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Major Sport Venues and Professional Sport Clubs Consultation Findings
April 2009
Major Sport Venues and Professional Sport Clubs Research
CONTENTS Section
Page No
1.
INTRODUCTION.............................................................................................................. 1
2.
MARKET ANALYSIS....................................................................................................... 3
3.
SWOT ANALYSIS ......................................................................................................... 11
4.
PESTEL ANALYSIS ...................................................................................................... 16
5.
STRATEGY.................................................................................................................... 20
6.
ACTION PLAN............................................................................................................... 24
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EXECUTIVE SUMMARY The North West Sport Sector Strategy recognised the Major Sport Venues and Professional Sport Clubs as a distinct sub-sector with significant growth potential. The Northwest Regional Development Agency (NWDA) appointed URS’ Economics and Development division to conduct further consultation to gather further evidence of opportunities and challenges facing this sub-sector. Defining the Sector, Characteristics and Dynamics The sector includes major sport venues (i.e. those venues hosting major sporting events) and professional sport clubs, (i.e. those clubs who play their players for performance). A brief mapping exercise revealed that this sub-sector included around 59 businesses. Whilst relatively a small subsector in terms of number of businesses, a review of previous research showed the economic value and potential of the sector to grow was considerable. A review of characteristics and dynamics of this sub-sector shows that this is a unique sub-sector, drivers other than standard market forces affect businesses in this sub-sector and that it is not a level playing field. The most notable characteristics that distinguish this sector from other target sectors included: •
The importance of place, community and emotional ties, to the commercial performance of the club; and
•
The impact that performance on the pitch has on the commercial performance of the club.
Actions Review of existing evidence, consultations with the sector and a SWOT and PESTEL analysis revealed three priorities for action: •
Priority 1: The sector aspires to become a ‘cluster’ but needs help to achieve its clustering potential. Therefore the strategic priority is to guide and lead this process. It was felt the NWDA was best placed to facilitate this process.
•
Priority 2: The sub-sector highlighted strong links with tourism and major events, but that synergies were not fully exploited, the priority was to explore the overlaps and facilitate these synergies.
•
Priority 3: To work with the sector to identify and raise awareness of innovative funding models; opportunities to achieve synergies from pooling existing resources in the region; and maximising leverage of other investment resources.
A Strategic Objective was developed for each Priority. An indicative action plan was developed, highlighting key actions needed to achieve each Strategic Objective, setting out suggestions on priority of action, lead delivery agents and partners, likely outputs and outcomes and references to examples of good practice.
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1.
INTRODUCTION The current Regional Economic Strategy, under RES Action 100, highlights the Agency’s commitment to developing plans to exploit the predicted business opportunities in the growth of sport. As such a regional Sport Strategy was developed. As part of this process, the major sport venues and professional sport clubs was highlighted as a specific sub-sector with significant economic impact and potential growth. Considerable evidence has already been gathered on the economic impact of components of this sub-sector and some existing activity to engage and develop the subsector had been undertaken. Examples of previous and current activity including: •
Active Engagement – the role of professional sport clubs in community regeneration;
•
The Economic Impact of Rugby League in England’s North West;
•
England’s Golf Coast; and
•
Regional Major Events Strategy.
Through previous work and the Agency’s initial consultations with the sub-sector, several themes had emerged which required further exploration, prior to the development of an action plan for the sub-sector.
1.1.
Objectives The NWDA commissioned URS’ Economics and Development to facilitate further stakeholder consultation with Major Sport Venues and Professional Sport Clubs in the North West. Specific objectives were to:
1.2.
•
Facilitate the engagement of businesses and partners representing the sub-sector, whilst ensuring their commitment to identifying the future priorities to support growth in this sub-sector.
•
Deliver a summary report which provides a framework for the development of an action plan for the sub-sector.
Method This involved facilitating focus groups and consultations with the sector to test, challenge and refine the priorities and to feed this into an action plan for the sub-sector. A comprehensive literature review was completed; the most appropriate and relevant documents were reviewed. A list is provided in Appendix 1. These included local, sub regional, regional and national policy documents; other professional and academic reports written for the sport/tourism/events sectors were also reviewed. An evidence paper was produced based on the initial desk based research. The paper includes a definition of the ‘Major Sport Venues and Professional Sport Clubs’ sub-sector,
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a list of clubs and venues considered to be in the sub-sector and a SWOT analysis based solely on the desk research. URS hosted two focus groups and 15 one to one consultations with the private sector clubs and venues across the North West, ensuring a variation of sport clubs, venue types and across the professional sports so they were fairly represented. URS also hosted one public sector focus group. A list of participants is included in Appendix 2.
1.3.
Report This report concludes key findings from the desk based review and consultation exercise undertaken by URS. This report has been structured in line with the NWDA sector strategy report template, and designed to complement the overarching regional Sports Sector Strategy. It does not however, represent a full sector strategy for the major sport venues and professional sport clubs sub-sector. The remainder of this report is structured as follows: •
Section 2: Market analysis of the sub-sector, it identifies those clubs and venues that belong in the sub-sector and considers the dynamics and characteristics of the sub-sector.
•
Section 3: Detailed SWOT analysis;
•
Section 4: PESTEL analysis of the sub-sector;
•
Section 5: Vision and strategic priorities, and objectives for the sub-sector;
•
Section 6: Indicative action plan, highlighting key actions and lead partners, with references to examples of good practice for each action.
Appendices include: •
Appendix 1: List of sources used in literature review
•
Appendix 2: List of organisations participating in consultations and focus groups
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2.
MARKET ANALYSIS ‘Major sport venues and professional sport clubs’ was identified in the regional Sport Sector Strategy as a sub-sector that contributes significantly to the economic development of the region and exhibits further growth potential and will be supported by the strategy as a priority.
2.1.
Definition The ‘major sport venues and professional sport clubs’ sub-sector is defined as follows: A major sport venue is a place where significant amounts of people gather for the purpose of organising, spectating or participating in an event. For the purpose of this study, major sport venues include those where its primary function is professional sport related, or where the venue hosts a major sporting event. Professional sports clubs are those clubs who pay their players for their performance.
2.2.
Critical Mass Using this definition, there are 41 professional sports clubs and 18 major sport venues in the North West (a total of 59 businesses). Table 1: Professional Sports Clubs in the North West Sport
Professional Leagues
Clubs in the North West
Premiership
Manchester United FC, Manchester City FC, Liverpool, FC, Everton FC, Blackburn Rovers FC, Bolton Wanderers FC, Wigan Athletic FC. Preston NE FC, Burnley FC, Blackpool FC
2008/9
League 1
Oldham Athletic FC, Stockport County FC, Tranmere Rovers FC, Carlisle United FC, Bury FC.
2008/9
League 2
Rochdale FC, Morecambe FC, Accrington Stanley FC, Crewe Alexander FC, Macclesfield Town FC, Chester City FC.
2008/9
Super League
National League 1
St Helens, Wigan Warriors, Warrington Wolves, Salford City Reds.
2008
Widnes Vikings, Whitehaven, Leigh Centurions.
2008
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2008/9
Championship
Football
Rugby League
Season
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National League 2
Oldham Roughyeds, Barrow Raiders, Rochdale Hornets, Blackpool Panthers, Workington Town, Swinton Lions.
Premiership
Sale Sharks
2008/9
Manchester
2008/9
Basketball Division 1
Manchester Magics
2008/9
Ice Hockey
ENL 1
Blackburn Hawks, Manchester, Lancashire Raptors.
2008/9
Cricket
County Championship Division 1
Lancashire County Cricket Club
Rugby Union
National League 1
2008
Source: URS mapping research Table 2: Major Sport Venues in the North West Venues
Main Sport
Major Event(s)
Manchester Aquatics Centre
Swimming
Swimming and diving events for the 2002 Commonwealth Games World Swimming Championships 2008
Aintree, Haydock, Cartmel, Chester, and Carlisle Horse Racing Courses
Horse Racing
Grand National
Royal Lytham and St Anne’s Golf Course
Golf
Royal Birkdale Golf Course
Golf
Royal Liverpool Golf Courses
Golf
2006 Open Championship
Amaechie Basketball Centre
Basketball
National leagues games
Bolton Arena
Multi-sport/ event
British Tour Tennis Championships 2009
Echo Arena
Multi-sport/event
10 British Opens Two Ryder Cups Eight Open Championships Two Ryder Cups
European Team Badminton Championships Premier League Darts The UK Open Dart Championships
Reebok Stadium
Multi-sport/event
Rugby League National and International Bolton Wanderers FC
MEN
Multi-sport /event
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Venues
Main Sport
Major Event(s)
Racket Games
National Squash Championships
Sport City Cluster, including: National Squash Centre Regional Tennis Centre UCI World Track Cup 2008 National Cycling Centre/ Manchester Velodrome
Cycling
English Indoor Rowing Championships 2008 National Badminton Championships Welsh Indoor Championships
Chill Factor
Indoor Ski Village
Snowsport GB national training centre
Source: URS mapping research Some observations emerging from the mapping exercise included: •
The concentration of clubs and venues (particularly those with higher profile and which also tended to be larger) around the major conurbations of Manchester and Liverpool;
•
Linked to this, the majority of clubs tend to be located in the North West’s most deprived wards, (as ranked by the Index of multiple Deprivation), and therefore demonstrating a link between the clubs and proximity to deprived communities;
•
Less representation of clubs and venues in rural areas, although our research does not go as far as evidencing demand for such provision in the sub-region; and
•
Provision of both large and small venues, although little in between, which was also reflected in stakeholder feedback highlighted later in this report.
URS undertook a review of existing evidence to gather data on the size and value of this sector. Whilst existing evidence does not fully map the size, employment and value of the whole sub-sector, the following evidence provides some useful indicators: •
In 2005, 38 professional football and rugby clubs were reported to employ 2,885 people.1
•
In 2005, the leading professional sports in the North West of England, which include Premier League and Championship Football, Rugby League, Cricket and Rugby Union generated revenues circa £585m.2
•
In 2003, a Sport England report showed that North West consumers spent £76.1m on admission to events, second only to the South East (£116.8m).
1
Active Engagement, 2004, The Football Association
2
Economic Impact Assessment Rugby League in North West, 2007, Deloitte
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•
In 2000, sports-related value added accounts for a similar proportion of economic activity in the North West (1.4%) as that for England (1.5%) as a whole, this is the same for proportion of total employment.3
•
The level of central government grants per head of population, at under £13 per year, is below the English average, in 2000. 3
•
Football - Home league attendance of 6.7 million for all NW league games is just under one quarter of the national total and 15% above that of its nearest regional rival. (Source NWSSS).
•
Premiership football – resulted in a 2006 turnover for North West Premiership clubs of £542m, generated pre-tax profits of £27 million, led to attendance of 4.9 million and saw expenditure on stadia and facilities of £42 million. (Source NWSSS).
•
Rugby League - contributes £54 million to the regional economy, supports 840 jobs and generates an additional £1.4 million from the 2006 ‘engage’ (Mutual Assurance) Super League Grand Final at Old Trafford. (Source NWSSS).
•
Grand National – generated an economic impact of £10.4 million and attracted 125,000 day and 50,000 staying visitors in 2006 (NWSSS).
•
Stadia development - estimated value of investment in proposed stadia development could exceed £1billion over the coming decade and could impact across a wide range of sectors and local communities throughout the region (Source NWSSS).
Whilst this set of data demonstrates the economic value and potential of key parts of the sub-sector, there is not one singular study on the major sport venues and professional sport club sub-sector as a whole. Producing a more detailed market analysis of this subsector could be beneficial in demonstrating the economic contribution to regional GVA, providing a basis against which to measure change and growth in the sub-sector and to allow effective comparisons between the different sports which constitute the sector and with other sectors in the region.
2.3.
Characteristics and Dynamics of the Sub-Sector Major sport venues and professional sport clubs see themselves as a distinct sub-sector. Many characteristics make the sub-sector unique in comparison to other priority sectors. Observations from URS’ research include the diversity of business models, the variation of ownership, the revenue streams and the markets that the major sport venues and professional sport clubs operate in. Key characteristics are set out below:
3
The Value of Sports Economies in the Regions: A Case of the North West, 2003, Cambridge Econometrics.
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•
In comparison to other NWDA target sectors, the major sport venues and professional sport clubs sub-sector is relatively small in terms of number of businesses included in the sector directly, including 59 businesses based on the definition set out earlier.
•
Whilst the sector is small in terms of the number of businesses, its diversity is demonstrated by the domination of wealthy professional football clubs with major employment and supply chain impacts, through to smaller lower league clubs who operate on “shoe-string” budgets. This could present an opportunity to work with these clubs and raise their economic value, as well as working with them to achieve wider social and community priorities.
•
URS asked businesses about their supply chain. The feedback from consultations and focus groups highlighted strong linkage and impact on other major sectors including the visitor economy, manufacturing, financial and professional services and the digital and creative industry. Our research did not go as far as exploring the extent of this impact and multiplier effects, however many of the businesses reported that they used local suppliers where possible, indicating that the sector may have strong local and regional supply chain multipliers. Beyond this, there appeared to be no common themes emerging in terms of structure and challenges or opportunities for their business in terms of supply chain.
•
The business models of professional clubs vary significantly depending on the size of the club, which is closely related to league status and performance. Performance on the pitch can impact significantly on the business. For example, Widnes Viking lost Super League status and had to adapt their business model due to the loss of television deals and the reduced revenue from ticket sales, television and sponsorship interest. Bolton Wanderers FC has achieved significant income generation from TV from continued premier league status. Ownership status varies significantly across the sub-sector, ranging from clubs having wealthy owners funding high profile commercial ventures (for example, Manchester City, Bolton Wanderers) to trust owned (for example Stockport County) and not for profit organisations (For example, John Amaechi Basketball Centre).
•
Business models of the major sport venues did not tend to vary significantly, and certainly not as significantly as the professional sports clubs.
•
The way in which professional clubs and venues generate revenue can depend on fluctuating levels of leisure spend by their target market, ticket sales which are typically reflected through the performance of the club, sponsorship and television deals which can account for a large percentage of income for some of the larger clubs, particularly in football.
•
The markets the sector operates in vary from high revenue clubs such as Manchester United Football Club who have global, national, regional and local target markets, whereas smaller clubs including Warrington Wolves Rugby League Football Club and Widnes Vikings Rugby League Football Club have a local target market and possibly regional depending upon performance in the league.
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•
There was high level of keenness and willingness to engage with the public sector to develop the services that the club or venue can potentially offer. There tended to be a polarisation of engagement, for example Liverpool Football Club and the Lancashire County Cricket Club had relatively high levels of engagement with for example, the NWDA, yet clubs such as Sale Sharks and Stockport County Football Club had virtually none. Most clubs and venues claimed they did not have very strong relationships with sub regional partnerships and tourist boards yet some of them had quite good relationships with their local authority, e.g. Bolton Arena and Widnes Viking RLFC. They saw the main ways in which they could work with the public sector included: −
Working together to exploit international trade opportunities;
−
Using national and international exposure of clubs to promote the sense of place and quality of life;
−
Sharing efforts and resources to engage the community and delivery community development activities;
−
Working together to develop joint bids for major events;
−
Linking events and clubs with tourism activities to maximise economic impacts from visitors attracted to the region through major events and games.
•
Feedback from consultations showed that awareness and engagement of the subsector with existing business support mechanisms in the region appeared to be low. Whilst this has perhaps been the case, Business Link Northwest data shows that a small number of clubs accessed support. Therefore it is important that Business Link Northwest brokers understand the dynamics, characteristics and needs of the subsector to ensure any support provided is appropriate.
•
Feedback from consultations and focus groups demonstrated the high levels of engagement of the professional clubs with the community and that there were significant benefits, both commercially to the clubs (in terms of image and potential income generation) and the socio-economic outcomes of this. Community engagement allows the clubs to reach individuals who may not initially have an interest in the club, once a link is created through another activity with the club, they become potential visitors of the sport, hence generating commercial revenue through additional ticket sales. However, clubs we interviewed did not provide quantitative evidence to support this.
•
The clubs appear to be responding to social and demographic change, for example, the growing participation of females in sports was recognised as an important driver for some clubs. Also the ethnic diversity of communities was also noted as a key driver for some clubs. From a commercial point of view, these groups represented growing markets for the clubs. From a community engagement perspective, these changes were important to breaking down barriers in communities and achieving social cohesion. Bolton Wonderers had explored this opportunity for community
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engagement and development by appointing the University of Bolton to research the local demographics, and cultures, and used the findings to support their engagement with target communities. •
Laws of competition are slightly different for this sector. For example, in other consumer markets, businesses compete on quality and price. However, the nature of sport and its relationship with supporters and place, means clubs tend to rely heavily on emotional ties to the club which can be influenced by geographical interest in the sport, historical reputation of the club, current performance and affordability. For instance, if a team is relegated, level of commitment is demonstrated by attendance on match days.
•
From our research it appears that the majority of fan base for smaller clubs is more localised, i.e. it would be unusual for a Stockport County supporter to originate from Cumbria and travel to see them play every week yet it would be plausible for a supporter to travel from Cumbria to watch Manchester United play because of size, status and reputation of the club.
•
The major sport venues and professional sport clubs sub-sector has strong links to the tourism sector, particularly through the delivery of major events and regular matches that attract both overnight and regular visitors to the area. The importance of the relationship is with the wider tourism infrastructure; this was highlighted by the sub-sector. It was identified by the stakeholders that in order to maximise opportunities these relationships have to be strengthened. For example the relationship between clubs and venues, hotel and visitors could be harnessed to maximise economic impact for all. Some links with Tourist Boards were identified through consultation with the sub sector, but appeared to be patchy. It was more common for venues to have more contact with Tourist Boards than sports clubs for the purpose organising events, yet venues also thought this relationship could also be strengthened.
•
The clubs and venues that took part in the research appreciate being recognised as sub-sector, although there is a feeling that they are not acting as a ‘cluster’. There is currently limited communication between clubs and venues within individual sports and across the different sports. There was a strong desire to improve communications across the sub-sector. It was also stressed that although the businesses operate in a market where competition is paramount on the field, collaboration and partnership was seen as the way forward to achieve other objectives not related to the scoreboard.
•
A distinctive feature of the major sport venues and professional sport clubs business models is the importance of location (and a captive audience); notably that clubs and venues operate from a single location (despite in cases supplying to an international market). An average businesses could expand by perhaps opening offices/shops/franchises etc in various locations across the country, this not an option for clubs and venues. Therefore, the idea of the club being a ‘brand’ which is linked to the perception of ‘place’, which will impact the perception of the club and
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venue. The history and heritage of the place will be hugely important role in the business, this stems from the emotive ties people have with the club. •
The sector requires a diverse range of skills sets. There appeared to be no major issues in terms of skills except some clubs and venues reported the difficulties around casual, low skilled labour such as stewards and bar staff. High level skills required by the clubs were considered to be highly specialised, and whilst businesses reported that it was always hard to recruit highly skilled labour, the North West overall has a good reputation for this sub-sector and were able to fill vacancies relatively easily, sometimes with overseas candidates.
•
We did not identify any notable issues around legislation or regulation that affected the sector from our consultations and focus groups (although we highlight some issues in the PESTEL analysis).
In conclusion, a review of characteristics and dynamics of this sub-sector shows that this is a unique sub-sector, drivers other than standard market forces affect businesses in this sub-sector, and that it is not a level playing field. Three of the most notable characteristics that distinguish this sector from other target sectors included: •
The importance of place, community and emotional ties, to the commercial performance of the club;
•
The impact that performance on the pitch has on the commercial performance of the club which can fluctuate regularly, resulting in business models needing to change; and
•
Whilst this is a relatively small sub-sector in size its direct economic potential and wider regenerative benefits are significantly great in terms of value.
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3.
SWOT ANALYSIS An analysis of the North West major sport venues and professional sport clubs sector strengths, weaknesses, opportunities and threats (SWOTs) is provided below. Evidence was taken from existing sources provided in Appendix 1 and feedback from consultations and focus groups with businesses in the sector.
3.1.
Strengths •
Strong football presence - The North West has a strong presence of Premier League football clubs, there are currently4 seven professional clubs in this league although this can fluctuate depending upon relegation and promotion. Professional clubs who have an existing international reach, have the potential to expand this further and attract larger audiences across the globe.
•
Impressive reputation for hosting major events – the track record of the North West hosting major sport events is very strong, the regions reputation is considered to be excellent and the sub-sector see this as a strength they can capitalise upon. For example, recent events and high profile fixtures include:
•
−
Manchester Commonwealth Games 2002
−
Annual Grand National at Aintree Racecourse
−
Open Golf Championship 2006
−
English Indoor Rowing Championships 2008
−
World Swimming Championships 2008
−
UCI World Track Cycling Championship 2008
−
England v Argentina Rugby Union 2009
−
Twenty20 / One Day Internationals Cricket England v Australia 2009
Ability to deliver community programmes - The businesses in the sub-sector have demonstrated their ability and willingness to host and run community programmes and organise activities that will benefit the community. Many have separate bodies with charity status, Stockport County, Blackburn Rovers, Warrington Wolves, Crewe Alexander and Bolton Wonderers all demonstrated good examples of community programmes: −
4
Stockport County FC Foundation delivered a number of activities with young people, some of which are delivered through schools, using football to engage
Based on the 2008-09 season
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young people, and at the same time educating them about safe sex, drugs education, healthy eating and lifestyles.
3.2.
−
Blackburn Rovers FC Community Trust built an enterprise centre which is home to the No Limits Local Enterprise Growth Initiative, and demonstrates how football can be used to engage communities against many agendas, The LEGI programme had over 7,000 people engaged over the first 9 months of its operation, whilst the Community Trust as a whole engaged over 85,000 people from the local community over the last year,
−
Crewe Alexandra FC are delivering a wide range of education, well-being and football related services to the local community. These have been developed in association with the local authority, police, prison and probation service, health services and education. For example over 30 local schools are regularly involved in the community programme.
−
Warrington Wolves RFL Community Foundation works with over 20,000 children in 12 local schools to mentor, motivate and reward through well-being schemes.
−
Preston North End FC are currently delivering a Healthy Schools programme with the NHS, and a Road Safety scheme with the Local Authority to over 42,000 children in 280 schools. They have also just recently formed a partnership with the Wetland and Wildlife Trust working to promote environmental awareness.
−
Manchester City FC are currently piloting an enterprise initiative with BERR and the Premier League.
•
Importance of history and heritage – Professional sports clubs have a particular strength in that they rely upon the legacy of their club and the loyalty of their supporters, which can derive and be sustained from their history and heritage.
•
Strong Infrastructure – Stakeholders recognised there is a healthy diverse stock of clubs and venues in the region, placing them is a strong position when compared to other regions. This means that a diverse range of sports and events can be catered for in the region.
Weaknesses •
Underdeveloped cluster - Although businesses in the sub-sector see themselves as a distinct sub-sector, the characteristics of clustering are underdeveloped. For example: −
There was limited links to existing business support mechanisms;
−
The relationships with organisations responsible for grant-based funding were considered by the sub-sector to be generally weak (for example, Lottery programmes, community and neighbourhood renewal programmes);
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−
There is a lack of coordination with regards to events calendars and a strategic approach to hosting events and games on a regional and sub-regional scale.
•
Public sector perception of the sub-sector - Representatives from the clubs and venues thought that they were viewed by the public sector as unwilling to engage, or that their motivations to engage with the public were driven by short term gains in terms of grants. It was seen as a weakness and the sub-sector generally felt misunderstood. A lack of understanding between the public and private sector could pose a barrier to future partnership working.
•
Under representation of Rugby Union - Alongside football, rugby league has a strong presence in the North West, however there is only one professional premiership rugby union club. Fewer professional clubs in a particular sport effects popularity of that sport. Rugby Union is underrepresented in the North West compared to other regions which could impact negatively on the popularity of the sport among the North West population, and therefore its wealth creating potential.
•
Dependence on leisure spend - Smaller clubs rely heavily on match day attendance, therefore their dependence on leisure spend is higher for smaller clubs. Although income generation for larger clubs is still affected by available leisure spend they have other income streams such as high profile commercial sponsorships, other services, merchandise and television deals.
•
Lack of understanding around funding availability/accessibility - Many North West clubs claimed they were confused about what funding they can access and how to access it, this is affecting their ability to public and private sector funding, hence limiting their potential resources.
•
Lack of medium sized venues – It was noted by one stakeholder that there was a potential undersupply of middle sized venues, for example, the region have the capability to host large events such as the Commonwealth Games yet do not have medium sized venues for crowds in the region of 5,000 people for specific events. We have not identified further evidence to suggest this limits the ability of the North West to attract events, but perhaps worth being aware of.
•
Minimal B2B networking and collaboration – there is a tendency for clubs to operate in isolation from other clubs and sports, although many clubs felt they could benefit from more collaboration with the sports sector.
•
Limited financial resources – Many clubs highlighted the need to diversify their income streams and find other ways of commercialising their activities. Lower league clubs found that this is a continual constraint, especially given that some of the clubs in the sector had significantly easier access to finance, for example, through wealthy owners.
•
Small and diverse sector – Because of the nature of the sub-sector, it noted that common solutions may not be appropriate.
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3.3.
Opportunities •
Innovative funding models – There are notable examples of good practice in region that other clubs want to learn from. Examples include the links between LEGI funding and Blackburn Rovers Community Trust to achieve synergies and leverage. Another example includes cross subsidy between Warrington Wolves and Tesco to fund the new stadium development.
•
Willingness to network - Clubs and venues showed a strong desire and willingness to network, partner and share good practice with one another right across the sub-sector. This was universally agreed by stakeholders throughout the consultations and focus groups. Networking, partnership and sharing good practice was seen as an opportunity by the clubs and venues, which could be exploited through facilitation of events that would enable this to happen.
•
Willingness to work with public sector - There was a willingness to show the public sector how they can help achieve economic and social development together. Whilst the sector will not achieve short-term profit gains from this, their presence and engagement in the community is essential to the long-term prosperity of the club. It was noted the sub-sector feel that the public sector don’t ‘exploit’ them as much as they could. Opportunities where the sub-sector could be exploited could enhance the development in the following: −
Visitor economy/ Tourism sector.
−
Inward investment.
−
Community organisations, health and well being.
−
Exploiting links between businesses and clubs achieved via international trade and partnering, corporate hospitality, sponsorship.
−
National and international exposure.
−
Public relations, for example, where clubs are promoting themselves and able to provide a platform for promotion of place.
•
Major events are recognised as significant income generators – The majority of host towns think that major events are significant income generators; clubs and venues wish to demonstrate the impact of these events by measuring the economic benefit generated for the area by the event.
•
The RDA should act as facilitator – the Northwest Regional Development Agency (NWDA) was highlighted as the best placed organisation to facilitate and promote knowledge transfer by encouraging information sharing for the benefits of clubs within and across sports clubs/venues in the region.
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3.4.
•
Potential growth for Basketball - Basketball has a very strong capability in the North West, however it was felt that this is under exploited in terms of capability, profile and commercial potential.
•
Growth potential in the Far East – Larger clubs reported the expansion of major markets in the Far East and how they can lever from rapid development.
Threats •
Negative perception of London 2012 Olympic and Paralympic Games - Given the attention, funding and profile of London 2012, there is the perception that it will and has taken the attention away from the sport and major events in the North West. The sub-sector was not aware of how London 2012 may benefit them and the activity being undertaken to lever opportunities from the Games in the region. This therefore represents an opportunity to promote this current activity.
•
Reliance on casual labour - The nature of sporting events means that there is a heavy reliance on using casual labour, for example, stewards and bar staff on match days. There was a reported difficulty in accessing and retaining casual labour, in particular, temporary labour at peak times and match days.
•
Fear of decline in public sector funding - There was speculation that public funding may decline due to investment elsewhere, because of the current political and economic climate. Stakeholders recognised that if a priority is given to other sectors, banks and infrastructure that the sport sector as a whole may suffer. Increased risk and uncertainty may effect investment decisions.
•
Recognition of UK economy slowdown – Clubs have noted the likely effect of the decline and slowdown of the UK and world economy. I.e. loss of sponsorship deals and lower season ticket sales. Virgin Money’s Football Fans’ Inflation Index shows that nearly one in four season ticket holders are considering canceling their tickets and one in 10 are planning to share the cost with friends. Clubs and venues reported that whilst they had not felt the effects yet, that they were likely to further down the line. (For example, season tickets purchased in advance, and people purchase tickets for concerts and games well in advance). This may also impact on sports clubs ability to access finance for specific projects and developments although we did not gather any feedback on this in our consultations.
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4.
PESTEL ANALYSIS 4.1.
Overview The results of the PESTEL analysis are presented in overview in Figure 1 below and are explained in greater detail below. Figure 1: PESTEL analysis in overview
4.2.
Political •
Changing Focus of Central Government Funding will continue to create an uncertainty in relation to public funding streams, particularly in relation to community activities funded by the public purse. The perceived complexity and lack of transparency of the public funding mechanisms continues to perpetuate a reluctance to pursue these funding streams.
•
Regional Government Structures will play an important role in the maximisation of the economic impact of the professional sport sector in the future. Any changes to the current regional structures, particularly the future of the RDAs, through greater centralisation or decentralisation is perceived as a threat to the region’s economic growth.
•
Sports Governing Bodies are likely to continue to maintain a powerful control over the professional sports, with more centralised sponsorship and media deals, which
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in many cases form the majority of the club income streams. Increasing global commercial activity is likely to increase the intervention of the international sports governing bodies.
4.3.
•
Major Regional Events & Initiatives such as Liverpool 08 (Capital of Culture) and Manchester’s 2008 Year of Sport will remain an important tool in promoting the NW as a premier sporting region. The bidding and winning of future major sporting events is seen as key to maintaining this strong reputation and benefiting from the economic impact they bring.
•
Existing Public/Private Partnerships will continue to play an important role in the delivery of community services by the clubs and venues. This joint approach is working successfully in many areas, and the majority of clubs see this as vital to their future operations.
•
London 2012 Olympic & Paralympic Games will be a major national focus for sport in the years leading up to the event, and for a time afterwards. The UK government has underwritten the cost of the games, which is perceived by many to directly jeopardise future sports funding in the NW region, as the event costs increase. The access to business opportunities as a result of the games is currently perceived as nominal by the majority of those consulted.
Economic •
The current Global Economic Climate will continue to restrict the growth and expansion of many professional sports clubs and venues, due to the reduction in leisure spend as the UK and Global economy continues to contract.
•
Sports Tourism will continue to play an important part in the revenue generation of clubs and venues, and the wider local economy. The larger clubs with a broader national or international appeal will continue to attract tourists to the region in large numbers.
•
Globalisation of Sport and Access to International Markets continues to increase, particularly for premier league football clubs, as new media technologies increase the marketing power of these clubs. The current economic climate is likely to temper this growth in the short to medium term.
•
Partnership Between Clubs and Local Enterprises/Businesses is likely to continue to strengthen, particularly in the small and medium sized clubs, where the clubs are the centre of much of the commerce in those towns/regions. Greater emphasis is likely to be placed on the interaction with local enterprise as the economy waivers.
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4.4.
4.5.
4.6.
Sociological •
Social Equality and Inclusion is likely to continue to become a higher priority area for the sector, as the demographics of the population change, with a greater focus on ethnic groups, the disabled, deprived groups, families and gender balance.
•
Promotion of Health and Wellbeing will continue to be a key function of the clubs and venues, as health issues continue to be a key government policy. The clubs and venues will continue to act as key promoters and providers of health and wellbeing services to the communities they serve.
•
Educational Links and Service Delivery by the clubs and venues is likely to increase, as professional sport increases its ability to promote inclusion. The ability is however reliant upon the partnership with the education providers and publicly funded schemes.
•
Enterprise and the growing links between sport and enterprise as evidenced by the BERR/PL Enterprise initiatives which Manchester City FC is piloting and the LEGI programme being delivered in partnership with Blackburn Rovers.
Technological •
Research, Development and Innovation Linked to Universities has been identified as an area where greater cooperation would benefit the professional sport sector. Greater exploitation in this area is likely to greatly benefit the small to medium sized clubs.
•
Advances in New Media Technologies will continue to increase the global reach of the sports, clubs and major events, through increased accessibility, communications and marketing. Continued access to and investment in these technologies will deliver competitive edge to the sector.
Environmental •
The Energy Efficiency of Buildings, particularly as the facilities are generally large in scale and are high peak users of energy, has been identified as an area where further investment is required. A lack of technical capability has been identified in this area across most of the clubs and venues consulted.
•
Regeneration consequential to development has benefited many communities in the past, and is likely to do so in the future. However due to the current global economic climate is likely that this impact will be lessened over the coming cycle. For example, access to finance for major development projects is going to be difficult to access in the short term and could have an impact on for example key physical and regenerative projects in the short term.
•
Corporate Social Responsibility Policies developed and implemented by primarily the larger clubs and venues through their brand will continue to promote
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environmental awareness to the wider public, through their sporting activities. Further club activity in this area is likely due to the increasing profile of global warming.
4.7.
Legal •
Sports Venue Operational Safety will continue to play a significant role in the development of new stadia and arena, and the enhancement of existing sporting facilities. Current UK legislation is likely to remain stringent, in comparison to other international countries, for the foreseeable future. Clubs who struggle to employ local people will use contractors to provide security and stewarding, this will always be a requirement for clubs and venues.
•
Green and Sustainable Buildings legislation will continue to require an increase in the energy efficiency of facilities, and the use of renewable energy sources in new and existing facilities, as Government Policy makes it onto the statute book. The Northwest’s regional climate change objectives from the current Regional Economic Strategy (see also NW Climate Change Action Plan) are to: −
Implement Develop and implement a Regional Climate Change Action Plan.
−
Maximise the positive impact on and from environmental change. Highlight potential risks/opportunities to businesses.
−
Support business to use resources efficiently, minimise waste and respond to climate change.
The sub-sector could reduce its carbon emissions by implementing a range of interventions, such as green travel plans, energy saving, sustainable consumption, explore options for renewable energy, waste minimisation, and so on, and applying this to major events and all clubs and venues. The main challenge was lack of awareness of the issues and potential costs of implementing measures and lack of pay back. •
Planning Regulations will continue to be a major milestone in the development of sporting facilities, due to the generally major nature of these elements. The current review of the planning process will be key in determining the economic viability of these facilities.
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5.
STRATEGY 5.1.
Vision The major sport venues and professional sport clubs sub-sector sits within the overall regional sports sector and its vision is: ‘The Northwest sports sector will be a cluster of forward-looking companies, focused on the delivery of leading edge products and services to businesses, individuals and communities. The sector will support economic growth, social inclusion and community regeneration while establishing the Northwest as the premier UK region for sport’.
5.2.
Strategic Priorities Based on a review of existing evidence, the SWOT analysis and the PEST analysis and wider feedback and consultations with the major sport venues and professional sport clubs, we have identified four strategic priorities that need to be addressed for the subsector to grow. It should be noted that there will be some degree of overlap between the strategic priorities. (The priorities are not in order of importance).
5.2.1. Priority 1: The sector aspires to become a ‘cluster’ but needs help to achieve its clustering potential. Therefore the strategic priority is to guide and lead this process. The following evidence supports this: •
Achieving critical mass is a key component of successful clustering. The existing market evidence in Section 2 of this report shows that this sector has a critical mass. It is a comparatively small sector in terms of the number of businesses it represents. However, it adds significant value to the regional economy, it has international reach and profile and it boasts numerous world-class venues and facilities. The North West is considered to punch above its weight in a number of professional sports and its ability to host major events.
•
The sector recognises its significant economic and social potential and feels that this could be recognised and promoted more widely, to stimulate partnership working and to maximise economic and social impacts. There are some good examples of studies in the region which have demonstrated the economic impact of key major events, or sports. Whilst it was recognised that this is useful, many of the clubs and venues felt their individual economic impact was not recognised or measured, and that this was important. The sector also felt that this could facilitate much needed partnership working at the local level.
•
Feedback from both focus groups and one to one consultations showed recognition of this group of businesses as a sub-sector by the NWDA was well received by clubs and venues. Willingness and enthusiasm to work in partnerships with the public sector was very strong, at both regional and local levels. Also the willingness to work in partnership with other clubs across the sports and venues was also positive. Whilst there are some notable examples of partnership working in the region, it was felt that this could be exploited further. The reason why this has not happened on a
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significant scale was a lack of a framework in which to forge these relationships, networks and clustering behaviours. •
Through consultation, the sector identified key synergies and partnering opportunities that were not being fully exploited, for example, to use its collective purchasing power and to share supply chains to gain competitive advantage.
It was felt that the NWDA was the organisation best placed to facilitate this. There are a range of benefits that could be achieved by co-ordinating and facilitating this type of clustering behaviour. For example, commercial benefits to clubs from shared supply chains, improved knowledge and reduced costs. Economic and regenerative benefits that could be achieved, for example, exploiting international profile of the clubs to promote place, increased international trade links via sport, and increased community engagement and social benefits. It was also felt significant value and synergy could be achieved by working cross sport. This priority could be achieved by providing a regional framework to facilitate networking, collaboration and partnership working. A number of activities are highlighted in the action plan to support this.
5.2.2. Priority 2: The sector has a good degree of overlap between tourism and major events. It is felt that closer collaboration between these sectors could lever significant benefits both commercially and economically. The North West has an excellent track record in hosting major events. Major sport venues and professional sport clubs also play a significant role in attracting visitors to the region. Clubs and venues felt that bringing this together with the existing leisure and tourism offer would be beneficial. For example, this could include the development of joint marketing campaigns to attract to consumers to an event or the establishment of joint bids for the hosting of major events. It is not clear from the research, on the extent to which these synergies are really happening at the strategic level in terms of the overlap between the regional Sports Sector Strategy, the Major Events Strategy and the North West Tourism Strategy. The priority is therefore to explore the overlaps and facilitate synergies between these sectors. It was clear that this was relevant to all businesses in the sub-sector, although focus and attention for Priority 2 (at the business level) should perhaps rest with the major sport venues and those hosting major events as set out in the mapping exercise in Section 2 of this report. Largely because they have the track record in attracting major events to the region and because they demonstrated the capacity in our consultations to best understand how economic impacts could be maximised. Attention should also be placed on public sector organisations (For example, the NWDA and sub-regional tourist boards). It may also be important to ensure the capacity and skills sets held within the public sector are understood and maximised to ensure effective partnership between both public and private sector parties.
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The economics benefits of major events are well documented, and activities against this priority will add value in terms of increased visitor numbers, visitor spend, employment creation, supply chain impacts, and wider regenerative benefits for example, perceptions of place.
5.2.3.
Priority 3: Improving access to funding, levering wider investment opportunities and identifying further sources of revenue is a key strategic priority for the sector. Many clubs highlighted funding and revenue as a major challenge for their club. Challenges included a lack of awareness and confusion of what was available from where and how to find out about it, how to generate alternative sources of income, how to commercialise activities to generate an income. This meant different things for different clubs in the sector. For example, some clubs had backing of wealthy owners and did not have major difficulties in accessing finance for commercial ventures, but were more interested in finding ways of funding charitable activities and community programmes. Other clubs were not for profit or trust owned and struggled to find ways of drawing capital together for new development or projects which would then ultimately generate an income. Whilst this was identified as a challenge by the majority of clubs, there were also some exceptional examples of good practice in the region, for example collaboration between Blackburn Rovers and the four local authorities to deliver the LEGI programme. There are already excellent examples of innovative funding models being delivered across the region, including the development of public private partnerships to deliver new facilities, through cross subsidy models, for example, Warrington Wolves. The priority here is to work with the sector to identify innovative funding models and approaches to achieve synergies from pooling resources and maximising investment from other sources. Due to the relatively small and diverse nature of this sub-sector, it is difficult to achieve economies of scale (in terms of business support activity). Businesses will require a rather tailored approach – smaller and lower league clubs appear to need help with diversifying income streams and increasing community engagement activities. Higher league clubs appear to require support with exploiting international trade links. This priority could be achieved by for example;
5.3.
•
Mentoring and leadership programmes and, for example, by ‘buddying’ clubs together to share learning and experiences and provide monitoring, but also building on the existing business support products in the region.
•
Linked to Priority 1, using networking to share examples of good practice in the region and drawing in potential stakeholders from outside the region.
•
Awareness raising of existing funding resources and facilitating links between clubs and local level regeneration and community funding mechanisms.
Strategic Objectives Based on the strategic priorities set out above, three Strategic Objectives have been defined as follows:
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•
Objective 1: “Capitalise on the many strengths and clustering potential in the North West Major Sport Venues and Professional Sport Clubs sub-sector to achieve competitive advantage and raise productivity”
•
Objective 2: “Maximise wealth creating potential of the sector by linking major venues and professional sports clubs with tourism (including business tourism) and major events”
•
Objective 3: “Raise awareness to maximise funding and investment opportunities in the region”
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6.
ACTION PLAN The action plan includes a list of potential actions that could be taken forward to achieve the Strategic Objectives highlighted in Section 5. Actions were mainly suggested by the sector through focus groups and consultations. In some cases, where a need was identified but no action was suggested, we have made suggestions on project ideas. The full list of potential actions was collated in a matrix. For each action, the matrix includes: •
A brief description of each action and the strategic objective that it most closely relates to (although some actions may contribute to more than one objective);
•
A rating for each action against the headings of ease of implementation, likely impact, likely cost, and a judgement of demand for the project from the sector. Scores have been aggregated to produce an overall score (out of 20) in order to rank and prioritise activities. Projects with highest scores should receive the highest priority;
•
Our initial suggestions on who should lead the activity as well as highlighting other partners that should be involved in delivering the activity;
•
Suggestions on the likely outputs and outcomes for each action; and
•
References to good practice examples of similar interventions either in the North West or elsewhere.
Where possible we have linked potential actions to existing strategies and initiatives. However, it should be noted that a full audit of projects and actions relevant to achieving the Strategic Objectives was not undertaken. Upon completion of the action plan overleaf, a launch event was held with the sector to feedback the key priorities and objectives and test proposed actions with businesses in the sector.
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STRATEGIC THEME
Productivity and Competitive Advantage
OBJECTIVE
1.a. To capitalise on the many strengths and clustering potential in the North West Major Sport Venues and Professional Sport Clubs sub-sector to achieve competitive advantage and raise productivity
ACTION
Issue: There is currently limited combined purchasing power, shared good practice and learning. There is a need to raise awareness of existing business support services and to support regional networking opportunities across the sub sector. Clubs are struggling to understand their economic and social impacts on the surrounding area. Clubs also tend to struggle to fill casual labour vacancies with local employees.
SECTOR
Major sport venues and professional sport clubs
LEAD/ SUPPORT
NWDA/ Nominated sector representatives
TIME PERIOD
EXAMPLES OF SIMILAR
LIKELY OUTPUTS AND OUTCOMES
Medium
Procurement Increased expertise held within GVA. Higher the public sector, for local multiplier example effects. Environment Agency Benefits of ESF Framework, Strategic OJEU and NWDA Added Value panels (SAV)
Centre for Construction Increased Innovation North growth and West. Other NW Cluster groups, e.g. productivity in the sector Chemicals North West, NW Food Alliance.
Action: 1.1 To create a preferred supplier database for the sector and facilitate joint procurement 1.2 Provide a best practice forum or seminars to build on existing good practice and shared learning
1.3 Strengthen links between the sector and the region's existing business support products and activities
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Major sport venues and professional sport clubs
NWDA/ Nominated sector representatives
Short
Major sport venues and professional sport clubs
NWDA, SRPs / Business Link, Environment Connect, UKTI
Short
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~
Increased No. Businesses assisted
Major Sport Venues and Professional Sport Clubs Research
STRATEGIC THEME
OBJECTIVE
ACTION
1.4 Develop a regional network for the sub-sector which will increase networking opportunities
1.5 Develop a toolkit to help businesses in the sector determine / measure their economic and social impacts
1.6 Link workless residents to casual labour opportunities generated by the sector. Use Intermediate Labour Market (ILM) for casual vacancies in the sports sector
Strategic Approach
2.a. To maximise wealth creating potential of the sector by linking major sport venues and professional sport clubs with tourism (including business tourism) and major
Issue: Although the cluster of firms in this sub sector sees themselves as a sub sector there are few linkages to other relevant sectors in the region at a strategic and policy level. Action:
Major sport venues and professional sport clubs
NWDA/ Nominated sector representatives
Major sport venues and professional sport clubs
NWDA
Major sport venues and professional sport clubs
NWDA/ LSC, Remploy and similar, JC+, specialist ILM providers in NW (e.g. A4E)
Major sport venues and professional sport clubs
NWDA
TIME PERIOD
Short
Medium
EXAMPLES OF SIMILAR
LIKELY OUTPUTS AND OUTCOMES
Benefits of NW Ethnic Minorities Strategic Business Forum. Added Value NW Food Alliance. (SAV)
Economic Impact Assessment of Rugby League – Deloitte
Businesses assisted. Benefits of Strategic Added Value (SAV)
Long
Local Employment Charter – Ellesmere Increased local Port and Neston employment Employment Support effects Package
Medium
Job creation. NWUA facilitates Increased member institutions GVA. to co-ordinate their Increased regional activities perception of and identify NW. Benefits of opportunities for Strategic collaborative action. Added Value (SAV)
2.1 Provide co-ordination and resources to support collaborative bids for major sporting events.
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SECTOR
LEAD/ SUPPORT
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STRATEGIC THEME
OBJECTIVE
ACTION
SECTOR
LEAD/ SUPPORT
Major sport venues and professional sport clubs
NWDA, SRPs, CSPs
TIME PERIOD
EXAMPLES OF SIMILAR
LIKELY OUTPUTS AND OUTCOMES
~
Benefits of Strategic Added Value (SAV)
events 2.2 Ensure cross over between tourism, sports and major events are recognised. Assist in creating partnerships and collaboration between NWDA leads for Sports Sector Strategy, Major Events Strategy and Regional Tourism Strategy
Investment Opportunities
13.a. Maximise funding and investment opportunities in the region
Issue: Currently, awareness of grant based funding is low and organisations are not maximising their potential in terms of maximising benefits from funding and investment opportunities. Action:
Major sport venues and professional sport clubs
Business Link
Ongoing
Short
Benefits of Strategic Added Value (SAV)
Medium
Increased growth and productivity in the sector. Benefits of Strategic Added Value (SAV).
3.1 Draw on Business Link fund search product to raise business awareness of grants and funding opportunities 3.2 Mentoring and leadership programme to ensure organisation are maximising their potential Major sp[ort venues and professional sport clubs
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NW Women's Ambassadors Programme.
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STRATEGIC THEME
Environmental
OBJECTIVE
4.a. To raise awareness of the benefits of sustainable consumption and explore opportunities to develop and install new or existing environmental technologies
ACTION
Issue: There is little understanding or action taken about environmental issues that organisations in the sub sector. Organisations need to be aware of and contribute to wider regional objectives such as the NW Climate Change Agenda. Action
Major sport venue and professional sport clubs
Business Link Northwest (Environment Connect)/ NWDA, Enworks, Envirolink, Carbon Trust
Short
Major sport venues and professional sport clubs
NWDA/ Sub regional partners
Medium
4.1 Provide advice to businesses on reducing carbon footprint, drawing on existing products
4.2 Explore opportunities in ETS sector that can be applied to major events, venues and clubs
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SECTOR
LEAD/ SUPPORT
TIME PERIOD
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EXAMPLES OF SIMILAR
LIKELY OUTPUTS AND OUTCOMES
Reduced carbon Environment emissions. Connect Preston NE Benefits of Environmental Strategic partnerships. Added Value (SAV)
The Energy Saving Trust
Reduced carbon emissions
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Appendix 1: Literature Review
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•
Sports Sector Strategy for England’s Northwest, Draft 2008, Northwest Regional Development Agency.
•
The London 2012 Olympic Games and Paralympic Games, 2007, Deloitte.
•
The Framework for Sport in England, Making England an Active and Sporting Nation: A Vision for 2020, 2004, Sport England.
•
Regional Economic Strategy Northwest, 2006, Northwest Regional Development Agency.
•
Economic Impact Assessment Rugby League in Northwest, 2007, Deloitte.
•
National Game Strategy, 2007, The Football Association.
•
A Structural Review, 2005, The Football Association.
•
Active Engagement, 2004, The Football Association.
•
The Strategy for Tourism in England’s Northwest, 2007, Northwest Regional Development Agency.
•
A Strategy for Major Events, 2004, Northwest Regional Development Agency.
•
The Impact of Manchester’s Commonwealth Games 2002, Cambridge Policy Consultants.
•
The Value of Sports Economies in the Regions: A Case of the Northwest, 2003, Cambridge Econometrics.
•
Northwest Development Agency, Sport Business Cluster, 2004
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Merseyside Sport Strategy, 2006-2010, Merseyside Sport Partnership
•
Value of the Sports Economy, 2003
•
English Football Fans Counting the Costs
•
Whose Recession is it anyway? Sport and the Economic Downturn, 2008, Centre for International Business of Sport, Coventry University Business School.
•
Financial Crisis widening the gap between sports rich and the poor, 2008, Weber Shandwick
•
Study: Sport in the Downturn, 2008, Simon Chadwick
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www.footballfoundation.org.uk
•
www.rfu.com
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www.uksport.gov.uk
•
www.businesslinknw.co.uk
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Appendix 2: List of Consultees
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•
Andrea Titterington, Regeneration Director
Liverpool FC
•
Jim Cumbes, Board Director
Lancashire County Cricket Club
•
Nathan Bombrys, Commercial Director
Sale Shark RUFC
•
Jonathan Kane, International Business Manager
Liverpool FC
•
David Hutchinson, Commercial Director
Warrington Wolves RLFC
•
Graham Cochrain, Secretary
Royal Lytham and St Annes
•
Mike Gilyeat , Secretary
Birkdale Golf Course
•
Derek Mathews, Treasurer
Royal Lytham and St Annes
•
Emma Owen, Marketing Manager
Aintree Racecourse
•
Robin March, Sales and Marketing Manager
Chester Racecourse
•
Gwyn Hughes, Commercial Manager
Bolton Arena
•
Ben Williams, Commercial Manager
MEN Arena
•
Peter Hinde, Operations Manager
Chill Factor
•
Tim Banfield, General Manager
Echo Arena
•
Joe Forber, Director
Amaechi Basketball Centre
•
Alison Bowler, Business Operations Manager
Crewe Alexander FC
•
Simon Collinson, Commercial Director
Wigan Warriors RLFC
•
Simon King, Commercial Director
Stockport County FC
•
Andy Gatcliffe, Chief Executive
Warrington Wolves RLFC
•
Iain Johnstone, Business Development Manager
Rochdale Athletic FC
•
Ben Rhodes, Chief Executive
Preston North End FC
•
Ken Beamish, Commercial Manager
Blackburn Rovers FC
•
Gill Kinlock, Head of Community Affairs
Blackburn Rovers FC
•
Pat Clusky, Commercial Manager
Widnes Vikings RLFC
•
Alan Stevenson, Commercial Director
Chester City FC
•
Gareth Moores, Commercial Manager
Bolton Wanderers FC
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