an almost blind affinity, allowing them to deliver messages and services to groups traditionally hard to reach. Tapping into this and bringing these partners on board early in the planning process is advisable, as you may need them again later when it comes to funding. It is also important to consider the
economic impact of the build. How many new jobs and visitors to the area will it create? What is the likely increase in output as a result of the proposal and will this outweigh any potential upfront investment? What are the aspirations of the LA on the national sports stage? It can be as important as community engage- ment for LAs to hang their hat on a major
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event that the proposal can deliver. In conclusion, the key is to research
locally . What's worked before and why? What pressures will sway an LA, and how can gaps be filled that are inevitably appearing in their provision? Do some benchmarking and ask peers for their feedback. Negotiate a win-win by under- standing current and future motivations.
Funding The route to successfully funding a build has become more complex as a result of our current economic climate, but not impossible. There will always be organisations that are able to borrow or self generate the cash they need to build,
Arsenal's home ground – Emirates Stadium (above). Once a facility carries the name of an organsiation it tends to keep that brand association
but they are in the minority. Most will have to adopt a multi-funded approach, with all of the complexities this brings. There are several main sources that should be considered: bank lending; local and national state lending and grants; national state lending and grants; and commercial relationships. Bank lending would seem to be the
simplest route to success – design a facility and put together a business plan to prove that you can pay back the capital in an agreed period. Increasingly, however,
SPORTS MANAGEMENT HANDBOOK 2012 45
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