salford council indoor sport and leisure facility … scc and scl indoor sport and...existing sports...

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SALFORD COUNCIL INDOOR SPORT AND LEISURE FACILITY STRATEGY

NOVEMBER 2015

Quality assurance Name Date

Report origination Sharon Bayton 15.05.2015

Quality control Sharon Bayton/ John Eady

David McHendry

15.05.2015

22.07.2015

Client comments Mark Chew

John Berry

17.07.2015

12.10.2015

Final approval Steve Hassal

Mark Chew

John Berry

30.10.2015

30.10.2015

20.11.2015

Final version Sharon Bayton / John Eady 24.11.2015

SALFORD CITY COUNCIL & SALFORD COMMUNITY LEISURE INDOOR SPORTS AND LEISURE FACILITIES STRATEGY

CONTENTS EXECUTIVE SUMMARY

INTRODUCTION .......................................................................................................... 1

CORE PROVISION ...................................................................................................... 5

KEY ISSUES ................................................................................................................ 9

SWOT ANALYSIS ...................................................................................................... 11

VISION AND RECOMMENDATIONS .......................................................................... 12

PRIORITIES AND ACTION PLAN .............................................................................. 19


November 2015 3-049-1415 Final Strategy (v.6) Knight Kavanagh & Page

EXECUTIVE SUMMARY This is the Indoor Sport and Leisure Facility Strategy for Salford City Council (SCC) and Salford Community Leisure (SCL) for the ten year period 2015 – 2025. The assessment of provision and the strategy recommendations have been prepared in accordance with the Sport England Assessing Needs and Opportunities Guide (ANOG) for Indoor and Outdoor Sports Facilities 2013. Strategic recommendations are developed in line with Sport England’s key facility planning drivers of ‘Protect’, ‘Enhance’ and ‘Provide’. They provide a focus for SCC and SCL to work with key stakeholders to provide facilities that will enable SCC to meet the sport and physical activity needs of its current and future resident population. Recommendation 1 The following leisure facilities are assessed as fit for purpose and appropriately located to meet the long term sport and recreation needs of residents in the areas served. They should be maintained and where budgets permit enhanced, as multi-use indoor leisure centres: Irlam & Cadisdhead Leisure Centre Salford Sports Village Worsley Leisure Centre Eccles Leisure Centre. Recommendation 2 SCC should invest in new facilities to replace the following leisure stock: Swinton & Pendlebury Leisure Centre Ordsall Leisure Centre Broughton Pool Clarendon Leisure Centre. Pending specific City and partner ambitions the focus of new facilities should be on large and flexible water space, extensive fitness and studio provision and, based upon specific plans and partnerships, specialist provision for specific sports. The facilities to replace the four leisure centres identified above should: Be fewer in number (two replacing four) but substantially larger than those being

replaced. Be designed to draw use from a wider local community catchment. Be strategically located so as to optimise accessibility and enable access both on foot

and via all forms of available personal and public transport. Reflect the number of accessible, good quality school-based sports facilities in the

City and the absence of a large, central venue/spectator orientated indoor venues for sports in which there is strength in the City such as netball, volleyball and handball.

Given appropriate financial and organisational arrangements, take the opportunity to create a partnership between SCC and the University of Salford.



Replacement facility 2a The first replacement facility - if set up and located so as to meet the needs of East Salford and Salford University should comprise: 12 court sports hall. 10 lane x 25m swimming pool (with two booms 2m) Large teaching pool (20m x7m) with moveable floor (Minimum) 200 station fitness suite 6 - 8 studios Associated ancillary changing facilities / car parking etc. Squash courts Floodlit AGP (see PPS) Replacement facility 2b If set up and located so as to meet the needs of East Salford but without the partnership with the University of Salford it should comprise: 8 court sports hall 8 lane x 25m pool Teaching pool 13m x 7m with moveable floor (Minimum) 100 station fitness suite 2 x squash courts 4 studios with associated ancillary facilities / car parking etc. Replacement facility 2c The second replacement facility - located to meet the needs of Swinton & Pendlebury should comprise: 8 lane x 25m pool Teaching pool 7m x 13m with moveable floor Wet health facilities and spa (Minimum) 100 station fitness suite 4 studios with associated ancillary facilities / car parking etc. Cost Whilst requiring a significant investment (circa £19-20 million based upon developing venues independent of the University) they will in the medium to long term offer SCC/SCL significant revenue savings. Recommendation 3 Raising awareness of the importance of exercise to health and well-being is essential, considering all options for co-location to achieve this and to facilitate economies of scale is essential. New leisure facilities should, thus, where possible and practical, be co-located with other public services including, for example libraries and NHS clinics/doctors surgeries.



Recommendation 4 Commission a feasibility study to investigate the viability of creating a combined gymnastics and Olympic combat sports/martial arts centre of excellence either on a stand-alone basis or, potentially, linked to recommendation 2a above; in particular the potential option to develop a shared facility with the University of Salford. Recommendation 5 Investigate the design and business plan feasibility of developing enhanced fitness suites and additional studio spaces at Worsley and Eccles Leisure Centres: At Worsley – test the potential to expand ‘upwards’ onto the flat roof, into the

adjacent car park and with the neighbouring NHS clinic. At Eccles - subject to implementation of other Strategy recommendations (and

relocating key specific sports hall users) - test potential to develop two or three existing sports hall badminton courts into a fitness suite while retaining provision at other centres for existing users.

Recommendation 6 SCC/SCL working jointly should take a lead in trying to embed a co-ordinated approach to school sports facility hire based upon progressively persuading all schools to adopt a common ‘minimum joint use’ (or better) ‘Salford community use standard’. Recommendation 7 SCL should work with indoor sports clubs to create ‘hub sites’ for different sports best suited to meeting club and or league facility needs; to Become a focus for the development of that/those sport(s). Help improve net utilisation of school based sports hall provision. Potential examples include: Netball - All Hallows RC High School Basketball – Salford City Academy Indoor Cricket - Moorside School Boxing - Walkden 6th Form Centre.


November 2015 3-049-1415 Final Strategy (v.7) Knight Kavanagh & Page 1

INTRODUCTION This is the Indoor Sport and Leisure Facility Strategy for Salford City Council (SCC) and Salford Community Leisure (SCL) for the ten year period 2015 – 2025. The strategy recommendations are drawn from the accompanying Assessment Report, researched and prepared between January – October 2015 by specialist sport and leisure consultancy, Knight Kavanagh and Page (KKP). The Assessment Report and Strategy have been prepared in accordance with the guidance from Sport England contained in the document ‘Assessing Needs and Opportunities Guide for Indoor and Outdoor Sports Facilities (ANOG, Sport England, December 2014). The consultant team is most grateful to the lead and contributing officers from SCC, SCL, Sport England, Greater Sport and other organisations for the time and ideas they have contributed to the assessment and strategy formulation. All agencies will need to continue to work together to deliver this strategy. In accordance with ANOG guidance, the Strategy Steering Group, comprising the following has played an invaluable role in guiding this project to completion: Mark Chew – SCL John Berry – Sport England David Seager - SCC David Hearne – SCC David Horsler – SCC Karen Hirst – SCC Richard Wynne – SCC Chris Findley – SCC Steve Davey - SCC Matt Johnson – Greater Sport Sharon Bayton - KKP Strategic context The vision for Salford in 2025 is to be a modern global city with a focus on jobs, investment, growth, opportunity and transformation combined with local benefit. As with many other parts of Greater Manchester, Salford has areas of wealth and prosperity and areas of multiple and health deprivation. The population is currently 239,000, which will increase by 26,500 persons by 2024 and by an additional 24,000 persons between 2024 and 2037. Ten percent of the population is from a non-white ethnic group. There is a high proportion of young people and an increasing number of residents aged over 65. Many residents are in low income jobs and live in high density, poorly maintained terraced housing. Housing growth (up to 1,600 homes per annum) is expected to be delivered in the areas of Salford Quays, Salford Central, Walkden, Worsley, Lower Broughton and Irlam. Ensuring the health and well-being of communities, and the delivery of modern, ‘fit for purpose’ community sports facilities is a key priority for SCC, which like many other strategic bodies is keen to ensure that the City’s population takes regular exercise and has a nutritious and well balance diet to maintain health and well-being. The key message from strategic bodies is for residents to ‘get active’.



Facilities in which to take part in sport and other forms of physical activity will be increasingly significant in helping deliver the ‘get active’ message and the opportunity to engage and ‘be active’. Currently an estimated 35.8% (the national average) of adults in Salford participated in at least 30 minutes moderate intensity sporting activity per week. Most users are aged between 18 and 46 years. The most popular activities in Salford are working out in a health and fitness gym, taking a fitness class and swimming. Salford has a range of indoor and built sports provision, provided and managed by several different types of organisations, including SCL, schools and private companies. There is a good network of voluntary sports clubs, of which 53 out of 120 cater for indoor sports activities. Its specialist sports facilities are limited. Ordsall Leisure Centre caters for gymnastics and has a sensory room. The English Amateur Wrestling Academy in Broughton is purpose built and there are several squash court venues, two indoor flat green bowls facilities, a trampolining centre of excellence (also in Broughton), three climbing walls and two hydrotherapy pools. The neighbouring boroughs of Trafford and Manchester offer an extensive range of specialist sport venues to meet the needs of particular sports and elite performers, for example, the National Velodrome, the National Squash Centre, a 50m swimming pool, a handball centre and indoor snow sports centre. Sports hall accommodation is meeting current demand and as a result of Building Schools for the Future (BSF) and linked PFI programmes some is of a very high quality. Swimming provision in Salford is housed in ageing stock. Pools are well maintained but are generally at the end of their economic life, comparatively small and expensive to operate. As noted, health and fitness is very popular in Salford. SCL facilities are all under pressure and unable to meet peak time demand. Throughout Salford the fitness market is highly segmented and there are several commercial health and fitness operators. Policy objectives To provide a context for the strategy a broad range of national, regional and local policy documentation was reviewed: Sport England: A Sporting Habit for Life (2012 – 2017) Strategic Planning: Effective Co-operation for Planning Across Boundaries 2015 National Planning Policy Framework 2012 Public Health England: Everybody Active Every Day, October 2014 SCL – Sport and physical activity in 2013/14 Greater Sport (Greater Manchester CSP) Aims and Objectives Joint Health and Well Being Strategy 2016 In general terms, these strategies identify a broad set of aims and objectives to encourage: Healthy lifestyles for individuals. Healthier communities. Residents to be physically active through any means not just playing sport. Increasing activity amongst all groups, including the very young and the elderly. Residents to be aware and understand the threat that a poor diet and lack of exercise

can pose to physical and mental health and the well-being of individuals. Physical activity and sport to become a habit that is maintained throughout life.



Ensuring the health and well-being of local communities and the delivery of sustainable, modern and a fit for purpose range of community facilities has been identified as a key strategic priority for Salford. This is in order to deliver national policy objectives and the aspirations of national governing bodies of sport (NGBs) to help raise physical activity levels. Demography Salford accommodates circa 239,000 residents. Over the next decade this will increase by 24,000 with many new residents being under 15 and over 65. These demographic changes set alongside objectives in respect of take up of physical activity have implications for the numbers of people wishing to gain access to sport and leisure facilities and the type of provision that will be suitable. Extreme poverty and poor health affects a significant proportion of the population. The potential cost of physical activity will be an issue for many residents living in deprived areas. Main housing and population growth areas across the City will be in areas around Salford Quays, Walkden, Worsley, Lower Broughton and Irlam (see Figure 1). This change in population profile will place additional and different demands on built sport and leisure facilities. Figure 1: Salford housing growth areas



Figure 2: Salford Population Change 2014 – 2024

Sporting characteristics National headlines from the Active People survey (APS8) published in March 2015, identifies that 36.8% of the population aged 16 and over played sport once a week. There was however a decline of 125,000 people taking part in 30 minutes moderate intensity activity at least once per week than in the same period in 2013. Despite a substantial national fall in participation levels, swimming is still Britain’s most popular activity with 2.7 million participants per week, followed by athletics – which is fairly broadly defined (2.2 million) and cycling (2.1 million). Participation rates in golf, tennis, basketball and squash all fell whilst rugby, cricket and netball rose. It would also appear that there has been a dramatic fall in the numbers of disabled people taking part in sport, down 121,700 in the year. Salford would appear to be bucking this trend as membership of leisure centres by disabled residents is increasing, as is throughput at swimming pools Since the survey began in October 2006, it has consistently demonstrated that adults from higher socio economic groups are more likely to take part in sport than people from lower socio- economic groups. The main Sport England (SE) segments in Salford – which account for 27.4% of the adult population in Salford compared to 19.3% nationally are Retirement Home Singles (Elsie & Arnold), Pub Team League Mates (Kev) and Sports Team Drinkers (Jamie).



CORE PROVISION Sports halls There are twenty-one, 3+ court sports halls in Salford, four of which are not located on school sites and are, thus, available throughout the day. The quality is generally good with several having been built via BSF and Private Finance Initiative (PFI) programmes. Figure 3: Sports hall provision in Salford

Ref Site Number of courts

2 Clarendon Leisure Centre 4

3 Eccles Leisure Centre 6

4 Ordsall Leisure Centre 3

6 Irlam and Cadishead College 4

7 Irlam and Cadishead Leisure Centre 4

8 Moorside High School 4

10 St Ambrose Barlow High School 4

11 Swinton and Pendlebury Leisure Centre 3

12 Walkden High School 4

27 Bridgewater School 4

30 Buile Hill High School 4

38 Eccles Sixth Form Centre 4

45 Harrop Fold High School 4



60 Oasis Academy Media City UK 4

72 Salford City Academy 4

77 Salford University Sports Centre 6

81 St Patricks RC High School 4

87 The Albion Academy 4

93 Walkden Sixth Form Centre 4

94 Wentworth High School 3

104 All Hallows RC High School 4

Levels of demand for indoor sports hall facilities are being met through existing supply and there is capacity within the existing provision to meet latent and new demand. Swimming pools The assessment identified 15 pools on 10 sites across Salford. Of these six are defined as fully accessible to the public; Clarendon, Eccles, Worsley, Irlam & Cadishead, Broughton and Swinton & Pendlebury leisure centres. The others are part of commercial leisure clubs where a membership is required. Figure 4: Swimming pool provision in Salford



Ref Site Sub Type Length (m)

1 Broughton Leisure Centre Main/General 25

Learner/Teaching/Training 12

2 Clarendon Leisure Centre Main/General 25


3 Eccles Leisure Centre Main/General 25

5 Worsley Leisure Centre Main/General 25



7 Irlam and Cadishead Leisure Centre Main/General 25

Learner/Teaching/Training 12.5

55 Marriott Hotel & Country Club Main/General 20

11 Swinton and Pendlebury Leisure Centre Main/General 25

77 Salford University Sports Centre Main/General 25

88 Total Fitness (Walkden) Main/General 25

Learner/Teaching/Training 12.5

90 Virgin Active Club (Salford Quays) Main/General 20

The majority of City residents live within 1 mile of one of the six public pool locations. The FPM analysis and consultation with the Amateur Swimming Association (ASA) conclude that Salford residents are currently reasonably well provided for when compared to other authorities in Greater Manchester and national averages. Salford stock is nevertheless quite old and will become less attractive to users over the next decade. Due to demand from other users groups peak period opening hours for the general public are limited and this is exacerbating the ability of the pool stock to meet resident demand. The projected population growth of 50,000 persons by 2037 and anticipated higher activity levels within the population will lead to increased demand and future shortfalls in water space. All pools owned by SCC are managed by SCL and accessible to the community for in-excess of 70 hours per week. Each provides a mixed programme of lane swimming, general swimming and club access with some sessions targeted at specific user groups, for example women, 60+ and disability groups. Swimming is a popular activity and the pools in Salford are popular and busy at peak times. A shortfall in water space is restricting programming and further development of competitive and recreational swimming. There are several swimming clubs, the largest being Salford Swimming Club, a top 10 English performance club. There is a high demand for schools swimming and swimming lessons in Salford.



Health & fitness Across Salford there is a wide range of providers of health and fitness facilities. The quality of provision in the public sector is good and in many instances, despite limitation with gym sizes and studio capacity competes on an equal footing with the commercial sector offer. As noted, health and fitness through exercising in a gym or class environment is a very popular form of exercise across Salford, appealing to men and women across a wide range of age groups. There are several providers of health and fitness facilities in Salford and the market is highly segmented. The price charged by some private providers may restrict use; however, SCL has focussed on providing good quality fitness provision at affordable prices and offers a range of concessions for residents who may be in receipt of benefits. Specialist sports provision Salford has limited specialist sports provision as follows: SCL School of Dance at the Guild Hal Community Centre Indoor flat green bowls – 2 rinks at Swinton Leisure, 2 rinks at Ordsall Leisure

Centre Real tennis court Squash courts (8)

Ellesmere Sports Club (2) Monton Tennis & Racquets Club (2) Salford University (2) Irlam & Cadishead Leisure Centre (1) Clarendon Leisure Centre (1) Manchester Real Tennis & Racquets Club (1)

Helly Hansen Water Sports Centre, Salford Quays English Amateur Wrestling Academy, Broughton Swinton Judo & Martial Arts Centre, Swinton Salford Lads & Girls Club (boxing, kick boxing and jujitsu) Gymnastics Centre and Sensory Room at Ordsall Leisure Centre Trampolining at Broughton Hub and the Salford Centre of Excellence in Higher

Broughton Climbing walls at the HHWSC, Salford University and All Hallows RC School. Hydrotherapy pools at Chatsworth and Springwood Special Schools. The neighbouring boroughs of Trafford and Manchester have an extensive range of specialist sport venues at the Trafford Quays Leisure Village and Sportcity to meet the needs of Salford residents.



KEY ISSUES Demographics and socio-economics The nature of the population profile and the transport infrastructure within Salford dictates that facilities and services need to be locally accessible, available at peak and off peak times and that price should not be a barrier to participation. This is in stark contrast to the Council’s funding aspirations which guides a structure of fewer better quality hub facilities; which by their nature, requires residents to travel further. A focus on fewer, better quality facilities would highlight the importance of community access to school sports facilities and the programming of these to provide and improve local accessibility. This in turn requires resource funding (e.g. staffing) to be made available (or the stimulation of other low cost, partnership-based ways of ensuring regular community access to school sites and to deliver initiatives and programmes which contribute to the wider physical activity and health agenda. Custom and practice programming It would appear that in trying to accommodate the needs of all user groups that a level of custom and practice around the programming of facilities has developed. One example of this is the use made of Broughton Leisure Centre by the local Jewish community and the exclusive access to the facility that it is offered. This will be a challenge in the context of the design and programming flexibility of future facility stock and the need to develop wet and fitness-based provision which may not enable exclusive temporal access to the whole facility to be offered. Similarly, the majority of swimming pools accommodate a community swimming club which uses the facility. A forthcoming focus on fewer, better quality facilities may by its nature reduce the programme time available to accommodate the programmes of the existing number of clubs at a revised network of pools. Population growth There is a need for Salford to plan for key population growth, especially in relation to the younger age groups (18% increase in 0-15 years), which will potential place additional pressure on Children’s Services, school places and sport and physical activity resources across the city. Participation APS 8 indicates that nationally participation in sport and physical activity is falling. However, it is clear that in some instances SCL’s approach has been to increase programmes for participants which are not counted within the APS. For example, in its last business year it reported a 20% increase in junior swimming lessons (500 additional swimmers) per week which also significantly contributes to achieving financial targets for key pools.

There is also a need for future facility provision across Salford to accommodate the increased numbers in other age groups, especially the 65+. This adds to the programming challenge if it has to be delivered at fewer hub sites; it will potentially necessitate a different approach to the programming of community centres for sport and physical activity use; in order to ensure local access to services.



The CCG, in conjunction with SCL, may invest in new programmes to tackle health inequalities. If this is to occur, it will be important to identify what the most effective programmes are, where they should be delivered and at whom should be targeted?

Quality The City faces significant challenges in respect of the age and quality of the existing leisure facility stock. The following are no longer ‘fit for purpose’ and are poorly located to meet the needs of residents: Broughton Leisure Centre, Cheetham Street West Clarendon Leisure Centre, Liverpool Street, Pendleton Eccles Leisure Centre, Barton Lane, Eccles Ordsall Leisure Centre, Craven Drive, Ordsall Worsley Leisure Centre, Bridgewater Road, Walkden (ageing despite recent BLF

investment). There is a need for significant investment in facilities alongside rationalisation, throughout the life of the strategy so that: Advantage can be taken of key regeneration opportunities. Facilities are accessible to new homes and centres of population SCC can take advantage of potential partnerships and joint investment with key

stakeholders (e.g. NHS, University). The overall quality of facility stock in Salford is improved. Salford has a more efficient stock of facilities (e.g. energy efficient, efficient design) The size and scale of the fitness operation across facilities can be expanded. Improved parking (often a key barrier for some client groups) is offered to customers. Facilities can be more easily accessed using public transport SCL can achieve SCC’s target for reduced leisure revenue expenditure in the coming

years. SCL is able to compete in the health and fitness market in relation to quality of the

offer. A key issue is which facilities need to be retained (e.g. Irlam and Cadishead LC, Salford Sports Village) as a result of recent investment or contract arrangements, and which might be rationalised in line with an ambition to have fewer, new developments. The scale of potential investment requirements needs to be considered (e.g. new wet and dry sports facility with 100 station fitness in Bolton cost circa £10 million). Does this guide a combination of new and refurbished facilities? The ASA reports having access to a £20 million capital budget for 2015 pool development in England. The equivalent of 3 – 4 new pools across the country. Financial sustainability The financial requirement to save £5million from the leisure and culture budget by 2020 is a primary strategic driver for both SCC and SCL.



SWOT ANALYSIS The strengths, weaknesses, opportunities and threats (SWOT) of sport and leisure provision in the City are identified as follows: Table 1: SWOT analysis

Strengths Weaknesses

Power of sport to attract/engage young people

Member and officer support for SCL

The economic value of sport to Salford

Area committee funding for development activity

Media City

Irlam & Cadishead Leisure Centre

Helly Hansen Water Sports Centre

Knowledge base and experience of SCL staff

Club network – health check programme

50 + indoor clubs many with Clubmark

NW Snooker Academy at Swinton Leisure

Strong clubs e.g. Salford Swimming & Volleyball clubs

Learn to Swim programme

Social inclusion programmes (SAYO, SPARKY, MUF)

Disability provision

Quality of schools sport provision

GP referral programmes

TRP system

Dance School at the Guildhall

Specialist provision; gymnastics, wrestling, boxing.

Professional rugby teams (Salford Devils (RFL) and

the Sale Sharks (RFU) at the AJ Bell Stadium

Funding cuts

Areas of multiple and health deprivation

No indoor provision in Little Hulton

Lack of parental support for young

participants in some areas

Age of swimming pool building stock

Old and inefficient Salford City Council

sport and leisure buildings

Lack of space within and around the existing leisure stock to increase gym size, add studio’s and improve parking

offer.

Poor on-site parking at Eccles, Swinton and Pendlebury and Ordsall Leisure

Centres

Public transport infrastructure / routing

Not maximising external programmes

Health & fitness offer too small

Insufficient studio spaces within the

leisure centres

Opportunities Threats

Public health agenda

CCG Frameworks

CCG funding for intervention programmes

City regeneration plans

Housing growth areas

Invest to save view of SC “Bigger is Better”

Election of City Major 2016

Greater Manchester Spatial Framework

Greater Manchester Elected Mayor 2017

Large Housing Association

Foundations and Trusts

University of Salford

Proximity: Sportcity & Trafford Quays Leisure Village

£1 million investment for Little Hulton

Peel Holdings

Cuts in local government funding

Austerity measures

Resident engagement in the political

process

Growing population

Areas of multiple and health deprivation

Private sector investment in new gym and fitness facilities Pure Gym, Crossfit,

Virgin at Salford Quay

Lack of direct control over (and thus possible inability to improve) access to

school facilities

Alienation of young people / local

population



VISION AND RECOMMENDATIONS The following vision and strategic recommendations have been informed by the research undertaken in the development of the Assessment Report and identified need across the City. Therefore, although this is an independent assessment of what SCC and partners need to do to in order to provide ‘fit for purpose’ sport and physical activity facilities and opportunity it does not ignore local environmental and political issues. Vision

To encourage active lifestyles for all Salford residents and to continue to increase regular participation in sport and physical activity.

To Improve pathways and progression routes for residents into participation, performance and excellence.

To provide high quality facilities that enable residents to take part in sport and physical activity at an appropriate level to meet the individuals sporting needs.

Source: SCL Strategy for Sports Services 2014

The recommendations emerging from the needs assessment provide a focus for SCC and SCL to provide work with key stakeholders to provide facilities that will enable the vision to become a reality and assist the Council to continue to meet the sport and physical activity needs of its current and future resident population. Figure 5: Strategy Framework

The following strategic recommendations have been identified to deliver the above vision over the period 2015 – 2025. They provide strategic direction for the Council’s Leisure operator, SCL and the agencies, companies, schools and voluntary sector clubs and organisations which provide facilities and opportunities for residents and visitors to pursue sports and recreation as a means to engage in physical activity. The strategic recommendations are developed in line with Sport England’s key facility planning drivers of ‘Protect’, ‘Enhance’ and ‘Provide’. Each recommendation is supported by a summary rationale drawn from the Assessment Report, April 2015.



Recommendations Recommendation No.1

The leisure facilities named in Recommendation No.1 are assessed as fit for purpose and located to meet the long term sport and recreation needs of Salford residents within the communities of Eccles (3), Irlam and Cadishead (7), Kersal (Salford Sports Village (9)) and Worsley (5). Figure: 6 - Salford Council leisure stock to be maintained and enhanced

The following leisure stock should be kept, maintained and where budgets permit enhanced as multi-use indoor leisure centres:

Irlam & Cadisdhead Leisure Centre

Salford Sports Village

Worsley Leisure Centre

Eccles Leisure Centre.



Recommendation No.2

The Assessment report highlights the ageing swimming pool stock across the City, and a shortfall in fitness suite space and dance studios. It is recommended that SCC should invest in two new leisure centres to replace those identified above. The rationale behind for this is as follows: Swinton & Pendlebury Leisure Centre, Ordsall Leisure Centre, Broughton Pool and

Clarendon Leisure Centre have reached the end of their economic life and are no longer fit for purpose.

If they are to remain open the centres will need investment. This investment is unlikely to be able to dramatically improve the facilities and will, essentially, be geared simply to keeping them open.

The centres are inefficient to operate. Of the four, three provide swimming pools. The proposal is that they will be replaced

by a minimum of two modern pool complexes comprising fit for purpose main pool and learner pools.

New high quality water space will replace existing water space 16 lanes of main pool space will be replaced with16 - 20 lanes of main pool space

with an extended length (25m) The FPM identifies that Salford has a deficit of water space exacerbated by lack of

availability at peak times. This situation will worsen as demand increases with population growth and increased demand.

The new modern pool halls will provide significant flexibility and allow for wider and more inclusive programming to meet the needs of competitive, fitness, recreational, disabled swimmers of all ages

Pending specific City and partner ambitions (see Recommendation Facility 2a below) the focus of new facilities should be on providing large and flexible water space, extensive fitness and studio provision and, based upon specific plans and partnerships, specialist provision for specific sports. SCC should invest in new facilities to replace the following leisure stock:

Swinton & Pendlebury Leisure Centre

Ordsall Leisure Centre

Broughton Pool

Clarendon Leisure Centre.

The replacement facilities to replace the four leisure centres identified above should:

Be fewer in number (two replacing four) but substantially larger than those being replaced.

Be designed to draw use from a wider local community catchment.

Be strategically located so as to optimise accessibility and enable access both on foot and via all forms of available personal and public transport.

Both reflect the number of accessible, good quality school-based sports facilities in the City and the absence of a large, central venue/spectator orientated indoor venues for sports in which there is strength in the City such as netball, volleyball

and handball.



They will be able to provide bespoke learning pools that can also be used for water based fitness classes.

Swimming is a popular activity in Salford, attendances have bucked national trends and risen year on year since 2012.

The community swimming club scene in Salford is popular and demand for club pool time intense

More water space, gym and studio spaces will be require to meet the demands of a growing population with a desire to be more physically active

Facility 2a; located to meet needs of East Salford and Salford University should comprise: 12 court sports hall (to meet the needs of the community and University and provide

Salford with a venue large enough to meet the needs of the majority of indoor sports). 10 lane x 25m swimming pool (with two booms 2m) Large teaching pool (20m x7m) with moveable floor (Minimum) 200 station fitness suite 6 - 8 studios Associated ancillary changing facilities / car parking etc. Squash courts Floodlit AGP (see PPS) Facility 2b, located to meet the needs of East Salford: 8 court sports hall 8 lane x 25m pool Teaching pool 13m x 7m with moveable floor (Minimum) 100 station fitness suite 2 x squash courts 4 studios with associated ancillary facilities / car parking etc. Facility 2c to be located to meet the needs of Swinton & Pendlebury should comprise: 8 lane x 25m pool Teaching pool 7m x 13m with moveable floor Wet health facilities and spa (Minimum) 100 station fitness suite 4 studios with associated ancillary facilities / car parking etc. Cost of investment Table 3: Facility costs and funding

Facilities: estimated capital cost

Source: Sport England Facility Costs 4th

Quarter 2013

SCC/SCL contributions (£M)

Partnership funding (£) *

2a 20 million 10 10**

2b 10 million 10 To be further investigated*

2c 9 million 09 To be further investigated*

2a + 2c 29 million £19 10*

2b + 2c 19 million £19 To be further investigated*

JV with Salford University ** SCC* will apply for investment from Sport England



As shown in Table 3 above, whilst necessitating significant capital investment, the new centres will, via modern plant, new technology and other savings significantly reduce costs. (The capital costs shown are based on good quality buildings and ancillary facilities. Industry estimates suggest that construction output and activity rose by 2% in 2014 and that tender prices were set to rise by 3% to December 2014. The costs are exclusive of VAT and do not take account of land values. External funding should be sought to achieve maximum benefit from the investment into new built leisure provision). Figure 7 below illustrates the remaining facilities and two new centres with a mile radial catchment area. If developed only a few very small areas of Salford would be located more than 1 mile (20 minute walk) from a leisure centre. Figure 7: Proposed new sports centres illustrating 1 mile radial catchment.

Recommendation No.3

Raising awareness of the importance of exercise to health and well-being is essential, considering all options for co-location to achieve this and to facilitate economies of scale is essential. New leisure facilities should, thus, where possible and practical, be co-located with other public services including, for example libraries and NHS clinics/doctors surgeries etc.



Increasing footfall at leisure sites and raising awareness of the importance of exercise to health and well-being are essential if the ambitious national participation / activity targets are to be met. Co-location to achieve these objectives and to secure the full benefits of economies of scale are essential in the future new build of public leisure facilities.

Recommendation No.4

The potential closure of Ordsall Leisure Centre will require a new gymnastic centre to be built. It is recommended that it is built as part of or alongside a martial arts hub. There are a number of synergies between the different martial art and gymnastic disciplines and there will be economies of scale to be gained from jointly locating the facilities.

Recommendation No.5

The Assessment Report identifies that fitness suites in SCL facilities are unable to meet peak demand. They are generally too small and offer only limited studio space to

Closure of Ordsall Leisure Centre would leave the in situ gymnastic centre without a base. There are also synergies between the different combat sports and gymnastic disciplines and potential economies of scale to be gained. A feasibility study should be commissioned to investigate the viability of creating a combat sports centre of excellence either on a stand-alone basis or, potentially, linked to recommendation 2a above; in particular the potential option to develop a shared facility with the University of Salford.

Fitness suites and associated studio space in City Council facilities are too small and unable to service peak demand. If SCL is to be empowered to compete effectively with Pure Gym, the Worsley Marriott and Virgin Active at Salford Quays it needs, at both its proposed new and retained facilities, to be able to offer high quality health and fitness provision at a scale relevant to meet market demand. SCC/SCL should investigate the feasibility of developing enhanced fitness suites

and additional studio spaces at Worsley and Eccles Leisure Centres. Worsley Leisure Centre – test the potential to expand ‘upwards’ onto the flat roof,

into the adjacent car park and with the neighbouring NHS clinic. Eccles Leisure Centre - subject to implementation of other Strategy

recommendations (and relocating key specific sports hall users) - test potential to develop 2 / 3 courts into a fitness suite while retaining provision at other centres for existing users.



accommodate the need for different dance / exercise classes, spin etc. The fitness suite facilities at Worsley and Eccles leisure centres need to be extended if SCL is to be able to compete with commercial fitness providers such as Pure Gym and be attractive to potential users with the personal resources to trade up to the Worsley Marriott or Virgin Active at Salford Quays. Maintaining a high level of health and fitness membership is essential for the SCL business model and will underpin the future ability of the Trust to operate with a lower (and subsequently without) subsidy. Recommendation No.6

The Assessment Report identifies that some school sports facilities are self-managed, leading to a wide range of different letting policies and variable pricing. It is recommended that SCL (actively supported by SCC) takes a lead in trying to get school to take a standard approach across the City.

Recommendation No.7

SCL should develop its relationship with key voluntary club providers. To best meet the needs of the voluntary club sector and potentially improve the utilisation of school sports hall provision it is recommended that SCL work with clubs to match them with a ‘home’ base that is best suited to meeting the needs of the sport and can become a focus point for development of that particular sport. For example, the new sports hall at All Hallows RC School is the only sport hall in the City built to the specification to meet the needs of netball. It is therefore appropriate to make All Hallows the main venue for voluntary club netball to be played.

Many self-managed school sports facilities have variable letting policies and pricing. It is recommended that SCC/SCL working jointly take a lead in trying to embed a co-ordinated approach to school sports facility hire based upon progressively persuading all schools to adopt a common ‘minimum joint use’ (or better) ‘Salford standard’.

SCL should work with indoor sports clubs to create ‘hub sites’ for different sports best suited to meeting clubs’ and or leagues’ facility needs; to become a focus for the development of that sport and to help improve net utilisation of school based sports hall provision. Potential examples include: Netball - All Hallows RC High School Basketball – Salford City Academy Indoor Cricket - Moorside School Boxing - Walkden 6th Form Centre.


November 2015 3-033-1314 Final Report (v.7) Knight Kavanagh & Page 19

PRIORITIES AND ACTION PLAN

Priority

order

Recommendation Estimated cost Action Lead/partner

organisations

Timescale

Ongoing R1: The following leisure stock should be kept, maintained and where budgets permit

enhanced as multi-use indoor sports centres:

Irlam & Cadishead Leisure Centre

Salford Sports Village,

Worsley Leisure Centre and Eccles

Leisure Centres.

On-going maintenance

budgets:

2015/16:

2016/17:

2017/18:

2018/19:

To be agreed with SCC

Preparation of 5 year rolling maintenance plan for each of

the 4 centres.

SCC/SCL Annually

1 R2. Pending specific City and partner ambitions (see Recommendation Facility 2a below) the focus of new facilities should be on providing large and flexible water space, extensive fitness and studio provision and, based upon specific plans and partnerships, specialist provision for specific sports.

SCC should invest in new facilities to replace the following leisure stock: Swinton & Pendlebury Leisure Centre Ordsall Leisure Centre Broughton Pool Clarendon Leisure Centre. Replacement facilities to replace the four leisure centres identified above should: Be fewer in number (two for four) but

larger than those being replaced.

Officer time

Officer time

Officer time

Ongoing talks with partners to develop facility wish list

and site options.

Resolve the involvement of the Class of ’92 / Salford City

FC

Discuss project with Sport England, with a view to

securing external funding.

Commission feasibility study

to consider:

Site layout

Facility mix

Capital cost

Capital funding

SCC/SCL/Salford University

Ongoing 2015/2016

Ongoing

2015/2016

January

2016

Commission Feasibility

Study

January

2016



Priority order

Recommendation Estimated cost Action Lead/partner organisations

Timescale

Be designed to draw use from a wider local community catchment.

Be strategically located so as to optimise accessibility and enable access both on foot and via all forms of available personal and public transport.

Both reflect the number of accessible, good quality school-based sports facilities in the City and the absence of a large, central venue/spectator orientated indoor venue for sports in which there is strength in the City such as netball, volleyball and handball.

Estimated costs £15,000

2a) Circa £18 - £20 million

2b) Circa £8 – £10 million

2c) Circa £7 - £9 million

Business plan

= 1 R.3 Raising awareness of the importance of exercise to health and well-being is essential, considering all options for co-location to achieve this and to facilitate economies of scale is essential. New leisure facilities should, thus, where possible and practical, be co-located with other public services including, for example libraries and NHS

clinics/doctors surgeries etc.

In above investigate co-location opportunities.

SCC Departments

NHS

Ongoing from September

2015

3 R4: Closure of Ordsall Leisure Centre would leave the in situ gymnastic centre without a base. There are also synergies between the different combat sports and gymnastic disciplines and potential economies of scale

to be gained.

A feasibility study should be commissioned to investigate the viability of creating a combat

Estimated cost of Feasibility Study £10,000

Commission a feasibility study to investigate the viability of creating a combat sports centre of excellence and a dedicated gymnastics centre on a stand-alone basis or, potentially, linked to other new SCC facility

developments.

SCC/SCL Commission Feasibility

Study

April 2016



Priority order


Timescale

sports centre of excellence and a dedicated gymnastics centre either on a stand-alone basis or, potentially, linked to other new SCC

facility developments

The option to develop a shared facility with the University of Salford and the option to explore the use of Ambrose Barlow Sports Hall in Swinton need to be fully

explored.

4 R5: Fitness suites and associated studio space in SCC facilities are too small and unable to service peak demand. If SCL is to be empowered to compete effectively with Pure Gym, the Worsley Marriott and Virgin Active at Salford Quays it needs, at proposed new and retained facilities, to be able to offer high quality health and fitness provision at a

scale relevant to meet market demand.

SCC/SCL should assess the feasibility of developing enhanced fitness suites and additional studio spaces at Worsley and Eccles leisure centres.

Worsley Leisure Centre – test the potential to expand ‘upwards’ onto the flat roof, into the adjacent car park and with the neighbouring NHS clinic.

Eccles Leisure Centre - subject to implementation of other Strategy recommendations (and relocating key specific sports hall users) should test potential to develop 2 / 3 courts into a fitness suite while retaining provision at

other centres for existing users.

Estimated cost of feasibility

study £12,000

Commission Architect / QS / Building Surveyor to prepare feasibility studies and cost estimates to investigate adding suitable extensions to Worsley LC and Eccles LC to extend the fitness suites i.e. enlarge the gym and add

studio spaces.

SCC/SCL

Commission feasibility

studies

April 2016



Priority order


Timescale

5 R6: Many self-managed school sports facilities have variable letting policies and pricing. It is recommended that SCC/SCL working jointly take a lead in trying to embed a co-ordinated approach to school sports facility hire based upon progressively persuading all schools to adopt a common ‘minimum joint use’ (or better) ‘Salford

standard’.

Cost – Officer time Convene all secondary schools to discuss the Strategy findings and recommendations with a view to moving on the setting of a standard (R6) and implementing

recommendation R7.

SCL February 2016

= 5 R7: SCL should work with indoor sports clubs to create ‘hub sites’ for different sports best suited to meeting clubs’ and or leagues’ facility needs, to become a focus for the development of that sport and to help improve net utilisation of school based sports

hall provision.

Potential examples include:

Netball - All Hallows RC High School

Basketball – Salford City Academy

Indoor Cricket - Moorside School

Boxing - Walkden 6th Form Centre

Cost – Officer time Identify lead officers to build relationships with VCS and

selected schools.

Convene all secondary schools to discuss the Strategy findings and recommendations with a view to establishing some

key relationships.

SCL to work with the venues and VCS to prepare development sports

development plans.

Implementation of

development plans.

SCL November

2015

February

2016

Ongoing

March 2016

salford council indoor sport and leisure facility … scc and scl indoor sport and...existing sports...

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