Luton playing pitch strategy 2014 2021 contents
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PART 5: PRIORITISATION LIST5.1: Introduction The site-by-site prioritisation list seeks to address surpluses and deficiencies, together with key issues identified in the accompanying Assessment Report. It provides recommendations for each site, based on current levels of usage, quality and future demand, as well as the potential of each site for enhancement. It is a list developed by KKP and the Council and should be reviewed in the light of staff and financial resources in order to prioritise support for strategically significant provision and provision that other providers are less likely to make. Objective e below explains the hierarchy of priorities on the list. It is imperative that action plans for priority projects should be developed through the implementation of the strategy. Actions plans will be prepared for delivering selected projects on the prioritisation list and decisions about which projects will be progressed to an action plan will be informed by the level of priority and timescales for delivery allocated. The Council should make it a high priority to work with NGBs and other partners to comprise a priority list of actions based on local priorities, NGB priorities and available funding. 5.2: Justification of sites within the prioritisation list The list details policy options relating to individual sites and the need to enhance and develop new sporting provision. The following criteria have been used to identify priorities and justify the inclusion of sites within the list. Just one of the following may apply:
Sites included within the prioritisation list have been tiered based on criteria set out in objective e: Objective (e) – Adopt a tiered approach (hierarchy of provision) to the management and improvement of sitesTo allow for facility developments to be programmed within a phased approach the Council should adopt a tiered approach to the management and improvement of playing pitch sites and associated facilities. Luton has a number of ‘key centres’, which are sites that are considered to be the most popular and therefore need to be of a high standard in order that they can accommodate a sufficient number of matches per week. This applies mostly to football pitch hire. However, the Council should extend this provision model to recognise the supply and demand issues identified throughout the Assessment Report (i.e. current levels of overplay) and the investment necessary to improve sites based on current levels of usage. The identification of sites is based on their strategic importance in a Borough-wide context (i.e. they accommodate the majority of play). In addition to this, there are a number of sites which have been identified as accommodating both senior and junior matches, sometimes concurrently. Not only could such sites require a mixture of mini, youth and senior pitches, but they also require split-level ancillary facilities, in order to maximise their usage at all times. In the context of developing a tiered model approach to the management of sports facilities Luton has a large number of multi-team junior clubs which place a great demand on the pitch stock. There are therefore a number of sites which are still owned and maintained by the local authority, but are actually booked by the clubs for the entire season. The sites are then recognised as the ‘home ground’ of the club. Such sites are fundamentally different from those which can be hired on a regular basis because they are in effect, ‘allocated’ to a certain club and management responsibility, in terms of allocating teams to pitches, is transferred to the individual club. Proposed tiered site criteria
Strategic Sites such as Crawley Green Recreation Ground already seek to accommodate the growing emphasis on football venues catering for both senior and junior (especially mini-soccer) matches. Strategic Sites can also have a borough wide impact of which is explained in section 5.3 below. The conditions recommended for mini and youth football are becoming more stringent. This should be reflected in the provision of a unique tier of pitches for mini and youth football solely that can ensure player safety, as well as being maintained more efficiently. It is anticipated that both youth and mini-football matches could be played on these sites. Initial investment could be required in the short term and identified in the Prioritisation List (page 41). The financial, social and sporting benefits which can be achieved through development of strategic sites are significant. Sport England provides further guidance on the development of such sites at: http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/sports_hubs.aspx Key Centres are important within the local context and service the local community (often analysis area) and are identified as local priorities, however in some instance they can be strategic priorities on broader levels. It is considered that some financial investment will be necessary to improve the ancillary facilities at both Strategic sites and Key Centre sites to complement the pitches in terms of access, flexibility (i.e. single-sex changing if necessary), quality and that they meet the rules and regulations of local competitions. Club/Education Sites are also important within the local context and service the local community (often analysis area) and are identified as local priorities, however in some instance they can be strategic priorities on broader levels. However, these sites are more often leased to clubs on a long-term basis. Primarily they are sites with more than one pitch. The level of priority attached to them for Council-generated investment may be relatively low and consideration should be given, on a site-by-site basis, to the feasibility of a club taking a long-term lease on the site (if not already present), in order that external funding can be sought. It is possible that sites could be included in this tier which are not currently hired or leased to a club, but have the potential to be leased to a suitable club. Such sites will require some level of investment, either to the pitches or ancillary facilities, and is it anticipated that one of the conditions of offering a hire/lease is that the club would be in a position to source external funding to improve the facilities. Pitch quality improvements in most causes relate to installation and/or improving drainage works on sites. The continuing issue of teams training on pitches used by other teams for match play is also significant. This unofficial use of pitches is viewed as having a detrimental impact on quality of provision; ensuring a sufficient level of drainage on pitches as well as provision of artificial grass facilities in order to accommodate training needs is vital. Strategic Reserve Sites could be used for summer matches/competitions, training or informal play. They could be single-pitch sites with limited usage, or have no recognised current usage. 5.3: Strategic priorities and local priorities Within the prioritisation list the projects have been grouped into strategic priorities and local priorities and a small number of projects which are of borough wide importance have also been identified. The priorities have been identified on the basis of the impact that the site will have on addressing the issues identified in the assessment. For example Luton Sixth Form College (which is identified as a strategic priority and of borough wide importance, in the central area) would have a greater impact on addressing cricket facility deficiencies, therefore fulfilling a need at a strategic level in the central sub-area of Luton and at a borough wide level. There are four overarching Borough wide priorities which should be considered as the top four priorities in Luton as they would have the most impact and benefits if the recommendations were carried out. These sites are:
In addition the requirement for a cup final standard pitch cannot be included on the prioritisation as a venue is yet to be identified (although the possibility of a private provider satisfying this need whilst considering a Step 5 pitch is to be explored i.e. Kent Athletics). The borough wide sites are highlighted in blue on the prioritisation list (page 37). 5.4 Management and development The following issues should be considered when undertaking sports related site development or enhancement:
5.5 Area by area specific prioritisation list The prioritisation list has been created to be delivered over a ten year period. The information within the Assessment Report, Strategy and Prioritisation List will require updating as developments occur. It is not feasible to include all sites with identified development issues. Only sites, which meet the criteria listed above, have therefore been included. The timescales relate to delivery times and are not priority based. Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). The strategic actions have also been ranked as low, medium or high based on cost. The brackets in which these sit are: (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. These are based on Sport England’s estimated facility costs which can be found at www.sportengland.org/media/198443/facility-costs-4q13.pdf Central
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