SportsNation Issue 1 2023

MULTI-USE

WE CONSULT WE DESIGN & BUILD WE ACCESSORISE

Play Innovation

Multidisciplinary consultancy specialising in inclusive, multi-sport areas and playzones

All our structures conform to the relevant building codes and we are SAPCA approved.

Coping with the energy crisis and working with health

While the government has put in place measures to support households and businesses through the energy crisis, many leisure operators will still be facing possible facility closures and service restrictions. This has led to calls from across the physical activity sector –most notably in the form of a joint statement from ukactive, CIMSPA and the Sport & Recreation Alliance – for the government to do more and offer more support.

Specifically, the statement from the industry bodies requested that the government reclassify swimming pools as energy intensive as part of Energy Bills Discount Scheme. This would enable pool operators to have access to the higher level of discount on energy prices. They also asked for tangible support to the wider sector and for the setting out of a ‘plan for growth’ that would align the government’s proposed new sports strategy with the Spring Budget.

The underlying thread to the pleas for more support is clear. To help the physical activity sector to unlock its “true potential to support the economic, health, educational and social wellbeing of the nation”. There is evidence for this potential – industry research by Deloitte estimates that the value of supporting the workforce to be more active could be worth more than £17bn. Some years ago, motoring association AA advertised itself as being big enough to be called the fourth emergency service. It might be a stretch for the sport and physical activity sector to position itself as the “second NHS”, though given the important role it plays in helping people to be physically and mentally healthy, perhaps not! And opportunities to further integrate physical activity into the wider health agenda are increasing - read the views of ukactive’s new chair, Mike Farrar on page 36, who gave his first major interview to SportsNation

Challinor, Publisher

Tom Walker Editor

T: +44 (0)7796 512769

E: tom@sportsnation.org.uk

34 State of Mind

A new survey explores the sector workforce’s mental wellbeing

36 Interview: Mike Farrar

The new chair of ukactive gives his first major interview

42 Make it multi-use

MUGAs are an increasingly popular choice for community facilities

48 IAKS London

A report from the recent event on sustainable facility design

52 Top Team: SAPCA

Get to know the people responsible for the day-today operations at SAPCA

60 Event review: SAPCA Technical Meeting

Some of the highlights from the annual event which took place at Loughborough in December 2022

62 BASIS Sustainable Awards

Two SAPCA members were among the six winners of this year’s prestigious awards

66 Funding facility projects

Careful financial planning is paramount to the succes of any sports facility project

69 SAPCA Showcase

Classified directory for SAPCA members – find your perfect project partner

72 Interview: Mark Coulson

The Director of Programmes at the Football Foundation on the importance of grass pitches and multi-use facilities

CREDIT: IAKS

The proportion of adults participating in sport at least once a week fell in the first three years following the 2012 Games

‘No legacy’ from London 2012

The government has failed to deliver a lasting legacy from the London 2012 Olympic and Paralympic Games – while Sport England is unable to account for around £1.1bn of funding earmarked for grassroots sport.

Those are the headline findings of a report published in January by the House of Commons Public Accounts Committee (PAC). The report outlines how, despite spending £323m a

IN BRIEF

Stadium plans for Cornwall advance

Detailed plans have been revealed for a new stadium for both Truro City FC and the Cornish Pirates rugby club. The venue, in Langarth, is set to have an initial capacity of 3,000, but if sufficient funding can be found – and if there is a need for development in the future – the facility can be expanded to house 5,000 or 10,000 spectators.

New greenkeeping apprenticeship

A new qualification has launched for greenkeepers and other sports turf professionals. The Level 3 Advanced Sports Turf Technician apprenticeship has been approved by the Institute for Apprenticeships and Technical Education and is Sponsored by the Department of Education.

Halesowen centre work completed

year since 2015, the DCMS and Sport England had made “little progress” in tackling inequalities and barriers to participation.

“The government committed to delivering a lasting legacy as part of the £8.8bn London 2012 Games, including increasing participation in sports,” the report reads.

“But the benefits have failed to materialise, with the proportion of adults participating in sport actually falling post-2012.”

Halesowen Leisure Centre has undergone a multi-million, two-phase redevelopment project. Delivered by Alliance Leisure for the centre’s owner, Dudley Council, the work included reconfiguration of the pool area to create a 25m main pool and 12.5m learner pool, new wellness suite and an adventure play area.

Sean Dyche awarded honorary UCFB fellowship

Everton manager Sean Dyche is among a group of sports personalities to have been awarded an honorary fellowship by the University Campus of Football Business (UCFB). The fellowships are awarded to recognise individuals who have contributed to the world of sport and education.

Dyche received his fellowship at the UCFB 2022 graduation ceremony at Wembley Stadium on 14 December. Dyche is an advisory board member of UCFB’s postgraduate school, the Global Institute of Sport (GIS) and over the course of the last decade he has supported UCFB with guest talks to students and he starred as himself in a UCFB TV advertisement first aired in 2017. He has also supported UCFB and GIS with the Sean Dyche Family Scholarship.

SAPCA appoints new chair

Dr. Kathryn Severn has been named the new SAPCA chair. She takes up her new role this month (January 2023), replacing outgoing chair Jason Douglass, whose two-year tenure came to an end in December 2022.

Severn has more than 15 years’ experience in the sports surfacing industry. Her academic research and development work led to a PhD from Loughborough University, where she studied the science of synthetic turf surfaces and player interactions.

“I’m delighted to take up the role of SAPCA chair at such an important and exciting time in the association’s journey,” Severn says.

“The past year has seen some major changes in operations, such as a new CEO coming in.”

Sport England completes leadership team restructure

Sport England has completed the restructuring of its executive leadership team with the appointment of Lizzie Hanna as Chief Finance Officer.

Hanna joins the grassroots sports body from the National Citizen Service Trust (NCST), where she held responsibility for a full suite of corporate services including finance and commercial.

Prior to NCST, Hanna worked as finance director at London North Eastern Railway and was a non-executive director at Kettering General Hospital. She also spent five years at telecoms giant BT supporting governance, risk and operational change.

She said: “Sport England’s plans to make a positive difference to the lives of communities highlighted through the Uniting the Movement strategy is a compelling and infectious vision.”

Sean Dyche

Hanna joins Sport England from the National Citizen Service Trust

Dr. Kathryn Severn, the new SAPCA chair

Sport England reopens Small Grants Programme

Sport England has reopened its Small Grants Programme, which hands out awards to community projects and facilities in order to get people more physically active.

The programme was put on hold for a year in 2022, due to Sport England launching its Queen’s Platinum Jubilee Activity Fund – a similar initiative designed to bring communities together through activity.

Sport England said that the renewed Small Grants Programme will offer an increased maximum grant amount of £15,000 for 2023 – up from £10,000 in 2021, when it last ran. Applications can be made for awards of between £300 and £15,000, with multiple applications permitted but organisations can only have awards totalling £15,000 or less in any 12-month period.

The programme will prioritise projects that focus on environmental sustainability, can demonstrate how they connect with their communities, provide the biggest possible impact to those who need it most and are working with people living in areas of disadvantage. Only not-for-profit organisations are eligible for the programme.

The initiative will hand out grants of up to £15,000 to local activity programmes

900 playing fields protected during pandemic

New figures released show that Sport England protected more than 900 playing fields between April 2020 and March 2021 – the first year of the pandemic.

The sports body is a statutory consultee on planning applications and, as a result, local authorities and councils are required to refer cases to Sport England when any proposed development would affect or lead to the loss of a sports playing field.

According to Sport England, 95% of all concluded planning applications which involved a playing field during the period (April 2020 – March 2021) resulted in the protection, or improvement of, facilities.

“The data shows we continue to act to protect and enhance

playing fields across the country,” said Sport England’s head of planning, Nick Evans.

“We object to all applications unless the developer can prove it will improve or protect community sports provision.

Nearly all applications a ecting playing fields resulted in improved or safeguarded sports provision

“This is pivotal given community playing fields help people of all ages and abilities to get active, connecting our communities and bringing people together through the joy of physical activity and movement.”

New operator sought for Copper Box Arena

The London Legacy Development Corporation (LLDC) has launched a tender process to secure a new operator for the Copper Box Arena at Queen Elizabeth Olympic Park.

LLDC is seeking to lease the Arena under a new operating arrangement for a period of eight years.

The Copper Box has a maximum seating capacity of 7,500 and the ability to stage elite sport and esports as well as other live entertainment events. It is described as the Park’s most versatile venue and is home to the London Lions basketball teams and London Pulse netball team. Facilities also include a 80-station gym, café and ancillary facilities.

Edward Fane, Head of Venues at Queen Elizabeth Olympic Park, said: “The lease contract is critically important to the long-term legacy of London 2012 and we are seeking a significant partnership.”

The venue is one of the legacy facilities from the London 2012 Games

Under the weather?

Let’s stick together

EnviroStik Aqua-Fix Adhesive is a single component moisture-curing adhesive, formulated for the secure seam jointing of carpets using special geotextile based tapes. Its tolerance to use in adverse weather conditions or when carpets become wet due to exposure to rain before bonding allows work to proceed even when other adhesives may not produce acceptable bonds. Final bonds are fully resistant in the long term to all climatic conditions.

• Single part, no mixing

• High resistance to weathering and environmental influences

• No excessive foaming, even with high moisture levels

High performance adhesive for fixing artificial grass even in wet weather

Innovators in adhesives for sports surfaces

We discuss the history of EnviroStik and this sector with Brian Spencer

When it comes to adhesive systems for sports surfaces, there is one name that sticks in your mind above all others in this market. After 22 years in the business, EnviroStik is not only clearly established as the market leader, but it also continues to develop the market through innovation, product quality and customer service.

The company was founded in 2001 by Bob Edge, with the help and support of Brian Spencer, both of whom had enjoyed lengthy careers with major brands in the adhesives sector. Back in the 1990s there were adhesive products available for use with artificial playing surfaces, and this was the sector that Brian Spencer worked in. Both he and Bob believed there was a market opportunity for the development and support for this market sector.

With a combination of product quality, innovation and market commitment, EnviroStik began to revolutionise the sector, manufacturing (at its factory in Stafford) and supplying a range of high performance one and two-part polyurethane adhesives for synthetic grass installations.

The development of the company saw it supplying its products and expertise worldwide. The range of its applications covered all industry aspects - professional sports, the emerging leisure market and Government social projects throughout the UK and abroad.

Brian now has an amazing 64 years’ experience of the adhesives market, since he joined the industry at the age of 16 as a lab assistant, before moving into sales. So, it is not surprising that EnviroStik quickly became an acknowledged expert on the technology of the sector. EnviroStik manufactures a wide range of adhesives and tape systems for fixing artificial grass and sports surfaces for a wide variety of different sports, catering for the specific requirements of each sector.

Today the company, in which Bob’s two sons, Rob and Mark also work, has a fully staffed Research & Development facility. This enables EnviroStik to work closely with the ‘carpet’ manufacturers ensuring the adhesives that the company develops continue to perform in line with the latest technological developments of standards in the ever-changing sports industry.

EnviroStik’s complete product range and high service levels have enabled it to develop and grow in the leisure market, which is continuing to establish itself.

Over the last 20 years, EnviroStik has led the way in technical innovation –ensuring for instance that two-component adhesives are now the standard for the sector. With an emphasis on sustainability, the company continues to focus its technical resources on the development of sustainable products and recyclable packaging throughout its entire range. More info: www.envirostik.com

Brian Spencer (left) with Bob Edge

EnviroStik now supplies a number of products and services across

Q & A with Brian Spencer

Q: What are the main di erences between EnviroStik when you first started and today?

A: The differences are many – for a start, I was 20+ years younger! We started small with one manufacturing line, limited stocks and facilities and could never have imagined we would be the scale of operation we are today. Nowadays, not only are we the brand leader in the UK, but we are also continuing to grow our export business and develop a global brand.

Q: What is your role in the company and how has that changed?

A: What’s stood us in good stead has been the relationships we’ve developed along the way. I can think of some going back to the start of my career. I’ve always felt that people are key in our industry and good relationships are essential. We are a family-run company with traditional values. We value people and the relationships we make with our clients, many of whom are now friends. At the beginning we built our business on trust and relationships. We continue to visit and meet face to face and of course socialise. It’s of course a given that our product must perform, be competitive and customer service must be excellent, but some companies forget about the people behind the orders, our approach has always been and will continue to be about our clients, we enjoy getting to know them.

Q: How has the product range developed over the years?

A: Our range has developed as the market has. For example, the demands of the industry to install pitches all year round have led to us developing and supplying innovative products to be able to meet this demand. We were the first adhesive manufacturer or supplier to introduce a product that could be installed in adverse weather. Our launch of Wet-Fix revolutionised the market at the time.

Nowadays, our development on this continues, most recently with our single component PU adhesive ‘AquaFix’ which has been well received by the industry in the UK and globally.

We also have to ensure the products will meet the most stringent of performance requirements and test standards demanded by professional bodies such as FIFA, IRB and FIH.

Q: What does your work life balance look like nowadays?

A: I continue to enjoy what I do. So my work life balance is great! I enjoy travelling with work, continuing to meet industry friends and colleagues, and spending time with my family.

The balance is so good that it allows me time with the dog and family, walks along the beach and time with work friends and the odd day of golf or a nice meal thrown in for good measure – what’s not to like? Long may it continue!

the UK and the world

Antony Higginbotham MP wins first ever Parliamentary Physical Activity Challenge

The office of Antony Higginbotham MP has been named as the winner of the inaugural ukactive Parliamentary Physical Activity Challenge, held in partnership with fitness tech brand Myzone. More than 40 people took part in the challenge, from 18 different offices of both MPs and Peers.

Participants ranged from 22 to 74 years of age and covered all four countries within the United Kingdom.

The Challenge saw MPs, peers and staff use Myzone devices to track their physical activity levels over four weeks in order to obtain Myzone Effort Points (MEPs). MEPs measure effort rather than distance or time spent exercising, and therefore reward people for being more physically active regardless of their fitness levels. MEP scores for all participants in each office were tallied and divided by the number

of participants in each team.

Huw Edwards, CEO of ukactive: “We were delighted to see the energy, appetite and competitive spirit of all the teams, MPs and Peers who took part.”

Search to find ‘next big sports tech’ provider

Southampton Football Club has joined forces with sports investment firm Sport Republic and tech firm Yolo Group to launch a competition which aims to find and support the next “innovative sports tech startup”.

The Future of Football challenge is open to Web3 and sports tech startups and scale-ups which provide solutions to football development or fan engagement. A particular focus will be on those specialising in scouting, training, recovery, game analytics, as well as gamification, loyalty programmes and matchday experiences.

Those chosen will be offered a four-week virtual programme to develop their tech. The deadline to enter the competition is 23 February 2023.

More than 40 people took part in the challenge

The competition is open to tech startups

Antony Higginbotham PARLIAMENT.UK (CC BY 3.0)

Urgent plea issued to support grassroots sport

A group of sport and physical activity sector bodies have issued an urgent plea to the government, asking it to increase its support to grassroots sport and physical activity.

In a joint statement, the organisations – Active Partnerships, CIMSPA, the Local Government Association, the Sport and Recreation Alliance, the Sport for Development Coalition, Swim England, ukactive and the Youth Sport Trust – said the sector was under increased pressure following the pandemic and the ongoing cost of living crisis.

“Today, we make an urgent plea to the Government not to take for granted the role and importance of sport, recreation, and physical activity in our country,” the

joint statement says. “As lead organisations from the sector and local government, we are acutely aware of the significant pressure facilities are facing as a result of both the pandemic and now the energy crisis.

“The failure to identify bespoke support for the sector (and schools operating sports facilities) as part of the Energy Bills Discount Scheme will be the final straw for certain facilities and services across the UK.”

Ireland’s first indoor velodrome approved

Proposals to build a new National Velodrome and Badminton Centre on the Sport Ireland Campus in Dublin have been granted planning approval.

The venue is set to become Ireland’s first indoor velodrome track and will include both elite performance and community facilities. The new centre includes a 250m cycle track, with 12 badminton courts within the infield and around 1,000 permanent seats for spectators.

Designed by FaulknerBrowns Architects, the National Velodrome and Badminton Centre forms part of a wider masterplan for the development of the Sport Ireland Campus, also designed by FaulknerBrowns Architects.

The centre will provide a permanent home for two national governing bodies of sport – Cycling Ireland and Badminton Ireland.

Grassroots sport is under pressure

Gallions Primary School

SPORTING A NEW IMAGE

Gallions Primary School, London is sporting a new image with the new Multi Use Games Area (MUGA)

After years of poor sport facilities and the lack of community events, the school needed to kick start their approach to delivering sport, health initiatives and ultimately community programmes.

Having secured funding and researched the industry, Gallions Primary school appointed Synthetic Turf Management as main contractor due to our industry references and high standards of in-house design and knowledge. The PE lead had also used our online MUGA builder to help bring together initial ideas.

Synthetic Turf Management was first invited to the school back in 2020 to provide a feasibility study for a proposed MUGA. The natural field had drainage

issues and was uneven, leaving it unsuitable for sport and play most of the year.

During site investigations it was clear that the possibility of ground contamination of the existing sub base needed consideration, as the site was previously an old school with rubble and disconnected services.

The school had a good-sized field and an old, broken up tarmac tennis court, which was unusable. As part of the design process, STM incorporated both areas, opening up the once redundant space.

The school was very keen to use the area for as many sports as possible. Athletics was important to the school, so having the fourlane running track surrounding a multi-use sports markings was important. In designing the surface with both sports and play in mind, STM made sure the sand dressed surface met FIH, Gen 2 Multi use standards.

From the school’s perspective, the colours within the area really set the MUGA apart.

The response from the school has been fantastic. The facility has had a big impact on the children, who use it for walking the daily mile on the rust track, while PE lessons go ahead on the blue inner court.

The response from the school has been fantastic – and seeing the facility is amazing

The facility features a four-lane athletics track and multi-use sports markings

IN BRIEF

PerformX Live to be held in London

An event aimed at those working in fitness, wellbeing and sports performance will be held at London’s Tobacco Dock from 17-18 March. Called PerformX Live, the show’s strapline is “where world-class content meets cutting edge innovation & experiences”. Speakers at the event will include broadcaster Gabby Logan.

Smart-Space wins school award

SAPCA member Smart-Space has won the School Buildings Supplier of the Year 2022 award. The award was voted for by people within the education sector and was one of a total of 22 awards. SmartSpace specialises in popup and instant buildings to businesses and organisations who need additional space.

Carbon8Lighting launches Athlima

SAPCA member Carbon8 has launched its Athlima Sports Floodlight, the first of three new lighting products that the company has specifically designed for sport. Athlima benefits from the company’s experience in providing pinpoint accurate light distribution in industrial settings, such as airports.

Tackling inequalities in Notts

Active Nottingham’s Ken Martin Leisure Centre has become the first leisure centre in the country to achieve the Quest Tackling Inequalities in Leisure Standard.

The centre received the accolade as part of its Sport England Quest assessment, which measures how well a facility is operating and how effective organisations are across a range of areas.

The centre has worked towards making the centre accessible to people from all backgrounds and demographics. This has included partnering with housing associations, primary care networks, social prescribing teams and mental health services, as well as campaigns such as Get Out Get Active, This Girl Can and the Disability Sport Insight and Participation project.

Climate-neutral hockey turf

SAPCA member Polytan has introduced what it describes as the world’s first carbon-neutral synthetic turf for field hockey.

Poligras Paris GT zero has been developed specially for the 2024 Paris Olympic Games through a combination of a new manufacturing process and the use of sustainably farmed, organically based synthetic materials.

The material for the turf is manufactured using a by-product of sugar cane processing in Brazil. During the production of the turf fibres, fossil-fuel-based polyethylene is replaced with organically based polyethylene.

Another major component in maximising the sustainability of Poligras Paris GT zero is that it

consumes less water than other products. This is thanks to a new technology called Turf Glide, which reduces surface friction so that less water is needed to reduce friction resistance.

Poligras will be used at the Paris 2024 Olympic Games

Scottish Rugby bans trans women from taking part in female contact rugby

Scottish Rugby has banned transgender women from competing in contact versions of the women’s game from 1 February. The ruling will see the playing population of trans people in Scotland – estimated to be fewer than 10 – being able to continue to play rugby, but only in non-contact forms.

In a statement, Scottish Rugby said: “This amended policy now aligns with the already published positions of other rugby union governing bodies in the UK and Ireland which follow guidance from World Rugby and the Sports Councils’ Equality Group (SCEG).”

The updated policy means contact rugby for players in the women’s category is limited to

those whose sex was recorded as female at birth. The policy does not apply to non-contact forms of the game, such as Tartan Touch. Previously, transgender women could participate in the women’s game in Scotland depending on the outcome of a thorough medical process including testosterone tests prior to registration to play.

Transgender men may continue to play contact rugby in the men’s category provided a risk assessment has been undertaken

by the club in which the player is registered, and the outcome logged with Scottish Rugby.

Scottish Rugby said the policy will be reviewed on an annual basis and in light of any new scientific data.

sportscotland names Forbes Dunlop as CEO

Forbes Dunlop has been appointed as the new CEO of sportscotland.

Regarded as one of Scottish sport’s most respected and experienced sports administrators, Dunlop will take up the position with immediate effect having worked as COO with the national agency since April 2019. He replaces Stewart Harris, who stood down as CEO late last year after more than 16 years in the role.

“It is a great honour to have been appointed as CEO during what will be an incredibly important period for Scottish sport,” Dunlop said. “There are many exciting opportunities that lie ahead, along with significant challenges, and collaboration will be central to our continued success.”

The new policy will be reviewed on an annual basis

Dunlop is the former CEO of Scottish Swimming

© SCOTTISH RUGBY © SPORT SCOTLAND

ProGame Shock Pads for Sports Fields

Especially for artificial turf sports grounds: The Trocellen XC & XC Plus series includes high-quality shock pads made of closed-cell, chemically cross-linked polyethylene foam. ProGame shock pads are delivered in rolls of 2-meter width and tailored length to meet the requirements of the field. The combination of the unique XC-punched polyethylene foam guarantees excellent drainage properties, quick and easy installation, and very high dimensional stability. The wide range of thicknesses (6 – 14 mm) and densities (30 – 90 kg/m³) caters to the requirements of a variety of sports.

OUTSTANDING SPORTS PITCHES FOR GRASSROOTS, INDEPENDENT SCHOOLS & PRO SPORTS CLUBS

Sports bodies commit to improving safeguarding

UK Sport and Sport England have made a commitment to taking action across five specific areas, as part of their wider focus on improving safeguarding and wellbeing for everyone involved in sport.

The commitments include continued development of the Safeguarding Case Management Programme to help organisations access expert support in relation to safeguarding.

Another is Sport Integrity, the independent disclosure and investigations service, becoming mandatory for all UK Sport funded sports.

The commitments have been developed based on learnings and insight from the Whyte Review, the independent report

which was co-commissioned by Sport England and UK Sport in 2020 following allegations of abuse and mistreatment in the sport of gymnastics.

The review concluded last summer (in 2022), and its

final report outlined a series of recommendations for the sport of gymnastics.

It also highlighted a number of areas where improvements could be made across the wider sporting system.

Report reveals benefits of hosting major events

A report commissioned by UK Sport has revealed the huge benefits that hosting major events provides for the UK.

The Value of Events Report 2022 shows how, alongside delivering a direct economic impact of £132m (with Birmingham 2022 data yet to be published), the events held during 2022 supported 1,600 jobs and a 6:1 return on investment. The report also sets out how hosting 12 events in 25 cities, backed by government funding, brought millions of people together, united communities and positively impacted millions of people’s lives.

Among headline figures was the finding that more than 4 in 5 Britons (83%) are proud that the UK hosts major sporting events, and almost 3 in 4 (70%) said that watching or attending major sporting events positively impacts their happiness.

The report highlights a number of areas where improvements could be made

The Rugby League World Cup was among the major events held during 2022

Maintenance that stands the test of time

Since the steep growth and popularity of artificial sports pitches in the early 1990s, maintenance contractors, working closely with pitch manufacturers, have finetuned their maintenance regimes to extend the lifespan of the artificial playing surfaces.

One such leading maintenance contractor is Replay Maintenance, which has led the industry with the introduction of innovative workflow management and reporting software. The company is also dedicated to staying current with the latest technologies and industry developments. This is seen in the way it regularly invests in new equipment, processes and training for its technicians, ensuring that they are able to provide the most efficient and effective services possible.

Yet Replay Maintenance has remained true to its roots and continues to deploy a maintenance process that celebrates its 30th year in 2023 – proving that some traditional methods really do stand the test of time.

Called Rejuvenation, the process is one of Replay’s flagship services. Through the years in operation, it has lengthened the lifespan of countless sports pitches and tennis courts, with one customer returning for their third rejuvenation.

With the life of the artificial surface typically extended by four to five years by Rejuvenation, depending on the regular maintenance and the age of the surface, this process is a fraction of the cost of a new carpet for their clients.

Bookings for Rejuvenation show no signs of slowing either, with Replay Maintenance’s operatives having completed 50 during 2022.

Rejuvenation is one of Replay’s flagship services

The process involves unique and constant air-flow plenum technology and uses compressed air to remove the contaminated top layer of infill, restoring the pile to vertical and completing the process with the installation of new clean infill. The process can extract the infill to any chosen depth, including removing all the infill right down to the backing and is as effective on long-pile 3G surfaces.

Replay customers with multiple surfaces of varying ages benefit from the ‘levelling up’ that the rejuvenation process offers. One such customer, Alderley Edge Tennis Club, conveys how Rejuvenation benefits the club and its courts:

“Working collaboratively with Replay Maintenance, our artificial grass courts have seen a vast improvement in the aesthetic and playability through the Rejuvenation process. The works that they have done, together with the regular maintenance, have extended the courts’ lifespan and it means that we won’t have to think about resurfacing for another few years.”

Replay Maintenance’s decades of success is a testament to the company’s commitment to providing quality service and building long-term relationships with its customers.

A pitch before (inset) and after the Rejuvenation process

Head of Insights and Innovation

Women in Sport

Make parks safe for girls

Parks and green spaces are among the greatest assets in any community. They can be a focal point for organised events that bring many people together at once. In short, parks ought to be for everyone. Therefore, it’s disappointing to find that twice as many girls as boys feel unsafe exercising in their local park (49% compared to 26%).

The figure comes from the recent Make Space for Us report – commissioned by Yorkshire Sport Foundation and supported by Women in Sport – which surveyed 13–15-yearold girls and boys about how they use parks. Among the findings were that while girls like to go to parks in their spare time, they mainly use parks to socialise (67%), walk (67%) and play on park equipment (45%). Boys, meanwhile, are much more likely to participate in vigorous activity including organised sport, bike riding and running. Girls are worried about harassment and anti-social

“WHAT IS CLEAR IS THAT THERE ARE COMPLEX BARRIERS AND DEEP-ROOTED GENDER

behaviour - particularly if boys are present. While parks offer space for activity, the report found that 73% of girls are stopped from being active if people are watching because of the fear of being scrutinised - a concern which is amplified in outdoor public spaces. What is clear is that there are complex barriers and deep-rooted gender stereotypes that affect girls’ enjoyment of parks. Six in ten don’t feel welcome in parks due to groups of boys dominating space. Alongside that, a lack of toilets and changing facilities fail to meet the needs of girls (78%) navigating puberty. Girls have as much right as boys to enjoy playing sport and taking exercise in parks. That’s why we at Women in Sport – alongside Yorkshire Sport Foundation and the Make Space for Girls campaign – are calling for park providers to give teenage girls a voice and a choice by engaging them in shaping the parks and communities they live in. Parks need to be reframed to create exciting, innovative and safe spaces to support more teenage girls to be active, enable a life-long love of exercising outdoors, and empower them to lead happy, healthy lives. Parks and green spaces should be a safe, welcoming environment for everyone to be active, and this research shows that there is still plenty to do for that to be the case for teenage girls. ●

STEREOTYPES THAT AFFECT GIRLS’ ENJOYMENT OF PARKS”

Nearly

half of girls feel unsafe exercising in their local park

Chair Sport for Development Coalition

Are we tackling inequalities?

There has, especially post-pandemic, been a shifting of the dial on how the sport, exercise and physical activity sector should be better integrated with the national health agenda. The benefits to health are, obviously, an important part of the equation. The specific issue that needs tackling, however, is the inequalities in health outcomes which, for too many of our population, is based on where they live and/or their economic circumstances.

The role of sport and physical activity in delivering long-term benefits is well known to those of us who understand the sector. But unless we are specifically targeting the inequalities within the communities we serve, we are not going to make a demonstrable difference to eradicating them. Never mind those in the healthcare sector who we are looking to convince to work alongside us.

While the discussions around physical activity and the role it can play in a new, preventative healthcare model are exciting (and long overdue), there is a risk that our actions will fall short. We might end up, again, in the same place we always find ourself in – looking after the already

healthy and motivated. Nothing wrong with that, of course. We need to create improved opportunities for sport and exercise for everyone, including those who already take part and are physically active. But we can't – and shouldn’t – expect a heavily stretched NHS to spread its budget to look after those already active.

Interventions that target inequalities and look to activate the most under-served communities will make the biggest difference to life chances. What we need to focus on if we, as a sector, truly want to work alongside the health service is to ensure we truly help ease the burden it struggles under. It is only by working with disadvantaged communities and building up a level of trust that we will be seen as part of the integrated public health solutions.

“INTERVENTIONS THAT TARGET INEQUALITIES AND LOOK TO ACTIVATE THE MOST UNDER-SERVED COMMUNITIES WILL MAKE THE BIGGEST DIFFERENCE TO LIFE CHANCES”

The sector needs to focus on those who need the most support

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CLIFT TOM

The Birmingham 2022 Commonwealth Games was the largest event ever held in the history of the West Midlands. A total of 72 nations and territories took part across 19 sports at 15 venues. More than 14,000 volunteers helped manage the experience for 6,500 athletes and officials. There were a total of 1.5 million tickets sold – the most ever for a Commonwealth Games – with a global TV audience of 1.5 billion.

Could you put the scale of the Games into context – what did it take for all the partners to deliver it so successfully?

Birmingham 2022 was a pivotal moment in the history of the city and one that will act as a springboard across multiple levels to elevate Birmingham and the West Midlands further on the global stage. It took vision, dedication, resilience, teamwork, patience and an incredible amount of hard work and collaboration across a vast number of Games partners and stakeholders.

was the competition venue for hockey and

The University of Birmingham played a key role in delivering the Games, signing the most extensive university partnership in the history of the Games. As part of the partnership, the university hosted the Athletes’ Village – housing more than 3,500 athletes and officials on campus – and was the competition venue for hockey and squash. It was also an official Tier 1 sponsor, a partner for the Queen’s Baton Relay, and an official training venue for athletics and swimming. The university was the official catering supplier, providing 200,000 meals per day and also hosted Games sponsors and media.

SportsNation spoke to Tom Clift, Head of Commonwealth Games Project Delivery, to learn more about the gargantuan effort to put on the Games, as well as find out about the legacy plans for the region.

What has been achieved is even more remarkable, given that Birmingham only had half the time to prepare than previous host cities did, due to Durban – the original host city for 2022 – being stripped of hosting the Games in 2017. Add to that a global pandemic not seen in our lifetimes, Russia’s invasion of Ukraine, political uncertainty domestically and a series of train strikes at Games time and you soon realise the achievements of Birmingham 2022 were even more incredible.

As head of the university’s games delivery team, what did your role entail in the pre-Games period?

The purpose of my role was to lead and manage the operational and logistical interfaces between various campus teams. I worked with more than 25

Above: The Games were the largest event ever held in the West Midlands

© SHUTTERSTOCK / HAIRUL NIZAM

internal professional service teams, academic schools and colleges – and more than 60 Organising Committee (OC) functional areas – all of which were involved in and affected by the university’s contracted Commonwealth Games commitments.

My experience is well suited to these challenges, as a major events specialist with over 20 years’ knowledge and experience of working with multiple stakeholders across the public, private and charitable sectors. In addition, I have been part of four Olympic and three Commonwealth Games since 2002. Our goal was to minimise potential disruption to normal university operations and optimise the opportunities, value and profile the Games provided. This required me to integrate and support UoB functional leads with their respective OC counterpart, through an integrated project plan that included more than 50 separate areas of event delivery from a project management perspective. With our fantastic estates team, we also worked very closely with the OC, their suppliers and all Games partners on the “bump in” and “bump out” phases to enable all the temporary infrastructure required – including a huge 6,000 capacity spectator stand by our hockey pitches, which created a fantastic wall of sound at Games time – but had to be built ahead of

the Games, without causing severe disruption to our ‘business as usual’ operations.

What about during the Games?

At Games time, the Organising Committee assumed “exclusive use” / full operational control of the areas of our campus that fell within the agreed security “red line” required to deliver the Games. They worked with our wider internal teams across cleaning, housekeeping, accommodation, food and beverage, transport, security, HR, finance, IT, estates, sport and facilities, therefore it was very much the OC’s show across all Games venues and sports region wide.

However, as part of our wider University Command, Control and Communications (C3) operations we held daily briefings at both operational and strategic levels, to discuss, record and respond to any issues that arose from the Games across campus that may have impacted on the Games.

And post-Games?

While the Games may only be an 11-day spectacle, our build and de-rig phases stretched across a five-month period from May to Sept 2022. This was to enable the temporary overlay and wider infrastructure to be installed so that we were ‘Games ready’. What comes in, must go out, and

University of Birmingham hosted the hockey competition during the Games

The goal was to minimise potential disruption to normal University operations and optimising the opportunities, value and profile the Games provided

© UNIVERSITY OF BIRMINGHAM

so once the final match was complete, the post-Games “bump out” phase began in earnest. Within hours, we were working across the University and with the OC to return our campus back to normal.

Our evaluation and lessons learnt are nearing completion as part of the wider Games impact and benefits reports due in early 2023 and we’ve also been supporting future host cities with the transfer of our knowledge and experience across all of our contracted deliverables.

What will the facility legacy be from the Games?

A key advantage of Birmingham 2022 was the minimal need for new facilities across the region, by using existing venues and infrastructure wherever possible. All of our existing sports facilities were used for the Games, but through our partnership with the organising committee, we had an extensive programme of jointly funded capital works to ensure our campus was ready for the Games. This included investment to recarpet both water-based hockey pitches to meet the International Federation (FIH) standards and demolishing our old sports pavilion at our competition venue.

We also had to remove and reinstall our permanent infrastructure, from fencing to floodlights and much more! At the village, we completed multiple accessibility improvements to support the needs of para-athletes as part of the largest integrated para-sport programme the Games has yet delivered. These ranged from installing new wet rooms to the construction of a new laundry and social space. All of these will benefit our students, staff and local communities post Games.

And what about the legacy plans that the Uni of Birmingham has?

As part of our wider Games benefits realisation, we’re focusing on six thematic areas. These align to our wider university strategic framework in support of our aspiration to be a world top 50 institution by 2030. The areas are: skills; academic research; student recruitment; sport and major events; culture; and engaging our diverse communities and we will be focusing on these along with our regional, national and international partners.

Our involvement with the Games has already yielded multiple opportunities and our Games deliverables have cemented existing relationships and created new partnerships with multiple Games stakeholders at both a regional and international level, across the public, private and charitable sectors.

We’re also proud to support Birmingham City Council’s new 10-year, major sporting events strategy and will continue to be one of their key delivery partners for future major sporting and cultural events the City hosts and bids for as part of the next golden decade of sport and culture.

The first of these major events is already in the calendar, as we’re hosting the IBSA

The two international-standard hockey pitches in Games mode

© UNIVERSITY OF BIRMINGHAM

World Games 2023 on campus in August 2023, working with Birmingham City Council, British Blind Sport, RNIB, UK Sport, Sport Birmingham and other partners.

We now have a great operational and governance model for delivering events at this scale and we’re really looking forward to the unique and different types of challenges that will bring. It’s the first time the IBSA World Games will have been hosted in the UK, and the event will also provide us with the opportunity to showcase the incredible research our world-leading academics are experts in.

The Games are over - is the 2022 Games-related work over too?

Absolutely not! Our partnerships with multiple stakeholders across the Commonwealth, Government and in sport continue, from DIT, to Visit Britain, to Team England and SportsAid. The University will become the European base of the CGF sport for social purpose initiative, GAPS. GAPS is a unique programme focused on supporting the development of emerging para-athletes and coaches from the Commonwealth, and it forms part of the international legacy of Birmingham’s hosting of the 2022

Commonwealth Games. We hope Birmingham 2022 serves as a catalyst for progress toward disability equality around the world.

What was your favourite part of being part of delivering the Games?

While all major events are special, you can’t beat working on a home Games. We’ve shown the world what Birmingham and the West Midlands is all about and blown into oblivion previously outdated perceptions of our city and region for generations to come. It was magical, inspirational and will also leave behind a legacy of pride and renewed confidence in its people across the region.

What was the biggest challenge you faced in relation to the Games?

The sheer size, scale, complexity and volume of our contractual commitments and maintaining the university’s business as usual operations. We overcame these challenges by being clear with our objectives and benefits realisation from the start, engaging early and regularly with our staff, students and local communities.

I’m proud of our team’s monumental efforts and the way our University came together across our professional services and academic schools and colleges to deliver. ●

The UoB Exchange venue became DIT’s UK House for the duration of the Games

(International Blind Sport Federation)

We now have a great operational and governance model for delivering events at this scale

The squash competition was held at the £55m Sport & Fitness Centre which first opened in 2017

A STATE OF MIND

The 2023 Workforce State of Mind Survey – which explores the mental wellbeing of people at all levels of the workforce – is now live and available for professionals and employers working in fitness and active leisure

The last few years have been unsettled and challenging for many. In addition to the ongoing impact of a global pandemic that closed businesses and forced most people to ‘stay at home’, the world is now coping with the impact of a war in Ukraine, a cost-of-living crisis and crippling energy bills.

This uncertainty means that now, more than ever, we need to be proactive in understanding and managing workplace mental health and safety to help our workforce be as healthy and productive as they can be. This means preventing and protecting our people from foreseeable workplace risks and helping support those who are experiencing distress, if work has caused, or is aggravating, a condition.

We all have a role to play in managing our own wellbeing too, but employers need to create a healthy work context and that means managing mental health and safety in the same way employers manage physical health and safety. This means taking a strategic approach to creating cultures that enable people to thrive. This makes sense legally, commercially and ethically – the win-win that happens when workplace mental health is proactively managed. The good news is that this month has seen the launch of the third Workforce State

of Mind Survey by Workplace Mental Wealth. The survey invites comment from individuals and employers working in fitness and active leisure with the aim of shining a light on mental health and providing the insight employers and professional representative bodies need to better protect and support their people.

In 2022, 57% of respondents said they had experienced a mental health issue in the last year, up from 53% in 2021. Meanwhile, 73% of respondents said they had experienced a mental health issue ‘at some point’, up from 69% in 2021.

Lindsey Simpson, Co-Founder of Workplace Mental Wealth and Survey Resource and Insight Director, says: “We all have mental health, just as we all have physical health. We experience fluctuations in our physical health over our lifetime, and in a similar way, mental health is fluid too.

“Employers have a legal obligation to protect both the mental and physical health and safety of their teams. Through the survey, we gain a greater understanding of how people at all levels of the workforce, across a broad range of job roles, are feeling and the action employers are taking to create mentally healthy cultures.”

The Chartered Institute of Management in Sport and Physical Activity (CIMPSA) is, again, backing the survey with additional support from Active IQ, Alliance Leisure, Les Mills and Myzone.

“Without the ongoing backing of CIMSPA and our supporters this work would not be possible,” says Katie Lewis, co-founder, of Workplace Mental Wealth and Survey Partnership Director. “Together we are encouraging as many people as possible to answer the online survey – both employed and freelance. It is anonymous and takes around 5 minutes to complete. Everyone’s

Employers have a legal obligation to protect both the mental and physical health and safety of their teams

Lindsey Simpson

In 2022, 57% of respondents said they had experienced a mental health issue

opinion is valuable – from apprentices through to CEOs. The more responses we attract, the more valuable the insight. So, we urge everyone to find the time to have their say.”

Employers are encouraged to complete the dedicated employer survey strand and to share the link to the individual survey with their teams. Lindsey adds: “We have created a suite of resources to help employers promote the survey to their people including a comms planner, social media tiles, newsletter copy and video. All resources are free to download from www. workplacementalwealth.com/free-comms.

Tara Dillon, CEO, CIMSPA says: "We are very pleased to be a partner to the State of Mind Survey for the third year running. Understanding how our people are feeling, through this valuable insight, is instrumental in the creation of a sector-wide culture that promotes happiness, health and prosperity. It’s better for our workforce, our sector and our customers." ●

To take part in the 2023 State of Mind Survey, visit www.workplacementalwealth.com. The Survey for individuals and employers is open now and will close on February 10, 2023. The summary report with the findings and recommendations will be available mid-March 2023 via a free download from www.workplacementalwealth.com

Everyone’s opinion is valuable – from apprentices through to CEOs.

The more responses we attract, the more valuable the insight

Katie Lewis

MIKE FARRAR

In his first wide-ranging interview since being appointed chair of ukactive, Mike Farrar – a former CEO of the NHS Confederation – outlines how physical activity can fulfill its role as an important part of a preventative health service.

Mike Farrar has substantial experience across both healthcare and sport. He is perhaps best known from his time as chief executive of the NHS Confederation, but has also held the roles of CEO of West Yorkshire and South Yorkshire Strategic Health Authorities, as well as head of primary care at the Department of Health. He was awarded the CBE in 2005 for services to the NHS and is now an active thought leader and, as a consultant to the NHS, continues to support systemwide leadership groups across the UK.

In addition to his expertise across the health sector, Farrar has held significant roles in sport. He is a former Vice and Interim Chair of Sport England and, in August 2009, was appointed as National Director for Sport and Health. His other high-profile roles in the sector include chair of the Amateur Swimming Association (now Swim England), a trustee of the Football League Trust, Chair of Rugby League Players Welfare Forum and Chair of Huddersfield Town/ Huddersfield Giants Community Sports Trust.

Following his appointment as chair of ukactive, Farrar will be uniquely positioned to help drive the physical activity sector’s long-held ambition of positioning itself as a crucial part of a preventative health service.

You are now four months into your role. How have the first months been?

My stepping into the role has coincided with the sector going through some tough times and I’ve been really impressed with the reaction to the challenges. It’s been great to see how there’s real resilience and a real appetite, within the sector, to tackle the cost of living crisis and the burden of energy prices – especially as the sector is still recovering from the effects of the pandemic.

When it comes to ukactive, I’ve been hugely impressed with the energy of the organisation, in terms of our influence and the business case we are putting together in

order to help our members. From a personal point of view, I think there is an opportunity for the sector to rethink and define its relationship with health. That’s what I – with my background – can help with, as chair of ukactive. We need to further penetrate health and to make a case for securing more resources and attention to the role that physical activity can play in healthcare.

What will your aims and priorities be as chair of ukactive?

We have a really good strategic objective –more people, more active, more often. Then there’s the very clear and ambitious, but realistic, target in our strategy, Vision 2030: to help at least five million more people to be physically active regularly using our members’ facilities and activities by 2030.

The thing for me is the “how” question. Everybody knows the why – to make people healthier – but how do we actually achieve that target? So, my aim will be to really help implement that strategy. To bring some

It’s been great to see how there’s real resilience and a real appetite, within the sector, to tackle the cost of living crisis and the burden of energy prices

really specific things to the table.

For example, for years the sector’s message to the healthcare sector and local authorities has been, “Give us the money, we’ll get people active and in 10 years we’ll have a healthier nation”. But that has never really got us over the line – because the message isn’t specific enough.

What I want to do is question how we present our offer. How can we make our case in a way that connects with the priorities with the chief executives working in health and local government.

I believe we need to be really specific about how we can help them with their immediate problems – not just their longerterm problems. The two aren’t mutually exclusive, of course, but I don’t think we’ve ever really brought that argument to the table.

For example, take the much-publicised NHS waiting list reduction. We can do an awful lot about helping people who decondition over a period of time and then avoid their operations being cancelled on the day of operation. We can also help people’s operations go better and their rehabilitation go better. GM Active’s Prehab4Cancer initiative is a great example of that and there is so much potential if we can take these programmes to scale, nationwide.

The workforce is another area we can have a huge impact in. Andy Haldane, who sat on the Bank of England’s Monetary Policy Committee, rightly said that the biggest risk to the UK’s economic recovery was problems within the workforce, in particular sickness and tiredness. If we can help keep nurses, midwives and doctors in their working patterns and avoid them being off sick it means trusts aren’t paying double to cover absentees – an immediate cash benefit.

So instead of a generic message about investing in physical activity, we can instead say, “support us to provide a programme for your workforce and we’ll keep them working and avoid you having to pay agency costs”. The NHS could save £4bn-£5bn a year.

We are seeing a pivot to health as the public leisure sector sees its future very much aligned with the interests of the state

Sport can play a huge role in a “preventative healthcare system”

My aim is to help focus on those precise messages, to ensure we are really ‘on the money’ in terms of the specific arguments, rather than keep preaching the generality.

How integrated are physical activity and health at the moment?

At the moment, and generally, not very. But there are some really interesting dynamics ahead. We’re seeing a pivot to health as the public leisure sector sees its future very much aligned with the interests of the state and its emphasis on the wellbeing of the population.

Equally, all organisations in the private sector, including those in physical activity, know that, if they can deliver corporate social responsibility and social value, they will be more successful commercially. Not least because they know that most young people are more discerning about buying from or using organisations if they’re not socially responsible, or have an ethical supply chain.

So, there’s a business reason for why our sector should be in a closer relationship with health – the question is, what does that business model look like in practice? What we, at ukactive, need to do is to

get some exemplars out there and use our platform to share best practice.

For example, could our members show how, if they could tap into some healthcare funding, they could create a welcoming environment where you would have dementiafriendly swimming sessions taking place next to swimming sessions for other members.

How does the UK rate when it comes to integrating exercise into health?

The UK is at the top half of the table – but not quite at the leading edge. For example, the Scandinavian countries have adopted a more holistic view of healthcare and a lot of their health services are run by local authorities, which have a statutory duty for the wellbeing of the population. They see public leisure as part of the overall health offer.

I think that, in the UK, we do that in pockets. Look at Wigan, where the local health service has a connection to exercise through the “Wigan Deal”. The message there is that if residents keep themselves healthier, the local authority can keep costs down and supply residents with the services they need and want. It is a model which

Farrar wants to “question how the sector presents its offer” to helping the NHS

© SHUTTERSTOCK/SIMON PUGSLEY

has really brought physical activity and exercise budgets into the health space.

So, we’ve got some examples of it. More importantly though, I think there’s a consciousness now, probably more than ever, that the future of the public leisure sector will focus more on being genuinely able to support the general wellbeing of the population.

Those in sport ‘get’ the benefits of exercise – but the feeling is that those in the health sector don’t always. As someone who’s worked in both sectors, is that a fair assessment?

I think that is less true now than it’s been before – but it’s an interesting relationship. On one side, in the physical activity sector, we’re saying that we can keep the nation healthy. But realistically, the vast majority of the people who are our “customers” are already healthy and active.

Meanwhile, those working over in the health sector do not see healthy people – they see ill people, so their “customers” have a wide range of conditions. So, it’s no wonder if those in the health sector can initially be sceptical about how the physical activity sector could help.

Farrar says that there are some ‘easy wins’ that the sector can deliver

for, or recovering from, an operation. Another example is to talk about how exercise can help women in their later stages of life, who are more vulnerable to osteoporosis – demonstrate how being active can build their bone and muscle strength so they’re less likely to fall.

It’s fine to make the case for exercise as a preventative measure, but the conversations between the two sectors have at times been a bit like ships passing in the night. We need to be more detailed and aligned.

When it comes to further integrating physical activity into the health agenda, where do you see the easy wins?

There are three models of prevention in which sport and exercise can help. There’s primary prevention, which is when we use physical activity to stop people getting ill. Secondary prevention is to effectively target people with a known problem – the aim being to keep them well and to avoid hospitalisation and prevent them losing their independence. Tertiary prevention tends to be rehabilitation after an event, such as a stroke or an operation.

That’s why we need to be more precise with our message. For example, around how exercise can help people who are preparing

people who are preparing

I see easy wins around secondary prevention as it involves people who are known to the health service. They might be in and out of the GP surgery or on waiting lists for treatment. There are 7 million people who fit this category. They are already consuming care and resources, so if we make the case that we can improve the value of every pound the NHS spends, then that’s going to be an easy win. ●

then that’s going to be an easy win.

The physical activity sector needs to make its case for helping the NHS “more specific”, according to Farrar

SHUTTERSTOCK/LIGHTFIELD STUDIOS © DANIEL LEWIS

FORDINGB,� ) ,,

inspiring design + build

Our steel canopies can be tailored to suit your multi-use games areas, with options of galvanised or RAL colouring to match your brand.

Get in touch with the team to arrange a complimentary site survey.

MULTI-USE The future is

There has been an increased demand for MUGAs and other multi-sport facilities in recent years - partly due to their flexibility and a ordability

As the name suggests, multiuse games areas (MUGAs) are facilities designed to host a number of activities. Typically smaller than fullsized pitches, MUGAs often make the most of limited space and budgets.

Their affordability and smaller footprint mean MUGAs have become a hugely popular option for local authorities, schools and colleges looking to improve their sports and play provision. The reason is simple – instead of having to invest in multiple pitches, MUGAs can provide opportunities to play a number of different sports at one facility.

Bojan Liker from SAPCA member company, South Wales Sports Grounds, says: “There’s certainly been an increase in interest from clients to develop MUGAs. This is true for both new build developments – such as schools and multi-pitch sport facilities – as well as refurbishment projects, where the aim is to add variety to existing playing fields or facilities. MUGAs are also an excellent choice for local community projects of all sizes.”

Making it multi-sport

Larger organisations are now turning their focus on creating multi-sport and multi-use facilities too. Last year (2022),

The playing surfaces are chosen based on the sports they host

Multi-sport areas can create welcoming facilities to people of all abilities and ages

For schools and colleges, MUGAs can become important revenue generators

the Football Foundation launched a new capital investment programme which will create hundreds of multi-sport facilities across England. Called Football Foundation PlayZones, the facilities will be designed and created in partnership with local communities in order to tackle inequalities in participation.

The PlayZones will deliver new or refurbished outdoor mini pitches designed for football and other sports and activities that will allow our priority groups to be more active.

“We want to support and invest in the communities across England who will benefit the most from PlayZones. To achieve this, we are taking a targeted

The Football Foundation has set a target for 40 per cent of its investment to be in multi-sport projects by 2025

“

approach to our programme roll out, The Football Foundation said.

“We want stakeholders to come together as consortiums to identify priority groups and places where these facilities would have the greatest impact.”

Following the launch of the PlayZones programme, The Football Foundation announced that it has set a target for 40 per cent of its investment to be in multi-sport projects by 2025.

A number of SAPCA member companies specialise in the design and build of MUGAs and other multi-sport facilities. SAPCA – and individual SAPCA members – also partnered with the Football Foundation on the PlayZones initiative during the programme’s design stage, working with sport governing bodies to produce key design principles around the surfaces, markings and lighting.

SAPCA CEO, Richard Shaw, said “The PlayZones programme is a fantastic initiative that we at SAPCA are keen to support and ensure that communities get high quality facilities. The best way to achieve this is to build a programme alongside communities and the sports construction industry to ensure we are all pulling in the right direction.

“With the support of its funding partners the Premier League, The FA and Government, the Football Foundation has a clear vision and we hope that our members can support to turn this into a reality.”

Listening to users

One of the SAPCA member companies specialising in multi-sport facilities is Playinnovation. Company founder, Marco Boi, says that when planning a multi-sports project, the focus should be on the community – especially when it comes to choosing the sports and activities the facility will cater for.

“When you embark on a multi-sport facility project, consider the endusers – ensure it includes enough fixed ‘accessories’ to meet the needs of a wide demographic,” Boi says. “By end-users, we mean the children, young people and the mums and dads. They are, as facility users, your ‘consumers’. What would they want to see included? Which activities or sports would they like to play? While it’s impossible to please everyone, local insight – simply talking to the local commuity – will give you a holistic and accurate view of what the surrounding community requires and wants.”

■ To find out more about the SAPCA Code of Practice for the Construction of Outdoor Multi Use Games Areas visit the dedicated section on the SAPCA website: https://sapca.org.uk/guide/codes-of-practice/

You can provide further activities by adding target games and accessories to your MUGA or court

Marco Boi, founder, Playinnovation

Accessorising your MUGA will further widen their appeal

CASE STUDY 1: PLAY INNOVATION

Play Innovation partners with local residents to create sports and play area in Newham

Residents of Alma Street and surrounding streets in Newham, London came together for a huge community effort to transform an unused, neglected space into a thriving community hub and area for physical activity. The result is two new multi-activity ballcourts in Alma Street, capable of hosting a number of sports and other activities from football through to basketball and netball.

The residents worked together with SAPCA member Play Innovation – a specialist in creating inspiring sports and play solutions – to plan, design and build an area that would cater for everyone. The local community raised more than £130,000 to make the project happen.

The new playzone has been designed to inspire sport and activity and includes four of Play Innovation’s patented target games, art design basketball backboards and Playinnovation’s signature white “Hype” combi goals with sensory basketball backboards.

Located just a stone’s throw from the Olympic Village, the new community

area was opened in 2022, on the 10-year anniversary of the London 2012 Olympics.

Billie Jean Holmes, a local resident and project coordinator, said: “The project has been a dream come true for many of our residents. It has provided the entire community, not just the sports area, with a 360-degree, positive turnaround.

“With the help of Play Innovation, the space is now a huge source of pride and has completely transformed the area.”

Above: Play Innovation’s unique designs and creative solutions have transformed the Alma Street area into a thriving community hub

CASE STUDY 2: O’BRIEN CONTRACTORS

O’Brien Contractors turning brownfield site into large MUGA

O’Brien Contractors is undertaking a £1.65m design and build contract for Joseph Chamberlain College in Highgate, Birmingham. When completed, the development – located on brownfield land purchased by the college – will consist of a 3G MUGA pitch, associated 125 space car park and welfare/ changing room facility.

The 1,419sq m MUGA will be used predominantly for 5-a-side football and features a Domo Duraforce XSL 50-14

carpet, with integrated pitch markings. The carpet will have a sand stabilising layer with an SBR performance infill, that does not require a Shockpad.

The playing surface complies to FIFA Quality control testing requirements.

The dynamic pitch supporting foundation layer will consist of a 300mm deep free draining Type 3x subbase, discharging water through a perforated 80mm diameter primary drainage system.

Fencing to the perimeter of the pitch will consist of 3.0m high weld mesh with a 2.0m high 100 x 100mm polypropylene sports ball netting, fixed above the weld mesh on one end while half a side acts as additional ball stop retention. The fencing is being installed by SAPCA affiliated contractor, B & L Fencing Ltd of Bromsgrove. The pitch will be illuminated to an average 150 lux for night-time use. The facility is set to open in early 2023.

The formerly neglected space is now a source of pride for the community

CASE STUDY 3: SOUTH WALES SPORTS GROUNDS

South Wales Sports Grounds completes Bassaleg school project

South Wales Sports Grounds (SWSG) has been busy recently, completing seven MUGA projects. One of the largest of these was the development of a MUGA and other facilities at Bassaleg secondary school in Newport, Wales.

Working together with Willmott Dixon, SWSG constructed a MUGA, a 3G synthetic pitch and completed upgrades to an existing natural grass pitch. As well as serving Bassaleg pupils, the pitches will be used by the community outside of school hours. The pitches will be served by a new car park with 31 spaces, which will be increased to 41 spaces once a small building is demolished during works

planned to be carried out in 2023.

The construction of the MUGA and sports facilities is part of a larger project to develop Bassaleg school.

Hugh Jones, Senior Build Manager at Willmott Dixon, said: “It has been a great experience and a pleasure working with SWSG over the first phase of the project.

“All operatives that I have dealt with have been approachable and quick to respond to issues and requests. This made the works run smoothly on site to complete and hand over a very high standard finished product.”

Synthetic Turf Management (STM) was appointed as main contractor for a project to create a synthetic turf MUGA at the Gallions Primary School in London. As part of the design process, STM decided to break out the existing 600sq m tarmac court and reuse it as part of the new MUGA’s sub-base to save on the cost of both disposal and new stone.

The school was very keen to use the area for as many sports as possible. To cater for the schools needs, STM came up with a design for a four-lane running track surrounding a netball court. The colour design included a rust track and a blue inner court.

“The school loved the idea of the different colours to really make it stand out and make it a fun space for the children,” STM says. “We built the pitch using an envelope system with geotextile membrane layers to prevent contamination and hold the dynamic stone base, which was built to a 250mm sub-base.”

For the playing surface, STM installed Tiger Turf’s Evo Pro carpet, which means that the pitch meets FIH, Gen 2 multi-use standards.

CASE STUDY 4: STM STM creates multi-use sports area for primary school in London

The local community will use the pitches outside school hours

The MUGA will cater for athletics and a wide range of sports

With over 20 years experience as surfacing specialists, we offer supply and installation of artificial turf, macadam and polymeric surfaces.

In our artificial turf product range we offer 3G surfaces for football and rugby pitches and Sand Dressed or Sand Filled surfaces for Hockey, Tennis and Multi Use.

SUSTAINABLE LEARNINGS

A high-profile event on sustainable design, organised by IAKS, took place in November. SportsNation editor Tom Walker reports

In November 2022, the International Association for Sports and Leisure Facilities (IAKS) hosted a one-day event focusing on sustainable design in sports architecture. Held at the Tottenham Hotspur Stadium in London, the event provided insights into some of the innovative designs and operational approaches that stadiums and sports facilities are adopting in response to improving their sustainability and environmental performance. Delegates were also provided

opportunities to hear about the ways in which sports and leisure facilities can enhance their overall building performance, with input from leading stadium and venue operators and academics from around the UK and Europe.

Towards carbon neutrality

The content of the educational seminars combined academic research, showcases of innovative solutions and practical examples of sustainable design.

The event attracted professionals involved in sustainable design from around the world

© BACKGROUND

PHOTO: SHUTTERSTOCK/SILVI

PHOTO

Malcolm Cook, Professor of building performance analysis at Loughborough University, started the day with a talk on the merits of low energy building design. He demonstrated how innovative, sustainable alternatives to traditional methods – such as advanced natural ventilation (ANV) and passive cooling – could radically reduce energy consumption.

“Low energy design and ANV aren’t just about opening windows and doors,” Cook said. “It’s about whole building management systems. It’s about utilising things like thermal mass, which means exposing brickwork and concrete in a building and cooling them during night time, so that we can reduce the load on the air conditioning system. It’s about limiting the penetration of solar gaze, while maximising the use of natural light.”

As an example of ANV, Cook highlighted Coventry University Library which, when it first opened in 2000, was regarded the world’s largest naturally ventilated building in the world. He added that principles used in the design could work well in a number of sports facilities.

The session was followed by Sander van Stiphout, Director of the Johan Cruyff Arena in Amsterdam – home of Ajax FC – outlining how the venue is currently on a journey to become more environmentally sustainable. “Our goal is to become climate neutral in 2025 and then net positive by 2030,” van Stiphout explained. “The measures we have in place include

4,200 solar panels, which provide us with 930,000kwh worth of energy per year, and a power storage system that uses second-life and new electric vehicle batteries – the largest of its kind in Europe – which we utilise as a backup energy source during match and events.”

The educational seminars combined academic research, showcases of innovative solutions and practical examples of sustainable design

Malcolm Cook, Loughborough University

Sander van Stiphout, Johan Cruyff Arena

© IAKS © IAKS

New ways of doing things

A session on innovation in the design of sustainable facilities included a stark reminder by Tom deBoeck, Assistant Director, Hoare Lea, of the importance of finding new, environmentally friendly ways of doing things. “By 2030, all new buildings must operate at net zero to meet our climate change targets,” deBoeck said. “This means that, by 2025, all new buildings will need to be designed to meet these targets.”

The session also included Mike Hall and Irina Korneychuk from FaulknerBrowns Architects outlining how embedding carbon reduction into the design process of sports buildings and facilities will become increasingly important.

“The high operation costs of sports facilities – such as swimming pools – are well known,” Hall said. “And the recent energy crisis has put operators under extra pressure. This has led to significant inroads being made to reduce the energy of consumption of these buildings through design.”

The next step, Hall said, was to look at the entire design process of sports buildings, taking into account not just the operational emissions from a building, but also embodied carbon – the carbon dioxide (CO2) emissions associated with materials and construction processes throughout the whole life cycle

of a building or infrastructure. Embodied carbon includes any CO2 created during the manufacturing of building materials – from material extraction to manufacturing – the transport of those materials to the job site and the construction practices used.

“The reduction of embodied carbon is an urgent design consideration, as opportunities for operational carbon reduction diminish,” Hall suggested.

During the day, the 80 delegates were also offered an extensive tour of the Tottenham Hotspur Stadium, which included an opportunity to get up close and personal with the famous “moving pitch”.

The London event was part of IAKS’ international programme of congresses and seminars, study trips and facility tours. Launched in 1965, IAKS has grown to become the leading global non-profit organisation for professionals from the sports, leisure and recreation facilities industry. ●

Tom deBoeck, Hoare Lea

Irina Korneychuk and Mike Hall, FaulknerBrowns

Delegates also learnt about the operations at Tottenham Hotspur Stadium

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THE SAPCA TEAM

Ever wondered who the people behind SAPCA are? Here’s your chance, as SportsNation speaks to the SAPCA team members about their roles

RICHARD SHAW

You became CEO in June 2022. How have the fi rst six months been?

A huge learning curve would about sum it up! While certain aspects have felt very comfortable, there’s been a lot of learning regarding the technical side of the business. The many specialisms of our members are impressive – and also so vast that I don’t think it’d ever be possible for one person to understand the precise nature of every single one.

What I have fully understood, however, is that membership of SAPCA is seen as a badge of quality and the association acts as a voice for the industry.

Has the job (and the association) been what you expected?

I’m not sure I had that many specific expectations. I saw a job in the middle of an industry (sport and play) that I knew would be interesting and one that I cared a lot about – and one that I think makes a huge difference to peoples’ lives.

I think it's really easy for people in our industry to get blasé about how important their work is. The country is facing some big issues – health outcomes, quality of life, mental health – and what we do, as an industry, can provide some of the solutions to those. Building sports facilities and places to play is something that should be a top government priority – and I believe we need to shout louder and ensure that message is heard.

Ploughing money into ‘cures’ of problems

will never solve the root causes. Rather, we need to help create preventative measures. When it comes to improving health, it means building and maintaining good quality, accessible and welcoming sports and exercise facilities which are close to the people who need them the most.

You came into the industry from the “outside”. What is your view of the sector after six months?

I think the industry should be very proud of its culture. At each event I’ve been to, I’ve seen people chatting and joking with “the competition”. It’s clear that while each company strives to be the best it can – and to be competitive – they are still able to socialise, network and sit and have a drink with competitors.

I also see this at the SAPCA board level, where members are able to take off their

company hats, look at the wider industry and take a more rounded view. My experience is that this is not true of many other industries, and I think it speaks of a maturity within the industry – of being able to recognise the value of coming together for the collective good. I think that SAPCA is probably a product of this and we want to ensure, as an association, it continues to provide opportunities for the culture of collaboration to continue.

What has been the biggest challenge you’ve faced so far?

The European Commission’s publication of its recommendations for restricting the use of rubber crumb/micro plastics on synthetic pitches was a challenge – but one that I think we gave a considered response to. Working closely with sports governing bodies and other parties, we have and will continue to try and steer a sensible course through the situation. It highlighted the good partnerships we have with organisations and how important it is to work with NGBs for mutual benefit.

What have been the biggest learnings so far?

To ask for the opinions and views of our members more! It may seem obvious, but I think we need to do this in lots of ways

– asking what they want to see from their association and responding accordingly.

It was great to hear members, at our Technical Meeting in December, saying they want SAPCA to play a wider role in the attracting and retaining of talent in the industry through education. I think this gives us a remit to get involved and play an active role. I hope that we can do some positive things in that space, but wider than that, I hope we are an association that members feel they can pick up the phone to and talk to and things will get done as a result.

What are SAPCA’s priorities for 2023?

The SAPCA board has approved a strategy document for 2023 which has four headlines –business-like, member-focussed, building the community and brand of quality and trust.

Underneath this are tangible elements, such as returning SAPCA to a surplus budget, developing greater self-regulation around issues such as sustainability; building up greater data so we can speak with authority around the business we represent; building links with government departments; and developing our codes of practice in line with current methods. I hope that 2023 will build upon the previous 25 and all the things that the association has got right for so many years.

The 230+ SAPCA members are involved in sports facility projects of all sizes - from grasroots spaces to major venues

COLIN CORLINE

Project Manager

What is your background?

I’ve worked within the sports construction industry for the past 25 years, overseeing the design, project management and testing of indoor and outdoor sports facilities across numerous sports in the UK and around the world.

I initially worked with design consultancy and test house MSc for 12 years, project managing sports facility projects and undertaking the testing of surfaces both in the laboratory and on-site, working with a number of international and national NGBs. In 2007 I joined the LTA’s facilty investment team and oversaw the NGBs investment into new facilities, personally developing a number of new indoor tennis facilities in the south of England.

I’ve spent the past four years at SAPCA, overseeing the association’s Technical Programme, which has included the update and production of new Codes of Practice, representation on both CEN and BSI committees and overseeing the redevelopment of SAPCA’s Quality System.

What does your SAPCA role involve?

Working alongside CEO Richard Shaw, I’m SAPCA’s other full time member of staff. As the technical lead I’m responsible for overseeing the project management of the association’s technical programme.

I’m continually updating and developing new technical information, working with SAPCA board member and Technical Chair, professor David James and SAPCA chair Dr Kathryn Severn, who are both members of SAPCA’s Technical Committee.

What do you see as SAPCA’s biggest strength(s)?

The quality of individuals working in the sports construction sector is impressive and it’s great to be collaborating with so many member companies and the people they employ. The chance for me to network and to develop new and exciting guidance for the development of the industry with these people that are the backbone of SAPCA. It makes the job and the association a great place to be.

And what about its biggest challenge(s)?

As with any trade association or company, there needs to be continued development and ongoing evolution to ensure that what we stand for remains relevant in an ever-changing world. The challenge for the association as we move into the next 25 years – with a new CEO, new chair and a new look board – is that we always strive to build on the great work that has been done previously, but ensure that we always challenge the norm and look to better SAPCA in everything we do.

Operations Manager PAUL JOHNSON

What is your background?

I’ve worked in print-based technology businesses for more than 35 years, holding a number on senior positions across a wide range of functions – including product development, IT, sales, marketing and manufacturing.

In my previous role, prior to joining SAPCA, I was responsible for the group sales and marketing of a £45m global business with operations in the UK, Europe, USA, Australia and China.

I semi-retired in 2016 and – as a keen tennis fan – I launched Tennis Threads magazine later that year in print, on-line and app to wide acclaim. This is when I first got involved with SAPCA and its members, who were hugely supportive of our efforts. Sadly, due to COVID-19, the print magazine was no longer sustainable and the printed magazine ceased at the start of lockdown – although the web version is still hugely successful.

How long have you been part of the SAPCA team?

During lockdown I was asked by the board to take on the management and development of the SAPCA website and I joined the SAPCA team in September 2020.

What does your SAPCA role involve?

My role within SAPCA has expanded from my initial engagement as SAPCA webmaster. As part-time Operations Manager I see my role very much as the ‘engine-room’ of SAPCA, ensuring the smooth running of membership renewals, event bookings and debtor management. In addition, I now look after all aspects of the website, including updating member profiles and ensuring member communication preferences are up-to-date with our mailing provider.

What appealed to you about the role?

Given my strong IT and manufacturing background, I am always looking for ways to streamline processes and ensure we do business at the lowest cost to our members.

This is something the board were very keen to embrace and I’m very proud of my efforts so far to make us more efficient.

What do you see as SAPCA’s biggest strength(s)?

The professionalism and experience of the membership, who work tirelessly for the benefit of the whole industry to maintain and improve standards through the Codes of Practice. This is clearly why some NGBs see SAPCA membership as an essential requirement when funding construction jobs. SAPCA membership is not ‘just another badge’; it represents the highest standards of workmanship and integrity which is quality checked on an ongoing basis.

TOM WALKER Communications Manager

What is your background?

I’m a qualified journalist who’s been writing about sport for more than 20 years. I started out as a business journalist on radio and have also worked as a reporter for national and local newspapers.

I set up my own business in 2016, diversifying and venturing into copywriting, PR, communications and content marketing. I started working with SAPCA that same year, helping out with PR and communications.

How long have you been part of the SAPCA team?

I’ve been a part-time, regular member of the team since 2016. My association with SAPCA goes back to 2005, though, when I first met Chris Trickey at what was then called Leisure Industry Week (LIW). I was working for Sports Management, a magazine which had a media relationship with SAPCA.

What does your SAPCA role involve?

I’m responsible for all internal and external communications. I also develop and manage the communications plan, which covers social media, PR, content management and every other aspect of corporate communications.

It is a part-time role and I also help out with events and day-to-day operations as and when needed. This could be proofreading documents – such as codes of practice – or helping to respond to enquiries.

What appealed to you about the role?

I got to know SAPCA and the work it did pretty well during my time at Sports Management. I was always impressed by the way the association and its members worked to deliver – and improve the quality of – sports and play facilities. When Chris Trickey asked me to come on board and help with communications, it was an opportunity I couldn’t turn down. I loved the idea of being on “the other side of the fence” and to work as part of the sector, rather than merely writing about it.

What do you see as SAPCA’s biggest strength(s)?

It would have to be SAPCA members’ reputation for delivering quality, as well as the relationships the association has with industry stakeholders. Some NGBs see SAPCA membership as a prerequisite for companies wanting to be involved in facility projects that they fund, which is a great position for SAPCA to be in. I see that as the result of the hard work that the association and its members have put in over the past 25 years. Another strength is the technical knowledge within SAPCA and its individual members –and the way the association can draw from it. Being able to create industry guidance and advice (such as the SAPCA codes of practice) and acting as the industry’s voice on CEN and BSI committees is a great asset.

And what about its biggest challenges?

I think the question should be how SAPCA can help identify and tackle the big challenges its members face. There are a number of economic and environmental uncertainties that our members need to find solutions to – including those where the root causes are beyond their control. We can do little about geopolitical issues that increase the price of energy and/ or raw materials, but we can help educate the UK marketplace of why those events will affect the price of their facility projects.

KAREN MAXWELL

Events Manager

What is your background?

I’ve had a varied career path, from working as an air hostess in Bahrain to starting a writing career in Hong Kong. I joined the Leisure Media Company in 2000 as features editor on leisure titles, before becoming managing editor of Sports Management magazine – which was when I was first introduced to SAPCA.

In 2012, I joined the Grounds Management Association (GMA) as Head of Communications, Events & Commercial Business. Within this role I oversaw the delivery of the annual Sports, Amenity and Landscaping Exhibition (SALTEX) and the GMA Industry Awards events.

I set up Karma Communications Ltd in 2020 and now work as Events Manager for SAPCA. I’m also Editor of the GMA’s Grounds Management magazine and I manage the SALTEX Learning LIVE seminar programme.

How long have you been part of the SAPCA team?

I joined the SAPCA team in September 2022 and have already experienced the tangible benefits of working with other team members who are real experts in their fields.

What does your SAPCA role involve?

My part-time role includes the planning, management and delivery of SAPCA events. I also help SAPCA to gain event partner support through excellent sponsorship packages and exhibitor opportunities to help SAPCA members elevate their brand and promote their products and services.

What are the biggest challenges you face in your role?

The SAPCA team is always looking to provide value for money event experiences and to ensure event sessions are informative, timely and ‘fit for purpose’. The aim is to help delegates become more aware of industry trends and codes of practice, win more business, provide excellent products and services to their customers

and ensure they provide a good working environment for their employees.

We are very grateful for both positive and critical/constructive feedback on all our events to ensure we continually adapt and improve them to suit our members’ needs.

What do you see as SAPCA’s biggest strengths?

It’s members. Many SAPCA members are experts in their field, and share best practice and discuss industry challenges at SAPCA events, while helping to raise standards and showcase UK expertise in sports and play construction projects throughout the UK – and overseas.

And what about the biggest challenges it faces?

Ensuring that SAPCA membership criteria delivers ‘quality’ workmanship and business practices – and that the SAPCA team supports each of its members to continually achieve high standards.

SAPCA also continues to work with government funding agencies and national governing bodies of sport, many of which provide valuable information at SAPCA events, to ensure that SAPCA membership is a requisite for companies that construct inclusive sports facilities that help attract sports participation across the UK – and beyond. ●

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SportsNation revisits the 2022

EVENT REVIEW

TECHNICAL MATTERS

More than 140 sports industry professionals attended the one-day SAPCA Technical Meeting and its programme of seminars on 8 December 2022.

Held at Loughborough University, this year’s keynote was given by Hannah Buckley, the Football Association’s Senior Facilities and Project Manager for the Women’s Professional Game. She offered an inspiring talk charting how women’s football has enjoyed an unprecedented period of growth

in popularity – both in terms of broadcast audiences and grassroots participation.

Buckley highlighted how the women’s EURO 2022 tournament – and England winning the trophy – provided a huge boost for women’s football at all levels.

“The impact report shows that 85% of spectators who attended games during EURO 2022 are likely to attend professional women’s games again in the future,” Buckley said.

“When it comes to participation, the tournament created more than 416,000 new opportunities to engage women and girls in grassroots activities – from schools, clubs and community projects. There has also been a 17% increase in female affiliated players between October 2021 and October 2022.”

As there are now more women and girls playing football than ever before, the demand for facilities is also increasing. Buckley’s message to those involved in the design and development of football facilities is to “understand and consider the client’s true needs”. As an example of how facility planning – or lack of it – can negatively affect a venue’s future, Buckley highlighted Princes Park Stadium in Dartford, home to London City Lionesses, a professional women’s team which is likely to secure promotion into the Women’s Super League

SAPCA Technical Meeting

Below: SAPCA CEO Richard Shaw opened the event

© ALL PHOTOS: TOM WALKER

(the highest level in women’s football in England) during the current season.

The club shares Princes Park with Dartford FC, a men’s team which plays in the sixth tier of the men’s football pyramid. Despite the Lionesses playing several levels above the men’s team, the stadium’s current configuration is largely tailored for the needs of the Dartford players. This, Buckley says, could result in Princes Park not meeting the requirements for Women’s Super League games, if the Lionesses do secure promotion. This could mean that the club will need to move to another venue – and Princes Park losing a major draw.

Educational excellence

Each year, the Technical Meeting’s educational programme offers delegates insights into the latest technical developments and topics

Above left to right: Speakers included Alastair Cox, Charlotte Malyon and Hannah Buckley

regarding the sports and play construction sector. This year, the programme included sessions on sustainable synthetic grass pitch solutions, a look at a recent EU decision on microplastics/rubber infill in 3G pitches and the use of carpet-hybrid sports pitches in community settings.

The dates for the 2023 SAPCA Technical Meeting are set to be confirmed soon. For more information on SAPCA events, visit: http://sapca.org.uk/events/

© ALL PHOTOS: TOM WALKER

BASIS AWARDS 2022

SportsNation attended the BASIS Awards 2022 event in November 2022, where the winners included SAPCA members TigerTurf and Sportex

The BASIS Sustainable Sport Awards celebrate sporting organisations, people, and events that have put sustainability at the heart of their activities. This year, winners were declared in six categories from a total number of 18 finalists. In addition, BASIS handed out four individuals a special recognition award, on account of their work and contribution to sustainability in sport.

Winning ways

The six award categories cut a crosssection of the sports industry, providing opportunities for organisations and

The awards lunch was held at Stamford Bridge, home to Chelsea Football Club

operators from a wide range of disciplines to submit their entries. The two social impact awards – one for education and another for engagement – recognise organisations that reach out to communicate sustainability principles to communities.

The education award specifically celebrates activities that raise awareness of sustainability issues and offer opportunities to understand how to reduce impacts. The engagement award recognises programmes where an organisation has reached out to their sportsbased community to engage them in looking at sustainability issues and understanding them through the context of sport.

There are also awards for innovation (one for process and another for products) and two for best sustainability strategies – one for events and another for organisations.

Describing the innovation awards, BASIS CEO, Russell Seymour, said: “Innovation is key to driving change. We must explore new ways of doing things so we must develop new processes and new products to avoid the problems of the past and develop new solutions for the future.

“The two innovation prizes this year reflect these needs.”

© CHRISTOPHER LEE/ BASIS © CHRISTOPHER LEE/ BASIS

WINNERS

SOCIAL IMPACT - EDUCATION

● Winner: Planet Earth Games

● Runner up: Bristol Dodos Cricket Club and Gloucestershire CCC

● Runner up: Exeter University

Women’s Football Club

SOCIAL IMPACT - ENGAGEMENT

● Winner: HUBBUB

● Runner up: Extreme E

● Runner up: Sky Sports x Sky Zero

INNOVATION - PROCESS

● Winner: World Sailing Trust

● Runner up: Ascot Racecourse

● Runner up: You.Smart.Thing

This year’s innovation award for a product was won by SAPCA members Sportex Group and tiger up! (part of TigerTurf). Working in collaboration, the two companies have facilitated the UK’s first 100%, closed-loop recycling facility for end-of-life synthetic turf sports pitches.

The system combines unique and innovative recycling processes to provide a fully traceable and environmentallycompliant recycling solution. It ensures that all components from old synthetic turf pitches can be separated, thoroughly cleaned and, most importantly, reprocessed and recycled into new condition to be re-used in the construction of new sports pitches.

Winners included Planet Earth Games (above) and the Birmingham 2022 Commonwealth Games Organising Committee (below)

INNOVATION - PRODUCT

● Winner: Tiger Up! and SPORTEX Group

● Runner up: AELTC

● Runner up: Turf Tank

STRATEGY - EVENTS

● Winner: Birmingham 2022 Organising Committee

● Runner up: Bristol Sport

● Runner up: Southampton FC

STRATEGY - ORGANISATION

● Joint Winners: Birmingham County FA and Liverpool FC

● Runner up: Southdown Leisure UK

TigerTurf’s John Grindrod (centre) with Sky Sports presenter Mike Wedderburn (left) and BASIS CEO Russell Seymour (right)

© ALL PHOTOS: CHRISTOPHER LEE/ BASIS

Using Sportex’s existing recycling technology, reclaimed sand and rubber will be available for re-use within the sports facility projects. Tiger up!’s current plastic agglomeration technology has been moved to Sportex’s existing recycling factory in Grangemouth, Scotland, where a constant feedstock of un-filled end-oflife artificial turf will be processed and facilitate the production of tiger up!’s products for sale back into the industry.

David Hook, managing director of TigerTurf, said: “When we launched tiger up! in 2021 our goal was to create easily accessible sustainable alternatives for the sports industry and beyond, as well as providing a solution to the mounting issue of recycling end-of-life artificial grass. Our collaboration with Sportex helps us do that. We are ecstatic to be leading our industry into a new era of sustainability and recycling.”

Individual achievements

This year’s awards also saw five individuals being recognised for their work. Dr Sheila Nguyen, co-founder of the Sports Environment Alliance, was awarded Honorary Life Membership of BASIS, for dedicating more than 15 years towards galvanising sport communities in both Australia and New Zealand into climate action. There were also special recognition awards for Caroline Carlin, Southampton FC; David Garrido,

Sky Sports; Kate Fortnam, Royal Yachting Association; and footballer Chris Smalling, AS Roma. Smalling received the award for his dedication to sustainability, which has seen him set up the For Good project, which aims to invest in organisations confronting environmental and climate-related issues.

“Chris is one of an increasing number of professional athletes who is vegan,” Seymour said. “But his commitment to sustainability goes beyond his personal actions and actively encourages others to take more sustainable actions.

“With collaborators, Chris has set up For Good, a sustainability-focussed venture capital fund. Other projects he has supported include developing the use of pineapple leaf fibres, a waste product, to develop alternatives to leather and fossil fuel-based textiles.” ●

The awards celebrate sporting organisations, people, and events that put sustainability at the heart of operations

Liverpool FC were joint winners of the strategy award

© ALL PHOTOS: CHRISTOPHER LEE/ BASIS

On the Money

Strong financial management is essential

for any sports club, but careful planning of a new facility project and understanding the need for the right sinking fund has never been more important

In an ideal world every sports club will create an on-going facility development plan, with an agreed vision of what the club will look like in the years to come and to ensure that any projects undertaken are part of that plan, rather than carried out on an ad-hoc basis. This requires careful planning and an understanding of the club’s objectives, identifying the various needs of the different users of the facilities. Carrying out a survey of those users is often a helpful way forward.

Setting a project budget

For any individual project to develop or maintain the club’s facilities – large or small –for the playing or ancillary facilities – setting a realistic budget is critical. Aim too high and it might be unachievable but underestimating the project costs will mean the scheme cannot then be afforded or will have to be scaled back, either in scope or quality.

There are a number of different sources of information available when setting an initial project budget, including helpful advice from sports councils and national governing bodies, but getting accurate figures from experienced sports facility contractors and consultants is a must.

It is always important to include a sum for contingencies, as there may be unexpected costs along the way, or the need for some financial flexibility if modifying or refining the project brief at any point.

But over the last couple of years there has also been the issue of volatility within the supply of products for the construction sector. Construction projects of all kinds – not just those within the sports and play sector – have been affected by constant changes in the availability and cost of a range of products and materials essential to building projects.

The volatility was first caused by a “perfect storm” of various factors and issues, including the increased costs and scarcity of raw materials – from oil to steel – and fluctuations in exchange rates. In the UK, things have been made worse by the shortage of drivers due to Brexit complications, increased oil prices and competing demands for materials (particularly aggregates) as a result of HS2. There is also the impact of higher inflation.

While general guidance on typical project costs may be useful, there are numerous reasons why the actual costs for a specific project may vary, such as variations across different parts of the country due to transport and logistics, site specific factors such as accessibility, and of course the current state of the market and the economic impact of supply and demand. All of this underlines the

A project’s success often depends on external funding

need to gather accurate budget costs and to keep them under regular review, being very mindful of how long contractors are able to keep open the prices given in their quotations.

What are the full costs of a project?

When planning a project it is very important to consider the full costs and implications of the scheme for the club’s finances. As well as the actual building costs for the work, the project budget should include any related expenditure, such as new facility equipment that might be needed (such as new goals, nets, posts etc.) and the cost of additional maintenance equipment and materials that may be required.

And as well as the project budget, there will be implications for the club’s main annual budget (such as increased running costs) and the sinking fund. Only by assessing all of these factors at the planning stage of the project will it be possible to determine whether the project is truly feasible.

External funding sources

In many cases the success of a project will also depend on the availability of external funding, and so early research into realistic funding sources is essential. Access to external

funding may prove decisive in whether a proposed project can proceed or not.

Before you embark on a project it is important to know realistically how much funding is likely to be available for your project. In some cases, access to finance could be the difference between a project going ahead or not.

The SAPCA website provides a list of current funding opportunities, which covers capital project funding support currently available for projects in the UK. It does not cover local small trusts and local authority grants, which are also worth exploring. But be aware

The SAPCA website provides a list of current funding opportunities, which covers capital project funding support currently available for projects in the UK

that funding opportunities are constantly changing, so it important to contact individual funders for the most up-to-date information.

The importance of a sinking fund Planning the future development of a club’s facilities helps to ensure that the needs of users are met, but having the right sinking fund is crucial to ensure that the facilities can be kept to a high standard and that the underlying financial stability of the venue is protected.

A sinking fund is a simple plan for the future work that needs to be carried out to a club’s facilities, with predicted future costs built in, to help to ensure that the necessary money can be saved each year. A ten-year plan will usually be appropriate.

The plan should include all significant expenditure of both the playing facilities – such as the resurfacing of courts and pitches – as well as work to the clubhouse and any other ancillary facilities.

This will require knowledge of the predicted life expectancy of playing surfaces, as well as other assets such as floodlighting and facility equipment, and it is advisable to be fairly conservative. For example, the success of a facility might lead to increased usage and therefore faster deterioration of a playing surface.

The savings plan will need to include accurate costs of replacement, as well as the predicted inflation rates and interest rates. Needless to say, all of these factors should be regularly reviewed and where necessary updated, especially in the current economic climate.

The sum required to achieve the sinking fund expenditure should be invested annually, with the funds ring-fenced. Needless to say the temptation to dip into the funds for other purposes should be resisted!

Maintaining a realistic sinking fund, as part of the overall financial management of the club, may well be a requirement of potential funders, as they seek to ensure that any investment they make will be protected for the long term. It can also be a very useful way of demonstrating to club members how their annual membership fees are used, and when necessary supporting the need for changes to those fees. ●

The larger the project, the more financial planning it will need

There has been volatility in the construction supplies market recently

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IN CONVERSATION

MARK COULSON

Director of Programmes at the Football Foundation

What does the Football Foundation do?

The Football Foundation is the Premier League, The FA and Government’s charity. Our goal is to ensure that everyone has access to a great place to play by delivering outstanding grassroots facilities across the country.

Since its creation in 2000, the Foundation has awarded over 23,000 grants to improve grassroots facilities, this could be anything from providing a new set of goal posts or installing floodlights to giving changing rooms a much-needed refurb or installing brand new 3G pitches.

A core part of our work focusses on revolutionising the state of grass football pitches across England. To do this, we invest £21 million a year into clubs and community organisations that want to take responsibility for and improve the quality of the pitches that they play on.

How important is community sport?

At the Foundation, we know from our 22 years of experience in delivering grassroots facilities that sport doesn’t only have a transformative impact on physical and mental health, but it also has an important role in bringing people together and strengthening local communities.

I’m a strong believer that for sport to have this impact, it’s vital that the community are engaged from the outset and that their needs and wants influence both the facility and activation plans. If we get this right, then sport has a huge role to play in

addressing some of the societal challenges faced up and down the country. This way of working is central to our PlayZones programme, which I’ll talk more about later.

What is your role and what does it entail?

I have the best role at the Football Foundation! As Director of Programmes, I’m fortunate to lead a really talented team who are responsible for delivering not only our core strategic programmes – i.e., grass pitch improvement, sport hubs, and our work around tackling inequalities – but also to respond to the changing needs of the grassroots game and develop new programmes or solutions. The current energy crisis is a good example of this, and in the coming weeks we’ll be announcing specific advice for clubs and community organisations to help reduce their energy bills.

What are the Foundation’s main priorities for this year and beyond that?

Quality grass pitches are essential to grassroots sport but are consistently the biggest issue clubs face. Across the country, two in three grass pitches are rated as ‘poor’ or ‘basic’ quality, which not only causes thousands of matches to be called off each season, but also spoils the enjoyment of those playing in the games that do go ahead.

Through

our Power Up

Your Grass Pitch campaign, we’re working with clubs and facilities to transform the quality of grass pitches across the country. Our target is to reach 20,000 'good' quality grass pitches by 2030, which mean more matches going ahead every

I’m

Coulson joined the foundation after 11 years at The FA © FOOTBALL FOUNDATION

weekend and so many more people getting to enjoy all the benefits of football.

We’re doing this through PitchPower –our free grass pitch inspection web app. Through PitchPower, anyone at local sports clubs can carry out grass pitch inspections and receive bespoke pitch improvement recommendations from experts over at the Grounds Management Association. These clubs and organisations can then apply for grants of up to £12,800 per pitch as part of our Grass Pitch Maintenance Fund to put these recommendations into action and get their grass pitches looking and playing their best.

There are plenty of examples of pitches that have been transformed thanks to this advice and funding, including the boyhood club of England international, Kalvin Phillips. Thanks to PitchPower and the Grass Pitch Maintenance Fund, Wortley FC now have quality pitches deserving of a football club that has been serving the local community for over 40 years.

PitchPower is the entry point for anyone looking to improve their grass pitches, and we have big plans for 2023 to widen our offer to Education and Town and Parish Council sites. I would strongly urge anyone who is responsible for pitch maintenance or who wants free help and advice on how to

improve their pitches to use PitchPower now!

To get those inspection reports in via PitchPower and see what funding is available to you, visit our website here: https://footballfoundation.org. uk/power-up-your-grass-pitch

Community engagement is another key priority for the Foundation. We know that a “build it and they will come” or “onesize fits all” approach won’t work when it comes to targeting those who face the most stubborn inequalities in access to sports facilities. Instead, communities are much more likely to use facilities if they’ve been included in their planning and development.

Since 2020, we’ve been engaging directly with those facing the greatest barriers to grassroots sport in 25 local authorities to

PitchPower is the entry point for any support

and

we have big plans for 2023

© FOOTBALL FOUNDATION

The foundation has invested £2bn into grassroots sport over the past 22 years

ensure our investment is serving their needs as part of our Active Through Football programme. This programme, which has been funded by Sport England National Lottery investment, is unique in the way that it takes a place-based approach that is tailored to the needs of local communities. We’ve already seen an impact in areas such as Leeds, where the programme is already offering 28 sessions engaging over 250 people every week.

We’ve also seen that recreational forms of football and other sports provide great opportunities for communities who may otherwise be excluded from sporting activities. That’s why we plan to build or refurbish up to 300 safe, inclusive, and accessible small-sided facilities that we’re calling Football Foundation PlayZones. These PlayZones will be tailored to the interests and needs of local communities and help provide a grassroots sport setting that works for them to help tackle inequalities in access to grassroots sport facilities.

What’s your background?

I’ve been passionate about football from a young age, spending hours kicking balls against fences whenever I could. I played it through school and with a local club right up until my children were born and my knees were giving up on me in my 30s!

I knew I wanted to work in sport and so did a sports development and coaching degree at Sheffield Hallam University back in a time when the sports development sector was nowhere near as big as it is now. I have been fortunate through my career to work in both capital investment and community sports development, which was a great grounding for my current role.

How did you first end up working in the sports industry?

When I had finished university and come back from five months coaching football in California, I started volunteering at my local club to get some experience in writing and delivering development plans and club

We’re also committed to targeting our investment at those who will benefit from our facilities the most

The foundation wants to see 20,000 good quality grass pitches by 2030

© FOOTBALL FOUNDATION