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PLANNING


Sports centre useage may exceed 90 per cent at peak times and less than 10 per cent off peak, although heating, lighting and staffing is still required


organisations lack the financial stability to secure the sums required and while a bank might see the sense in capital investment, given the uplift in income it may provide, they are reluctant to be the only organisation exposed. It significantly strengthens the case if the proposal demonstrates levels of match funding to ease this exposure and shows how these funding partners can improve the business case. When looking at local state funding or


grants, we must examine other agendas that the build can address – like how the sports facility can improve the health of a local population? Clearly there are synergies here in terms of both the brand reach and the healthy lifestyle solutions on offer. There has always been a will within the health service to not only cure, but also to prevent illness through lifestyle change. Who better to deliver these messages and a home for the facilities required than the local iconic sports brand? Lobbying the health commissioning


services and getting to the bottom of how and with whom the purse strings are held is also vital. It’s a long and complex road and timing is important, but well worth the work. Similarly, with regards to education, encouraging those out of work to train and develop skills, motivate themselves and take the first difficult steps on the ladder is a key consideration; who better than the brand they believe in above all others to guide them? Education and employment go hand


46


There is a need for LAs to outsource their leisure stock to third parties as part of a cost-saving exercise


in hand and these partnerships could be influenced to support a project if connec- tions to employment opportunities can be offered, perhaps though a business club. Offering solutions that give continuity and add distinct value will always be attractive. The same can be said for issues such as childcare, social deprivation, crime and care for the vulnerable. Although not all these groups may fit in with the ethos of the facility, planning in those that do and chasing the attached funding is worth considering. Local cash attached to economic


development has become increasing scarce with the advent of the slowdown and the new administration. There are still opportunities available to tap into this resource, but the burden of proof is much more acute. It's always worth considering the


Prudential borrowing route. The Local Government Act 2003 introduced new


SPORTS MANAGEMENT HANDBOOK 2012


freedoms and flexibilities for LAs. One of the new powers allowed LAs to borrow to invest in capital works and assets as long as the cost of that borrowing was affordable and in line with principles set out in a professional Prudential Code. There are great variations in the stance


LAs have taken on investing in high profile projects, but a clear demonstra- tion of economic impact is needed to pursue a case and there are some notable examples of this practice related to sport. Formation of a new Local Enterprise


Partnership (LEP) from the ashes of the Regional Development Agency (RDA) network is also worth consideration. RDAs traditionally held the purse strings for European Development Funding. This stream has understandably dwindled and in some cases there's no availability, but some pockets remain and, given time, new strands will be announced. Being a part of the LEP community will keep you


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