informed as these agendas progress. Nationally, numerous funders – Big
Lottery Fund, Sport England and Social Investment Business – have capital sup- port programmes and will offer money in different ways and against varying outcomes. Consideration is given to how different outcomes are attached to the project. For example, can a health centre, an education centre and a community hub be delivered under one roof? Working through the issues with local
partners alongside data research will help to unlock the answers to these questions. What proportion of the space should be allocated to each function? Or can the space be multifunctional? What propor- tion of the overall cost can be relieved through this multi-faceted approach, and how can this be used to lobby commercial funders to support the project? How will this dilution of the project endanger the core purpose initially set out? Research is
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the key to understanding what each will expect and the levels of proof needed. Commercial naming rights for
capital builds are a route that many have successfully negotiated, and once a facility carries the name of a commercial organisation it is hard to lose that brand association. One only has to think of the Ricoh, Reebok or Emirates stadiums and how these names have entered the psyche of the football or the O2 arena in the entertainment world. Being realistic with the valuation of this relationship is crucial and being able to back up claims with hard data analysis and benchmark- ing will help in negotiations. There are however more subtle
ways in which support for new facilities can be realised from the outset, by under- standing what goods and services can be sold to potential suppliers, appreciating the value of contracts for aspects such as security, CCTV, cash handling
The Rioch Arena (above) is a multi- purpose venue for both national and community events as well as home to Coventry City Football Club
and stewarding, as well as the trade gained from these areas. Most private organisations can avoid
the need to tender and opportunity costs might be reinvested. Who will install and manage the utilities, IT solutions, catering and hospitality and for how long are contracts awarded? Is there sufficient revenue in the contract to release some capital funding up front? Most new facilities will have clean advertising space that can be linked to contra deals, further embedding the messages of those who become your suppliers, be those corporate social responsibility, business to business or business to consumer. Timing is of the utmost impor-
tance when designing this type of statutory/commercial funding mix. For example, finding out that a funder has
SPORTS MANAGEMENT HANDBOOK 2012 47
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