important in guiding the development of Leisure Services and providing an integrated strategic approach to facility provision across all sectors i.e. public, commercial, education and voluntary. 2.8 In line with the above, the Shropshire Playing Pitch Strategy: Provides a comprehensive inventory of outdoor sports facilities, taking into account any planned/proposed facility developments, where known, and the difference that any key developments could make to the area Quantifies the current and future balance between supply and demand of outdoor sports facilities and pitches, taking into account potential population increases/decreases, predicted participation increases in line with the specific targets developed for pitch sports by relevant National Governing Bodies (NGBs), and changes in demographic profiles (and the subsequent impact these may have on future demand levels) Identifies key issues (qualitative and quantitative) with existing playing pitches and outdoor sports facilities and any apparent gaps in provision, and provides firm recommendations to address any such issues i.e. re provision of pitches for different uses and priority pitch improvements etc N.B It is important to stress that the data sources used for this report are as comprehensive as was possible at the time; they include baseline supply data prepared to support the countywide PPG17 assessment, which was actually submitted prior to unitary status by the former Shropshire authorities. This data has been checked and verified wherever possible, through site audits, consultation and desk research. 2.9 A review of the key demographic, social and policy context has identified a number of key considerations for the strategy. These include: The Population - Shropshire s population has been increasing at a faster rate (7%) than England (5.3%) as a whole since The north area (former Oswestry and North Shropshire districts) population has experienced the highest level of growth since 1991 (14%), compared with the other former Shropshire districts, whereas the south (former Bridgnorth district) has experienced the lowest population growth (3%) followed closely by the former borough of Shrewsbury and Atcham. 5

11 Rounded sub national population data (2008) provided by Shropshire Council shows the predicted increases in population, This equates to a further 8.55% increase in population to 2029: Table Population Growth across Shropshire Former Local Authority 2010 Population 2029 Population Population increase Area North Shropshire 102, ,300 15,200 South Shropshire 95, ,300 7,300 Central 95, ,700 4,900 Overall (total) 292, ,300 27, Sub National population data projections (rounded) Population Distribution and Density - As the major urban area, Shrewsbury has the largest population and greatest population density in the county; nevertheless its population density of 1.60 persons per hectare is less than half the national average (3.82 persons per hectare). The north of Shropshire has the fewest residents, although its population density is above the county average (1.53). The south of Shropshire has the lowest population density of any district in the West Midlands region; its density is one tenth of the regional average. Approximately 36% of the population live in rural areas; this sizeable proportion of the population is distributed widely and sparsely across a large geographical area. This population distribution together with a low population density makes delivering services effectively and efficiently more difficult. It is therefore crucial that there is a good spread of pitch sites both in and around urban areas, in addition to the larger more rural areas throughout the county. Good quality, accessible provision covering a range of sports needs to be provided within rural areas, especially where poor transport services are available. Ageing Population The demographic profile of Shropshire highlights a predominance of older age groups as is the case nationwide. However this issue is slightly more prevalent in Shropshire as there are a larger number of older people and fewer younger people, compared to the average for England. The number of older people is also increasing at a faster rate than in England. A large proportion of the population is approaching retirement and services/facilities will increasingly need to take account of these demographic changes when planning, delivering and financing future priorities. Falling numbers of Younger People As is the case nationwide, the number of younger people in Shropshire is falling. This issue could be more prevalent in Shropshire because there is an increasingly older population. This has an impact on the type and level of need for future indoor and outdoor sport facilities, in addition to the levels of disposable income (retired people have greater disposable income than younger people) which can be spent within the local economy on services and use of facilities. Falling Birth rates This is both an issue nationally and for the county. Birth rates have been falling since the early 70 s; in Shropshire there was a decrease of 14% in the 0-4 year age group between 1991 and 2005, compared to a fall of 11% nationally. This will have implications for the future planning of school and other children s services in addition to types and levels of services needed, including sports provision. Population Density and Distribution - Shropshire has a very low population density, except in the urban areas. 6

12 Housing Growth in Shropshire - there is significant population growth predicted for Shropshire, particularly around Shrewsbury, which will occur as a result of new residential development. Some of the houses will be replacement stock, however there will also be new growth, leading to an overall increase in population. For example the Sustainable Housing Urban Extension in the NW of Shrewsbury will realise the development of 6,500 new houses Table 2.3 provides an overview of all predicted housing growth in Shropshire, based on the West Midlands Housing Market Area, Strategic Housing Market Assessment 2005: Table Household change projections for Shropshire, Area Increase Increase % Annual Growth Shropshire 117, ,164 26, % 0.82% West Midlands 2,154,614 2,598, , % 0.75% Major Urban Areas 1,135,677 1,327, , % 0.63% 2.11 Shropshire Council has identified a settlement hierarchy in its Core Strategy which highlights Shrewsbury as the main urban centre for the county. The settlement hierarchy is based around: Shrewsbury main urban area Market Towns (17) Rural Villages (sometimes a number of smaller villages are considered as a cluster 2.12 This settlement hierarchy forms the basis for the recommendations of this playing pitch strategy. Of particular importance in relation to this hierarchy is the future focus on place-making, and locality sub areas and how market towns, (particularly the larger centres of population), fit into this framework, based on the fact that they will be the future focus for many types of community provision, including dual-use sport and leisure facilities Other key documents influencing the playing pitch strategy include the Shropshire Council Corporate Plan , and in particular Aim 2: 2.14 and its objective: To improve the health and well-being of Shropshire s residents Promote opportunities for residents to lead active lives and enjoy their free time through a range of activities Promote opportunities for residents to lead active lives and enjoy their free time through a range of activities 2.15 The Sustainable Community Strategy for Shropshire sets out the following Vision for the County as: a Flourishing Shropshire The provision of sport and sports facilities is identified as a key objective of the Strategy; by 2010 there will be better leisure facilities, people will be more active and healthier, and therefore health inequalities will have reduced A summary of the Shropshire Core Strategy priorities and objectives of relevance to the playing pitch strategy, together with references to other key policies and strategies is in Appendix 7. 7

13 2.18 It is clear that the demographic make-up of the new Shropshire unitary area, in addition to projected areas of housing growth, will have an impact on current and future outdoor sport facility requirements; these will be important factors in making informed decisions regarding specific pitch sites in the future It is also important to highlight that a separate PPG17 audit and assessment has been undertaken in parallel with the development of the PPS. The PPG17 looks at the quality and quantity of all open space in Shropshire, including outdoor sport. This PPS will be used to inform this assessment in relation to playing pitches. The correlation between the two studies, their findings and outcomes is covered in Section The outcomes of the PPS will be fed into a series of Place Plans which have been devised as part of the Local Development Framework Implementation Plan. These outline the infrastructure and investment requirements which are needed to support the level and location of development for the 18 market towns and key settlements in Shropshire, as outlined in the Core Strategy. They cover physical infrastructure (transport, energy, water, waste, minerals and ICT/digital), economic infrastructure (regeneration, business growth and employment, skills training) social infrastructure (education, health and community facilities) and green infrastructure (open spaces, recreation and sporting facilities and green public realm) requirements The Place Plans bring together top down schemes, originating from large organisations such as Shropshire Council, and bottom up schemes, originating from community aspirations. They will be used to assist in prioritising which are the most important schemes within a particular place, given limited resources, and will help to provide a delivery programme for targeting resources, including developer contributions, in order to create and maintain each place as a sustainable community. 8

14 3 Methodology 3.1 The strategy has been developed using the guidance developed by Sport England and the Central Council for Physical Recreation (CCPR) detailed in Towards a Level Playing Field. This moves away from the application of generic provision standards (as currently used in UDP and Parks Strategy) and advocates focused research to identify local demand and supply, factor in qualitative factors and assess the adequacy of provision relating to quantity, quality and access for individual sports. Fundamentally this means the assessment results will be different. Deficiencies recorded using one method will not necessarily be recorded using the other, and vice versa. A detailed account of the methodology, analysis toolkits and assessment parameters is provided in the detailed technical report. The Eight Stage Playing Pitch Model 3.2 The methodology comprises of an eight-stage approach, as summarised in the figure below. This involves a number of specific research tasks to build a comprehensive audit. A series of toolkits are used to analyse the data collected with the resulting assessment figures interpreted in consideration to the local context and results of stakeholder consultation. Table Playing Pitch Assessment Methodology Stage Description and Key Output Identification of the number of teams Stage 1 Demand is established through a count of the number of teams for each sport using a variety of information sources, including pitch booking records, league handbooks, and a club survey. Latent demand and the impact of future population projections are also considered. Stage 2 Calculating home games per team per week In a normal situation for all sports, the number of home games is calculated as 0.5 of the total number of teams, representing weekly home and away fixtures. Assessing Total Number of Home Games per week Stage 3 This is the product of Stages 1 and 2, and is therefore not independent. The resultant figure indicates how many games have to be accommodated in the study area in the average week. Establishing Temporal Demand for Games Stage 4 This stage assesses the proportion of total home games played on each day. The data is expressed as a percentage of total weekly demand. This Stage will determine what percentage of all games is played on a Saturday for example. Defining pitches used / required on each day Stage 5 This is the product of Stages 3 and 4, and is not therefore independent. The resultant figure will indicate the pitches used/required on each day and time e.g. Saturday p.m. 9

15 Stage Description and Key Output Establishing pitches available Stage 6 An accurate assessment of supply is produced which distinguishes between pitches for each sport and between ownership (public, private, voluntary and educational sites). In modelling the existing situation, only pitches currently available for the appropriate days/times will be relevant. In Shropshire, with the exception of dual-use AGPs, there is no secured community use of playing pitches, where secured means a formal written agreement in place. Therefore, with the exception of hockey, and AGPs, supply and demand has been modelled on community use, as identified through the audit and consultation process. Community use in this strategy reflects the fact that local teams and clubs are able to use the facilities, as are the local community, but there is not necessarily a written/formal or approved agreement/arrangement for this in place. Hockey is however modelled on full size AGPs with community use which are suitable for hockey; this is because many of the AGPs on school sites, unlike grass pitches, are included in the community use agreements for indoor facil. Assessing the Findings Stage 7 The requirements to accommodate demand assessed at Stage 5 are then compared with the facilities as available at Stage 6. If the existing situation has been accurately modelled there should be either a good numerical fit between requirements and facilities available, or even surplus provision on some days. Identifying policy options and solutions Stage 8 A range of policy options can be developed, such as new provision or pitch improvements, to help the problems identified at Stage 7. The method can then be used to further assess the impact of policy options, and contribute to the selection of the most cost-effective solution. Adapted from Towards a Level Playing Field Sport England and CCPR (Page 11) 10

16 4 Summary of the Research Completed 4.1 The key research methods, success of these and explanations of any specific assumptions made in the application of the PPM are summarised below and explained in more detail in the technical report. The assessment of supply and demand has been undertaken on a Shropshire wide basis Summary of auditing techniques and data gathering Supply Audit 4.2 The current supply of pitches was established through undertaking a series of data review, research and consultation exercises. These consisted of: Review of information held by Shropshire Council relating to the supply of playing pitches this included reviewing lists held by Sport and Leisure Officers, the listing compiled by the former districts, and a review of GIS datasets and mapping layers. Review of data collated by pmpgenesis from the former districts as part of the PPG17 assessment Review of aerial photography to cross check all listed facilities identified and highlight any potential gaps in current information Review of information published on relevant websites containing supply information including Active Places, school and university websites; 421 audit visits to 806 separate pitch and outdoor sport facilities on 433 sites (some on shared sites) - These provide a total of 526 playing pitches in use across the sports assessed - 71 mini football pitches, 103 youth football pitches, 174 senior football pitches, 69 rugby pitches, 73 cricket pitches, 16 grass hockey pitches), 20 AGPs (14 sand-filled, 2 x 3G, 2 x synthetic, 2 x waterbased), plus tennis courts (157), bowls (116) and 26 athletic track facilities (24 grass, 2 synthetic) and 7 golf courses. Quality audits formed part of these visits and were completed using the Sport England Non-Technical Visual Assessment proforma. Visits were conducted during the summer of 2009, and further site visits were made in February March 2010 Consultation with key stakeholders (Governing Bodies of Sport, Sport England, Council Officers from Leisure, Sport Development, the CSP, Education, and Planning) this was completed predominantly via the Steering Group and consultation meetings which met throughout through the research process. In addition supply information was collected and corroborated through meetings with planning, sport and leisure officers. Collection of supply data of all council and private schools and further education providers. For Council schools data was collected through the meetings undertaken for the Facility Strategy eg the Education Asset Management team. This was supplemented by follow up telephone consultation to corroborate data. Key questions were asked about facilities on site, use of these, and their quality and accessibility status (i.e. whether arrangements for secured community use are in place). A postal survey, and follow up telephone consultation to all identified and relevant sports clubs within Shropshire this focussed on demand information (see below) but also asked clubs about the (quantity, quality and accessibility of) facilities they use. 11

17 Demand Audit 4.3 In establishing the current demand for pitches a series of research and consultation exercises were completed, specifically: Consultation with NGB representatives for all the sports included in the study scope to identify and review existing information, help promote the consultation and research planned and encourage clubs to participate in providing data An initial sports club questionnaire sent to identified clubs within the authority area and in some cases beyond nearly 500 surveys were distributed to all identified clubs (by post and e-survey) identified by the respective NGB representatives drawing on their databases and records e.g. FA s CAS database and Local Area Data (LADS), and the RFU s Club Pack listings, plus the minor outdoor sports. As outlined above this asked a number of questions relating to both demand and supply in addition to key issues and challenges experienced, and planned growth / developments expected in the future Additional telephone consultation with key sports clubs (focusing on non-respondents) to secure acceptable response rates (see below). A review of booking information from pitch sites within Shropshire where applicable this was limited as there is no master booking record or listing of pitches operated by Shropshire Council. There are a number of different management and booking processes in place, reflecting the former district practices, plus a number of pitches are owned and operated by town and parish councils, who hold their own records. A review of League Handbooks and team listings, online forums and related information where available. A review of relevant websites for clubs and leagues, predominantly aimed at gap filling information collected. Consultation with local area Sport and Leisure Officers, and other local stakeholders to help corroborate information collected and identify key gaps locally. Consultation with League Secretaries (by survey and through a discussion group) to explore current and future trends in demand (i.e. increasing/declining team numbers). The evidence base: survey response rates 4.4 Final response rates for the surveys administered were: Football Clubs 259 of 520 teams consulted, representing 50% of all identified teams. All major youth teams provided a response. A detailed analysis of responses by sub area is included in Appendix 8. Cricket Clubs 89 of 191 affiliated teams, representing 47% of all identified teams Rugby Union - 100% of teams identified (total 103). Hockey 31 of 50 teams consulted, representing 62% of all identified teams 4.5 The above response rate broadly equates to consultation with more than half of all identified clubs (representing more than 56% of identified teams). This is considered to provide a robust sample, supplemented by the views of wider stakeholders, on which to form a set of clear conclusions. 12

18 Quantifying non-club/team demand for the major sports 4.6 Although the assessment is focused on community sport, with identified teams playing regular league/competitive fixtures as the demand unit, the PPM prompts the need to consider other demands placed on sports pitches. Some attempt has therefore been made to do this using the following assumptions. 4.7 School sport and team equivalents generated by PE use of facilities has also been partially quantified and factored into the modelling accordingly. Although the focus of the assessment and resulting strategy is community sport, consideration has been given to the demand generated by school sport (Physical Education and School teams taking part in local competitions) and the use of available supply. In Shropshire, and particularly Shrewsbury, many school sites are available (and in use) for local teams to hire and use as home venues. Only some of these sites have formal community use agreements in place. Accounting for and factoring in school use of pitches has been quantified slightly differently across the four major sports identified, depending on the availability and quality of information available. Estimating and projecting future demand 4.8 For population growth figures, information provided by Shropshire Council planners has been used. These provide a more accurate picture of population growth in the main urban area around Shrewsbury. The team generation rates established for each sub-area have been used to identify organic growth that is likely to occur as a result of this based on change to the active population. 4.9 Target growth rates for each of the sports were agreed with the appropriate NGB or local representative. The growth rates for sports (based on the first 5 years of this strategy, after which time supply, demand and participation should be reviewed and updated) used are: Football: locally developed targets per annum for the next 5 years (based on FA 3 year targets averaged out) equating to a 5.3% growth in Mini Soccer teams (FA figures 16% over 3 years), 6.3% growth in Youth teams (girls and boys collectively; FA figures 19% over 3 years) and around 1.6% increase in Senior teams (FA figures 5% over 3 years) Cricket: assuming a 1% growth in players year on year equates to a 4.2% increase in the number of teams over 5 years (minimum figure assumed in the absence of any regional growth targets (should be available October 2010)). Rugby Union: a 2% growth year on year in senior players up to 2015, equating to an average of 1 additional senior team per club (target in line with the RFU Strategic Plan) Hockey: No specific national or regional target has been set; discussion with the regional development officer agreed a growth target of 2% year on year. Quality Audit and Assessment 4.10 The quality of pitches has been assessed using a non-technical visual assessment proforma. This is part of the Towards a Level Playing Field toolkit and is included within the technical report appendices. The quality proforma collects a range of information about pitches based on a visual inspection. Specific criteria rated include: Grass cover; Length of grass; Size of pitch (and suitability); 13

19 Slope; Evenness; Presence of common pitch problems; and Availability of changing rooms Each pitch is scored out of a possible 100% and graded on a quality scale from Poor through to Excellent. A proforma is also used to provide a quality rating for the ancillary facilities serving the site and rates the quality of the changing accommodation, parking facilities and general site access In making recommendations and interpreting assessment results, pitch quality scores have been considered alongside sports club ratings of the facilities they use. The quality scores for all pitches identified is included in Appendix 1 as part of the overall pitch supply data. 14

20 5 Audit Overview Supply of playing pitches in Shropshire 5.1 Playing pitches come in various dimensions and surfaces depending on the sport for which they are used, and the ages of the participants. Playing pitches in this strategy reflect the categories set out in Table 5.1: Table Pitch Dimensions Pitch Type Age Group Dimensions Length (m) Width (m) Min Max Min Max Mini-Soccer U7 - U Mini-Soccer U9 - U Junior Football* U Senior Football* Cricket* U18 37m minimum from edge of cricket square to outfield boundary Cricket* m minimum from edge of cricket square to outfield boundary Rugby Union* Senior n/a 144 n/a 70 Hockey AGP Senior n/a 91.4 n/a 55 * Dimensions vary for different standards of play, age groups and grades of competition Measured from dead-ball line 5.2 A total of 404 playing pitch sites currently in use have been identified. These provide a total of 526 playing pitches in use across the sports assessed - 71 mini football pitches, 103 youth football pitches, 174 senior football pitches, 69 rugby pitches, 73 cricket pitches, 16 grass hockey pitches), plus 20 AGPs (14 sand-filled, 2 x 3G, 2 X synthetic, 2 x water-based). Not all pitches are currently available for community use under formal agreements. Map 1 shows all sites by Community Use. Maps 1a, 1b and 1c show each sub area and all sites by Community Use. 5.3 Maps 13, 14 and 15 illustrate the mapping by quality, of all community use pitches. Map 15 shows that pitches in the South sub area are generally of a poorer quality than in the other two sub areas. 5.4 Map 13 shows that a higher number of pitches in the North sub area, particularly in and around Oswestry, are of below average quality. There are also poor quality pitches in and around Shrewsbury (Map 14). 5.5 Table 5.2 illustrates the current level of main pitch provision by type and sub area across Shropshire. 15

21 Table 5.2 All Playing Pitch Provision across Shropshire by type and sub area AREA FOOTBALL PITCHES FOOTBALL PITCHES WITH COMMUNITY USE MINI JUNIOR SENIOR MINI JUNIOR SENIOR CRICKET PITCHES CRICKET PITCHES WITH COMMUNITY USE RUGBY PITCHES RUGBY PITCHES WITH COMMUNITY USE HOCKEY PITCHES (FULL SIZE) HOCKEY PITCHES (FULL SIZE) WITH SECURED COMMUNITY USE SHROPSHIRE NORTH SUB AREA CENTRAL SUB AREA SOUTH SUB AREA

22 Ownership, management and community access 5.6 Pitches are owned and managed by a number of different organisations and available through a significant number of different management and hiring arrangements. For ease of analysis, four broad ownership categories have been used: Local Authority (Shropshire Council, plus Town and Parish Councils); Private (private sports clubs, corporate grounds, commercial businesses), Schools/Universities/College including Independent Schools, and Other e.g. community groups, Trusts, etc. Table Pitches by ownership and community access Ownership/Management Number of sites Number of pitches % (of sites) in community use Local Authority (predominantly Shropshire Council, but also including Town and Parish (65%) ** councils)* Private Providers (including club owned facilities) (96%) Schools/Universities/Colleges/Independent Schools (41%) Other (48%) TOTALS (77%) **Not all sites currently have pitches operational Shropshire Council Pitches - Management and access 5.7 The management of public pitches varies significantly in terms of their management and access arrangements, with some managed centrally through Leisure Services (for SCC pitches), and others, booked locally through eg schools. 5.8 Overall there is no one central database of pitch facilities; this is partly the result of the various arrangements from the five former local authorities which still need to be integrated On-site school pitches are managed directly, with decisions made about community use made by the individual schools, given that in Shropshire, there are no formal community use agreements covering playing pitches, other than AGPs on dual use sites. Although guidance about general asset management and the considerations for community use are provided by the Education Asset Management team, specific arrangements, policies and practice are determined by the school locally. Naturally this creates a variety of different arrangements and the offer available to local clubs. It also means that in theory, pitches without a formal community agreement could be withdrawn from availability on the decision of the school/club/organisation alone Some schools do not have access to on site playing pitch provision. These schools (at least in theory) have access to a number of off site facilities ( unattached playing fields). Consultation with some schools suggests many do not make use of the facilities because of resource issues and the practicalities with transport and time available for PE lessons. Some of these unattached fields are also available for community use, but the lack of appropriate changing provision impacts on this These factors have the potential to lead to some confusion for potential hirers. Feedback from some clubs consulted would suggest that this is the case in some areas. While some report a close working relationship with SC Council officers in relation to booking, maintenance and dealing with issues, others report limited awareness of how to access facilities. 17

23 Shropshire Council Pitches - Maintenance 5.12 Across the stock of what are now Shropshire Council pitches there have been a range of maintenance providers and regimes, reflecting the governance of 5 former local authorities.. In many cases schools arrange their own management arrangements, including buying in the use of Council Grounds Maintenance Contractors to provide this service. As a result there are several different maintenance providers across the whole stock of pitch facilities, including education provision Grounds maintenance often emerges as a key issue in any pitch assessment. Many clubs using public facilities in particular hold negative views about the facilities they use. However, not all their views are attributable to grounds maintenance specifications or quality of service. In many cases, because public pitches are often located within publicly accessible open space, there is a quality ceiling i.e. they are open to unofficial sporting use and other recreational use. Although not always evident from site visits, there were some no Figure examples of sites which attract significant other use. The key issues and challenges raised include: Most complaints on grounds maintenance relate to the most heavily used sites negative views therefore may be the result of over use rather than inadequate maintenance, especially due to poor drainage. Additional maintenance required to sites can be expensive; priority should be given to multipitch sites, accessible for a range of community pitch sports, where best value will be drived from investment in pitch improvements. There are inherent challenges in providing quality facilities on open access sites this is the case particularly for cricket where wickets are difficult to protect The audit has also picked up some potential issues with how maintenance issues are reported back to Shropshire Council. This is largely the result of the need to integrate 5 former approaches to dealing with this type of information, plus the fact that some schools let out their pitches without formal community use arrangements, so there are additional different systems for reporting maintenance issues. Demand for playing pitches in Shropshire Formal demand: Community Clubs and Teams in Shropshire 5.15 There are around 254 clubs (184 football, 51 cricket, 10 rugby, 9 hockey) across the 4 main pitch sports assessed. The majority of these play regular fixtures in affiliated and unaffiliated leagues. The clubs generate in the region of 863 teams. Football, as in most areas of the country accounts for most of this 72.5% of all teams identified are football teams playing regular games. There are more teams in all the four sports in the south area than the north and central sub areas. Team Generation Rates 5.16 Team Generation Rates (TGRs) indicate how many people in a specified age group are required to generate one team. They are a useful indicator of levels of demand, particular for an area as large as Shropshire (in terms of both population and geography) to identify variances in demand levels. The following Table provides an overview of the TGRs for the four major sports for each of the sub analysis areas. The implications of these are covered in more detail in the sport specific assessments and commentary on each area within the technical report. 18

24 Table Team Generation Rates Sport / team type Team Generation Rates (4 main pitch sports) Shropshire and by Sub Area Shropshire overall North Central South Mini Soccer Youth Football Boys Football Youth Football Girls Senior Football Men Senior Football- Women 8,015 17, ,263 6,988 Youth Cricket Boys Cricket Youth Cricket Girls 2,261 3,300 5, Senior Cricket Men Senior Cricket - Women 15,406 22,175 N/A 6733 Mini Rugby Union Youth Rugby Boys Rugby Union Youth Rugby Girls 1, N/A 1400 Senior Rugby Men 1,633 2,007 3, Senior Rugby - Women 22,882 N/A 15,225 13,475 Youth Hockey Boys 1,146 1,713 3, Hockey Youth Hockey Girls 1,650 2,150 2,973 0 Senior Hockey Men 2,579 3,613 3, Senior Hockey Women 4,007 2,844 8, Figures show the number of residents (of the sport playing age) required to generate one team. For example across Shropshire it takes year olds to generate one mini soccer team this compares to 1 team for every 71 residents aged 6-9 in the South area. i.e. there is a higher rate of team generation in the South sub area than in Shropshire overall. There is a higher team generation rate in the Central sub area ie 1 senior male football team generated for every 233 residents aged 16-45, than in the North (376) and South (372) sub areas. Highest and lowest TGRs shaded in green and red accordingly. 19

25 Variances in TGRs across Shropshire 5.17 The summary Figure of TGRs highlights a number of key findings in relation to variances in demand across Shropshire. In some areas there are no teams of key types (e.g. women s football, women s rugby The Central sub area stands out as low performing generally in terms of TGRs except in senior football (male and female) and no teams at all in women s cricket and youth girls rugby. For the purpose of the comments made, high TGRs refer to those indicating high levels of demand (ie where lower population numbers generate the most number of teams). Key observations are: Generally the highest TGRs across all the sports are recorded in the South sub area There are high levels of demand in the South sub area for all football except senior, all cricket, boys rugby, and youth and male hockey; there are more teams in the South sub area for all sports except football than the other two sub areas, but the lowest number of community accessible pitches Low TGRs for mini and youth football in the North sub area; this area has the fewest number of teams of all sub areas for football and cricket, and yet conversely the most number of community accessible pitches Large gaps between the lowest and highest TGRs across the 3 sub areas in senior women s cricket, youth boys and girls cricket, senior rugby and all categories of hockey. As an example it takes over 4 times as many women to generate an senior football team in the North sub area as in the South sub area Highest level of demand for cricket is in the South sub area, where there are also the most number of senior male teams and 22 affiliated clubs Rugby TGRs are generally highest in the North sub area, except for youth boys ; this is attributable to the size of the 3 clubs in the area (Market Drayton, Oswestry and Whitchurch) despite the fact that there are actually more clubs in the South sub area (6) Hockey TGRs are generally highest in the South sub area, except for girls hockey; this is attributable to the size of the 3 clubs in the area (Bishops Castle, Bridgnorth and Ludlow), which generate the most teams (13) of the 3 sub areas, despite the fact there are also 3 main clubs (Oswestry, Wem and Whitchurch) in the North sub area, generating 11 teams 20