http://www.nwda.co.uk/pdf/ActiveEngagement

Active Engagement A Study of Northwest Professional Sport Clubs’ Involvement in Community Regeneration

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Prepared by:

Active Engagement 1

Contents

4

Foreword

6

Executive Summary

8

Introduction

12 The Community Regeneration Context 14 Overview of Findings 18 The Role of the Stadium in Community Regeneration 24 Partnership Working 26 Regeneration Partners 28 Local Communities 33 Supporters – Supporters’ Direct and Supporters’ Trusts 38 Health 48 Education 54 Understanding Your Local Community 60 Conclusions and Recommendations 66 Appendices 68 Appendix One – List of Clubs 69 Appendix Two – Policy Context 72 Appendix Three – Mapping of NW Professional Sport Clubs Against Indices of Deprivation 81 Appendix Four – The Potential Lifetime Value of Recruiting a 7 year old Season Ticket Holder 82 Appendix Five – List of Case Studies 83 Appendix Six – References

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‘This isn’t just about bringing communities together to watch the team perform each week, but as much about the focal point they provide for a wide range of community activities and services. ‘

Foreword

Professional sport clubs play an important role in the heritage of our region as well as making a valuable contribution to the economy.

This season alone, the Northwest can boast 35% of Premiership Football Clubs, another 12 clubs in the Football League, four Super League rugby clubs, the premier rugby union club, Sale Sharks, and Lancashire County Cricket Club.

There is no other region in the country that can match this.

Collectively, the 38 professional sport clubs included in this study generate a turnover of £511 million and employ 2885 people. Not only do they being thousands of people to the Northwest each year, but they are also at the heart of many of our local communities. As well as bringing communities together to watch the team perform each week, they also provide a focal point for a wide range of community activities and services.

The Northwest Regional Development Agency (NWDA) is therefore pleased to be working with The Football Association and other partners in helping to engage professional sport clubs in community regeneration. We have already established several initiatives in this area, including agreeing a Memorandum of Understanding

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with The FA as well as establishing the Northwest Football Alliance to facilitate better co-ordination and development of the football industry in the Northwest.

This report is the first step in facilitating further dialogue amongst the region’s sports clubs to encourage best practice. The NWDA will continue to work with partners in the sport sector to explore ways to maximise the economic growth of the industry, building on the region’s unique heritage and sporting success.

Steven Broomhead, Chief Executive, The Northwest Regional Development Agency

I am pleased to be offering the Football Association’s support to this joint initiative with the Northwest Regional Development Agency.

The wider impact of sport and indeed football has always been evident to me throughout my career and I am certain that sport’s role in the Northwest economy is hugely relevant. The Northwest Regional Development Agency and the Football Association have recently signed a Memorandum of Understanding – the first of its kind for The FA, and consequently, we are looking forward to close partnership working with the Agency over the coming years.

The Northwest region has a tremendous footballing heritage and of course is home to the current European Champions, Liverpool Football Club. Away from football, the region also boasts some first class sporting facilities, which have been critical to the region’s success in securing top-flight sporting events – from the Commonwealth Games through to The UEFA Women’s European Championships in 2005.

Football has never enjoyed such a successful period as has been experienced over the past decade and we look forward to what we hope will be an even more

dynamic period over the next 10 years. Partnerships such as this one with the Northwest Regional Development Agency will be key to developing the game at all levels as the economic and social potential of football and indeed other sports is fully realised.

I trust you will find this report useful and I look forward to seeing the Northwest region’s sporting ambitions and assets fully developed.

Brian Barwick, Chief Executive, The Football Association

‘The region boasts some first class sporting facilities, which have been critical to its success in securing top-flight sporting events .’

Executive Summary

There is growing recognition that professional sport has a powerful role to play in community regeneration. Many professional sport clubs have an iconic brand that acts as a powerful attraction in engaging disadvantaged communities. At the same time, professional sport clubs are increasingly looking to diversify their income streams in response to the challenging environment in which they operate. ‘Sweating the Asset’1 highlighted how football clubs could maximise the value of their stadium through alternative ‘non-core’ income streams and engagement in community regeneration initiatives.

• Overall turnover of £511m; • Collective operating profit of £63.3m; • 2,885 people employed.

The Northwest Regional Development Agency (NWDA) and The Football Association (FA) jointly commissioned David Taylor Partnership (DTP) to develop practical guidance to support clubs in developing their role in community regeneration and in creating more sustainable business plans.

Clubs identified five key themes:

The study involved mapping the current activity of 38 clubs representing football, rugby league, rugby union and cricket and identifying both the future opportunities and challenges facing them. Professional sport is strong in England’s Northwest. A recent estimate by Deloitte2 demonstrate the economic ‘worth’ of the clubs included in this study: 6 Active Engagement

There is already a wealth of good practice across the region; with some clubs already working with regeneration partners. The study found strong links with local authorities, local communities, fans groups and others, with examples provided from a number of clubs of relationships that have proved to be mutually beneficial. However, the study has highlighted that significant differences exist between the level of understanding and range of partnerships developed.

• The Role of the Stadium in Community Regeneration; • Partnership Working; • Health; • Education; • Understanding Your Local Community.

The study has unearthed anecdotal evidence to support a positive advantage from this engagement, through increased attendances and new fans, but as Andy Gatcliffe, Chief Executive Officer at Warrington Wolves RLFC states ‘a balance has to be struck between community engagement and commercial reality’.

However, little quantitative evidence was found of the direct financial

benefit to clubs, other than the financial benefits derived from attracting new people to the clubs.

For example, clubs found that health projects run in the stadia successfully exposed new groups to the club, and who, as stated by Gordon Pennington, at St Helens RLFC, ‘discover the match day experience and enjoy the glamour and buzz of the occasion’. The study also found that clubs are keen to engage with their communities and are well aware of being seen to be ‘giving something back to their local community’. Clubs have clearly found new and innovative ways of doing this, for example through working with Supporters Trusts, gaining charitable status for Football in the Community programmes, and through engagement in environmental and anti-racism programmes.

There is strong evidence of a positive attitude towards further engagement, providing that this does not have significant resourcing implications. In short, the overwhelming message is that clubs embrace their potential role and are keen to use their facilities, profile and ‘branding’ but that further work is needed if their true potential is to be harnessed. For example, many clubs, particularly at the higher levels, are maximising the asset of their stadia through a variety of means, and have staff capacity to link this to community regeneration.

However for the majority of clubs,

this is not the case, although many are beginning to develop partnerships with this in mind for the future.

that have an appetite to do more to help their communities in parallel to developing short and longer-term alternative revenue streams.

Establishing a ‘one model fits all’ to assist clubs to successfully engage in community regeneration is not possible, although there are some common lessons that could be applied to most clubs. This study highlights the lessons but also confirms that further work is required.

• Clubs need to broaden and deepen their understanding of the regeneration and demographic context of their local community.

• Clubs need to understand more about potential partners on a local level, and the context within which those partners operate.

• There is support for clubs to better support one another, and particularly for larger clubs to share information and support smaller clubs.

• Local community regeneration partners need to more fully appreciate the potential value of a club’s contribution to the wider regeneration agenda.

The NWDA, working with other partners, has a key role to play in developing further the process of engagement between the region’s regeneration partners and clubs to facilitate a better dialogue and sharing of ideas. This would provide a framework to encourage clubs

There is already a wealth of good practice across the region; with some clubs already working with regeneration partners.

Introduction

Background ‘Commercial operations represent one area that a club can develop, using non football related activities to strengthen core business. Perhaps this goes against the concept of ‘sticking to the knitting’, but if clubs work strategically with commercial partners who are experts in the required market, significant rewards could be earned’.

(Annual Review of Football Finance, 2005 Deloitte)3 In many ways the operation of a professional sport club is like the operation of any other business, but in other ways it is very different.

Many major blue chip companies would give anything for the ‘brand loyalty’ that is given to professional sport clubs; few could inspire their customers to wear their logo as a tattoo! Furthermore, all professional clubs are exposed to customer expectations that few businesses could ever imagine and they operate within a highly competitive and unpredictable environment that is typified by the impact that promotion and relegation, or a good or bad cup run, can have on the business.

Not surprisingly, many clubs are seeking ways to ‘proof’ themselves against uncertainty and capitalise on their ‘brand loyalty’ by generating new and sustainable income streams 8 Active Engagement

that offer a degree of certainty in turbulent times. In recent years, clubs have sought to achieve this by making full use of their assets, especially their stadium. For example, many clubs have rented office space to a range of local groups and businesses: Blackpool FC has a new children’s nursery within the confines of the stadium; the JJB Stadium at Wigan boasts an Italian restaurant; Lancashire County Cricket Club has a 68 bedroom hotel with balconies overlooking the pitch; and Preston North End FC is home to the National Football Museum.

Agency (NWDA) has identified the sport industry as a key priority for future development, based upon recognition of the positive contribution that it makes to the economic development and regeneration of the region. The Northwest is already a strong sporting region with a rich sporting heritage, world-class sporting facilities, which is matched by regular sporting success on the field.

The region is significant in terms of the sheer number and geographical concentration of football, rugby league, rugby union and cricket clubs.

Some clubs have also sought to better understand their fans in order to look for ways in which they can maximise income. This could range from improving the commercial offer for fans within the ground through to a more sophisticated understanding of their fans’ needs and wants that captures other commercial opportunities.

A recent estimate by Deloitte2 demonstrate the economic ‘worth’ of the clubs included in this study:

The link between professional sport clubs and improving the quality of life for the communities that they serve has also been widely recognised. On a national level, the Government and other agencies have become increasingly aware of and interested in the positive contribution that professional sport clubs can make to wider economic, social and health objectives.

To summarise, making professional sport clubs more financially viable through diversifying their sources of income and using them as an important catalyst to create sustainable communities is a topical issue, and it is not a new phenomena. Indeed, other resources have previously been developed such as ‘Sweating the Asset’. In addition, there is a wealth of good practice across the region, which has been reflected in the development of this study. However, a significant number of professional

Within England’s Northwest, the Northwest Regional Development

• Overall turnover of £511m; • Collective operating profit of £63.3m; • 2,885 people employed.

Study Objectives

sport clubs in the Northwest have confirmed that they would welcome more practical guidance.

Discussions with other partners identified that there is a unique opportunity for the Northwest to be a test bed for looking at how the principles of ‘Sweating the Asset’ might be more practically implemented.

David Taylor Partnerships (DTP) was therefore commissioned to: • Carry out a mapping study of current activities and assets provided by 38 professional sport clubs based in the Northwest, including activities relating to community regeneration and its link to sustainable business planning.

• Undertake further research and survey work with a selected number of professional sport clubs to investigate in more detail the activities being undertaken, potential future opportunities and constraints, and to explore ideas for future support. It was also agreed to extend this research to look at some key case studies outside of the region where these offered some useful insight.

• Produce recommendations as to how professional sport clubs might be supported more effectively in the future.

This document reports on DTP’s findings in relation to the current role

of the 36 professional sports clubs in the Northwest that responded to the request to be involved in this exercise. It aims to identify good practice and to provide pointers that will help clubs, representative bodies and regeneration partners to take ‘Sweating the Asset’ forward. It also seeks to provide initial advice on how professional sport clubs might play a wider role in supporting community regeneration by helping them to understand the wider context within which they are operating, and the contribution they might make to community regeneration.

It is important to remember that this study is only the start of a process that will lead to more targeted advice and information for professional sport clubs. The study aims is bring the Northwest clubs together to share information, best practice and opportunities. One of the most striking findings of the exercise was the genuine enthusiasm of the 36 clubs to interact regularly to share experiences for their mutual benefit and an overwhelming desire to support community regeneration alongside financial diversification.

There is, in short, a significant amount of cutting edge activity going on within the region but a thirst to learn more and a desire to share lessons and ideas.

Study Methodology It was agreed that the following clubs would be included within this study:

This study is only the start of a process that will lead to more targeted advice and information for professional sport clubs.

• Football clubs from Premiership to Conference League levels; • Rugby League clubs in the Super League and National Leagues 1 and 2; • Sale Sharks Rugby Union Club; • Lancashire County Cricket Club.

A full list of clubs is provided at Appendix One. These were identified as the 38 professional sport clubs within the region who had significant brand loyalty (e.g. fans love to wear their shirt), potential assets with flexibility to derive sustainable income, and a role to play in community regeneration. Whilst the list does not include all professional sport clubs in the region, it was seen to be a useful starting point and a representative cross section of interests. It is also hoped that any sport club could find this study useful in helping them to understand their role in community regeneration.

A Steering Group was developed to support the study comprising representatives from the NWDA, the FA, Sport England North West, the FA Premier League, the Football League, the RFL (the governing body for rugby league), the Rugby Football Union (RFU) and the Federation of Stadium Communities (FSC).

The first phase of the study included face-to-face interviews with representatives of the clubs who agreed to take part in the study.

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Each club was asked to provide information on: • Fan base, catchment area, capacity, season tickets, average gates and general trends, • Employment of players and youth scholars, managers and coaches, administration and commercial, match day staff and other, • Financial position and trends, • Ownership and operations, • Facilities and assets, • Current uses of stadium, • Regeneration awareness and involvement, • Community engagement and involvement, and • Future plans (wish list and actual).

Following the completion of the interviews, five themes emerged that were of consistent interest to clubs. These were: 1.The Role of the Stadium in Community Regeneration; 2.Partnership working; 3.Health; 4.Education; 5.Understanding Your Local Community.

The report has been structured to allow clubs to either read the whole document or to select specific chapters of interest. However, before considering these five themes it is useful to consider the community regeneration context, as outlined overleaf.

The report has been structured to allow clubs to either read the whole document or to select specific chapters of interest. However, before considering these five themes it is useful to consider the community regeneration context.

The Community Regeneration Context ‘Community regeneration’ has been a major concern for successive Governments. Improving economic, social and physical infrastructures within deprived communities and their associated geographical areas have been central to a range of policies and funding initiatives delivered on a national, regional and local level. Initially, this work has been largely undertaken by local authorities, but experience has shown that the problems experienced by disadvantaged and disengaged communities are complex, and real change can only be effected through the engagement a range of key partners and stakeholders.

In relation to the stakeholders involved in community regeneration, it is worth recognising that much public-sector investment (particularly at a community level) is driven by national Government policy, which in turn is driven by the Indices of Deprivation (currently ID 2004). This indices ranks local authorities and areas within local authorities based on a series of ratings linked to criteria such as health, crime, employment and education. The most deprived 88 local authorities receive direct Government support in the form of Neighbourhood Renewal Funds, (NRF) which is distributed through Local Strategic Partnerships (LSPs) and usually administered by Local Authorities.

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The location of the 38 professional sport clubs in the Northwest has been mapped against the ID as shown in Appendix Three. These maps reveal that almost without exception the 38 clubs included in this study are based within or adjacent to disadvantaged communities.

Examples within this report also show how health, education and other community regeneration related services are prioritised and funded, and how those priorities and funds can relate to professional sport clubs.

Why is the community regeneration agenda relevant to professional sport clubs?

The relevance is two fold. Firstly, from the clubs perspective, the Index of Deprivation is effectively the tool that government, on a national and local level, uses to target many of its funds to disadvantaged communities. Many of those can only be utilised either within the geographical boundaries or in relation to communities living within those areas. Those funds are frequently managed and directed by the staff of local regeneration organisations working on behalf of a range of public agencies. A better understanding of those agencies, their priorities and targets can unlock funds for professional sport clubs. Whilst it is not intended that this report provides a digest of all

of those funds available, it does provide case study examples from a number of clubs who have been successful in accessing funding to support community regeneration initiatives.

Secondly, from a community perspective it means that some of the poorest communities are living adjacent to their local stadium or sport grounds. However, the glamorous world of the sports star can feel a world away from the local community, whose experience of the stadium can sometimes be problematic and remote. Clubs have a real opportunity to engage with those communities, to support regeneration activities being delivered within those communities, and indeed many clubs are already showing great innovation in doing so across the region.

There are a number of examples within this report of professional sport clubs playing a strong role in relation to their local communities, and engaging well with local stakeholders. In some instances, clubs are seen as an integral part of their respective communities, with significant involvement taking place on a regular basis. Consequently, although it is not always recognised, clubs are also hugely relevant to a range of wider non-sporting stakeholders engaged in community regeneration. In turn, this relevance opens up a range of opportunities to professional sport clubs allowing:

1. The generation on non-sporting income into the clubs themselves through more effective and creative use of existing assets in relation to community regeneration; 2. The delivery of a range of nonsporting services for the benefit of local stakeholders and the local community; 3. Professional sport clubs placing themselves at the heart of the communities and therefore at the heart of local regeneration and development initiatives.

Appendix Two provides direction to further detailed information relating to relevant policy and strategy in areas covered throughout this report.

The glamorous world of the sports star can feel a world away from the local community, whose experience of the stadium can sometimes be problematic and remote.

Overview of Findings

The first finding of this study was the way in which in general, clubs positively engaged with the project from the outset; 36 of the 38 clubs agreed to take part and were extremely welcoming, and the majority of those clubs have provided all the information that was requested.

A second finding was the interest shown by many clubs in the ways in which other clubs have dealt, or are dealing with the issues raised by the study. There was a general consensus that whilst some clubs do get together on match days or for other purposes, clubs did not generally and systematically share information on these matters, particularly across different sports.

Consequently many clubs would welcome the potential to do so.

Many clubs also pointed out that in many of these areas they are not competing with one another, and would be happy to share their learning: what has worked for them and what has not.

The first phase of the study gathered a huge volume of information about clubs. There is clearly a rich diversity of ownerships, trends, involvement in the wider community, and future plans. The information gathered was used to determine the second phase of the study and is not fully presented within this report.

This is partly in response to clubs requesting not to be overwhelmed with data, but also as it would not 14 Active Engagement

be particularly pertinent or helpful to provide lists of information, much of which is already in the public domain. However, some of the general findings are of interest.

These were as follows: Gates and Season Tickets Where information was provided clubs showed a variety of changes in gates over the last five years.

Football clubs showed mixed fortunes, with the most notable factor being the impact of performance on the pitch on gate receipts and the uptake of season tickets. Whilst, the media has reported on falling gates, particularly within football, The Football League has reported that the 2004/05 season’s gates have been at their highest level for 45 years. Rugby leagues gates, particularly in the Super League, are generally growing, as are Sale Sharks RFU and Lancashire County Cricket Club (LCCC).

Like gate numbers, season ticket sales can also be seen as a reflection of performance on the pitch. Where data is available season ticket sales in football and in rugby league are generally growing, as are sales at Sale Sharks RFU and Lancashire CCC. At the lower levels of professional sport, few clubs keep easily accessible data regarding season ticket sales over previous seasons which has restricted the ability to generate analysis and trend data.

Financial position Like ticket sales the financial position of clubs was affected by activities and events both on and off the field; clubs reported for example benefiting from ‘play off’ matches or conversely suffering from relegation.

Many clubs recognise the need to protect themselves as far as possible from the financial problems that can result where there is almost complete reliance on gates and season ticket revenues to support the club. Many of the examples provided in this report show where clubs have sought to shift the balance of revenue streams towards more reliable and predictable sources. Engagement in community regeneration and its potential funding streams has been found to be one of those sources.

Employment There is significant variation in staffing levels between clubs.

However, only the largest clubs employed significant numbers of people in administration and commercial roles, with many clubs managing on a very small staff, and frequently relying on volunteers on match days. This impacts upon a club’s ability to engage in the types of community regeneration activity described within this report. None of the clubs felt they had experienced recruitment and retention issues, although some clubs did discuss the recent professionalisation of staff, moving away from an over-reliance on ex-players and fans.

Where clubs rely on a small staff and volunteers to manage match day activities, they clearly do not have funds to appoint staff to engage in regeneration activities.

It is suggested that for many of the clubs involved in the study to engage with regeneration partners in a meaningful way, there is also a need for those clubs to access wider support to facilitate that engagement. There is a need for wider stakeholders to recognise the potential role of professional sport clubs across the region in community regeneration, and to work with and support clubs on an ongoing basis.

Ownership and operations All clubs are limited liability companies with several calling themselves Public Limited Companies (PLC’s) although only Manchester City FC (Ofex) and Preston North End FC (AIM) are actually listed companies. The ownership of clubs is fairly complex but effective control (over 50%) was often seen to be vested in just one party. One club is owned by a Supporters Trust (Stockport County FC), and one was ‘given to the local people’ (Barrow FC).

The ownership of professional sport clubs can be relevant to community regeneration as it can impact upon how clubs are perceived by potential partners and stakeholders.

Accessing public funds is difficult or impossible if partners perceive they are funding private individuals and/or for private gain, particularly

when in today’s climate professional sport is perceived as wealthy.

There is a need for clear separation of activities, for openness and accountability in the ways in which public funds will be used, and the benefits that will be derived from those funds. This has been addressed by some clubs (e.g.

Everton FC and Charlton Athletic FC) who have established separate f formally constituted entities to lead on community activity.

Facilities and assets The facilities and assets owned by and available to clubs are varied.

Sixteen of the clubs who responded owned the site or possessed an effective leasehold on their own stadium, with a further seven being owned by a holding or bespoke stadium company. Councils owned three with others renting or having other ownership arrangements.

Eight owned their own training site, with six leasing, three on site, and others renting facilities. Clubs owned a range of other assets sometimes including for example, houses and other facilities.

It is these facilities and assets that often play a central role in the ways in which clubs can and do engage with community regeneration. The stadium, as shown in Chapter Six of this report, has a particular role to play, on a basic level in terms of the space it can provide, but more fundamentally, in terms of it’s iconic ‘brand’ value, and the ways in which this can be utilised to engage communities.

Many clubs pointed out that in these areas they are not competing with one another, and would be happy to share their learning: what has worked for them and what has not.

Regeneration involvement and awareness Of the clubs who responded, only six clubs felt they were very aware of the local and regional regeneration agendas and had significant involvement in regeneration activity. All of these were clubs in the FA Premier League or rugby league’s Super League.

This has been particularly effective where clubs have appointed staff with a previous regeneration related background, who have been able to utilise this knowledge mixed with a thorough understanding of the club. In contrast, one third of clubs reported no real knowledge or understanding of the local regeneration structures and partners.

Community engagement and involvement Professional sport clubs in the region have a long track record of engaging with communities.

Traditionally, this has been in the form of sports coaching and/or other sport related activities, particularly with young people.

Clubs are starting to explore new and imaginative ways in which they can be involved with their communities, but it is clear that in the lower leagues where clubs have fewer staff these opportunities can be very limited.

The future Of the clubs who responded, there were effectively 36 different future 16 Active Engagement

plans. These ranged from the high level strategic plans of building a new stadium on a new site, through to a concentration on consolidating performance on the pitch or the basic fundamental strategy of survival.

Many clubs reported strong engagement with partners, with some undertaking a range of activities to maximise their income streams, which often related to and benefited their local communities.

All of the clubs interviewed had a clear interest in taking this work further, and almost without exception, clubs were interested to talk more to local partners, and to engage with them in a more strategic way. In general clubs did not feel they understood the local regeneration framework and funding opportunities well and many had no real resource to follow up and research this area. There is a clear need for this activity to be facilitated to provide a platform on which clubs can share ideas, thinking and lessons learnt.

Emerging Themes Many of the findings of the research are reflected within this report and were used to determine the five key themes outlined in the following chapters.

Many clubs reported strong engagement with partners, with some undertaking a range of activities to maximise their income streams, which often related to and benefited their local communities.

Health

The Role of the Stadium in Community Regeneration Ground redevelopment, whether building new or refurbishing old, has been a major ambition of many professional sport clubs over recent years.

For some clubs moving to a completely new site with a purpose built stadium has been achieved. Others have sought to rebuild on the existing site, to add new stands, or to improve existing ones. Increasingly, many clubs are also looking to maximise the ways in which they can better utilise the asset of the stadium. At the same time, fans have higher expectations of their match day experience.

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Active Engagement 19

The Role of the Stadium in Community Regeneration This chapter looks at the link between community regeneration and ground redevelopment, and gives examples of success, innovative ideas, and practical suggestions for interested clubs.

What does this mean, and why should it matter to professional sport clubs?

There are a variety of stadia in the Northwest, ranging from a significant number of newly built modern style stadia to old tired grounds, with little room for additional activity or scarce funds to support development.

Many grounds were built at a time when car ownership was low, and subsequently many fans would walk to a match. Stadia were constructed out of a variety of building materials where fans were accommodated predominantly on standing terraces.

Tragedy, and the consequent Taylor report changed the face of many football stadia with for example, the abolition of terraces and increased demands for safety measures. At the same time, some clubs also looked to examples of stadia in America, where families are encouraged to be part of the whole match day spectacle, arriving early for the game and leaving late. This behavioural culture shows a demonstrable benefit where increased time at the stadium is reflected in additional revenue to the club. To finance the building of new stadia and stands, 20 Active Engagement

clubs also looked at ways in which the development of their grounds might accommodate other facilities.

This has been reflected by the growing recognition, both within professional sport clubs and from regeneration professionals, of the ways in which this might link to community regeneration.

include the Reebok Stadium (home of Bolton Wanderers FC) and the Halliwell Jones Stadium (home of Warrington Wolves RLFC).

This rationale has applicability to all levels of professional sport clubs as shown in the following case studies.

Hull City AFC & Hull FC

Perhaps the highest profile current example of this thinking is the link that has been made between the building of the new Wembley Stadium and Brent Council’s ‘Our Vision for a New Wembley’ (Vision for a New Wembley, 2002 Brent Council)4 which states that ‘the regeneration of Wembley is central to Brent Council’s aspirations for the borough’. The new National Stadium forms part of a comprehensive development area containing the stadium, the London Convention Centre, Wembley Arena and exhibition halls within the Wembley Complex, set within a development comprising hotels, restaurants, offices, shops, leisure uses and affordable homes.

The programme also contains a strong community focus with a relocation of council services including a library and arts complex.

The Framework for Development for the programme ensures that the new Wembley Stadium contributes to the physical, economic and social regeneration of the local community.

Examples of recent completed stadiums built in the Northwest

Hull City AFC and Hull FC relocated to the KC Stadium in December 2002. The stadium is a state of the art facility within a larger complex also comprising multi purpose elite and recreational indoor and outdoor facilities and a crèche.

The Council demonstrated an appropriate need for their £43.5m investment in the project through a six point Mission Statement which saw the stadium complex as: • A catalyst for regeneration, • An opportunity to tackle social issues, particularly social inclusion, lifelong learning and healthy lifestyles; • Creating new opportunities for employment; • Providing a international standard exhibition and conference centre; • Developing a state of the art sports facility for professional sport clubs and the community,; • Providing a platform for the town’s professional football and rugby league clubs to build dual success on the field and to have commercial sustainability.

The stadium is located on the west side of Hull in an area of social and economic deprivation. In the 2004 Index of Deprivation, Hull was the 9th most deprived of the 354 local authorities listed. The five wards in the immediate vicinity of the Stadium showed two in the top percentile and three in the second percentile for deprivation in England. The Council demonstrated a strong community regeneration case for the development of the stadium.

The Council gave the responsibility of operating the stadium complex to a Stadium Management Company to whom, in the words of the Community Liaison Director, John North, it was made clear that ‘there was to be no more cost to the local rate payer’, a clear directive to develop sustainable income streams. A further condition was the provision of community facilities within the Stadium.

To this end, in conjunction with the local College of Further Education’s Sport and Performing Arts section, a 20,000 square foot Learning Zone has been created under the main stand with a more recently developed smaller Business Training Unit. In addition, the Council’s Sport and Recreation department have relocated to offices under the main concourse.

The general feeling of personnel involved is that bringing these services together has added value to the work of all those concerned.

The numbers of people visiting the Stadium complex is impressive; with 300,000 visits to the Learning Zone in is first year (conveniently situated next to the two clubs’ shops), and 200,000 users per annum to the GEMTEC indoor and outdoor sports facilities.

Although the clubs have not done any quantitative analysis of the conversion of people on courses to the status of new fans, both have had an increase in the numbers of season ticket sales since moving to the new Stadium. This could justifiably be attributed to the provision of a better match day experience. However, the noticeable increase in young people, women and girls in the profile of spectators is anecdotally seen by the clubs as resulting from the exposure of a new audience to the ‘hook’ of the Hull City AFC and Hull FC brands.

The success of the Stadium complex has already exceeded initial expectations with for example, the conference and exhibitions areas reporting between 4,500 and 9,000 delegates per month attending the on site facilities. Future plans for the complex include a hotel and additional conference facilities.

This has all been underpinned by success on the pitch. Hull City AFC now openly aspire to Premiership status, which would, in addition to bringing a welcome feel good factor to the club and their supporters,

Some clubs also looked to examples of stadia in America, where families are encouraged to be part of the whole match day spectacle, arriving early for the game and leaving late.

The Role of the Stadium in Community Regeneration bring in the view of John North, ‘the further benefits of increased visitors to the town providing a general boost to tourism in the area’.

For further information see www.kcstadium.co.uk.

From one perspective Hull’s experience could be seen as unique.

The Council benefited from a financial windfall due to the flotation of Kingston Communications, and decided to invest some of that windfall in a project that in part benefited the two clubs. However, the Council still needed to act within its powers, and put forward a strong regeneration case for that investment. The case study below shows that councils do not need a windfall to deliver investment to clubs.

Case Study: Doncaster Council funded new stadium Doncaster Rovers and Doncaster Lakers, along with the Doncaster Belles Women’s Football Club and Doncaster and Stainforth Athletics Club will be the envy of many professional sport clubs when during 2006 they move to the new £32m Sports Complex at Lakeside.

However, what other clubs might envy most is the fact that the Council has paid £30m of the build costs, funded through the disposal of Council assets and Council owned land.

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From the Council’s perspective this was very much a Mayoral commitment and Hull’s K.C. Stadium was used as a good role model.

Similarities also exist with Swansea’s Liberty Stadium, home of Swansea City and the Ospreys (Swansea’s rugby union club), where the Council built the stadium and the clubs are in effect tenants. Dave Hazard, Doncaster’s 3D Projects Manager and lead officer for the project states that ‘clearly the Council had to pay due regard to acting within its powers, but we did this and see the development primarily as a community facility whilst also enhancing the sporting opportunities for residents and the professional sport clubs’.

In addition to a 15,000 seat stadium, the complex will house a second similar pitch with a third community use full size pitch, a 6 lane athletics track, three 7 a-side pitches and eight 5 a-side pitches, 1,000 car parking spaces, all adjacent to a purpose built 10 acre public realm area for community use.

Negotiations are continuing relating to education and community use, a Martial Arts Academy, Conference and Health and Fitness facilities.

For further information see the Leisure and Tourism section of www.doncaster.gov.uk which describes the Lakeside Sports Complex.

These examples show how clubs have worked with their local authorities to be part of major regeneration programmes that result in significant benefits to both the clubs and to the community.

The catalyst in these instances took the form of a brand new stadium.

Recognising that this is not a current aspiration of the majority of the professional sport clubs engaged in the study, the report further concentrates on the wider applicability of this thinking; how can clubs at all levels engage with regeneration partners in a variety of ways to mutual benefit?

What to do next to take this further...

The case studies looked at how the stadium or sport grounds can be placed at the heart of community regeneration programmes. Clubs wishing to explore this further should: 1. Think about what they want to achieve in the longer term. Whether it’s a new ground or development of an existing ground, be ‘club led’ rather than ‘funding led’. It is crucial that clubs first develop their own ideas of the development they want. Think about what works for the sport and the club as a whole, in addition to local partners and communities, before thinking about where funds may be sought to assist any developments.

2. Develop an understanding of what is happening in your locality and why.

For example seek to understand some of the wider ‘master-planning’ or development aspirations of the local authority; what is happening around the club, what is being planned, and how can the club integrate with these plans and offer services? This can be achieved by establishing a positive dialogue with the Local Authority. Specifically, this will be through the Economic Development, Regeneration and Planning departments. A good place to start is the Local Authorities Unitary Development Plan (UDP) and Local Development Framework (LDF), both of which highlight a local authority’s development plans over a ten-year period. This information will be publicity available through Local Authority websites.

3. Think about who their wider partners might be. Subsequent chapters explore potential partnership arrangements, and provide case study examples. Appendix Two provide access to further information relating to the activities of potential partners.

Think about what works for the sport and the club as a whole, in addition to local partners and communities, before thinking about where funds may be sought to assist any developments.

Partnership Working Successful community regeneration involves effective partnership working.

Many clubs are already working closely with partners such as their local authority and fans groups including Supporters’ Trusts. This study has highlighted that Northwest clubs attach a high level of importance to partnership working, although, some clubs reported having very little involvement with other agencies beyond that of providing, for example, sports coaching through their community programmes.

24 Active Engagement

Active Engagement 25

Partnership Working

In wanting to engage further with local partners, the starting point is clearly to assess who those relevant local partners are. There are a range of practical examples in this report of how clubs have identified partners and undertaken a variety of activities to the mutual benefit of both the clubs and the partners. This section provides some practical examples of clubs working with regeneration partners, with community groups and with supporters. Health and education are assigned individual chapters, this reflecting the depth of current engagement and potential for future involvement in these areas.

Appendix Two provides information on relevant community regeneration initiatives and partners that may be relevant to clubs.

Regeneration Partners At its inception modern regeneration work, or improvements to the social, economic and physical fabric of communities, was largely undertaken by local authorities.

However, experience has shown that the problems experienced by disadvantaged and disengaged communities are complex and real change can only be effected through the engagement of a wide a range of key partners and stakeholders.

This extended framework might draw in for example, health and education providers, the criminal justice system, training providers, the private and voluntary and community sectors. These partners now frequently work together to provide services, and to target funding at deprived communities.

Why is regeneration relevant to professional sport clubs?

Millions of pounds of Government funds are driven towards regeneration programmes targeted at deprived communities. The maps in Appendix Three illustrate that the majority of NW professional sport clubs are located within these communities and have the potential to benefit from regeneration initiatives where they can offer appropriate services and functions.

Some clubs have been successful in accessing new investment from these sources, whilst others have not.

26 Active Engagement

A key problem for some clubs has been that of being funding led, ‘chasing the money’. Where clubs have been seen to be more successful this has been through close partnership working as a result of time spent building relationships and understanding the aims of their new partners and how they can assist. The case studies within this section aim to demonstrate ways in which clubs have successfully built relationships, aiming to avoid the need to build them in extremis.

Burnley FC: Partnership Working Burnley Football Club has not had a long tradition of working with its local Council. As Dean Ramsdale (Leisure and Community Manager at the Club), jokes, ‘we were founded in 1882, but have a relationship with the Council that goes back 12 months!’ Whilst recognising that this is not entirely true, the club has recently seen significant changes in the way in which it works with key local partners to the benefit of the club.

Like many other clubs Burnley Football Club turned to their local authority at a time of financial crisis.

Seeking support for the club at a time of need the club met with key stakeholders in the town to discuss ways in which the Council might help the club. Recognising the importance of the club to the town the Borough

Council agreed it would look to help.

Like many other local authorities it did not have spare funds enabling it to offer direct financial support.

However, from that initial meeting the club has embarked on a process of engagement with a number of key individuals and organisations in the town and the sub-region. The steps taken by the football club have included: • An initial meeting with representatives from the local authorities (both at local and at county level in the cases of Lancashire, Cheshire and Cumbria), including the Leader of the Council and Senior Officers from the Planning and Regeneration divisions, and local representatives of the Northwest Regional Development Agency.

• A subsequent series of meetings with various local authority officers, from planning, through regeneration to sports development. This has involved engaging with the Council at the most senior and at grass-roots levels.

• Working closely with the previous MP for the town, who assisted in brokering relationships and continuing this with the current MP who is also very supportive in engaging partnerships • Meeting Elevate, the Housing Pathfinder programme for East Lancashire, and representatives from the Northwest Regional Development Agency at the club.

This partnership development has allowed the Club to begin to gain an understanding of the wider context within which they were operating, and the key people involved in developments in the town. Dave Edmundson, the Chief Executive of the club was appointed to the board of Burnley Vision, established to provide a private sector perspective to economic development plans for the town, whose first task related to the development of the new Masterplan for Burnley Town Centre. Through this partnership working the club discovered for example, the need to have any new development it might be interested in incorporated into the Local Plan for the town. The club also discovered for example, more about Government Office for the North West (GONW), and how all their funding streams and programmes worked together.

Whilst this has not yet generated significant additional funds for the club, they are confident that these improved relationships will pay dividends in the long run. As Dave Edmundson states ‘as far as Burnley is concerned we are now in the Champions League when it comes to attending important and relevant meetings’, adding that it is no fluke that HRH the Prince of Wales and Richard Caborn, Minister for Sport have recently visited the club.

Burnley FC feel that as far as the town is concerned they are now on the map for much more than football.

Experience has shown that the problems experienced by disadvantaged and disengaged communities are complex and real change can only be effected through the engagement of a wide a range of key partners and stakeholders.

Partnership Working

Local communities ‘Football Clubs do not exist purely for fixtures; they are a fundamental part of their communities and the glue which can bind people together and provide a local identity in a way no other organisation can rival. They have the potential to be, and should be, living, breathing institutions that play an active role in many areas of its community life.’

(Phil French, Chief Executive, Supporters Direct - December 2005) In the first phase of the study all clubs reported some form of engagement with their local communities. Involvement with schools, frequently where player appearances were linked to sports coaching as a curricular or extra curricular activity was the most common. However, some clubs reported particularly innovative ways in which they have become engaged with communities, and the strong links that are subsequently being made with community regeneration programmes.

What does this mean to professional sport clubs?

In embracing this, clubs also reflect a voice of reason, succinctly expressed by Andy Gatcliffe, Chief Executive Officer at Warrington 28 Active Engagement

Wolves RLFC that says ‘a balance has to be struck between community engagement and commercial reality’.

The case studies in this and other chapters often reflect situations where a club has had to address that balance. Anecdotally, clubs reported that through greater involvement with their local communities they had derived indirect commercial benefits by attracting new supporters. Within the scope of this study, clubs did not provide quantifiable evidence of the financial benefit gained from attracting a new supporter through community engagement, although many clubs expressed an interest in tracking this benefit in the future.

Preston North End FC – nurturing the fans of the future Preston North End FC has made a commitment to attracting new fans at an early age and subsequently looking to sustain this support for the club. They are conscious of the competition and attraction for young people of their numerous close neighbours in the Premiership and, in addition to their Football In the Community scheme, have established a dedicated Community Development team at the club. One scheme, the ‘Mini Whites’ allows under 8s the opportunity to attend all league matches for free and then automatically enrols them in the

Young North Enders. This scheme, in the words of the club, has been given ‘unprecedented backing by the Football League’. The ‘Mini Whites’ scheme has only been running for just over one season but, even at this early stage, the club reports a 66.88% conversion rate of expired Mini Whites’ members to junior season ticket holders for the 2005/6 season.

For further information see the Fans section of www.pnefc.co.uk which includes the Mini Whites.

Looking to explore this potential benefit further, in a worked example, the financial benefit (using a yardstick of prices taken from the Championship to League 2 in the 2005/6 season) at today’s values of a club attracting one new season ticket holder at the age of 7, who maintains this status for 70 years, is given at £22,031. Assuming that fan purchases a number of cup tickets, programmes and club merchandise, and during their lifetime introduces three additional fans to the club, the present value is seen to increase to £86,771 in this instance. The full details of this study, including inflation options are given in Appendix Four.

Clearly this is an indicative example, assuming long-term support to a club. However, it does give an insight into the significant potential merits of community engagement that attracts and keeps new

audiences and fans. The figures can be changed to reflect endless scenarios, but even this limited study is powerful information for those campaigning to broaden the scope of their community work and increase the numbers of people who are exposed to the club brand.

Accepting the potential mutual benefit of community engagement, there are a variety of ways in which clubs can engage with their local communities, and many clubs will be well aware of a range of traditional community initiatives that have been taken by other clubs across the region. The following case studies demonstrate where clubs have become involved with their local communities, and in community regeneration, in new and innovative ways and of the mutual benefits derived to date.

Manchester City FC: Corporate Social Responsibility Manchester City FC has a long and strong track record of working with local communities: ‘City in the Community’ has been working for almost 20 years primarily on football and sports development.

However in developing a particular role in social and neighbourhood development, the club has broadened the spectrum of its community work to include: • Football and Sport; • Health;

• Sustained environments; • Life skills; • Citizenship; • Social Inclusion; • Quality management.

This focus has led the club into a wide range of projects that work with local communities, from multi-sports camps, through study support and learning projects, to health walks and crime reduction projects such as a midnight football challenge.

What is particularly interesting about the way in which Manchester City FC is developing its community work is that this is clearly set within the context of ‘Corporate Social Responsibility’ (CSR). Pete Bradshaw, Social Responsibility Manager for the club states that ‘social responsibility and social investment is, as it has always been, a major part of the clubs work.

Manchester City takes great pride in Manchester, its roots and its future vision. The Club works to play its part as a good neighbour for those who live here and for those who come to work and play here too’.

This approach has led to the point where the club is developing its work to include for example their new ‘One City’ inclusion and celebration of diversity initiative, and the new environmental project to develop one of the UK’s biggest land based wind turbines adjacent to the stadium. This will provide

‘A balance has to be struck between community engagement and commercial reality’

all the stadium and Sportcity power needs, whilst offering 100% renewable energy opportunities to people all across Manchester. The turbine will make a major impact in Manchester’s bid to reduce greenhouse gas emissions by 20% before 2010.

their focus on seven key areas, the majority of which relate directly to community regeneration. On a slightly different note, Everton FC has taken actions, which open up its community activities to enable it to attract additional grant funding as shown below.

Whilst Manchester City FC is keen and committed in its work with the community, this isn’t just because the Club feels it’s the right thing to do. They also recognise that the Club can reap the benefit of this work. The club has found that its approach to CSR has paid dividends in securing sponsorship and commercial revenue from partners such as Sony Playstation who have been hugely impressed by the club’s clear commitment to its responsibilities in the community.

Everton Football in the Community: Gaining Charitable Status

As the club states, in the increasingly commercial world of football, socially responsible companies are looking more and more for partnerships with clubs whose values mirror their own and where positive brand image attributes transfer to their own business.

For further information see The Mancunian Way section of www.mcfc.co.uk which describes the activity of City in the Community.

30 Active Engagement

Manchester City FC has found a broad spectrum of activities that can engage with local communities and other stakeholders through

Everton Football Club, also known as the ‘People’s Club’, already had an excellent record of community work prior to the decision to gain charitable status for their Football in the Community (FITC) Programme.

Indeed in 2004 they were awarded ‘Community Mark’ by Business in the Community in recognition of their socially responsible approach to their business operations.

The decision to seek charitable status was based fundamentally on the desire to extend their community work utilising the additional access that charities have to a range of grant funding sources. From the clubs perspective this approach was not aimed at producing any direct funding to the club, but at the potential for indirect gains by accessing new audiences, introducing them to the club and hopefully increasing revenue through for example, tickets and merchandise.

Gillian Morley, Fundraising and Communications Manager at Everton FITC, has worked from

The decision to seek charitable status was based fundamentally on the desire to extend their community work utilising the additional access that charities have to a range of grant funding sources.

Partnership Working

many years in the voluntary sector and with charitable organisations.

She is clear that gaining charitable status has given people a subtle change in perception of the work of the Everton FITC in that the word charity is linked to the concept of ‘giving back’, supporting the status of the ‘People’s Club’.

This has undoubtedly increased the interest of local business supporting the work of the FITC through sponsorship, providing funds, which can often be doubled through Sportsmatch. (Sportsmatch is the Government’s business sponsorship incentive scheme for grass roots sport, offering £ for £ against any new private sector sponsorship secured. See www.sportsmatch.co.uk.)

analysing a specific project within its schools development programme.

This looked to monitor continued attendance and interest in the club resulting from free tickets given to children who were involved with the project which also facilitated subsidised tickets for parents or carers. The results are awaited with interest, the whole issue of the indirect benefits to clubs of community work being much discussed.

An additional new benefit to the FITC has been the requirement to write a Business Plan to support the first 3 years of the new charity.

This resulted in scrutiny of previous working practices and procedures, challenging their ability to create the required robust and meaningful business plan. Gillian Morley feels that this has undoubtedly made the FITC more business efficient, which once again reflects positively when approaching local businesses.

The other major benefactor is the community who, from this positive cycle, see more evidence of their club working for and with them.

As part of this new ’business like’ approach, in December 2005, Everton FC started the process of

Everton FITC’s experience coupled with additional advice from those clubs who have been through this process, suggests that:

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To gain charitable status, an application must be made to the Charity Commission. Further information and guidance can be found at www.charitycommission.gov.uk.

• As with any new business, a Business Plan is needed, with a minimum of 3 years planning required, demonstrating how over that time period the FITC can become financially independent.

• There is a need to look at the current policies and procedures of the existing FITC. Ask a very basic question: ‘are they business like?’

• Getting the right mix of people on the Board of Trustees is essential.

This should include people with knowledge of the relevant sport, alongside people who have

experience of the voluntary sector and the working practices of a charity. Clubs have also benefited from ‘champions’ amongst Trustees, particularly those who have influential status within the community.

• Clubs need to build slowly and look at specific strengths in their own team or those of the club. For example, Everton FC has Steve Johnson on the FITC staff, captain of the England Paralympic Team.

They have used this as lever to develop work with people with a disability. Arsenal FC has used the various foreign languages afforded to them in the current squad and has used this to develop a particular focus on the development of modern languages within its FITC programme.

• Once established, clubs can explore the potential to bring all ‘community work’ to function under one umbrella. Charlton Athletic FC are one of the first to go down this route, where the FITC, the Academy and the Study Centre come under the auspices of the Chief Executive of the Community. This is a recent move, but the Club already report improvements in communication, lack of duplication, increased resources and gaining improved status for community engagement within the club itself.

Gaining charitable status may not be the route that all clubs wish to take with their community programmes.

However, these experiences provide useful guidance for any club wishing to improve the performance of its community programme, to attract new investment, and gain credence with community regeneration and potential business partners.

Supporters – Supporters Direct and Supporters’ Trusts Throughout the country, many clubs have a supporters’ club as a way of enabling fans to communicate with their club in a structured manner.

There is a wide range in the depth of relationships between clubs and these groups and consequently the extent to which supporters are involved within the operations of any given club. From a community regeneration perspective, the engagement of fans with a club can aid understanding of community needs and aspirations, and give credible evidence of community engagement at a strategic level.

In 2000, a Government appointed Football Task Force (FTF) recommended that supporters should be given the opportunity to be more involved in the running of their clubs. The government provided significant funds to establish Supporters Direct, the umbrella body for Supporters’ Trusts whose primary purpose is ‘to bring supporters together to positively influence the direction of their club’ (Guide to the Supporters Trust Movement, (updated 2005) Supporters Direct)5.

A Supporters’ Trust is formed on the basis of an ‘Industrial and Provident Society’; a not for profit company owned by its members. A Trust is a legally constituted body, which must be fully democratic in its operations.

From a community regeneration perspective, the engagement of fans with a club can aid understanding of community needs and aspirations, and give credible evidence of community engagement at a strategic level.

Partnership Working

Football remains the main location for Supporters’ Trusts although there are now seven Trusts in rugby league and three in rugby union, sports where Supporters Direct is currently aiming to access more funding to develop its work.

In December 2005, Supporters Direct listed 16 registered Supporters’ Trusts in the Northwest www.supporters-direct.org).

This study found that clubs were mixed in their views on Supporters’ Trusts. It was not a specific question in the survey and there were many clubs that, although they have Supporters’ Trusts, did not mention them. Where discussed, some accepted their involvement but others voiced concerns. However, the movement appears to be gathering momentum as FIFA and UEFA are currently looking at the Supporters’ Trust model to establish similar organisations in Europe, and the Government has pledged to expand the work of Supporters Direct and to secure its long term funding in the UK. The Future of Supporters Direct and Supporters’ Trusts In the Supporters Direct quarterly magazine (December 2005), Gerry Sutcliffe, Consumer Affairs Minister stated that: ‘For any organisation that hopes to sustain long term growth listening to the views of its core constituents is key….

The Labour Government has also 34 Active Engagement

recognised the contribution Trusts make to community development with a manifesto pledge of expanding the work of Supporters Direct and securing its funding’.

He continued: ‘The voice [of supporters] should be heard at every level of the game, for the good of the game, which is not just common sense but good sensible business practice.’

The same publication also reports on the 2005 National Conference of Supporters Direct, where Alex Phillips, UEFA Head of Professional Football Services, clearly identified UEFA’s vision of supporters having a central role in the ownership and operation of clubs. Further, the publication refers to an article in the Financial Times where FIFA President Sepp Blatter outlined his concerns that ‘Football is in danger of losing touch with the people and the communities that make it what it is’. He went on to recognise the powerful force that Supporters’ Trusts can play in reconnecting a clubs fan base with their club in a responsible and mutually beneficial way.

For further information see www.supporters-direct.org Why do professional sport clubs need to be aware of Supporters Direct and its work?

From a community regeneration perspective the involvement of a

club and its Supporters’ Trust can offer direct communication with fans, their needs and aspirations.

Fans living in the locality of the clubs are well placed to support a club’s engagement with community regeneration programmes and activities. Given the political will to see Supporters’ Trusts succeed, they are likely to provide a long term platform upon which dialogue and involvement can be built.

Telford United Supporters Limited – the Supporters’ Trust When Telford United were in danger of collapse, the Telford United Independent Supporters’ Trust already existed and looked to try and help the club in a time of need. The local MP, David Wright, a supporter of the club and a general sports enthusiast, encouraged the group. The group contacted Supporters Direct who assisted them to become a Supporters’ Trust; a legally constituted body, which was fully democratic in its operation.

The Trust (registered as Telford United Supporters Limited in April 2004) listened to the experiences of other Trusts who had been in similar circumstances, such as those at Exeter and Chesterfield, finding their advice to be invaluable.

Despite best efforts, however, the first battle was lost and Telford United was liquidated in May 2004.

However, the following day, AFC

Telford was born, developed by the Supporters’ Trust, but this was a team without a manager or any players. It had no assets and the lease of the ground, Bucks Head Stadium, was in the hands of the liquidator.

Lee Carter, Chair of the Trust states that their Trust status enabled them to build essential partnerships more quickly than if they had been in their previous guise of a supporters’ group.

‘Forming the Trust gave us a legal entity that proved the supporter meant business. By grouping together and establishing the skills available amongst the support base, we were able to talk with partners with an air of credibility about us.

We were able to prove that the supporters could run a football club.’

The political support from David Wright MP was crucial in brokering meetings with the Council. The aim was to bring them on board with the clear vision that their involvement would do more than just prop up a new football team in the town. As a result of negotiations, and joint agreement of this vision, the Council negotiated with the liquidator and was able to obtain the lease of the stadium and the associated assets.

This was secured just 24 hours before the Football League deadline for registering suitable playing facilities for the 2004/5 season.

The Council justification for its involvement is summarised by Steve Wellings, Corporate Director of Resources. Although the Council naturally wanted to help the community, their actions were seen as financially viable ‘as they secured the future of valuable asset in a key regeneration area at a very reasonable cost’.

While the other fundamental work of finding players and a manager continued, two companies were formed. The first to raise funds, and the second to build community work.

A senior manager from the Council, Mark Donovan, was seconded full time to work on community development with the aim to develop a true ‘Community Football Club’. This experience and knowledge of wider partners led to the local college becoming involved, leading to the development of state of the art sports facilities at the College and a multi purpose Learning Centre in the stadium.

This joint approach was financially supported by a successful £1.2m bid to the Football Foundation and £2m from the College.

The Council sought to support this sport-education link further, as outlined by Christine Davies, Corporate Director for Children & Young People’s Services, ‘We know from past experience that linking education directly with sport

From a community regeneration perspective the involvement of a club and its Supporters’ Trust can offer direct communication with fans, their needs and aspirations.

Partnership Working

produces improved health, better social skills, improved attendance levels and improvements in academic performance’.

powerful allies, such as the local MP and Council, who saw the Trust as more than a group looking to select the team for the match on Saturday.

The overall vision was that the project, initiated by the Supporters’ Trust, was seen as linked not only to the future of the club but to the future of the town as a whole.

For Telford, this certainly is not the end of the tale, to quote Lee Carter (adapted from Winston Churchill) ‘This is not the end. It’s not even the beginning of the end. But it may be the end of the beginning….’

The increased community involvement has already been seen to pay dividends. For example, the old club had four junior season ticket holders in its last season.

The new club already has 100.

Local businesses have been keen to support community engagement for example, with sponsorship of match attendance by local children.

The number of community teams has risen, including a women’s team and associated girls teams, and new projects to promote the inclusion of ethnic minority groups have been developed.

Lee Carter, at the forefront of the Supporters’ Trust development can now (should the occasion arise) drive his sheep around the town having been given freedom of the Borough Of Telford & Wrekin.

However, Telford United FC feel that the true value of their story is to illustrate the potential benefit of supporters having a recognised legal, democratic and business orientated framework under which to operate. Within this framework it was easier to gain the respect of 36 Active Engagement

For further information see www.tust.org.

This chapter has looked at a range of ways that professional sport clubs can engage with new partners, from key stakeholders in regeneration to communities and supporters. It is not the intention of this report to recommend for example, a move to charitable status for community activity, or comprehensive engagement with a Supporters’ Trust. However, the case studies and examples are intended to provide useful insights as to how other clubs have tackled some of the issues they have faced, and some of the lessons they have learned.

What to do next to take this further...

A key message from this chapter is the need for clubs to gain an understanding of the opportunities that are open to them. The previous chapter suggested that clubs wishing to develop their stadia needed to understand the wider context, and this holds true for the engagement of partners. In particular clubs can: 1. Engage with local regeneration partners to understand wider agendas and opportunities. These might include partners in health, education, community safety/crime reduction, and the local authority. In particular local councils frequently have regeneration teams, or regeneration professionals within for example, the Economic Development and Planning Departments.

Take time to explore how other clubs have been successful in developing these partnerships.

Appendix Two provides examples of the range of agencies involved in delivering these activities, and the sorts of programmes and projects they are delivering and/or supporting.

2. Look to ways to expand their engagement with local communities through a better understanding of that wider context. Understanding the demographics (see Chapter T3) of, and key issues facing, local communities should form the underpinning of such developments: Manchester City FC report listening closely to local communities to develop the One City inclusion and diversity initiative.

3. Look to better understand the needs and aspirations of local communities and of fans. This could be done through engagement with local supporters organisations, who can provide valuable information and support to take forward community regeneration activities.

Look to ways to expand their engagement with local communities through a better understanding of that wider context.

Health In recent years there has been a growing recognition that health and well being are fundamental to community regeneration. Improving the health of the nation and tackling health inequalities, are high priorities for the Government. Media coverage of issues such as the growing concern about childhood obesity, the increasing number of deaths caused by cancer and the cost of poor health to the nation are an almost constant feature in the media. The hard facts speak for themselves; for example in 2004, the National Audit Office reported that obesity alone costs the NHS ÂŁ500 million per year and the cost to the wider economy of ill health through lost productivity is ÂŁ2 billion per year.

38 Active Engagement

Active Engagement 39

Health

The Government’s most recent response has been to consult the public on how health delivery could be made more effective and subsequently to publish two key Department of Health documents: Choosing Health – Making Health Choices Easier, 2004 Department of Health6, and Delivering Choosing Health, 2005 Department of Health’7. The latter document is supported by two Action Plans: • Choosing a Better Diet: focusing on healthy eating and nutrition; • Choosing Activity: focusing on increased physical activity.

Why is the health agenda relevant to the professional sport club?

As a focal point within the community, the professional sport club has a valued part to play in the delivery of ‘Choosing Health’.

However, to be sustainable this role needs to be of mutual financial benefit, whether direct or indirect, to all parties. To understand what the professional sport club has to offer and how it might engage, it is first necessary to overview the two documents: Choosing Health has three key principles: Informed choice for all The public want to make their own decisions about choices that impact on their health. To do this they need 40 Active Engagement

to be provided with the support to make that informed choice.

Personalisation Support has to be tailored to the realities of life. Deprived communities frequently find current services do not meet their needs and are difficult to use.

Working together Health needs to be everyone’s business, with progress dependent upon partnership working.

To make this happen, it is recognised that: • To communicate effectively new lines of communication are required; • To support children and young people to make informed decisions, information must be provided by the wide range of people they engage with, at home, in school and in the wider community; • The local community has great potential to make a positive impact on provision; • Sport is a powerful tool in delivery, having a huge reach, broad engagement and a strong community base.

This summary points to the case for professional sport clubs to be playing a key role in ’Delivering Choosing Health’, as they have tangible resources to offer to those responsible for delivering health

services. The power of sport is increasingly recognised as having a unique ability to engage key sections of the community, and in particular those people who may have traditionally excluded themselves from healthcare services. People identify with their heroes and heroines on the sports field and many have a unique loyal relationship with their local professional sport club. The club and its players can offer an unparalleled means of communication to groups such as young people & children, young men and families.

Manchester United FC: Everyday Sport Bridging health and education, Manchester United FC has developed a 15-minute DVD to be distributed and shown in schools.

The DVD supports Sport England’s Everyday Sport initiative, which aims to encourage young people to build sport into their everyday lives. The DVD shows United stars playing frisbee, taking the stairs instead of the lift, forsaking the team bus for a walk, and cycling and boxing.

The DVD includes stars of the team and Sir Alex Ferguson acting as role models. As stated by Minister for Sport, Richard Caborn it is a great example of how Sport England can get ‘added value from the iconic institutions’.

To quote Wayne Rooney at the launch: ‘As football players, we are role models for children and it’s important to get the message across about the value of playing sport.

You have to push yourself, even if it’s only to take the dog for a walk.’

For further information see www.everydaysport.com.

Disadvantaged communities in particular are seen as a target group, indeed these are frequently the communities where ill health is most prevalent. As indicated earlier in this report, a geographical map of the professional sport clubs in the Northwest overlaid with the areas of highest deprivation shows remarkable similarities.

Professional sport clubs are often

both physically located at the centre of the community and also perceived as being at the heart of that community. A club may offer significant marketing resources and potential to communicate; not only a stadium full of opportunities for signage, billboards or posters but programme advertising, player endorsement of campaigns, ‘carrots’ to participate in activities or customer surveys and frequently the professional sport club gets more column inches and air time than any other local organisation.

Who has the responsibility to deliver health services?

The diagram below illustrates the delivery structure of health in this country.

The Structure of Health Delivery (Adapted from RFL, 2005) Department of Health (DoH)

Strategic Health Authorities

Primary Care Trusts

NHS or Acute Trusts Foundation Trusts Ambulance Trusts Care Trusts Mental Health Trusts

Local Health Economy Hospitals, Pharmacies, GPs, School Nurses, Health Visitors, etc.

The power of sport is increasingly recognised as having a unique ability to engage key sections of the community, and in particular those people who may have traditionally excluded themselves from healthcare services.

Health

The delivery of health services starts with the Department of Health’s budget to the NHS (currently £65 billion). There are currently 28 Strategic Health Authorities (SHAs) in the country, 3 of which are in the Northwest. It should however, be noted that the structure of SHAs is currently under review and this configuration is likely to change to become coterminous with regional Government Office boundaries.

The SHAs have a strategic role in developing delivery plans and monitoring and evaluating health services at a local level. Each SHA area is split into a number of ‘Trusts’, of which the most relevant for professional sport club is the Primary Care Trust (PCT) who receive approximately 75% of the NHS budget.

Primary Care Trusts have responsibility for NHS local health provision. They are the front line deliverers of healthcare servives, are more locally based and consequently more able to focus on the specific needs of their communities. They aim to ensure hospital care is available when required but also provide the additional services such as GP’s, dentists, physiotherapists and health visitors. They are funded by the Department of Health and are set targets by the Government. PCT’s are currently undergoing considerable change including mergers between some neighbouring Trusts and a move 42 Active Engagement

towards a stronger commissioning role.

A future partner that clubs may consider working with, will be the NHS Foundation Trusts that are currently being established. These are a new type of hospital that is run by local managers, staff and members of the public, tailored to the needs of the local population.

The main relevance is that they have more financial and operational freedom than other NHS trusts and they have an enhanced local community focus. This may lead to a Trust being a valued partner in building a club’s community engagement profile around health.

There are currently only four Foundation Trusts in the Northwest (in Stockport, Preston, Chester and Liverpool), with a further three (in Salford, Liverpool and Clatterbridge on the Wirral) currently submitting applications. Further information can be found at www.doh.gov.uk Warrington Wolves RLFC – building a healthy partnership with the local PCT Andy Gatcliffe CEO at Warrington Wolves is adamant that ‘a balance has to be struck between community engagement and commercial reality’. That driver was firmly behind creating a sustainable business case for the new Halliwell Jones Stadium when Wolves looked to move to their new home from the old Wilderspool stadium. The Club

was totally committed to community work, indeed had won successive Rugby League Community awards, delivering a much valued service.

The balance sheet, however, reported a £3/4m debt per annum.

To survive, Warrington Wolves recognised the need to engage with commercial partners from within its community.

One avenue followed was that of health. An analysis of the delivery of services by the Warrington PCT showed a fragmented geographical spread of buildings many in tired surrounds. Andy Gatcliffe, supported by the local MP Helen Jones, approached the PCT with the vision of delivering a number of services from one venue within the framework of the new stadium.

with the club (and its profile) gained additional support when the redesign of service provision was originally discussed.

The club receive a guaranteed rent for the health suite but it is the evolving indirect outcomes of the project that the club consider even more fruitful. Traditional professional sport club and community work involves the club going to the community. This is one of many schemes at Wolves that reverses that trend and brings the community to the club. As a direct result, new interest is sparked and new relationships built, which are now starting to be reflected in increased revenue, as summarised by Andy Gatcliffe:

Lindsay Rawlins Lamb (Warrington PCT Project Manager for the Warrington Wolves Project) admits that the timing was right.

They too had identified a need for change and were open to new opportunities. Negotiations between the club and the PCT culminated in a 17,000 sq ft health suite on the east side of the stadium.

‘The increasing footfall at the Halliwell Jones Stadium in relation to the ever growing users of the health services at the Wolves has resulted in a further uplift in season ticket sales for the 2006 season.

The largest season ticket category increases coming from Concessions, Full Family and Single Parent families, whom are all regular users of the PCT facilities at the stadium.’

The benefits to the PCT have been that by co–locating and/or redesigning services, extra capacity has been built in with the result that waiting lists for some services have decreased and access to all services has increased. They also acknowledge that the connection

The partnership between club and PCT is still in its infancy. However, other projects in areas such as combating testicular cancer or smoking cessation both targeting the captive market of the crowd at Wolves, have been successfully run.

The club also acted as a popular

venue for a PCT organised Healthy Walking Day. The advice from both parties to others thinking of developing similar partnerships is ‘do your homework first’. Clubs need to find out what are the specific local health issues.

The Warrington PCT particularly recommends the need for clubs to engage with local voluntary groups to assess their priorities, particularly in the light of the fact health services generally are moving towards a more community based focus. Building wider partnerships is fundamental; clubs should consider who else needs to be involved? This could be the local authority and in particular the social services, as in the future a more integrated service delivery between health and social services is envisaged.

The answer to the inevitable cry, ‘yes but we don’t have the benefit of offering a new stadium’, is to think about what a club can offer that would be beneficial to their own PCT. It might be the location within the community or advertising to a target market. It all comes back to knowing and understanding their locality.

As a final positive comment, Lindsay Rawlins Lamb was keen to point out that one major benefit to the club in making the link to the PCT was that the NHS are an excellent partner who can be relied upon to strengthen a club’s profile

Foundation Trusts have more financial and operational freedom than other NHS trusts.

This may lead to one being a valued partner in building a club’s community engagement profile around health.

and standing within the wider community.

For further information see www.warringtonwolves.com and www.warrington-pct.nhs.uk.

The Warrington Wolves example demonstrates how a club has been successful in attracting significant funds to support the development of part of its stadium through community regeneration, and to generate an ongoing revenue income stream. The case study below demonstrates how clubs have also been successful in attracting funds to run programmes that bring new fans to the clubs, also increasing income.

St Helen’s RFLC: ‘Fit for Life’ programme The Saints ‘Fit for Life’ programme is run in conjunction with the St Helen’s Health Partnership (formerly Merseyside Health Action Zone), which seeks to address concerns regarding the low levels of health and fitness amongst young people in the area.

The target group are Year 10 pupils who often lose out on curriculum PE time due to pressures of GCSE timetabling. The programme lays the foundation for individuals to regain that time by taking control of their own leisure time. Saints consider they provide the ‘wow’ factor of an induction session at the club’s 44 Active Engagement

indoor training facilities, which is then followed up by a 6-week programme in schools supervised by the club’s community team. The club have receive an annual £30,000 grant to run the programme.

The club also provide schools with complimentary tickets to give to those students they wish to reward.

The programme, which started in 1998, engages directly with 1000 students per year. Some evaluation has been done on the conversion rate of programme participants to season ticket holders at the club. This, as reported by Gordon Pennington (Saints Community Development Manager) has been shown to be an impressive 15%, interestingly a majority of which are girls who ‘discover the match day experience is not just a game of rugby and enjoy the glamour and buzz of the occasion’.

The club is well aware of this potential indirect commercial benefit of extending its community health work, as summarised by Gordon Pennington, ‘Saints have a strong community focus, which has been developed with a clear brand and an interactive marketing strategy, that links quality community outreach work to club promotions, gameday, commercial sponsorship and media management. The ultimate aim being to engage more people in the Saints experience and the sport of rugby league.’

‘Saints have a strong community focus, which has been developed with a clear brand and an interactive marketing strategy, that links quality community outreach work to club promotions, gameday, commercial sponsorship and media management.’

Health

Several Northwest clubs are already involved in the Healthy Stadia project, which is described below. An underlying philosophy of this work is the value of partnership working and community engagement to achieve its aims.

Healthy Stadia projects in the Northwest A healthy stadia is defined as ‘one which promotes the health of visitors, fans, players, employees and the surrounding community. It is a place where people can go to have a healthy experience playing or watching sport’.

(Health Stadia programme – Northwest England There are two Healthy Stadia projects in the Northwest. The first is a collaboration between the Federation of Stadium Communities (FSC), the Healthy Settings Unit at the University of Central Lancashire and the Northwest Regional Public Health Department.

This programme was initiated by an audit of all health related activities at 30 professional sport clubs in the Northwest. Further to the audit, 4 stadia (Blackburn Rovers FC, Blackpool FC, Oldham Athletic FC, and St Helens RLFC) were selected for a pilot programme. Minimum standards for a ‘Healthy Stadia’ were set and a framework agreed for each club to work towards these standards. At a consultation event 46 Active Engagement

What to do next to take this further... in June 2005 the concept of setting minimum standards was considered problematic due to the wide variation in size, age and available resources of stadia. Stakeholders did agree, however, that they saw partnership working and community engagement as crucial to the attainment of any standards set.

In response to this consultation the aim of the programme has been refined: ‘To produce Northwest regional guidelines for sports stadia to ‘sign up to’ and to use to develop partnerships and community engagement work. To facilitate partnership working between stadia, Primary Care Trusts, local authorities, local strategic partnerships, health agencies and community groups to enable joint working on health initiatives.’

The work is due to be completed by the end of March 2006, afterwhich a dissemination event will be organised.

across Merseyside at Everton FC, Liverpool FC, Tranmere Rovers FC, Aintree Race course, the Halton Stadium and St Helens RLFC, to develop aspects of their work and practice around food and nutrition, a smoke free environment and physical activity.

For further information contact: • Heart of Mersey: www.heartofmersey.org.uk • Mark Haig: mark@haigassociatesltd.co.uk

Warrington Wolves demonstrate exemplar working with their local PCT. However, it is important to remember that each PCT sets its own priorities and budgets. Clubs should therefore: 1. Find out more about their local PCT, the key representatives, its structure, local service provision and the health priorities of the communities within their core catchment area. This information can come from basic resources such as the local media and from web sites, for example: www.pctdirectory.com.

Having located their PCT, find its website e.g. www.bkwpct.nhs.uk or www.warrington-pct.nhs.uk. General information on the Department of Health can be found at www.doh.gov.uk.

2. Through existing partners in the community or by developing new partnerships, particularly in the voluntary sector, find out what these groups feel about the existing local provision for health and what the perceived gaps are.

3. Identify what gaps the club can help address; what can the club offer to assist the PCT. This might initially be communicating with hard to reach groups that identify with the club and its players. This might be a client group within the home crowd, for example young men, disaffected young people or armchair supporters who need extra motivation to participate in physical activity.

4. Clubs can also campaign to influence local decision makers as they progress plans within the Club. Target those people in the health sector such as those leading on public health and capital developments within the PCT. In addition, contact the local MP and relevant council members.

5. Using this information, clubs should create a business plan and vision for partnership working between the health sector and the club, seeking to engage as many partners as possible in this plan.

For further information contact: • NW Public Health: jackie.brennan@dhi.gsi.gov.uk • FSC: judy.crabb@ stadiumcommunities.org.uk

6. Armed with the knowledge of this research, clubs should look to engineer an initial discussion with the relevant staff from PCT and to include, if considered relevant, others such as the local MP or representatives from the local authority.

The second Healthy Stadia project is based on Merseyside where it is being coordinated by the Heart of Mersey initiative. The project is working with six sporting venues

7. As part of this whole process, a key regional group who would be keen to engage and add value to that work is the Northwest England – Healthy Stadia Programme. In addition, those clubs in the Merseyside area can contact the local ‘Heart of Mersey Healthy Stadia Project’. (See the Healthy Stadia inset for further details and contact information on both of these programmes.

Using this information, clubs should create a business plan and vision for partnership working between the health sector and the club, seeking to engage as many partners as possible in this plan.

Education Education is a key element of most community regeneration programmes, as it provides a strong platform for many clubs to broaden the base of their work into wider regeneration programmes. From the very early days of links between sport clubs and communities, there has been a relationship between schools, colleges and professional sport clubs, acknowledging the power of sport to influence young people. This continues to develop, as emphasised by Denis Leaman (Football in the Community Development Manager), ‘Education is still recognised as a core area of delivery of the Football in the Community programme’s work’.

48 Active Engagement

Active Engagement 49

Education

Traditionally, much of this work has involved using the club’s coaching or associated staff (such as FITC staff) to work in schools. This is frequently supported by players who deliver motivational coaching sessions that aim to inspire young people to take part in a range of sporting activities. This has and continues to be successful, although some clubs indicated that this work although valued by all, operates at a financial loss to them and is therefore potentially unsustainable.

This was the scenario at Salford City Reds (see Case Study) who looked to an alternative way of working in schools using the ‘hook’ of being associated with the club to deliver other areas of the curriculum for which funding could be sourced.

Why is the link to education relevant to professional sport clubs?

All the clubs involved in the compilation of this report had some engagement with education. Clubs generally recognised that working with schools is a valued way of engaging the local community and a promotional tool for the club. The message of this section is to encourage clubs to look at opportunities in the wider education agenda. This has been seen by some clubs as a means of further increasing work in the community enabling them to access any potential funding available, and thus creating a more sustainable business model.

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The Department for Education and Skills (DfES) has recognised that sport can be used to help in delivering education for all ages and abilities across the curriculum, including adult education and vocational training. A recurring theme in this study is the geographical location of clubs often being in some of the highest areas of deprivation. In the case of education the DfES is committed to tackling the demonstrable link between poverty and underachievement, for example as shown by their own figures from a 2001 survey, that while two-thirds of pupils in schools in more prosperous areas get five good GCSEs, only a fifth in schools with the poorest intake achieve the same.

Playing For Success Perhaps the best known of the DfES initiatives is ‘Playing for Success’ established in 1997. As part of this programme Study Support Centres are established for out of school hours learning opportunities for pupils identified by schools as needing additional help in numeracy, literacy and ICT skills. In December 2005, there were 19 Study Support Centres either operating or being developed in the Northwest. These centres are increasingly being used for other day time work and holiday provision for groups such as adult education, parents and careers, families, and gifted and talented courses. The

fact that 50% of the clubs featured in this report have engaged in the ‘Playing for Success’ programme is an illustration of the value clubs involved attach to having a facility that promotes additional opportunities for community engagement.

The scheme has an excellent web site for further information: www.dfes.gov.uk/playingforsuccess.

Whilst ‘Playing for Success’ operates in a number of clubs across the region, others are looking for new ways to engage in education as shown by Salford City Reds work in education linked to business enterprise.

Salford City Reds RLFC: ‘Sporting Enterprise’ ‘Sporting Enterprise’ at Salford City Reds is a new innovative scheme aimed at GCSE pupils, bringing together the club and local education providers to deliver through Pendleton College, an accredited Open College Network module involving business studies and enterprise, event management, sports participation and volunteering.

The Local Education Authority (LEA) requires every school to deliver 30 hours of ‘Business Enterprise’ to Year 10 pupils. Government funding is made available to schools for this purpose through the LEA.

Experience has shown that real life business opportunities within schools are limited, resulting in many schemes being contrived and not really engaging the enthusiasm of the pupils. Salford City Reds consider that this particular scheme has a particular attraction for many young people, it being part of a ‘real’ business project linked to the club, which they admire and find exciting.

Each group of young people form their own company and nominate roles of CEO, Marketing Manager, Sports Manager etc. The aim of the ‘business’ is to promote the Salford City Red’s brand, tickets and merchandise. A business plan is drawn up and is presented to the actual Board at the Reds. The backroom staff at the club takes an active part in the scheme meeting up with their young counterparts to offer advice. The students also have access to players to help in the promotion of their business.

Students are asked to use community engagement as a focal point of their marketing strategy.

Two current schemes linked to the programme involve the students working within the community to promote physical activity, health and wellbeing while marketing their company to a wider audience.

One of these is the opportunity for students to take the RFL Junior Rugby League Organiser’s award which they then use to coach in the

school’s primary cluster schools.

The other involves organising a ‘Fit Club’ within the school for the wider community. The success rate of children galvanising their parents and neighbours in to action is impressive!

Time will tell, the scheme only being in its infancy, but it may be that youthful innovation and enthusiasm are also found to be successful as a new marketing arm for the Salford club.

Whilst little evidence was found to demonstrate the direct value to clubs of engagement in education, anecdotally, as has been indicated previously in this report, most clubs involved in the study believe they do derive benefit in the form of new fans.

The link between professional sport clubs and education has traditionally related to work with schools.

However, community regeneration programmes also frequently involve lifelong learning programmes including for example, adult literacy and numeracy projects. Clubs have looked to ways to attract funding to run such programmes through existing or establishing new programmes of activity.

Literacy projects and programmes RaW (Reading more and Writing better) is a BBC initiative targeted

All the clubs involved in the compilation of this report had some engagement with education. Clubs generally recognised that working with schools is a valued way of engaging the local community and a promotional tool for the club.

Education

at emergent readers aged 25 -54.

Launched in October 2005, the first phase focused on building awareness, partnerships and RaW centres, some of which are based at professional sport clubs (e.g. at Brentford FC). The next phase, ‘RaW passions’ commences in March 2006, with a focus on reading for pleasure through people’s own interests. The FIFA World Cup 2006 has already been mentioned as a target to attract sports enthusiasts.

For more information, visit www.bbc.co.uk/raw.

A second project ‘RIF’ (Reading is Fundamental) is an initiative of the National Literacy Trust aimed at children and young people realising their potential by motivating them to read. A Football Foundation grant has enabled 30 Football Clubs to host RIF projects on site, including nine in the Northwest.

More information can be found on the National Literacy Trust website, www.literacytrust.org.uk, which is also useful to keep up to date with other opportunities to engage with their work.

Schemes such as these are seen as opportunities to extend the work of a facility such as a Study Centre, accessing new funding that may be available.

The link between professional sport clubs and education is not new, and the principles certainly will 52 Active Engagement

not be news to clubs in the region.

However some clubs are starting to move into new broader areas of education, and to connect this work more fully with community regeneration, opening up new avenues to funding. As with the other chapters of this report the key is to gain an understanding of the wider context, and to identify key stakeholders and partners in this area.

What to do

next to take this further...

It has been stated that all clubs in this study have some link with education. The first step to taking this further is therefore to build upon those links:

4. In Further and Higher Education, colleges and universities may have a dedicated Sport and/or Leisure department to deliver courses such as BTEC National Diplomas, National Vocational Qualifications (NVQ’s), undergraduate and postgraduate courses. Colleges are generally keen to promote links with their communities to enhance the quality of their course delivery.

1. Work with existing contacts to discover more about who are the key stakeholders in education and training provision in the area. The list of providers is vast and the ‘landscape’ is one of continual change. However, it is hoped that the following information will provide a basic starting point from which it is anticipated other leads will develop.

2. In primary and secondary education a key group is that of Specialist Sport Colleges and School Sport Partnerships.

These are at the hub of the Government’s strategy to enhance young peoples’ opportunities to take part in sport, and to use sport to generally increase standards of attainment across the curriculum.

At the heart of this group is the Partnership Development Manager whose role is to develop strategic links with key partners in sport and the wider community.

3. Most local authorities will have a sports development unit, which can also be a key partner in the link between schools, clubs and other sports related organisations in the area.

Partners in the business community are particularly beneficial to add value to the vocational element of any course. In the Northwest for example, one specific course, an HND in Sport Studies, is validated by the University of Central Lancashire and delivered through a number of partner FE Colleges across the region. A core curriculum is followed in addition to each college having a specialist area where engagement with professional practice or an associated business is required. This presents potential links for professional sport clubs. For further information please refer to www.uclan.ac.uk.

5. A key partner in the area of lifelong learning is currently the Government funded Learning and Skills Councils (LSC). The LSC’s are responsible for the planning and funding of high quality vocational education, in their own words ‘to improve the skills of England’s young people and adults to make sure we have a workforce that is of world class standards’ (www.lsc.gov.uk).

Within the remit of the LSC’s, two specific areas of interest for clubs are: • Learning Partnerships: These have been set up across the country to promote collaboration between the various deliverers of post 16 education (schools, FE, work based and adult education). One of their main aims is to maximise the contribution of learning to local regeneration.

• Neighbourhood Learning in disadvantaged communities: The Government has made engaging more socially disadvantaged people in education a key priority for LSC’s, considering their engagement to be essential to achieve its ambitions of a knowledge driven economy, sustainable communities and a culture of lifelong learning.

There are currently five LSC’s in the Northwest, which are generally coterminous with the county administrative boundaries. Contact information for key personnel can be found at www.lsc.gov.uk. Further information including individual contacts on the 19 Learning Partnerships in the Northwest can be found at www.lifelonglearning.co.uk/llp.

Most local authorities will have a sports development unit, which can also be a key partner in the link between schools, clubs and other sports related organisations in the area.

Understanding Your Local Community Much of this report has concentrated on the specific ways in which professional sport clubs can liase with other partners to benefit their own business and the communities around them through partnership working, and by exploring new activity linked to community regeneration. As shown, clubs are increasingly looking to other ways of maximising income streams to support sustainable business planning. The study found a range of innovations and ideas that can generate new income for clubs, many of which have already been identified in this report. Almost all of these ideas demanded a closer understanding of customers, both existing and potential, and of local communities. One particular way of increasing this understanding, and an area that was raised frequently in the first phase of the study, is through Customer Relationship Management (CRM).

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Active Engagement 55

Understanding Your Local Community

A number of clubs have developed, are developing or considering developing some form of CRM. The link between CRM and community regeneration lies in the information that CRM can generate to support approaches to local partners, and also in the wider understanding of local communities that it can generate. Many potential partners will require detailed information in relation to the communities clubs engage with, especially when considering joint initiatives and partnership working.

What does this mean, and why should it matter to professional sport clubs?

Many businesses practice the principles of CRM to maximise their business relationships, and ensure they benefit fully from customer loyalty. CRM concentrates on understanding customers, and providing the goods and services they want. In many instances when businesses think about developing CRM they think only of IT systems.

However, whilst data gathering is clearly fundamental to CRM, the Bolton Wanderers FC case study suggests a need for a broader underpinning approach.

CRM is a growing area in football.

Many clubs taking part in the first phase of the study expressed an interest in developing CRM, and recognised the need to know more about their fans, or as some call 56 Active Engagement

them, their customers. In community regeneration terms clubs need to make a strong case for example, when approaching public sector partners in relation to opportunities for local partnership working.

They can do this when they can demonstrate that people from disadvantaged communities are regularly involved with the club in some way.

The case study below also shows how the introduction of CRM can support sustainable business planning.

Bolton Wanderers FC: Customer Relationship Management In tandem with their move to the Reebok Stadium in 1997 Bolton Wanderers FC (BWFC) state they also changed their thinking, recognising that in order to progress they needed a radical shift in their business philosophy from one which simply managed a 25 day a year football stadium to one which sought to build and establish a broad based sport and leisure business operating 365 days per year.

The Reebok is now a truly multifaceted stadium complex, a state of the art venue staging major sporting and music events. It is a tourist attraction, a place to work, dine, and even sleep and is now one of the biggest employers in the town

of Bolton. As a consequence of developing this innovative business model, more than 20% of the club’s income is now generated from non-football related activity. This provides much needed additional income for investment in its core business of football, which it considers has helped to secure and sustain Premier League status.

Gareth Moores, the club’s Commercial Director, also believes that the club has learnt much from their joint venture partnership with the DeVere Hotel Group, and specifically the four star DeVere White’s Hotel, the UK’s first fully integrated stadium hotel built into the South Stand of the Reebok Stadium. In Gareth Moores’ view ‘Football clubs need to recognise that they are no different to any other service led business in that they need to establish and develop strong mutually beneficial relationships with their customers if they are to retain customers and maximise revenue’. This philosophy has given rise to the implementation of a Customer Relationship Management (CRM) programme at BWFC, now a growing concept both within football and throughout the professional sports industry.

Customer Relationship Management Sport clubs have traditionally been able to rely on the loyalty of their supporters to see them return

to their club week after week and spend money irrespective of how well or badly treated they might feel. BWFC feel that this philosophy needs to be replaced by the recognition that with televised football at an all time high, clubs need to address their service and quality standards if they are to avoid losing customers who now often have the choice of supporting their team from the comfort of their own armchair.

BWFC have chosen to embrace a ‘Customer is King’ philosophy, and consider they are increasingly reaping the rewards. Whilst CRM is not just about Information Technology, the club have recognised the benefits of investing in a specifically integrated software system which enables them to collate information, understand their customers better and target their marketing activities more effectively.

BWFC however have taken this a step further by developing, with the aid of smartcard technology, an innovative rewards programme.

The programme used by Bolton adds tremendous value to the club-supporter relationship by rewarding customers with points, effectively ‘football cash’ whenever they show their loyalty by choosing to shop with BWFC’s many retail/ affinity partners. Customers are subsequently able to redeem their points for tickets, merchandise, and a range of other goods and services

at the Reebok Stadium, thereby lowering their cost of football.

The successful deployment of this technology however not only allows BWFC to reward its customers, but also provides highly detailed customer data and information, for example which games customers attended, and which they did not, how many minutes before kick off did they enter the turnstiles, which of BWFC’s retail partners they choose to shop with and finally the frequency and value of those transactions. The depth and quality of this information cannot be underestimated, offering the club a very comprehensive insight into the behaviour and preferences of its customers, thereby allowing the club to segment and promote its many products and services to only those whom are most likely to purchase.

While investment in technology has helped to facilitate the delivery of CRM, BWFC believe that technology alone is not the answer, believing instead that the implementation of CRM requires a more in-depth and far reaching approach.

Gareth Moores believes that the successful implementation of CRM requires the entrenchment of the overriding ‘Customer is King’ philosophy throughout the entire culture of the organisation which all employees can embrace.

It is this firmly held belief that

CRM concentrates on understanding customers, and providing the goods and services they want.

Whilst data gathering is clearly fundamental to CRM, the Bolton Wanderers FC case study suggests a need for a broader underpinning approach.

Understanding Your Local Community

has seen BWFC invest heavily in its people, an investment in recruitment, training and employee development which has resulted in the club becoming the first Premier League club to secure ‘Investors in People’ status. As Gareth Moores states: ‘Only by investing in their own people can the club deliver the levels of quality and service standards that our customers have the right to expect, standards which will serve the club well as we continue to progress and prosper as an increasingly successful Premier League Football Club’.

For further information see the Tickets section of www.bwfc.co.uk which describes the Teamcard initiative.

Whilst Bolton Wanderer’s FC’s developments in Customer Relationship Management are clearly business focused and, as befitting a Premier League club, are supported by a sophisticated integrated software system, the principles should be of broader interest to clubs wishing to engage in community regeneration.

Understanding more about the fan, or customer, base is of critical importance in demonstrating to potential partners that target groups can be reached through the club’s activities. The implementation of basic systems of information collection can assist clubs to develop an understanding of the communities they come into contact 58 Active Engagement

with (whether fans, customers, or for example participants in an education or health programme), and to provide an evidence base for much of the work discussed in this report.

What to do next to take this further...

As highlighted in this report, a number of clubs have developed, or are considering the development of some form of CRM, including basic software packages, or even in similar ways to that of Bolton Wanderers FC. However, others are only beginning to look at this as an issue.

On a basic level clubs can: 1. Think about what they already know about their fan base, and how they keep that information. Does it provide a basis upon which they can begin to develop a deeper understanding, and provide an evidence base to become involved in new community regeneration programmes?

2. Think about what additional information it would be useful to have, either for their own business planning, or as supportive information with which to approach other partners.

3. Think about the ways in which that information could be gathered and stored. There are a range of ‘off the shelf’ packages available. Talk to other clubs about their systems. What works and what does not? What information has been of interest to other partners?

Think about what additional information it would be useful to have, either for their own business planning, or as supportive information with which to approach other partners.

Health

Conclusions and Recommendations

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Active Engagement 61

Conclusions and Recommendations

The primary aim of the first phase of this work was to gather information on 38 professional sport clubs in the Northwest, in particular looking at how those clubs engage in community regeneration and, in turn, how that can benefit the club in terms of sustainable business planning. Following face to face interviews with 36 clubs, it is clear that diversity is fundamental to the ways in which those clubs operate; diversity of ownership of a club and its assets, operating and financial arrangements, in engagement with other partners and with the community, and perhaps most fundamentally diversity of fortunes.

It will not come as a surprise to any of those clubs that gates, season tickets and financial security are hugely dependent upon performance on the pitch. However, what is clear from the study is that there is also diversity in the ways and degrees to which clubs are seeking to reduce their reliance on this factor that is particularly difficult to predict.

The findings in this report demonstrate that many clubs are building partnerships, and are seeking innovative ways of mutually maximising the benefit of those relationships. However it is also evident that other clubs are finding it extremely difficult to resource such activity. In many clubs finding 62 Active Engagement

the staff to turn out a team on a suitable pitch, to collect tickets and to generally cater for and please fans, is challenge enough.

Considering engaging with for example, regeneration partners or with other key local stakeholders is therefore difficult.

In recognising this situation, this report is presented as the start of a ongoing process in the Northwest.

It is an opportunity to share some best practice and some lessons learnt, to point clubs in a direction that may be helpful to them, and to support clubs coming together to share and discuss these ideas, and others developing from them. It is also clear from the research that different professional sports have much to gain and learn from coming together to share ideas, as there are many similarities, but also many differences in the ways in which different sports address some of the issues raised.

The Northwest Regional Development Agency and The Football Association as commissioners of this work have expressed commitment to continuing to work with the professional sport clubs and key partners to ensure that the Northwest remains at the forefront of best practice in this area.

Finally, it is important to recognise that, at this stage, this work largely represents one facet and

perception of this work, that of the professional sport clubs themselves.

An important next step for the region will be bringing other key regeneration partners together to consider ways in which the rich asset of professional sport clubs in the Northwest can support the broader regeneration priorities of the region.

Recommendations This study has reported on the extent of professional sport clubs involvement in community regeneration and the challenges they face. A number of suggestions have emerged as to how clubs might take forward work on the themes presented.

From these suggestions and from the general findings of the study the following recommendations are made by DTP to the key stakeholders in this field:

Recommendation 2 Many clubs need to develop a deeper understanding of the ways in which involvement in community regeneration can also be of benefit to their club.

For example, this can be by attracting new audiences and paying customers, or by attracting funding to support community regeneration activities that raise the profile of the club and the reach of its sphere of influence.

Recommendation 3 Most clubs need to better understand the context within which they are operating in terms of regeneration activity, potential new partners and the demographics of the local community.

Recommendation 4 Many clubs need to better understand the range of national, regional and local agendas and policies, and to think about how they might relate to them.

Recommendations to Clubs Recommendation 1 Many clubs need to develop a deeper understanding of the ‘value’ of the club, its brand and the ways in which that can be utilised to benefit local communities.

This can be done through talking to other clubs who have realised this value, and through discussions with local stakeholders to ascertain local perceptions.

Recommendation 5 Clubs need to enhance their networking on the issues highlighted in these recommendations, both within their own sport, and with other sports.

Clubs are continually trying and testing new ideas, and are largely willing to share and discuss their experiences of community regeneration.

Recommendation 6 Where they have not already

done so, clubs need to identify a community regeneration ‘champion’ to take these recommendations forwards.

A key issue for many clubs in addressing these recommendations is that of capacity. A starting point for most clubs would be to agree responsibility within their staff for community regeneration. For clubs with particularly small staff the identification of a champion outside the club, but who could support the club with local knowledge of regeneration could provide a way forwards.

Recommendation 7 Clubs need to work together more closely on community regeneration, with bigger clubs providing a ‘mentoring role’ to smaller clubs.

It is clear from the study that the larger clubs have recognised and built upon their capacity to engage in community regeneration. These clubs can take a lead in their locality, and across the region in sharing best practice with smaller clubs.

Wider recommendations Whilst professional sport clubs can broaden and deepen their understanding of community regeneration, and how they can become more involved in related programmes, this cannot be done in isolation. There is a need for other partners and stakeholders to recognise the contribution the clubs can make to community

It will not come as a surprise to any of those clubs that gates, season tickets and financial security are hugely dependent upon performance on the pitch. However, what is clear from the study is that there is also diversity in the ways and degrees to which clubs are seeking to reduce their reliance on this factor.

regeneration, and the challenges clubs might face in taking forwards such activity. It is therefore recommended that: Recommendation 1 The Northwest Regional Development Agency, and other key regional stakeholders (such as the sports’ governing bodies) need to support information sharing and networking between professional sport clubs and between different sports leading to a greater understanding of the potential contribution to community regeneration. This should provide professional sport clubs with an opportunity to come together with community regeneration stakeholders on a regular basis.

Recommendation 2 The Northwest Regional Development Agency, and other key regional stakeholders need to engage with local regeneration partners to influence a step change in thinking on the role of professional sport clubs in relation to community regeneration.

Recommendation 3 All relevant partners and stakeholders need to recognise that this is the first stage of this work, and give a commitment to develop a further shared understanding and commitment to maximising the involvement of professional sport clubs across the region in community regeneration.

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There is a need to consider this study on a local and regional basis.

The circulation of this report for example to local authorities hosting the 38 clubs included in the study would be an important first step in the implementation of this and the previous recommendations.

A meeting of key regeneration stakeholders from across the region (led by the NWDA) to discuss how the location and potential of professional sport clubs can be maximised would also create a platform for appropriate commitment to engagement to be made.

Recommendation 4 Between clubs and community regeneration partners, there should be wider quantitative assessment of the impact of community involvement programmes undertaken by professional sport clubs, both in terms of their impact on community regeneration, and their longer-term financial impact on clubs.

The Northwest Regional Development Agency, and other key regional stakeholders need to engage with local regeneration partners to influence a step change in thinking on the role of professional sport clubs in relation to community regeneration.

Appendices One – List of Clubs Two – Policy Context Three – Mapping of NW Professional Sports Clubs Against Indicis of Deprivation Four – Potential Lifetime Value of Recruiting a 7 Year Old Season Ticket Holder Five – List of Case Studies Six – References

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Appendix One – List of Clubs

Appendix Two – Policy Context

The 38 clubs invited to take part in the study were:

The development of community regeneration initiatives by professional sports clubs will require the creation of a wide range of partnerships with the public sector.

Football FA Premier League: Blackburn Rovers FC Bolton Wanderers FC Everton FC Liverpool FC Manchester City FC Manchester United FC Wigan Athletic FC The Football League Championship: Burnley FC Crewe Alexandra FC Preston North End FC League One: Blackpool FC Oldham Athletic FC Tranmere Rovers FC League Two: Bury FC Carlisle United FC Chester City FC Macclesfield Town FC Rochdale FC Stockport County FC Conference: Accrington Stanley FC Altringham FC Morecambe FC Southport FC

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Rugby League Super League: Leigh Centurions RLFC Salford City Reds RLFC St Helens RLFC Warrington Wolves RLFC Widnes Vikings RLFC Wigan Warriors RLFC League One: Barrow Raiders RLFC Oldham Roughyeds RLFC Rochdale Hornets RLFC Whitehaven RLFC League Two: Blackpool Panthers RLFC Swinton Lions RLFC Workington Town RLFC Rugby Union Premier League: Sale Sharks RFC Cricket Lancashire County Cricket Club

The headings below reference sources of further information in relation to relevant National Policies and Strategy. These headings reflect the key areas arising from the attached study.

Each section is structured so that the national context is offered first, followed by regional information where relevant.

Sport Government policy surrounding sport is developed by the Department of Culture, Media and Sport, (DCMS). Overview information relating to sport can be found at www.culture.gov.uk/sport.

The Government’s overall vision for sport is contained with ‘A Sporting Future for all’, which can be found at www.culture.gov.uk/sport/ government_plan_for_sport Information relating to the 2012 Olympic Games can be found at www.culture.gov.uk/sport/ 2012olympicgames.

General information relating to sports facilities can be found a www.culture.gov.uk/sport/ sporting_facilities.

Information relating to Sport England can be found at www.sportengland.org.

Information relating to Governing Bodies of Football, Cricket and Rugby: The Football Association: www.TheFA.com The Premier League: www.premierleague.com The Football League: www.football-league.co.uk The Professional Footballers Association: www.givemefootball.com The England and Wales Cricket Board: www.ecb.co.uk The Rugby Football League: www.therfl.co.uk The Rugby Football Union: www.rfu.com Health Advice and guidance relating to the health sector can be found from a wide variety of sources.

The Department of Health, (DH) produce some very useful guidance and resources on their website which are detailed below.

Information relating to the Department of Health can be found at www.dh.gov.uk

Appendix Two – Policy Context Information relating to the organisation of the health sector, including Strategic Health Authorities and Primary Care Trusts can be found at www.dh.gov.uk/policyandguidance/ organisationpolicy.

Specific information relating to local Primary Care Trusts (PCT’s) can be found at www.nhs.uk/england/ authoritiestrusts/pct.

Information relating to the National Health Service can be found at: www.nhs.uk.

Information relating to health investment plans and health strategy for the Northwest region can be found at www.nwpho.org.uk/ documents.

Regeneration/Renewal The majority of national strategy and policy relating to regeneration and renewal resides within the Office of the Deputy Prime Minister, (ODPM). General information relating to the ODPM can be found at www.odpm.gov.uk.

its relevance at a local level can be found at www.odpm.gov.uk/ index.asp?id=1127158.

Information relating to the Regional application of regeneration policy and strategy can be found at www.odpm.gov.uk/ index.asp?id=1139476.

Information relating to social exclusion and in particular, the work of the Social Exclusion Unit, (SEU) can be found at www.odpm.gov.uk/ index.asp?id=1127160.

Information relating to Sustainable Communities can be found at www.odpm.gov.uk/ index.asp?id=1139865.

Information relating to the Government’s Regeneration Agency, English Partnerships, can be found at www.englishpartnerships.co.uk.

Specific information relating to Local Government and individual local authorities can be found at www.odpm.gov.uk/ index.asp?id=1133514 and also at www.lga.gov.uk.

The emerging Urban Regeneration Companies, URCs, (5 in the Northwest Region – Liverpool Vision, New East Manchester, Central Salford, ReBlackpool and West Lakes Renaissance) are partnerships, which aim to create focused regeneration visions for towns and cities.

General information on URCs and information relating to the five URC’s listed above can be found at; www.urcs-online.co.uk.

Information relating to Neighbourhood Renewal and

General advice and guidance surrounding regeneration and

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renewal issues, including a useful bulletin board to raise queries with other regeneration practitioners, can be found at www.regen.net.

Department responsible for Crime and Community Safety. General Information can be found at www.homeoffice.gov.uk.

Within the Northwest region, specific information relating to regeneration and renewal activity can be found at The Northwest Regional Development Agency: www.nwda.co.uk.

Specific information surrounding working with communities to address crime can be found at www.homeoffice.gov.uk/ communities.

Information relating to the Regional Economic Strategy of the NWDA can be found at www.nwda.co.uk/ strategy.

RENEW Northwest (the regional centre of excellence for regeneration supported by the NWDA) has important links to a range of regeneration initiatives from Single Regeneration Budget, (SRB) programmes through to leading practice in Health-led regeneration. Information can be found at www.renew.co.uk and also at www.nwda.co.uk/relate dcontent.aspx?&arca=95&subarca= 331.

This site also has a very good ‘jargon buster’ which aims to simplify some of the language used around regeneration initiatives. This can be found at www.nwda=cms.amazc.co.uk/ documentuploads/jargonbuster.pdf.

Information relating to the structure of the Home Office and Police/ community safety agencies can be found at www.homeoffice.gov.uk/ about-us/organisation.

NACRO is a charity that aims to address issues of social exclusion, crime prevention and positive action within communities. Information can be found at www.nacro.org.uk.

Skills/Education The Government Department responsible for education and skills is the Department for Education and Skills, (DfES). General information can be found at www.dfes.gov.uk.

Crime and Community Safety

The network of Learning and Skills Councils, (LSCs) aim to provide a more skilled and competitive workforce of young people and adults and are responsible for vocational training across the country. General information can be found at www.lsc.gov.uk/national.

The Home Office is the Government

Information on local LSCs can

be found at www.lsc.gov.uk/ select.asp?section=/corporate.

Specific information relating to Local Education Authorities can be found at www.dfes.gov.uk/localauthorities.

Within the Northwest region, information regarding NWDA-led work in developing skills can be found at www.nwda.co.uk/relatedco ntent.aspx?arca=263.

Appendix Three – Mapping of NW Professional Sports Clubs Against Indices of Deprivation The Index of Multiple Deprivation 2004 (IMD 2004) is a measure of multiple deprivation at the local area level. The model is based on the idea of distinct dimensions of deprivation which can be recognised and measured separately, as experienced by individuals living in an area.

The overall IMD (this page) is conceptualised as a weighted level which is agregreted from seven specific dimensions of deprivation.

These are: Income (opposite page) This captures the proportion of the population experiencing income deprivation.

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Appendix Three – Mapping of NW Professional Sports Clubs Against Indices of Deprivation Employment (this page) This measures employment deprivation conceptualised as involuntary exclusion of the working age population from the world of work.

Health deprivation and disability (opposite page) This identifies areas with relatively high rates of people who die prematurely or whose quality of life is impaired by poor health or who are disabled, across the whole population.

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Appendix Three – Mapping of NW Professional Sports Clubs Against Indices of Deprivation Education, skills and training deprivation (this page) This captures the extent of deprivation in terms of education, skills and training in a local area.

The indicators includes two sub categories: one relating to education deprivation for children/young people and one relating to lack of skills and qualifications among the working age adult population.

Barriers to Housing and Services (opposite page) This measures barriers to housing and key local services. The indicators fall into two sub-domains: ‘geographical barriers’ and ‘wider barriers’ which also includes issues relating to access to housing, such as affordability.

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Appendix Three – Mapping of NW Professional Sports Clubs Against Indices of Deprivation Living environment deprivation (this page) This focuses on deprivation with respect to the characteristics of the living environment. It comprises two sub categories: the ‘indoors’ living environment which measures the quality of housing and the ‘outdoors’ living environment which contains measures about air quality and road traffic accidents.

Crime (opposite page) This measures the incidence of recorded crime for four major crime themes, representing the occurrence of personal and material victimisation at a small area level.

What does this mean, and why should it matter?

Understanding the environment in which you operate is important to any business, including professional sport clubs. This is because the location of your club will begin to show the type of priorities that other partners in your local community may be looking to address.

The IMD (2004) may show for example that the club may be based in an area with low qualification level amongst adults. This may present opportunities for the club to work alongside other partners to use the brand and assets of your club to improve qualification levels in your local community. On a practical level, 78 Active Engagement

this might involve locating a learning centre for adults (similar to ‘Playing for Success’ centres) within part of your stadium and using players as role models to motivate these adults to re-engage in learning.

Further Information For further information on IMD, visit www.odpm.gov.uk/ index.asp?id=1128444.

Appendix Four – Potential Value of a 7 Year Old Season Ticket Holder A number of clubs were interested to understand the potential financial benefit of recruiting a new young fan through for example, an education or coaching programme.

In considering this, the following example was developed. It is important to note that this is an indicative example, but it does give some feel for the value of a new fan that remains with the club for a number of years.

In this worked example, the financial benefit (using a yardstick of prices

taken from the Championship to League 2 in the 2005/6 season) of attracting one new season ticket holder at the age of 7, who maintains this status for 70 years, is given at £22,031. A series of assumptions are made regarding purchases of a number of cup tickets, programmes and club merchandise, and the introduction of three additional fans to the club. Using these assumptions the present value is seen to increase to £86,771 in this instance, as shown in the attached table.

£50

£5

6

10

2

£200

£12

43

20

10

£300

£20

12

15

2

£200

£12

Individual

16,292

2,204

Three Friends *

48,426

6,522

8,513

1,280

Total

64,718

8,726

11,388

1,939

Individual

94,777

11,637

4,748

2,943

Three Friends *

215,379

25,813

32,995

37,744

Total

310,155

37,450

6,788

9,731

Replica Shitr Price

Cup Tie ticket price

4

Match Day Programme Price

Main Stand Season Ticket 2005/06

Present Value Prices

On average, replica shirts per age category

5

Cup tie tickets per season

10

Years in Age Group

Match Day Programmes per season

Principal Assumptions

The Potential Lifetime Value of Recruiting a 7 Year Old Season Ticket Holder (RJH Consulting, 2005)

Age Profile Junior (7 to 16 years old) Young Adult (17 to 22 years old) Adult (23 to 65 years old) Senior Citizen (66 to 77 years old)

£29.99 2

£2.50 £39.99

Present Value 2,875

660

Inflated Value (average inflation estimate 4%)

* It is assumed that each individual directly influences three additional ‘friends’ during their lifetime: the first at age 8, the second at age 14 and the third at age 66. It is further assumed that each friend’s buying habits are the same as those of the first individual.

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Appendix Five – Case Studies 1. Hull City AFC & Hull FC This case study describes the relocation of these two clubs to the KC Stadium in December 2002 and its integration into a wider regeneration scheme being managed by the Local Authority.

2. Doncaster Council funded new stadium This describes the process that led to Doncaster Council funding a new stadium for use by Doncaster Rovers, Doncaster Lakers, Doncaster Belles Women’s Football Club and Doncaster and Stainforth Athletics Club.

3. Burnley FC: Partnership Working This case study provides a reflection on the developing partnership that has emerging between Burnley Football Club and Burnley Borough Council that is helping the club plan for the future.

4. Preston North End FC – nurturing the fans of the future This case study highlights the successful ‘Mini Whites’ scheme that has been recently developed by Preston North End FC. 5. Manchester City FC: Corporate and Social Responsibility This case study illustrates the breadth of work undertaken by Manchester City FC to ensure that it is contribution to wider social agendas of it local communities.

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Appendix Six – References

6. Everton Football in the Community: Gaining Charitable Status This case study describes the background and philosophy to the approach of Everton FC to establish a separate charitable organisation to run its community activities.

11. Salford City Reds: ‘Sporting Enterprise’ This highlights a new innovative approach by a professional sport clubs which is supporting the local education providers to deliver real life business opportunities, as part of the Business Enterprise curriculum.

1. Sweating the Asset: A Resource Pack for Football Clubs and Communities (Undated, Bearhunt)

7. Telford United Supporters Limited: The Supporters Trust This describes the role played by the Supporters’ Trust in helping to rescue Telford United, which led to the establishment of AFC Telford United.

12. Bolton Wanderers FC: Customer Relationship Management This case study describes how important CRM is to professional sport clubs to enable clubs to understand their fan base. This case study highlights the importance of a holistic approach, embracing much more than just new ICT processes and database management.

3. Annual Review of Football Finance: A Changing Landscape (2005, Deloitte)

8. Manchester United FC: Everyday Sport This case study illustrates how players from football, acting as role models, can motivate young people to be more active.

9. Warrington Wolves RLFC: Building a Healthy Partnership with the Local PCT This case study provides an overview of the range of initiatives developed between Warrington Wolves and its local PCT, which has led to Warrington Wolves being seen as an exemplar in this area.

10. St Helens RFL: ‘Fit for Life’ Programme This case study highlights another example of links that can be developed with health partners, linked to addressing health and fitness amongst young people.

2 . Economic Impact of Professional Sport in the Northwest – Headlines (2006, Deloitte)

4. Vision for a New Wembley (2002, Brent Council – www.brent.gov.uk/wembley) 5. Guide to the Supporters Trust Movement (Updated 2005, Supporters Direct) 6. Choosing Health – Making health Choices Easier (2004, Department of Health) 7. Delivering Choosing Health (2005, Department of Health)

Health Northwest Regional Development Agency PO Box 37 Renaissance House Centre Park Warrington WA1 1XB Tel: 01925 400100 Fax: 01925 400400 E-mail: information@nwda.co.uk www.nwda.co.uk www.englandsnorthwest.com www.visitenglandsnorthwest.com

The Football Association 25 Soho Square London W1D 4FA Tel; 020 7745 4545 Fax: 020 7745 4546 E-mail: info@TheFA.com www.TheFA.com

David Taylor Partnerships Limited 88 Fishergate Hill Preston PR1 8JD T: 01772 883888 F: 01772 828446 E-mail: office@dtp88.com 84 Active Engagement www.dtp88.com

design by run2 – 01508 522002 / www.run2design.co.uk