Melton Sports Village Business Case Direction of Travel

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1 Melton Sports Village Business Case Direction of Travel

2 Agenda Key Objectives Current Needs Potential Development Options Procurement Way Forward

3 Key Objectives Delivery of Leisure Vision Active and Healthy Borough Improved Sporting Facilities Financially sustainable Development of a Sports Village for Melton

4 Demographic Analysis Population 50,400 Higher proportion of compared to county Lower proportion in Relatively Affluent Population focused around middle of Borough Activity levels increasing but still below national picture Sport England Segmentation Active profiles but least satisfied with coaching and facilities

5 Identified Needs (Indoor) Sports Halls Facility Planning Model (FPM) suggest need Local consultation suggests demand Swimming If Waterfield replaced then increased space needed Health & Fitness some potential demand Other Sports (indoor bowls, tennis) about right Note: to be updated following finalisation of PPS

6 Identified Needs (Outdoor) Football demand identified 0.5 senior, 1 youth & 3 mini pitches Cricket overall demand met Rugby oversupply of pitches (but quality poor) Training pitch overplayed by 15 match per week Artificial Grass Pitch (AGP) Overall provision in line with demand (sand based) 1.5 AGP demand for 3G

7 Club Consultation Rugby Important site for them Keen to work with Football Club Bring utilisation and revenue limited funding Retention of bar revenue important Football Need new facilities Bring funding (FA) Key user and willing to work with Rugby Ability to grow and get promotion

8 Facility Mix Facility Existing Future Need Outdoor Grass Pitches Artificial Grass Pitches Rugby Football (unused) Hockey (sand based) Rugby Football junior & mini Hockey (sand based) 3G Main Stadium Pitch Rugby and Football Sports Hall 4 court hall Possibly 8 court Health & Fitness Yes general public Bar/Catering Rugby Club Yes required Meeting Rooms/Functions Other Changing Yes focused on sports clubs Small scale Yes do deliver hospitality Spectator Seating/Changing to meet NGB/League need

9 Development Options Option A Do Nothing B Deliverable C Fall Back D Long Term Description Leave facilities as is Interim Contract with SLM to operate facilities New 3G AGP main stadium pitch Outdoor Pitches (rugby & football) Ancillary indoor facilities (changing, officials, seating) Maintain existing AGP New Indoor 8 court Hall Existing Sports Hall extreme sports/adventure play or indoor 3G pitch As deliverable but exclude indoor Sports Hall and maintain existing as Sports Hall As deliverable and then include Additional Sports Hall Pool provision

10 Clip n Climb Extension/Add to outside of building create visual and profile Example Exeter Commercially operated Targets non traditional sports Delivers 24/7 operation outside of events

11 Extreme Sports XC Centre, Hemel Hempstead New Build funded by New Opportunities Skate Park, Indoor Climbing, High Ropes, Caving, etc Commercial Opportunities

12 Jump Zone Trampoline Facilities Commercial many in USA Jump Zone, Dublin Dodgeball, Parties

13 Rejuvenating Facilities New Tredegar Leisure Centre Sports Hall underutilised 3G pitch - indoors

14 Design, Build, Operate and Maintain MBC Asset Transfer at end of Operating Period DBOM Contract (20 yr) Consortium (Construction, FM and Operator)

15 Procurement Options D&B + Operate Limited Risk Transfer particularly interface and lifecycle Don t realise benefits to reduce whole life costs Council responsible for construction possible cost overruns Possibly simpler and greater control DBOM Maximum risk transfer particularly interface and lifecycle Whole life cost reduction Partner responsible for delays and cost overrun Control through specification established model

16 Recommendations Procure Partner through DBOM Option B preferred Option C as fall back, subject to funding and affordability Seek commercial use for existing sports hall Timing subject to purchase of land Prepare procurement ready to go

17 CSA/PFA Makes Key Decisions such as appointment of partner Project Board Member/Officer oversee project at senior level/stakeholders Project Team Day to day management of project

18 Project Board 2-3 Members Corporate Management Team members Stakeholders Oversees the Project and provides sounding board for the Project Team Guidance on key decisions and direction of travel for the project Advises Project Team on key areas such as o Facility Mix o Specification and Approach to procurement o Evaluation Criteria o Funding Applications o Affordability Meets on a regular basis most likely every 2 months

19 Next Steps/Action Plan Business Case- Approved Agree contract terms with LCC Agree Interim Management Arrangements Establish Project Board Prepare detailed facility mix and design brief Further Consultation with Clubs and Funding Bodies Prepare for Procurement Commence Procurement once land deal complete

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