Affordable Sports Centres 2013

Creating a sporting habit for life

Affordable Sports Centres

July Revision 001 1 © Sport England 2013

An essential reference for

community sports centre

projects.

The review follows on from

previous Sport England

publications on ‘Affordable’

swimming pools and sports halls.

Indicative base construction

rates to Sport England

standards from £1,505/m2

Base construction costs

for ‘Affordable’ sports

centres (2Q2013):

Sports hall

+ 25 m swimming

pool

+/- health and

fi tness gym +

studio(s)

£3.47m-£7.33m

1 Subject to pricing, programme, site and operating assumptions.

Typical procurement periods

2.0-2.5 years from inception

to operation

Potential community use

income from £0.61m-£1.68m/

year 1.


Executive Summary

This guidance is a further development of Sport England’s initiative to respond to the economic pressures faced by sports facility providers and operators. It builds upon the previous advice contained in Affordable Community Swimming Pools (January 2012) and Affordable Sports Halls (August 2012) for separate sports buildings. It brings them together to form an ‘Affordable Sports Centre’ with a typical facility mix of swimming pool, sports hall and health & fitness facilities. The guidance highlights:

• Indicative design options and construction costs

• Estimates for income and operation

• The benefits of adding a secondary pool and enlarged health and fitness facilities.

The guidance is relevant to the early briefing and design stages of community and school and is intended to give a better understanding of the inter-relationships between design, capital cost, operating budgets and procurement. It is intended to supplement the current information on the Sport England web site and be an essential reference for new projects.

Whilst focusing on affordable sports facilities, the guidance also illustrates how a full range of community needs and good practice standards can be met. The design options that are illustrated are for buildings that can be used throughout the year and provide appropriate internal environmental conditions for community sports and teaching. The guidance takes into account the current Building Regulations, changes in the education sector procurement from the James Review and illustrates how the planning, design and construction processes can be simplified and speeded up.

Potential uses

The information will have a range of potential uses including:

• Developing feasibility studies and option appraisals

• Establishing a robust project brief

• Developing the business plan and operational budget

• Selecting a procurement route and project programme

• Validating key project details

• Forming a template for future projects.

The key findings

The ‘Affordable’ indicative designs and cost plans are based on the use of a rationalised traditional building approach. Features that help drive down costs include:

• Clear understanding of ‘peak’ user numbers

• Efficient internal space planning

• Simple and uncomplicated building envelopes

• Low-weight composite cladding and structural frame

• Easily sourced and reliable prefabricated components

• A best value ‘energy strategy’.

The significance of site specific factors and the potential for these to increase costs should also be noted as explained in the Affordable Community Swimming Pools and Affordable Sports Halls guidance.

Options to enhance the building specifications are explained in the previous documents. The indicative designs should be tailored to the individual needs of a particular project.

The ‘Affordable’ approach should also be reviewed against the wider business objectives for the new facility. Enhancement may be justified to achieve lower life cycle costs and greater market appeal 2.

2 See Sport England’s Developing the Right Sports Hall.

Cost effective designs

and efficiently operated

facilities can offer

resource savings.

These can help improve specific

health, wellbeing and

demographic issues and the

needs of local community

groups.

Business Plan

projections identify

performance within the

upper quartile of NBS

benchmarks.


Contents

Introduction 4

• Key issues

• Options for ‘Affordable’ sports centres

• Core facilities O Entrance and reception O Swimming pool O Sports hall O Health and fitness O Dance studio(s) O Changing space O Vending area

Strategic Planning 7

Building Design 8

• Effi cient and effective design O Design process O Variations to suit catchments and

market conditions O Phased development O Alternative building configurations

• Design objectives O Building layouts O Options for combining the sports

centre elements• General provision

O Pool changing O Lockers O Sanitary provision O Showers O Accessible wet changing O Spectator viewing O Sports chair zone O Dry side changing O Health and fitness changing

• Location

• Building fabric

• Structure

• Services

• BREEAM

Example: Option 4 ‘Affordable’ sports centre 15

• Site plan

• Ground fl oor plan

• First fl oor plan

• Sections and elevation

Potential Income 19

• Overview O Table 1 - Income O Table 2 - Expenditure O Table 3 - Business plan

• Potential management arrangements

• Income generation

• Programming

• Expenditure

• Staff cost

• Utilities

• Health and Safety

• Reducing net operating costs

• The ultimate fi nancial performance of community leisure centres

• ‘Lifecycle’ maintenance costs

• Occupancy and maintenance costs

• Business plan

• Secondary pool and movable fl oors

• Other pool profi les

• Benefi ts of larger pools and health and fi tness

Capital Costs 27

• Overview O Table 4 - Elemental cost/m2 overview O Table 5 - Elemental cost breakdown

Procurement and Delivery 29

• Procurement route O Single Stage Design and Build

• Approach O Joint Strategy or a Split Approach O Separate Approach

• Consultant team appointment

• Contractor appointment

• Combined procurement routes

• Design, Build, Operate and Maintain (DBOM)

• Example programme (Option 4)

Appendix (separate)

Detailed accommodation list

Schedule of areas

Further layouts of ‘Affordable’ sports centres

Building fabric


Introduction

Key issues

In the current economic climate, local authorities are under increasing pressure to cut costs. The creation of new or improved sports centres can make a positive contribution to the process. Facilities that better meet the needs of the community have the potential to save significant revenue costs when compared to existing older centres. Councils can benefit on a number of fronts. They can make efficiencies in spending, rationalise existing provision, make better use of land assets, whilst at the same time improving sports and leisure services for the community.

Options for ‘Affordable’ sports centres

This review has been produced by Sport England to help project teams develop an ‘Affordable’ sports centre. It looks at how sports centres can be logically and efficiently designed and delivered to provide functional spaces that encourage sports participation. It builds on the advice provided in the Sport England Affordable Community Swimming Pools (ACSP) and Affordable Sports Halls (ASH) documents and it should be read in conjunction with these two documents.

Five indicative design options are provided for a range of sizes and facility mixes. These are based on consultation within the sport and leisure industry and analysis of a number of recently built projects. They represent indicative ‘Affordable’ designs for a range of typical situations:

• Option 1 could serve a school or small community

• Option 2 could serve a small town

• Options 3/4 could serve a large town

• Option 5 could serve a large town / region.

However, a detailed demand analysis should be undertaken for a new centre. This will help decide the scale and facility mix that best meets the needs of the particular location.

Options 1 2 3 4 5

Sports hall

Courts (badminton) 4 4 4 4 5

Equipment storage

Dry changing

Swimming

pool(s)

Main pool (lanes) 4 4 6 6 8

Secondary pool - - -

Wet changing

Buffer/school/group changing

Changing places/ full accessible provision

Health +

fitness

Gym stations - 50 100 100 100

Studio(s) - 1 2 2 2

Changing with accessible provision

-

Summary facility mix for the 5 options

See appendix for a more detailed area schedule

Joining-up previous ‘Affordable’ designs:

The previous Sport England publication Affordable Sports Halls illustrates how the larger version could be joined up with the ‘Affordable’ community swimming pool building. See ASH page 18.

http://www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/sports-halls/

http://www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/sports-halls/


Core facilities

The core facilities that are included in the range of indicative design options are discussed below.

See the later Potential Income section for operational factors and impact on the running cost of a centre.

Entrance and reception

The entrance and reception are designed to give users some viewing of the internal sports areas. The reception is also the central hub for the operation of the centre with clear views of external and internal circulation routes. In addition, there is space for automatic ticket machines, a membership ‘welcome’ area, displays, automatic entrance barriers and vending.

Swimming pool

The design options include for 4, 6 and 8 lane 25 m pools and for the addition of a secondary pool. The importance of a secondary pool for increased programme flexibility and income is discussed later.

Sports hall

The 4 court 34.5 x 20.0 x 7.5 m sports hall is to the recommended Sport England dimensions along with a sports equipment store of 12.5%. The larger design options allow a 5 court 40.6 x 21.35 x 7.5 m sports hall to be included in the economical rectangular plan.

Whilst sports halls should be designed predominantly for sports activities, they can be used for a range of other non-sporting events and activities at periods of low demand to ensure that the building is used as much as possible.

Cut-a-way model view

(See cladding options in previous ‘Affordable’ documents)

Views of feature stair up to health and fitness and to sports hall

Spectator seating zone to main pool (as in Option 5)

Open views between wet change and pool hall

Views up to gym

Entrance / foyer / pool hall opened up to main access from both footpath and car parking

Views from health and fitness over pool hall (Options 3-5)


Health and fitness

Subject to catchment and local competition factors, a larger health and fitness centre with more stations will attract more ‘members’ and casual users, and improve the financial performance of a centre.

Changing space

The review and design options have assumed changing room capacities on a similar basis to the previous ‘Affordable’ community swimming and sport hall documents. That is to say based on Sport England guidance notes, the need to provide comfortable conditions for all users and also cope with periods of high demand. In the case of the swimming pool the peak situation has been assumed to be a steady though put of casual swimmers (typically during summer school holiday periods) and the need for the operator to limit swimming sessions with ‘call out groups’. See Swimming Pools Design Guidance Note.

Vending area

All of the proposed options have small vending areas included in the reception area. Additional space may be justifiable to create a larger catering facility, but this is unlikely to be based solely on the size of the centre. Factors such as the type of location, whether high street or in the countryside, the local competition and the user numbers all need to be assessed. See page 23 for discussion on Income Generation.

Dance studio(s)

Movement and dance studios are included in the larger schemes in association with the health and fitness areas. This can increase the range of offer to the fitness ‘members’ and a wider market.


Strategic Planning

There are many permutations of leisure centres around the country that reflect the particular demographics and pattern of existing facilities in a locality. It is critical for the success of any sports centre project that a strong project brief is created based on clearly articulated needs and a strong evidence base.

A clear understanding of what is required is crucial to the long term success of any sports centre and it is important that the project is developed in a consistent and logical way.

Advice on how to plan the right sports centre to suit the needs of a locality can be found on the Sport England web site. Sport England’s Facilities Planning Model (FPM) should be used to ascertain the facilities required in any given location.

A simplified version of the FPM has been developed with National Governing Bodies (NGBs) and the Amateur Swimming Association to determine specifically how to size the water space and sports hall provision. These models are discussed in the Affordable Sports Halls and Affordable Community Swimming Pool documents. The 7 steps recommended to developing the right sports hall or swimming pool can also be applied on a larger scale to whole leisure centres. The 7 steps are outlined below:

1

4

6

2

5

7

3

SUPPLY AND DEMAND ISSUES

DEVELOPING AND REVIEWING

PROJECT OPTIONS

THE BUSINESS CASE /

VALUE FOR MONEY APPRAISAL

STRATEGIC CONSIDERATIONS

DEVELOPING THE PROJECT BRIEF

THE DECISION

TYPE, LEVEL AND AMOUNT OF ACTIVITY


Building Design

Efficient and effective design

The combination of a number of individual sports facilities into a multi-sports centre will give the potential for a range of economic, operational and social benefits. However, there are a range of design issues that will need careful attention. In particular, the size, capacity and functional relationships between the spaces, the organisation of circulation routes and detailed internal planning should be tailored to the programme of activities that is envisaged.

For an ‘Affordable’ solution to be successful, the economies in the design of the buildings should be balanced with the need to maintain an appropriate level of customer appeal and efficient operation. This should be based on the levels of occupation during busy periods.

The review has compared the space allocations under the following six categories:

o Core sporting areas (CSA)

o Essential supporting areas (equipment storage, changing and sanitary)

o Foyer / circulation space / public toilets

o Plant areas

o Core management areas

o Other areas.

These are illustrated for the five building options in the graph below. The percentages and mean values can be used as a general guide for ‘Affordable’ projects with a similar mix of facilities.

10

21.1%

1.7%

49.7%

11.3%12.2%

0

20

30

40

50

Option 1 Option 2 Option 3 Option 4 Option 5

% of GIFA Mean average values

Key areas as percentages of gross internal fl oor areas

Cost effective designs

and efficiently operated

facilities can offer

resource savings.

These can help improve specific

health, wellbeing and

demographic issues and the

needs of local community

groups.


Design process

The design of any sports building should come out of an understanding of how it is intended to be used and a response to the specific functional demands, local demographics and site considerations. These requirements are established in the project brief and during the design development process various options can be considered for how they might be met.

The design process is influenced by planning considerations, legislation such as Building Regulations and British Standards, client requirements, other requirements, recommendations, guidance and perceived good practice.

The Sport England Design Guidance Notes (DGNs) are key reference documents that set out specific requirements and guidance for the design of facilities to accommodate a range of sports. The DGNs are updated regularly to reflect National Governing Body of Sport (NGB)requirements and current best practice. The design guidance that they provide is taken by Sport England to indicate the minimum standards required to produce acceptable best practice solutions.

Variations to suit catchments and market conditions

Some elements of the DGNs such as the sizes of core sporting areas, certain functional space, health & safety and accessibility requirements should be taken as ‘givens’ for a particular standard of project. For example, dimensions of a 25 m x 4 or 6 lane pool or the width of doorways to an accessible toilet. However, other elements of supporting accommodation may need to be varied to best suit the particular local catchment and market conditions. Sport England recognises that there are situations where a variation from the general guidance may be justifiable. Where this is the case, a clear explanation with reasoning and implications should be set out in the project brief.

Phased development

The previous Affordable Sports Halls (ASH) review included the development of an indicative design for a phased development with a community swimming pool. (See page 19 of ASH). The options illustrated could be adapted for a phased project.

Alternative building configurations

There are a number of ways that the building may be configured to suit particular site constraints or particular building techniques. However, a number of critical inter-relationships between the main elements of the building should be maintained.

These include:

• Entrance easily identifiable

• Viewing from reception/entrance into the main activity areas to increase customer awareness

• Reception and control well located to provide direct access to the changing rooms

• The building split into separate wet and dry zones to facilitate easy operation

• Buffer/group changing rooms shared with the ‘wet’ and ‘dry’

• Entries from wet changing areas adjacent to shallow water to reduce risks to non-swimmers.

• The changing rooms and plant areas arranged in a central core that avoids long corridors

• The reception desk is in a strategic location with good viewing of outside areas, entrance, and circulation routes

• Plant room being adjacent to the deep end of the swimming pool and changing rooms.

Design objectives

The key design objective is to produce compact and efficient sports centre layouts that provide elements in compliance with Sport England guidance. Ancillary areas have been reviewed and redesigned as necessary. The general objectives of the Sport England guidance have been applied, taking into account the likely requirements and typical brief of operators and based on previous feedback from those groups.

Grouped areas such as wet changing and dry changing areas have been formed with components which are able to grow in size and number proportionally as the facility size and user-requirement increases. This allows for a neat plug-in design process, with changing area, cubicle, shower and WC elements added in a consistent manner.


The indicative design options are based on the use of simple, compact and functional building geometry in the interests of keeping capital costs down.

Building layouts

The layouts aim to provide a suite of schemes that meet the needs of typical project briefs for a range of sports centre sizes. They adopt a common organisational model that can be expanded to produce multiple iterations and accommodate additional facilities elements, simply by adding components as may be required.

The layouts adopt a similar concept with the wet and dry changing areas, sitting in between the pool hall and sports hall. A circulation corridor runs front to back through the building at ground and first floor levels, adjacent to the sports hall. Vertical circulation for accommodation and means of escape is located at either end of this corridor.

The circulation routes are simple and efficient for ease of orientation within the building. The wet and dry-side changing is accessed by a single corridor which also provides easy access to dry side accessible sanitary areas as well. The dry changing facilities were designed for separate genders or teams, for flexible use.

The pool hall is located to be visible to people approaching the building and to have good viewing from the entrance reception area. The standard pool hall can be extruded to the rear in the options where a teaching pool is included to maintain a clean, straight building line at the front of all the options. The sports hall block can also be slid towards the rear of the building to make room for an aerobics studio to be incorporated at ground floor.

On the first floor, the gym is at the front of the building to give views of activity from the street, and

to encourage interest and participation. The pools are designed for community use and the 8 lane options include spectator viewing at first floor level.

The main corridor potentially provides views into the sports hall at ground and first floor. Similarly, the schemes without spectator seating are designed to potentially give direct views into the pool hall from the gym. The plant areas have been located at the rear with the possibility of having some plant at roof level, should this be required.

The amount of changing and sanitary accommodation is compliant with the British Standards and the Building Regulations and follows the Sport England Design Guidance. The changing areas, showers and sanitary facilities have been located where the users will pass these areas as they move from changing to activity space to encourage their use.

The health and fitness areas have been designed to operate separately from the swimming pool and sports hall to be used when the other facilities are occupied by schools or clubs. The health and fitness changing areas are located away from the other changing areas and sit in close proximity of the gym.

In the options where there is a health and fitness suite to the first floor, there are two staircases (for access and fire egress) and disabled access is provided with two lifts in line with Sport England Design guidance. A feature staircase is to the front of the building with secondary escape stair(s) to the rear.

The feature staircase adds interest and movement via a glazed front, which has been designed to bring natural light and potential natural ventilation into the front reception areas and to offer a visual link with passers-by.

View of entrance with indicative landscaping

Views of feature stair up to health and fitness and to sports hall

Views up to gym

Entrance, foyer and pool hall opened up to main access from both footpath and car parking


Linking reception

and rationalised

changing and plant

areas for a 25m x 4

lane swimming

pool and 4 court

hall

Option 1

Option 3

Options 4 and 5

Sports hall

Key

SH Sports hall

E Equipment store

Se Secondary exit / fire escape

Sc Sports hall changing and toilets

Ce Community entrance

Fc Fitness changing and toilets

Fe Fitness equipment gym

Fs Fitness studio

Fv Formal viewing

C Circulation

O Office / staff areas

R Reception

S Storage

Pc Pool changing zone

PH Pool hall

P Plant

Ps Pool store zone / first aid

Iv Informal viewing

Changing (+CH)

Health and fitness (+HF)

Circulation / lifts

Reception zone / staff

Plant

Swimming pool

Ce

50 station health and fitness and studio at first floor level

100 station health and fitness and two studios at first floor level

100 station health and fitness and two studios at first floor level plus spectator viewing

Se

Se

Larger swimming pool

(25 m x 6 lane) and

health and fitness

facilities

Options for a 25 m

x 6 or 8 lane pool

with secondary

pool. Options with

or without formal

spectator viewing.

Options for 4 or 5

court sports hall

SHPHIv

Iv SHPH

Iv

Ce

SH

E

E

C

OR

PHIvPc

PPs

Sc

ScSc

s

Ce

C

R

Pc

P

Fs Fs

S

S

SS

Fe

Fs

Fc FcFc

Cc

Fe

Sc

ScSc

O

Fc

Fc

Fc

Option 2Se

Ce

SH

E

E

C

O

O

R

PHIvPc

PPs

Sc

ScSc

s

Additional health and

fitness facilities at first

floor level

Ps

Ps

S

S

Fs

Fs

S

S

S

S

Fe

Fc Fc

Fc

Se

C

OR

Pc

P

Sc

ScSc

s

P

P

100 station health and fitness and two studios at first floor level

Fs

Fs

S

S

S

S

Fe

Fc Fc

Fc

P

P

Ps

Fe

Fv

O O

O O

O

E

E

E

EE

S

Options for combining the sports centre elements


General provision

Pool changing

During the review, the current methodology for calculating changing room numbers for swimming pools has been carefully considered.

The current method is explained in the Swimming Pool Design Guidance Note and shows a worked example based on busy periods when there is a steady flow of swimmers coming into the building and a ‘call out’ system is used to limit numbers in the water and the length of the swimming sessions. It uses 3 m2 / person, the maximum safe occupancy figure as defined by HSG 179 as a start point but allows different values to be used for the maximum occupancy of the pool water, times of swimmer in the pool, average time to change, places out of use for cleaning and the number of ‘call out’ groups.

These values will vary depending on the particular programmes of use and further, separate calculations can be carried out for individual areas of the pool water to identify the likely peak times in the changing areas. Nevertheless, this worked example is often treated as a general standard with the 3 m2 factor being applied to all the water area.

Although this approach gives comfortable changing conditions for a community swimming pool facility, feedback from the marketplace suggests that reductions in pool occupancy and changing provision may be appropriate for some projects and should be considered on a case by case basis.

Any design of changing provision should be considered in the wider context of the project objectives and the potential impact on income levels, and customer perceptions of ‘comfortable changing conditions’.

Irrespective of which calculation methodology is applied, it does not result in a significant reduction in the areas required. For this reason, the five indicative design options are based on the current methodology.

Lockers

The locker provision is in line with the Sport England Swimming Pools Design Guidance Note worked example, at 75% of pool occupancy, plus the number of changing places, plus an additional 10% of lockers which may be out of use at any one time. The buffer/group change doors can be locked or opened to allow additional changing spaces to be allocated to either the ‘wet’ or ‘dry’ changing areas.

Sanitary provision

Sanitary provision in the wet areas is based on BS 6465 Part 1: 2006 Table 12, based on the maximum safe pool occupancy and Sport England guidance.

Showers

The shower provision is also in line with BS 6465 Part 1: 2006 Table 12 as described above.

Accessible wet changing

Accessible wet changing provision is in accordance with the British Standards and the worked example in the Sport England guidance note. It includes a Changing Places room, a disabled changing room with a WC, an accessible shower, and an accessible disabled WC. Baby change provision, wheelchair storage areas and cleaners’ stores have also been included.

Areas of water (m2) /

person to calculate ‘any

one time occupancy’ in

calculation of changing

places

Calculated numbers of

changing spaces for a

25m x 6 lane pool

(assuming an average changing time of 13minutes/person)

3.0 (HSG 179 minimum area/person for safe swimming )

32

4.0 (Marketplace feedback for lane swimming)

24

4.5 (Marketplace feedback for aqua aerobics)

21

Note:• Separate calculations are required for the consecutive

use of separate water areas and programme overlaps to calculate the peak use of changing rooms.

• ASA suggest a water area of 6m2/ swimmer as a general guide for comfortable swimming conditions

Spectator viewing

Informal spectator views have been included in all options at ground level near the entrance and vending machine area. This looks into the shallow end of the pool, or the secondary learner pool when provided. For small scale local galas, a controlled access is provided to the poolside from this area to give some limited viewing from the pool surrounds. In the larger option 5, formal spectator viewing for approximately 80 people has been included at first floor level. This is accessed via the lifts and circulation routes to the health and

Table 1 - Overview of water occupancy and changing

calculation criteria


fitness areas. A larger spectator seating could be created by making reductions to the health and fitness accommodation.

Sports chair zone

All areas of the building are designed to be accessible and suitable for users with normal width wheelchairs in line with Sport England guidance in Accessible Sports Facilities. At ground floor, a ‘sports chair zone’ has been created for the wider sports chairs with angled wheels that are likely to be used in the sports hall. The zone runs from the car park, entrance, reception to the sports hall and includes space for wheelchair storage and people to transfer from their day chair to their sports chair.

Dry side changing

The changing provision for the sports hall is based on two separate changing rooms of 30 people maximum capacity each. This allows them to be used for school groups and as a teaching space before and after a lesson as illustrated in Affordable Sports Halls. This will also cater for other user groups such as Badminton (sixteen people on four courts) and allow for overlap between sessions. The changing rooms are adjacent to buffer/group changing rooms in the ‘wet’ changing and can be linked to give additional capacity. This gives greater flexibility to cope with ‘back to back’ bookings of the hall, mixed-gender groups and team competitions.

The changing provision includes showers, wheelchair space and direct access to sanitary accommodation as Sport England guidance. In addition, separate unisex accessible facilities are located outside of the main changing areas for general use. WCs are designed in accordance with the female requirements, which are more onerous in occupancy to provide suitable sanitary accommodation for female only events.

Health and fitness changing

Sport England guidance for changing provision is based on an equal split between male and female users and the number of spaces calculated as 65% of the maximum occupancy. This assumes that many users will arrive already changed. However, marketplace feedback suggests that a greater reduction can be applied in some locations and 35% of the maximum occupancy has been used to represent a more typical scenario. Similarly, the review has assumed a more intensive use of the gym and studio spaces and based user numbers on a maximum capacity of 5 m2 per person for the studios and 4.5 m2 per person for the gym (rather than the 7 m2 and 5 m2 respectively as mentioned in Sport England guidance). One

shower cubicle is provided for every six changing spaces and a larger accessible shower cubicle is included. Accessible seating is also provided in both male and female changing rooms.

Further adjustments may be justified to suit particular market and demographic factors.

Location

The indicative design options have a footprint of between 2358m2 and 3260m2 (see area schedule in the Appendix) and will require additional space for pathways, car parking and landscaping to suit a particular site. The local planning requirement for the number of car parking spaces will be a key variable. The typical site plan for Option 4 shown on page 15 would need an approximate overall area of 8,000m2 – 8,500m2. The particular shape and dimensions of a site are likely to create a number of constraints that will affect the building and site layout. These constraints should be considered early in the project development process.

The particular characteristics and constraints of each individual site will need to be established. For example:

• Access

• Locations of services

• Orientation

• Landscape and townscape issues

• Geotechnical conditions.

All key factors should be carefully considered in order to sensitively ‘tailor’ the design for the particular location. This should include discussion and consultation with local Stakeholders and Planning Departments and all other work associated with RIBA Stage D (Scheme Design and Planning).

Building fabric

Similar to the Affordable Sports Hall and Affordable Community Swimming Pool models, the building fabric is designed to offer a good compromise between cost, function and aesthetics.

The building is designed to be flexible so that the external materials can be altered to suit local site and planning requirements. The external walls could be formed using a simple insulated metal cladding panel or if a more aesthetically pleasing finish is required brick or render could be used. More details on the external material specifications can be found in the Appendix.

The internal materials proposed are included in the schedule in the Appendix. These finishes are


based on those used for the Affordable Sports Halls and Affordable Community Swimming Pools. However, the finishes have been uplifted in the public circulation and dry changing floor finishes reflecting the higher throughput that a local sports centre would expect. Veneered doors have been introduced to dry public areas in line with the increased ‘quality’ that would be expected of a building of this size, taking into account that it will primarily be a public building rather than associated with a school.

Structure

The design is to take the buildings functional requirements fully into account. The structural grid is to be chosen to achieve the most efficiency in terms of use and cost. Please refer to the ASH and ACSP documents for details on the structure proposed for the pool and sports hall.

Services

Please refer to the ASH and ACSP documents for details on the Services proposed for the Affordable Sports Centre. These systems will obviously require adaptation and review when they are designed into a larger sports centre by an experienced consultant.

BREEAM

The development is designed to be assessed under the BREEAM criteria and achieve a minimum rating of Very Good. The scheme to achieve a good reduction in CO2 emissions in line with the current building regulations and local planning requirements.

This review assumes the following items would be incorporated to assist in attaining BREEAM credits:

• Combined heat and power system using low carbon technologies to assist with carbon emission abatement

• Photocell, PIR and zoned lighting controls to reduce electricity consumption

• Inverter controls incorporated into every pump and fan system to ensure flow is matched with the power required

• Cross flow plate heat exchangers incorporated into every air handling unit to reduce the heat input required to the building

• Energy efficient lighting to be incorporated throughout the building

• Solar glare control to be incorporated into those areas which require occupancy control and any privacy control

• Appointed contractor to achieve considerate contractors credits

• Optimisation of natural day lighting

• Local sourcing of materials.

The following items to be incorporated as options:

• Grey and rainwater harvesting systems to be considered for W.C. flushing within the development

• Photovoltaic system

• Solar thermal domestic hot water system

• Heat recovery of pool water when discharged to enable a pre-heat for the incoming top-up water

• Green/sedum roof could be incorporated to enhance bio-diversity credits with structural amendments

• Waste recycling.

July

Revis

ion 0

01 1

5 ©

Sp

ort E

ngla

nd

2013

Example: Option 4 ‘Affordable’ sports centre


0 5 10m

North

921 3 4 5 6 7 8

81 808283848788899091 858692939495

50

49

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2021 192225 24 2326

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

1828 2729303134 3233

Emergency exit

Staff parking

Access to firstaid room

Emergency vehicle parking bay

Service yard

Plant delivery Chemical store delivery

Emergency exit

exit

4 court hall option

Extent of 5 court hall option

Parking symbol posts to prevent cars parking on the pathway bench

Raised pedestrian crossing to act as traffic claming measure

Emergency

Emergency exitEmergency exit

exit

Emergency

Coach parking / Drop off point

ENTRANCE

Dropoffpoint

Cycle storage stands under extended roof eves


Centre signage

NOTEThe 'Affordable' sports centre document is not site specific and this drawing is intended to illustrate the relationship of the components required to produce a satisfactory layout.

The design of the external works will be dependant on the specific site requirements.


Assistance dog rest area

Mot

orcy

cle

park

ing

Emergency exit

Centre signage

Site plan

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0 5 10m

Reception

Lobby

Office

Lift Lift

Plant Equipment store

Equipment store

Dividing net

Pro

tect

ion

guar

din

g

Pool Store

First aid

Wet changing Dry changing

Buf

fer

cha

ngin

g

Main pool Sports hall

Secondary pool

VW

W

W

W

L

L

L

L

L

L

L

L

L

V

V V

V

V

V

Vending

F/DF/DF/DF/D

FW

C

CPF

MW

CWC

DWC

WC

Sh Sh

Sh

ShSh

ShShShShSh

ShSh

Sh

DW

C

DWC

D.Sh

D.Sh

ShShShSh D.Sh

D.Ch/ WC

D.Ch/ WC

Cl.St

Cl.

Cl.St

St

5 court option

4 court option

Ground floor plan

Key views

Staff area

Reception / circulation

Plant

First aid

Pool Tank

Pool store / stores

Wet ChangingDry Changing (sports hall)

Pool hall

Main entrance

Sports hall

Health and fitness

Key

Family / disabled accessible changing cubicle

F/D

Unisex accessible changing room with WC / baby change

D.Ch/WC

Changing Places FacilityCPF

Unisex accessible WCDWC

Unisex accessible shower cubicle

D.Sh

Cleaners storeCl. St

Shower

Vanity area

Locker

Sh

Male toiletsMWC

Female toiletsFWC

Unisex toilet(s)WC

Wheelchair / buggy storageW

V

L

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0 5 10m

Lift Lift

Changing Changing

Void over pool hall Void over sports hall

VV

L

L

DWC

ShShSh

D.ShShShSh

D.Sh

WcWc

WcWc

D.Ch/ WC

Cl.St

5 court sports hall option

4 court sports hall option

Health and fitness gym Exercise studio

Sto

reS

tore

Sto

reS

tore

Plant

Staff Staff

Exercise studio

First floor plan

Staff area / IT / Store

Circulation

PlantStores

Health and fitness Changing

Pool hall spectator viewing

Void

Health and fitness

Unisex accessible changing room with WC / baby change

D.Ch/WC

Unisex accessible WCDWC

Unisex accessible shower cubicle

D.Sh

Cleaners storeCl. St

Shower

Vanity area

Locker

Sh

Unisex toilet(s)

Key views

WC

V

L

Key

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Long section

Cross section

Entrance elevation

Sections and elevation

Views of feature stair up to health

and fi tness and to sports hall

Open views between wet

change and pool hall

Views up to gym

Entrance / foyer / pool hall opened up to main

access from both footpath and car parking

Views from health and

fi tness over pool hall

Fitness studioHealth and fi tness gym

Health and fi tness gym

Reception

Main entrance

Main entrance

Pool hall

Pool hall

Wet changing

Wet changingToilets

Plant

Plant

Buffer

changing

Dry

changing

Corridor Equipment

store

Sports hall


Potential Income

Overview

This section identifies the main operational considerations and the implications of selecting the various facility mix options for the Affordable Sports Centres.

It reflects the desire to make any new facilities as cost effective as possible and in some cases able to breakeven in revenue terms (excluding ‘below

the line’ costs). In doing so, it is recognised that historically the vast majority of community leisure facilities owned by public sector organisations have required an operational subsidy. In other words, the costs of operating facilities are greater than the income derived.

Table 1 below shows the income that is expected from the different sports centre options and Table 2 illustrates the expected expenditure of the centres.

Option 1

Option 3

Option 5

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

Option 1

Option 2

Option 3 Option 4

Option 5

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

Option 1

Option 2

Option 3

Option 4

Option 5

Table 1 - Income (£)

Table 2 - Expenditure (£)

Key


Table 3 below is a generic illustration of potential income and expenditure differences between the different sized facilities. This has been done to reflect that a modern operating philosophy can result in better financial performance than the historical norms. For some facilities, this can result in a break even position or the generation of surpluses. The figures are indicative and not specific to any geographical location or catchment area. The challenge for future owners and operators is to manage facilities as cost-effectively as possible and a number of suggestions are made in this section.

Table 3 - Business plan

Income Option 1 Option 2 Option 3 Option 4 Option 5Swimming Pool(s) 463,195 430,204 515,522 621,903 712,151

Sports Hall 91,831 86,200 86,200 86,200 109,835 Health and Fitness - 375,493 656,253 656,253 656,253

Studios - 19,998 41,513 41,513 41,513 Secondary spend 37,526 58,988 80,389 100,075 122,569

Other - miscellaneous 14,814 24,272 34,497 37,649 41,058 Total Income 607,366 995,156 1,414,374 1,543,592 1,683,379

Operational Expenditure Option 1 Option 2 Option 3 Option 4 Option 5Staffing 411,798 639,009 782,118 837,084 889,578

Premises 175,560 230,538 299,299 327,404 374,759 Administration 38,750 53,849 71,747 78,430 88,522

Supplies and Services 30,163 51,949 59,629 71,297 85,619 Other - miscellaneous 12,224 16,817 21,534 23,857 27,445

Total Expenditure 668,495 992,162 1,234,327 1,338,072 1,465,923

Operational Profit/(Loss) (61,129) 2,994 180,047 205,520 217,455

Budget Summary Mature Mature Mature Mature MatureYear (3) Year (3) Year (3) Year (3) Year (3)

Income Option 1 Option 2 Option 3 Option 4 Option 5

Throughput 208,477 327,714 459,364 500,375 544,751

The Affordable Sports Centre business model projections sit within the top quartile (top 25%) of centre performance data from the industry recognised National Benchmarking Service (NBS).

The NBS provides rigorous and robust information on the performance of sport and leisure centres. It allows benchmarking against similar operators, the sharing of best practice, and provides comprehensive evidence of the satisfaction of customers.

Notes:

The business models assume:

• Figures for a mature full year (based on 2012 prices)

• A location/catchment with a reasonable level of discretionary spend

• High levels of throughput at affordable prices

• All figures are net of VAT where it applies

• The membership package allows for free swimming and classes

• An NPDO operator who will receive 80% mandatory rate relief from NNDR

• No management fee included

• Depreciation / capital costs / sinking funds and other below the line costs are excluded

• Option 2 includes a 50 station health and fitness gym + studio

• Options 3, 4 and 5 include a 100 station health and fitness gym + 2 studios

Budget Summary

Income and Expenditure


Budget Summary Mature Mature Mature Mature MatureYear (3) Year (3) Year (3) Year (3) Year (3)

Income Option 1 Option 2 Option 3 Option 4 Option 5

Secondary spendMerchandising 6,254 9,831 22,968 25,019 13,619

Vending 31,272 49,157 57,421 75,056 108,950 Secondary spend sub total 37,526 58,988 80,389 100,075 122,569

Miscellaneous income 14,814 24,272 34,497 37,649 41,058

Total Income 607,366 995,156 1,414,374 1,543,592 1,683,379

SwimmingCasual 274,925 241,934 274,517 349,763 408,576

Lessons 109,600 109,600 128,000 140,800 163,200 Schools 30,420 30,420 31,005 41,340 43,875

Clubs 45,000 45,000 45,000 45,000 54,000 Other 3,250 3,250 37,000 45,000 42,500

Swimming sub total 463,195 430,204 515,522 621,903 712,151

Sports HallCourses 23,739 23,739 23,739 23,739 23,739

Clubs 24,000 24,000 24,000 24,000 30,000 Schools 9,728 9,728 9,728 9,728 12,160

Pay and Play (casual) 34,364 28,733 28,733 28,733 43,936 Sports Hall sub total 91,831 86,200 86,200 86,200 109,835

Health and FitnessMemberships - 326,993 574,253 574,253 574,253

Pay and Play - 48,500 82,000 82,000 82,000 Fitness sub total - 375,493 656,253 656,253 656,253

Studio(s)Classes/courses - 13,123 23,638 23,638 23,638

General Hires (meetings) - 6,875 17,875 17,875 17,875 Studio(s) sub total - 19,998 41,513 41,513 41,513

Budget Detail

Income


StaffingDirect Staff Costs 324,000 503,000 616,000 659,500 701,000

On-costs 67,260 104,290 127,610 136,310 144,610 Other Staff costs 20,538 31,719 38,508 41,274 43,968

Staffing Sub Total 411,798 639,009 782,118 837,084 889,578

Premises Utilities (Gas/Electricity) 91,200 119,760 155,480 170,080 194,680

Water / Sewerage 9,120 11,976 15,548 17,008 19,468 Insurance 11,400 14,970 19,435 21,260 24,335

NNDR 11,400 14,970 19,435 21,260 24,335 Building Maintenance & Repairs 22,800 29,940 38,870 42,520 48,670

Equipment Purchase 6,840 8,982 11,661 12,756 14,601 Equipment Rental 2,280 2,994 3,887 4,252 4,867

Equipment Maintenance & Repairs 2,280 2,994 3,887 4,252 4,867 Maintenance Contracts 6,840 8,982 11,661 12,756 14,601

Chemicals 7,980 10,479 13,605 14,882 17,035 Trade Waste Collection 3,420 4,491 5,831 6,378 7,301

Premises sub total 175,560 230,538 299,299 327,404 374,759

Administration and MarketingDesign, marketing & advertising 9,110 14,927 21,216 23,154 25,251

Postage 2,280 2,994 3,887 4,252 4,867 Printing & Stationery 3,420 4,491 5,831 6,378 7,301

Photocopier 2,280 2,994 3,887 4,252 4,867 Security Charges 3,420 4,491 5,831 6,378 7,301

Bank Charges 4,560 5,988 7,774 8,504 9,734 Professional Fees & licences 4,560 5,988 7,774 8,504 9,734

Telephone 4,560 5,988 7,774 8,504 9,734 Sundries/General Expenses 4,560 5,988 7,774 8,504 9,734

Sub Total Admin and Marketing 38,750 53,849 71,747 78,430 88,522

Supplies and ServicesCleaning Supplies 5,700 7,485 9,718 10,630 12,168

Items for re-sale 18,763 29,494 40,194 50,037 61,284 Misc Expenses 5,700 14,970 9,718 10,630 12,168

Sub Total Supplies and Services 30,163 51,949 59,629 71,297 85,619

Miscellaneous Expenditure/Contingency 12,224 16,817 21,534 23,857 27,445

Total Operating Expenditure 668,495 992,162 1,234,327 1,338,072 1,465,923

Net Operating Surplus / (Loss) (61,129) 2,994 180,047 205,520 217,455

Mature Mature Mature Mature MatureYear (3) Year (3) Year (3) Year (3) Year (3)Option 1 Option 2 Option 3 Option 4 Option 5

Budget Detail cont/d...

Operational expenditure


Potential management arrangements

Most leisure facilities will be developed by the public sector i.e. Local Authorities possibly in partnership with commercial contractors or charitable trusts.

Once developed, there are three main options for operational management, namely:

• Direct local authority management (subject to Best Value test)

• Partnership with a charitable trust

• Entering into a contract with a commercial or charitable trust operator.

The operational philosophy, the programming, the pricing, staffing levels, etc. may vary depending on the chosen operational arrangements. In turn, these will influence the levels of income generated and the expenditure incurred and subsequently the net profit or subsidy.

Evidence suggests that if there is sufficient demand in a given area to provide a critical mass of facilities, the facilities can operate at an operational profit. The key to this is the level of health and fitness provision because this is the biggest income stream.

Key factors for a community leisure centre to generate a financial surplus include:

• Large health and fitness facilities

• Commercial management philosophy

• Realistic pricing structure; imaginative, varied and full programme

• Dynamic marketing and promotion

• Lean staffing structure

• Tight controls on expenditure.

Income generation

Maximising the income generated is the key to financial success for this type of facility because with the exception of staffing, most costs are fixed. When planning facilities, it is advisable to investigate the supply and demand for health and fitness within the catchment area. The number of fitness ‘stations’ (pieces of equipment) should be related to the identified latent demand. Generally, the greater the number of stations, the more cost-effective the facility will be and the health and fitness facilities will be presented as the ‘core offer’ for a ‘membership’ scheme.

A person would pay a monthly direct debit for access to the facilities in the same way that they do to gain access to commercial health and fitness ‘clubs’. Within this basic principle, public leisure facility operators will have decisions to be made about what to add into the membership entitlement. For example, does it include casual swimming sessions, studio-based classes etc. They will also need to decide whether there is a joining fee to be paid (unlikely in the current economic climate), what concessions will apply, and whether the minimum membership period is twelve months etc. The operating philosophy will determine how ‘commercial’ the operating parameters are, for example, whether there will be a ‘pay and play’ option in addition to the membership.

Setting prices that reflect the market position and quality of the new leisure facilities is also of critical importance in ensuring the future financial performance. Historically, public leisure facilities have been heavily subsidised often involving ‘blanket’ subsidies given to all users irrespective of their ability to pay.

All of the proposed options have vending facilities included in the reception area. A decision should be made early in the design process to establish if there is the demand for a more substantial food offer i.e. a ‘lite bites’ café for example, in which case the front reception area may need to be increased in size to accommodate more seating and kitchen / preparation space. Whether to provide a café or not will ultimately be a decision that is likely to be based on the size of the centre and where the centre is located, if the user numbers are high enough to warrant the investment in a café, and if the centre is located on a high street or in the countryside.

It is in the operator’s interest to maximise usage whilst minimising operating costs. Considerations include:

• Facility mix

• Opening hours

• Staffing levels

• Maximum safe occupancy of swimming pool

• The ‘programme of use’.

Programming

The operating philosophy will determine the programme. Most local authorities will want to encourage a ‘balanced programme’ for both wet and dry areas, which should include:

• Lessons and courses - individual

• Casual use

• Group activities

• Club sessions

• Private hires/parties etc.

• Special events

• Schools.

Clearly there is a link between the programme and income. A 6 or 8 lane pool provides greater opportunity for a diverse programme and more income than a 4 lane pool. For example, structured ‘Learn to Swim’ programmes that are very lucrative can be accommodated more easily within a bigger pool. The addition of a secondary learner/training pool with a movable floor would give even more potential.

Similarly, the sports hall and studios should be seen as ‘hireable’ spaces rather than specifically for individual sports use. Whilst sports halls should be used predominantly for sports activities, they can be used for other non-sporting events and activities at periods of low demand to ensure that the building is used as much as possible.

The health and fitness facilities should be open for extended hours to allow ‘members’ to access facilities at times that suit their patterns of use e.g. early mornings, evenings and weekends.

Expenditure

The other side of the financial equation is the cost associated with operation. These can be sub-divided into a number of categories including staffing costs, premises related expenditure, administrative costs, supplies and services and miscellaneous costs. These can be generically described as ‘above the line’ costs because they are directly related to the operation of the facilities. There are often some additional ‘below the line’ costs depending on the operating method and accounting protocols. These non-operational costs can include a management fee, depreciation, head office overheads or corporate re-charges sinking funds etc. When planning new facilities, these ‘below the line’ costs must be considered by local authorities.

Operational costs will depend on management arrangements, operational policies, opening hours, programme of use etc. Some of the costs are fixed while others are variable.

Staff cost

The biggest operational cost is for staff. In the main these are fixed costs but there will be a variable element such as casual lifeguard/dry attendant cover, linked to variations in the pool and dry side programmes. It is not unusual for a smaller facility to have proportionally higher staff costs than a larger site due to the limited ability for economies of scale.

Utilities

The second largest operational cost is utilities. These are mainly fixed because the water and air needs to be treated and heated irrespective of usage levels. However, operational policies will impact on utility costs, for example, by varying bather load, use of showers, backwashing filters etc. Utility costs per/m2 are lower for wet and dry facilities because of the disproportionate costs associated with swimming pools. The water volume is the main draw on utility costs as it impacts on gas, electricity and water.

Other expenditure items include:

• Insurance

• Building cleaning and maintenance

• National Non-Domestic Rates (NNDR can be reduced in certain operational models)

• Refuse collection

• Sewerage charges equipment purchases etc. chemicals

• The purchase of goods for re-sale etc.

• Administration and marketing

• Printing, postage and stationery

• Transport

• Security

• Uniforms

• Licences

• IT.


Health and safety

As stated above, in certain cases it will be necessary to add a ‘contribution’ to corporate overheads whether these be a local authority re-charge or a head office re-charge in the case of a commercial contractor. These are non-operational ‘below the line’ costs and will vary from operator to operator.

Reducing net operating costs

Based on a new more commercial and efficient management philosophy, it is conceivable for a combined community wet and dry leisure centre with a large health and fitness offer to make an operational surplus.

The ultimate financial performance of community leisure centres

The main determinants of income and expenditure have been described and clearly the balance between these two factors will result in the ‘bottom line’. They will be affected by a number of issues and these issues need to be considered in detail when preparing a Business Case for a new facility. The location, the competition, the facility mix (size and scope of the pool, sports hall, health and fitness and complementary facilities e.g. catering), the catchment area demographics, pricing policy, programming etc. will all impact on income.

It is harder to predict with any certainty future income levels, but much easier to forecast expenditure due to many of the costs being largely fixed. Staffing levels and remuneration should be considered carefully and kept to a minimum subject to having the requisite levels to maintain a safe and user-friendly experience. The design of the pool and the efficiency of the plant can also impact on running costs e.g. the use of CHP units. NNDR costs can be reduced by up to 85% depending on the legal status of the operator and governance arrangements. Similarly further savings in VAT can be generated subject to the operating model.

Due consideration of the factors referred to above can make the difference between operating at a cost or generating a surplus.

‘Lifecycle’ maintenance costs

These are crucial to the on-going operational effectiveness of a community leisure facility. Sufficient money must be put aside to ensure the regular redecoration and refurbishment of the building fabric and finishes and the replacement of plant and equipment. The appearance, ambience and environmental comfort of a facility are all critical in ensuring repeat business over a sustained period of time.

Occupancy and maintenance costs

Annual maintenance and occupancy costs for a particular building design will be affected by a variety of factors, which should be taken into account when using this estimate:

• Size, shape and layout

• Design and specification (sustainable technologies included)

• Intensity of use

• Location.

Business plan

When considering any of the options, all related costs should be included to confirm affordability. The five options do not include:

• Central support costs for services. i.e. human resources, accountancy etc. as these can vary significantly from operator to operator and with directly managed services. A reasonable cost estimate for these services is between 3% and 5% of total income.

• Sinking funds (for lifecycle repairs and/or replacement) in the operational expenditure. This will depend on the final design and equipment chosen. However, when developing individual projects, advice should be obtained from specialist cost consultants and reference made to Sport England’s Life Cycle Costings document which identifies a typical annual allowance of between 1.3% and 1.5% (0.3%-0.5% sinking fund and 1% maintenance) of the overall estimated total project cost.

Key factors to consider in the business plan include:

• Location

• Competition from other facilities

• Size and scope

• Complementary facilities

• Catchment area demographics

• Programme

• Pricing.

When considering any option, a sensitivity analysis should be undertaken which includes scenarios for higher and lower income and likewise for expenditure items.


Secondary pool and movable floors

The introduction of a ‘secondary’ supporting pool can significantly enhance the flexibility and cost-effectiveness of a community pool within a leisure centre. It can provide greater programming options leading to higher user numbers and therefore more income. The addition of a variable depth movable floor in either the main or secondary pool can improve the operational performance still further.

A secondary pool tank would traditionally have been referred to as a ‘teaching’ or ‘learner’ pool and is often added to 6 lane (or larger) community pools where there has been sufficient demand within the catchment area for the additional volume of water. Although mainly rectangular, in some cases these have been ‘freeform’ pools with ‘beach’ areas or steps and intended to introduce young children to water activities and develop confidence. However, this type of configuration has the disadvantage of disproportionately increasing running (and capital) costs due to the increased water area without making a meaningful contribution to income streams.

It is suggested that secondary pools should be designed for flexibility in operation and be programmed to be ‘complementary’ to the main pool tank. It should be actively programmed throughout the opening hours in the same way as the main pool.

Whilst ‘learn to swim’ courses are likely to remain a mainstay of the programme and income, the secondary pool should be far more than a ‘teaching’ pool. Sometimes it can provide a direct supporting role such as a warm-up / warm down facility for competition and in some cases it will have an independent purpose such as for swimming lessons whilst training or casual swimming is taking place in the main pool. A variable depth moving floor can accommodate a wide range of aquatic activities including rehabilitation, aqua-natal classes, ‘aqua-aerobics’, lifesaving, sub-aqua, canoeing etc. The variety of programming options is limited only by the imagination of the operator.

Through careful design, physical separation of the secondary pools can give privacy of some user groups, whilst at other times the two pools can be readily accessed. During general casual swimming sessions it is often more appealing to family groups with more competent members of the family using the main tank with other members using the smaller shallower secondary pool.

Increasing a six lane pool to an eight lane pool involves an increase in water of circa 105 m2. A

secondary ‘supporting’ pool could be provided with a similar or smaller m2 of water space. The two pool model would be much more flexible, would generate more throughputs and would be more cost-effective than the single pool model. This does of course depend on the ability of the operator to maximize the potential benefits and assumes that a wide range of aquatic activities is a higher priority than competition swimming.

Other pool profiles

There are also a number of different permutations for including movable floors within the main tank that give additional flexibility and cost-effectiveness for a community pool.

It would be possible to have a movable floor along the entire length of the pool but it is more likely that it would be limited to a portion of the pool width. The decision about whether to have a double shallow ended pool, a single depth or a graduated depth pool, with or without a movable floor, depends on the range of activities envisaged within the pool. This usually involves some compromises, for example, a pool ideal for teaching is not ideal for water polo or competitive swimming. Movable floors can be used to increase flexibility but there is still a need to define the objectives of the facility before embarking on the specification and design.

Benefits of larger pools and health and fitness

A larger pool has the potential to operate more cost-effectively than a smaller pool because it can generate additional income which is disproportionate to the additional running costs incurred. This financial improvement could be used to off-set the higher capital costs. Similarly a larger health and fitness centre with more stations will attract more ‘members’ and casual users, improving the financial performance.



Capital Costs

Overview

An overview of the capital costs of the leisure centre options is given in the following tables derived from updated GIFA analysis of Affordable Sports Halls and Affordable Community Swimming Pools cost data and the area schedules in the Appendix. It is based on the following main assumptions:

• Swimming pool covers included

• Sports hall equipment and allowance for cleaning machine included

• All other equipment and loose furniture excluded

• Option for movable floors excluded

• VAT excluded

• Future inflation excluded

• Land acquisition costs excluded

• External works assessed as a notional value

• Incoming services assessed as a notional value assuming availability from existing supplies

• A green field site with no abnormal ground conditions

• The works are competitively tendered using a single stage Design and Build procurement route

• Drainage beyond the building footprint is site dependent and not within ‘Allowance for external works’

• Preliminaries are based on an unrestricted site with a 12 month construction period

• Allowances included for systems and features within the building to assist in achieving the equivalent of BREEAM Very Good for the project as a whole

• Alternative systems may also be required should natural gas not be available and to achieve local authority planning requirements for renewable energy.

-

500

1,000

1,500

2,000

Sub

stru

ctur

e

Sup

erst

ruct

ure

Ele

men

t Tot

al

Inte

rnal

Fin

ishe

s E

lem

ent T

otal

Fitti

ngs

Ser

vice

s E

lem

ent T

otal

Bui

ldin

g S

ub-T

otal

Pre

limin

arie

s

BA

SE

CO

NS

TRU

CTI

ON

CO

ST

Add

ition

al c

osts

tota

l

OV

ER

ALL

ES

TIM

ATE

D C

OS

T O

F PR

OJE

CT

/m²

ElementOPTION 2 4 lane swimming pool4 court sports hallMedium health and fitness

OPTION 46 lane swimming pool plus learner pool4 court sports hallLarger health and fitness

Table 4 - Elemental cost/m2 overview (second quarter 2013)

Cost(£)/m2

Key

Option 1

Option 2Option 3Option 4Option 5


Table 5 - Elemental cost breakdown 3 (second quarter 2013)

3 See notes on page 27.

Elemental cost estimate

Gross internal floor area (GIFA)

Total Cost of Element £

Cost per m2£


Cost per m2£


Cost per m2£


Cost per m2££


Cost per m2££

Substructure 396,000 174 449,000 150174 486,131 125150 553,919 130125 620,755 128130

Superstructure

Frame 285,000 125 373,000 125125 459,000 118125 494,000 116118 575,000 118116

Upper floors 0 - 71,000 24- 127,000 3324 147,000 3533 189,000 3935

Roof 270,000 118 270,000 90118 292,328 7590 333,092 7875 373,282 7778

Stairs n/a 137,000 46 152,000 3946 152,000 3639 152,000 3136

External walls 235,000 103 279,000 93103 313,000 8193 338,000 7981 388,000 8079

Windows and external doors 114,000 50 183,000 6150 239,000 6161 237,000 5661 250,000 5156

Internal walls and partitions 128,000 56 249,000 8356 391,000 10183 424,000 100101 451,000 93100

Internal doors & windows 40,000 18 61,000 2018 79,000 2020 80,000 1920 85,000 1719

Superstructure Element Total 1 072 000 470 1 623 000 542 2 052 328 528 2 205 092 519 2 463 282 506

2,994 m² 3,887 m² 4,252 m² 4,867 m²

OPTION 14 lane swimming pool

4 court sports hall

No health and fitness


4 court sports hall

Medium health and fitness


4 court sports hall

Larger health and fitness

OPTION 46 lane swimming pool plus

learner pool

4 court sports hall


OPTION 58 lane swimming pool plus

learner pool, with spectator

seating

5 court sports hall


2,280 m²

Superstructure Element Total 1,072,000 470 1,623,000 542 2,052,328 528 2,205,092 519 2,463,282 506

Internal finishes

Wall finishes 128,000 56 149,000 5056 167,000 4350 180,000 4243 205,000 4242

Floor finishes 150,000 66 191,000 6466 234,000 6064 279,000 6660 320,000 6666

Ceiling finishes 28,000 12 44,000 1512 62,000 1615 74,000 1716 81,000 1717

Internal Finishes Element Total 306,000 134 384,000 128134 463,000 119128 533,000 125119 606,000 125125

Fittings 238,000 104 275,000 92104 287,000 7492 301,000 7174 380,000 7871

Services

Sanitary appliances 32,000 14 40,000 1314 42,000 1113 43,000 1011 47,000 1010

Disposal installations Incl. below Incl. below Incl. below Incl. belowIncl. below Incl. below Incl. below Incl. below Incl. below

M&E Installations 824,000 361 1,112,000 371361 1,477,000 380371 1,614,000 380380 1,807,000 371380

Specialist Installations 167,000 73 167,000 5673 235,000 6056 275,000 6560 352,000 7265

Builder's work in connection 78,000 34 99,000 3334 133,000 3433 146,000 3434 167,000 3434

Services Element Total 1,101,000 483 1,418,000 474483 1,887,000 485474 2,078,000 489485 2,373,000 488489

Building Sub-Total 3,113,000 1,365 4,149,000 1,3861,365 5,175,459 1,3311,386 5,671,011 1,3341,331 6,443,037 1,3241,334

Preliminaries 356,000 156 576,000356,000 192 739,000576,000 190 804,000739,000 189 883,000804,000 181883,000

BASE CONSTRUCTION COST 3,469,000 1,521 4,725,0003,469,000 1,578 5,914,4594,725,000 1,522 6,475,0115,914,459 1,523 7,326,0376,475,011 1,505 7,326,037

Contingencies 174,000 76174,000 237,00076 79237,000 296,00079 76296,000 324,00076 76324,000 367,00076 75367,000

Professional Fees 365,000 160 497,000365,000 166 622,000497,000 160 680,000622,000 160 770,000680,000 158770,000

External works allowance 250,000 110 250,000250,000 84 275,000250,000 71 275,000275,000 65 300,000275,000 62300,000

Incoming services/stats provisional sum 100,000 44 100,000100,000 33 100,000100,000 26 100,000100,000 24 100,000100,000 21100,000

Typical sports hall equipment costs 43,000 19 43,00043,000 14 43,00043,000 11 43,00043,000 10 54,00043,000 1154,000

Additional costs total 932,000 409 1,127,000932,000 376 1,336,0001,127,000 344 1,422,0001,336,000 334 1,591,0001,422,000 3271,591,000

OVERALL ESTIMATED COST OF

PROJECT 1,930 5,852,0004,401,000 1,955 7,250,4595,852,000 1,865 7,897,0117,250,459 1,857 8,917,0377,897,011 1,8328,917,037


Procurement and Delivery

This section considers the various procurement options for this scale of sports centre building and the implications of framework contracts and rationalised design for the delivery of more affordable solutions.

It is intended to be generic and to be read in connection with the Sport England Procurement Toolkit which gives more detail about procurement options.

Procurement route

The choice of procurement route is critical to the success of any construction project. Every project has unique requirements and therefore all viable procurement options need to be appraised at the beginning of the project.

Single Stage Design and Build

This approach over the past decade has formed a significant part of the market for delivery of sports centres. Typically, the design is developed by a successfully procured Design Team to RIBA Stage D (scheme proposals) at which point the works are tendered to the construction market. This is sometimes referred to as a ‘Develop and Construct’ procurement route due to the more advanced stage of the design prior to tendering. The benefits include:

• A fixed price is obtained for the construction contract following tender which will allow earlier confirmation of costs than some other procurement routes.

• Due to the fixed price construction contract, greater cost certainty is obtained when compared to other procurement routes. The contractor takes the risk on many factors, which could otherwise lead to increased costs such as design development, compliance with statutory requirements and management of sub-contractors.

• The contractor will provide a single point of responsibility for design, progress and construction.

• Build quality can be ensured due to the more detailed pre-tender stage design.

• An element of competition is introduced into the final design as well as in the construction, therefore obtaining the best price for a known product.

• Construction can commence before all of the design work has been completed. This reduces the overall development timescales and

provides the completed facility at an earlier date than some other procurement routes.

• Experienced contractors can be used to refine the construction details, structural engineering and building services to improve buildability.

• The designer’s fees for the production design work are deferred until the contractor is appointed and the fees are included within the building contract.

• Potential saving in consultants fees.

Approach

Joint Strategy or a Split Approach

There are often two key project elements that need to be procured to deliver a new leisure centre. The first is the delivery of a new capital build project and the second is procuring an operator to manage and operate the new centre.

Procurement of these two elements can be considered separately or as a combined approach.

Separate Approach

Using this approach, the capital build contract and the operation contracts are procured separately. The design process is separate from the operator tender. However, the management contractor can be procured in parallel with the capital works to facilitate management contractor input into design.

There are a number of ways a main contractor can be procured to construct the capital build, for example Traditional, Design and Build, Management Contracting, Construction Management and Develop and Construct.

Operation contracts are generally procured on a similar basis for each Project, and the variations that exist in the drafting of agreements do not affect the procurement process. A typical management contract will last for 7-10 years but could be tendered for up to 25 years.

Consultant team appointment

Where projects are developed under the separate approach, Sport England encourages public sector clients to review available Framework Agreements that have the ability to contain sports and leisure experience, which can reduce delivery timescales and potentially reduce costs. The importance here is to ensure that the consultants on these frameworks have specific sports and leisure experience.


Contractor appointment

Again, where projects are developed under the separate approach, there are a number of Contractor Framework Agreements available to public sector clients that should be considered in a procurement evaluation process. As with the Consultant appointments above, the importance is to ensure the potential contractors have sports and leisure expertise.

Some contractor frameworks also provide an opportunity to involve a contractor earlier in the design process and this should also be considered during the procurement review process.

Combined procurement routes

The above option assumes that the building and its subsequent management and operation are procured separately. There is increasing evidence that a combined contractor and leisure operator procurement can deliver successful sports centres.

Design, Build, Operate and Maintain (DBOM)

This route is used to procure both the building and its subsequent management and operation. This is based on a Design and Build procurement route, where a contract is entered into with a consortium, which typically includes a contractor and operator. Sport England has been leading on the development of a standard suite of documents for leisure operator procurement as a ‘toolkit’ of documents and these should be referred to.

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Example programme (Option 4)


ID Task Name12 Start Up3 Design Team Appointed4 Start up meeting5 Agree Procurement Strategy6 Development of Brief7 Sign off brief and procurement strategy89 Surveys & Investigations10 Topographical survey11 Tree survey12 Ecological survey13 Drainage survey14 Utilities assessments15 Transport assessment16 Environmental & geotechnical desk study / SI1718 Design19 Feasibility study (RIBA stages A-B)20 Client sign off of Stage B21 Develop design to Stage C (8 weeks)22 Client sign off of Stage C23 Develop design to Stage D+/ E (10 weeks)24 Client sign off Tender design2526 Planning27 Consultations28 Preparation of application29 Submit application30 Register application31 Determination period (13 weeks)32 Consent33 Judicial review (12w/3m/90days)3435 Procurement of Contractor (via Restricted Procedure)36 Develop Memorandum of Information (MoI)37 Publish OJEU38 Press Release39 Pre-Qualification Questionnaire (37 days)40 Evaluation of responses41 Prepare Employer's Requirements / tender documents42 Issue Tender documents43 ITT - Restricted Procedure44 Tenders due back45 Tender clarifications46 Submit Tender Report & Approval47 OJEU 'Alcatel' stand down48 Agree Contract Documents49 Appoint Contractor5051 Construction52 Design development / Contractor lead in53 Construction (56 weeks)54 Works completion55 Fit out5657 Project Float5859 Operation

Duration

115 days?0 days

0 days?10 wks10 wks

15 days

80 days30 days30 days30 days30 days30 days30 days80 days

135 days4 wks4 wks8 wks4 wks

11 wks2 wks

185 days6 days

10 days0 days5 days13 wks0 days

65 days

173 days10 days

0 days0 days8 wks2 wks3 wks

0 days8 wks

0 days4 wks

10 days8 days4 wks

0 days

350 days10 wks56 wks0 days4 wks

4 wks

0 days

23 24/07

27/075

6

91011121314

16

1819

21

2627

2829 27/11

3031

32 05/0333

3536

37 13/1138 13/11

3940

42 12/0243

44 09/0445

4647

48

5152

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13

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ID Task Name12 Start Up3 Design Team Appointed4 Start up meeting5 Agree Procurement Strategy6 Development of Brief7 Sign off brief and procurement strategy89 Surveys & Investigations10 Topographical survey11 Tree survey12 Ecological survey13 Drainage survey14 Utilities assessments15 Transport assessment16 Environmental & geotechnical desk study / SI1718 Design19 Feasibility study (RIBA stages A-B)20 Client sign off of Stage B21 Develop design to Stage C (8 weeks)22 Client sign off of Stage C23 Develop design to Stage D+/ E (10 weeks)24 Client sign off Tender design2526 Planning27 Consultations28 Preparation of application29 Submit application30 Register application31 Determination period (13 weeks)32 Consent33 Judicial review (12w/3m/90days)3435 Procurement of Contractor (via Restricted Procedure)36 Develop Memorandum of Information (MoI)37 Publish OJEU38 Press Release39 Pre-Qualification Questionnaire (37 days)40 Evaluation of responses41 Prepare Employer's Requirements / tender documents42 Issue Tender documents43 ITT - Restricted Procedure44 Tenders due back45 Tender clarifications46 Submit Tender Report & Approval47 OJEU 'Alcatel' stand down48 Agree Contract Documents49 Appoint Contractor5051 Construction52 Design development / Contractor lead in53 Construction (56 weeks)54 Works completion55 Fit out5657 Project Float5859 Operation

5354 05/10

59 30/11

M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30


Alternative Languages and Formats:

This document can be provided in alternative languages, or alternative formats such as large print, Braille, tape and on disk upon request. Call the Sport England switchboard on 08458 508 508 for more details

© Sport England, July 2013

Click here for ‘User Guide’

Click here for current ‘Design and Cost Guidance’

http://www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/user-guide/

http://www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/

ISBN 978-1-86078-261-9

User Guide:

Before using this guidance for any specifi c projects all users should refer to the User Guide to understand when and how to use the guidance as well as understanding the limitations of use.

Issue Tracker:

001 – Initial Publication: July 2013

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Tel : +44 (0)8458 508 508

Further Information:

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