Snitterfield Sports Club

Snitterfield Sports Club Wolverton Road, Snitterfield, Stratford Upon Avon CV37 0HB. Tel 01789 731731 A Company Limited by Guarantee No. 04347235. Registered charity No. 1114954

http://www.snitterfieldsportsclub.co.uk

Development Proposal

UPDATED FINAL VERSION 27/4/17

Snitterfield Sports Club Development Proposal Page 2

Development Committee

This Development Proposal was drawn up by:

Patrick Elliott ........... Director and Trustee of the Sports Club; Director of The Snipe Bar Ltd

Julian Straker ........... Director and Trustee of the Sports Club; Chair of the tennis club

Lee Hillier ................ Chair of Cricket Club; Director of The Snipe Bar Ltd

Richard Yendall ....... Member of Sports Club and Development Sub-Committee

Bob Penrose ............ Cricket Club Secretary; Midweek captain and Fixtures Secretary

David Hawkins ......... Local Surveyor/Estate Agent/ Developer

David Bloxham ........ Chair of Bowls Club

Colin Chambers ....... Chair of Junior Football

The Committee would also like to thank the following colleagues for the advice and guidance we have received from them: David Robotham Mark Donald Graham Barker Duncan Parker Neil Pearce


CONTENTS

1 Summary ................................................................................................... 4

2 Background ............................................................................................... 5

3 History of the Club .................................................................................... 5

4 Current status .......................................................................................... 6

5 Strategic assessment............................................................................... 10

6 Clubhouse/pavilion requirements ........................................................... 16

7 Assessment of possible clubhouse locations ........................................... 17

8 Proposed Development on the recreation field ...................................... 19

9 Cost estimates ........................................................................................ 20

10 Possible sources of funding ..................................................................... 20

11 Benefits ................................................................................................... 21

12 Proposed housing development ............................................................. 23

13 Planning considerations .......................................................................... 23

14 Next steps ............................................................................................... 24

Appendices

A Surveyors report ........................................................................ 25 B Land value .................................................................................. 27 C Preliminary budget estimates .................................................... 29 D Planning Advice Note ................................................................. 31 E Plans and drawings .................................................................... 40 F Accounts - Snipe Bar and Sports Club ......................................... 46 G Legal and charitable status ......................................................... 50 H Constitution ............................................................................... 52 I Land Registry .............................................................................. 59


1. Summary

Snitterfield Sports Club is a charity, run by a hard-working volunteer committee, providing sporting and leisure facilities for the benefit of the community. It is a valuable asset for Snitterfield, providing sporting and social facilities for hundreds of members and local residents. Further information can be found at http://www.snitterfieldsportsclub.co.uk.

Its freehold site on the Wolverton Road has a clubhouse, tennis / netball courts, a bowling green and car parking. Across the road the club uses and maintains the Parish Council-owned recreation field, which has a cricket square, two junior football pitches and a “pavilion” with changing facilities.

Given the state of its current facilities, a historical decline in bar revenues and the consequent difficulties in managing the club and attracting new members, it is clear that it is not sustainable over the long term in its current form. However, by developing improved

facilities in the right location, we believe the club can be transformed into a superb

community asset. The Sports Club and the Parish Council have recognised the need for a development scheme to replace the existing clubhouse and pavilion with improved facilities. Over the past few years, the club has undertaken a detailed assessment of its options, and believes that the best solution is to build a combined clubhouse and pavilion on the recreation field, in place of the existing pavilion. New tennis courts would also be constructed on one side of the recreation field. The bowling green would remain in its current location, with toilet facilities added. The existing car park on the recreation field would be extended and improved, and the project also offers the opportunity to incorporate an upgraded children’s play area plus facilities to interest older children. The new clubhouse would incorporate attractive outdoor seating and offer match day refreshments, creating an idyllic family environment for the village to enjoy. The cost of the project is estimated at around £850,000. The majority of funding would come from the sale of some of the club’s land where the clubhouse and car park are currently situated. Based on expert advice, we believe the site could accommodate 9 properties, raising around £808,000 for the club. We believe that any funding shortfall could be met through a combination of club funds, donations, sponsorship and grants.

By undertaking this project, we believe we will not only secure the long term future of the club but also generate a whole host of benefits for the community. This is an opportunity to transform the location into a thriving hub of village activities, and create a high quality facility that Snitterfield and its residents would be proud of.

We ask the Parish Council to:

Give their support in principle to this proposal

Advise on consultation with village residents and other interested parties

Agree suitable terms of tenancy with the Sports Club

Work with the Club to make the proposal a reality


2. Background

The Parish Council originally approached the Sports Club four years ago, with regard to taking on a formal lease of the pavilion on the recreation ground, and out of this came discussions over the future development of the club's facilities. As a club we have already invested a huge amount of time in assessing our various options and have held numerous meetings with Sports Club sections, the Parish Council, the Village Plan committee and other interested parties.

The club's committee consists of individuals who have:

Lived in the village for a considerable time

Been active in many village groups and activities

Have served on the club's committee and have thorough knowledge of its finances and operations

Have extensive commercial experience

Have played sport for most of their lives and visited hundreds of similar clubs

It is believed that that the assessment of the situation is both thorough and well-informed.

This proposal outlines a brief history of the club, the current state of its facilities, a vision for a new building with vastly improved facilities and the benefits that this will bring to the community transforming it into a superb community asset.

Included in the document are details of where the finance for this will come from, plans and drawing to show the scope of the new facilities and the actions required enabling this to be brought about.

Also appended are three documents outlining the Legal and Charitable status of the club, its current financial situation with a projection for the short term and a copy of the constitution.

3. History of the Club

2016 marks the 11th anniversary of the formation of Snitterfield Sports Club. The original site of the Sports Club and surrounding land was donated by landowner/farmer Randolph Pearson in the 1930s for his workers to use as a cricket pitch.

Cricket was played at the site until the mid-70s when the Cricket Club disbanded. The Bowls Club, which at the time was located behind the village hall, relocated to the site and laid a superb green. Over the next few years they improved the facilities, extending the bar and the clubhouse as it stands to this day.

The Bowls Club were the sole occupants for the next 25 years until Snitterfield Tennis Club formed. The Tennis Club secured enough funding to lay two tarmac courts and started playing there in the year 2000. This was a big boost for the club as it attracted many new members. Not long after that, in 2003 Snitterfield Cricket Club and Snitterfield Junior Football Club were formed, both clubs playing over the road on the village playing field. The two clubs managed to refurbish the pavilion (formally the Youth Club) providing changing rooms and shower facilities.


All the various clubs at the time operated independently, each one having their own committee and finances, etc. In early 2004, the idea was put forward to amalgamate the four clubs under one Sports Club. The main driving force behind forming the Sports Club as it is known today was the late Chris Gallimore. Chris at the time was the chairman of the Tennis Club and due to his hard work and dedication the Sports Club was then formed in the spring of 2004. The Club managed to achieve charitable status having four sporting sections; Bowls, Cricket, Tennis and Junior Football.

In recent years there have been a number of improvements to the sporting facilities. This includes the addition of a new tarmac court that can be used for Tennis or Netball. The Bowling Club has spent a substantial sum upgrading and improving their bowling green as well as installing a wooden pavilion on site.

4. Current status

Structure

Snitterfield Sports Club is a registered charity (registered Charity Number 1114954) limited by guarantee, and run by a volunteer committee. Achieving charitable status took considerable effort and provides significant benefits; in the last three years the 80% rates reduction has saved the club £9500, and savings since 2004 may be in the region of £20-25,000. It also enables Gift Aid relief to be claimed on any donations. The Club would struggle to be in existence without it. In the event of the club ceasing to trade, its assets would be transferred to the Charities Commission.

The four sections of the Club - Bowls, Cricket, Tennis and Junior Football - operate independently, having their own committees and bank accounts, but all come under the same umbrella of the Sports Club, to which they all pay a subscription. The aim is to have a committee that includes a representative from each sporting section of the Club. Management of the bar and function room is undertaken by a subsidiary, Snipe Bar Limited, which is a limited company 100% owned by the charity. The Sports Club is financed by memberships and any profits made by the Sports Club Bar/Function Room.

Facilities

The club operates across two adjacent sites. The club’s freehold 4 acre site on the east side of Wolverton Road consists of:

a clubhouse

3 floodlit tennis courts (1 being dual purpose)

a bowling green

a junior football training field

The clubhouse incorporates:

a bar managed by a full time steward

TV showing live sports

free access to high speed broadband

large function room


kitchen

committee room

snooker room

pool table

skittle alley

darts board

On the opposite side of the road is a recreation field owned by the village and maintained by the club. It comprises:

a pavilion with two changing rooms, toilets, showers, a small kitchen and storage

a cricket square including an artificial wicket

two football pitches

a shed for storing ground maintenance equipment

a small play area for young children.

Tennis

Formed as a millennium project back in 2000 the tennis section of Snitterfield Sports Club has grown from the original two unlit courts into a thriving three, all floodlit, court club. Court 3 is a dual purpose facility with the court used by netballers for both social and league use.

The club provides both social and competitive tennis. Competitively the club has men’s teams (x 2) ladies teams (x 3) in both winter and summer local leagues as well as mixed teams (x 2) in the winter. We have juniors represent the club across various competitions and age groups. Our league positions, for a club our size, are often commented upon, with success evident across all groupings.

The club has a full coaching programme offered via our LTA (Lawn Tennis Association) accredited coach. This is offered to both adults and juniors either individually or via organised groups. We have a relationship with the school with coaching available to pupils.

In the face of competition from a number of local clubs the tennis section retains membership levels. As at February 2016 there are 156 members of which 46 are under the age of 18. Within the balance of members we have a discounted category for 18-27 year olds with 8 members. Membership is comprised of 76 family/single person units of which 36 live within Snitterfield, a further 12 are CV37 Postcodes and the balance from other villages and towns.

The building of all three courts and the addition of floodlighting has come with no borrowing but from the result of fund raising. The tennis club is fully compliant with sports club rules in that it has no borrowings and maintains and annually adds to a sinking fund to accommodate inevitable expenditure that comes with a tennis club.

It is a fully recognised LTA club and structured in a way that is both compliant with external requirements (LTA) and prudent. The club is managed by a full committee including, Chair, Secretary, Treasurer, Junior Organiser, along with 4 other members. We have also a designated Child Welfare Officer fully compliant with all appropriate checks.


Junior Football

The Junior Football Club’s aim is to develop both boys and girls youth football with a mixture of learning new skills in sports and social wellbeing. Historically there have been as many as six junior teams; at present it is currently able to field two teams. These play on Saturdays and Sundays on the playing fields across the road from the Clubhouse. Some drainage has been installed but the field can still become very boggy when there is heavy rain. In the field behind the tennis courts some drainage has also been installed allowing the field there to be used for training. The youngest members can sometimes play matches there.

Cricket

The Club fields an adult side every Sunday throughout the season (40 over friendly matches) and, on Wednesday evenings, plays 20 over matches. In 2013 the Club was able to secure funds to lay a full length artificial wicket which helps with coaching juniors and catching up on matches lost due to bad weather. The Club uses indoor practice nets at Stratford High School between January and March as well as organising various outdoor training sessions for juniors and adults during the summer months.

Maintenance of cricket pitches involves considerable work and expense, and the club is extremely fortunate to have the voluntary services of their groundsman Nick Lamb.

Bowls

At present there are 63 members of the bowls section, but it is hoped to recruit more before the season starts in April.

As well as weekend friendly matches teams play in the Kineton League and Courier League, and the Ladies play in the Herald League. Bowls members also play national, county, and South Warwickshire competitions.

There are a number of men and ladies who regularly play for the county team. Last year was the bowls section’s 50th Anniversary the highlight of which was a game against Bowls England, a team made up of Bowlers from all over the country.

The bowls section are proud to host a number of county and representation games each year, and this year will be welcoming the National Fire service team when they take on the county Vice President’s team.

Each year in May the club holds an open Mixed Pairs gala, contributing much needed funds for the green maintenance. Every two years a club tour is organised, and in the winter we play short mat bowls in the clubhouse and organise various social events.

Table tennis

Although not an official section of the club, there is an active table tennis group making regular use of the club’s facilities. There are currently two teams, with the Snitterfield A side competing in division 3 of the Leamington Table Tennis League. Snitterfield B currently plays in Division A of the two man league. Home matches are played in the autumn and spring months.


Social membership

Membership of any of the four sports sections automatically includes overall club membership. Alternatively, residents can become social members and enjoy the benefits of the clubhouse facilities: bar with large screen TV showing live sports, snooker, pool table, darts, skittle alley and preferential hire of the function room.

For many years, the club enjoyed considerable usage by social members. However, in line with general trends in the pub market, such usage has declined to the extent that the club now has only 12 social members.

Events and functions

Snitterfield Sports Club has run a very successful village bonfire for the last 8 years and hopes to continue this year. The numbers have increased every year and we are always looking for more helpers for this event. Last year over 850 people came to the fireworks display. The club also helps at the village fête in June and runs the bar every year.

The club’s function room is used periodically, by groups for regular activities and also for one-off events such as birthday parties, quizzes, live music and games nights. Examples of groups who have regularly used the function room include: home school group, youth club, Pilates classes, CASS, Benchmark and short mat bowls. These activities help promote the sports club in the Community and anchor the club as a vital part of the Village.


5. Strategic Assessment

The club judges its performance by the extent to which it meets its charitable objectives i.e. promotion of sporting activity in the community, while maintaining a secure financial position. These objectives are, in turn, dependent on the following:

- Maintaining high quality facilities

- Membership growth

- A particular emphasis on junior sport

- Maximising the use of its sports facilities and clubhouse

- Having a broad appeal to the local community

- Performing a “social hub” role within the village

We believe that the club provides an enormous service to the local community by continuing to support a wide range of regular sports and leisure activities. It also provides a crucial role in the husbandry of the village-owned Sports field, which it continues to maintain and enhance.

However, its achievements are severely curtailed by the current state of its facilities, to the extent that its long term survival is in doubt.

Finance

We believe that the financial structure of the club is effective – a general committee to manage the clubhouse and individual sporting sections to manage their specific requirements. This ensures that individual sections can manage their own specific requirements and are accountable for funding them, whilst sharing the burden of more general maintenance (clubhouse etc) across the whole club.

The individual sections are in reasonable financial health, with sufficient cash balances to cater for ongoing running costs. However, their continued success does depend on continuing to attract new members, especially those willing to share the burden of committee work and maintenance of playing facilities.

Sports clubs based on our multi-sport model would expect significant revenues to be distributed to individual sections from profits generated by the clubhouse / function room. However, in recent years Snipe Bar has rarely managed to break even. Net of contributions from the sections, the bar made a loss every year from Jan 2010 to Jan 2014 and a profit of only £63 to Jan 2015. We estimate a better performance to Jan 2016, but the underlying trend for bar revenues is one of decline: 20% down on 10 years ago and 10% down on 5 years ago, even before allowing for inflation.

The function room continues to be used for a variety of functions, but revenues generated from room hire are minimal (circa £2k per annum).

In recent years the committee has taken several cost-saving measures which have helped to improve financial performance. The most significant cost is bar staff wages (around £20k per annum in recent years). The club strongly believes that having a full time steward is essential to operating a well-run club and ensuring its long term success. This is generally


true of other successful clubs of a similar size – running a cash bar using volunteers tends to be limited to small, single-purpose clubs.

As detailed later in this section, maintaining the club’s facilities is likely to require major expense in the future. The scope for further cost-cutting is minimal and the only means to fund the club in future is to significantly increase its turnover, through increased usage of the bar and function room.

We believe that the club’s revenues are severely hampered both by the condition and location of current facilities, and the subsequent impact on the club’s image, appeal and operations.

The Clubhouse

View from Wolverton Road

In January 2016 the club commissioned a survey of its clubhouse by Whiteleys Chartered Surveyors. A copy of the Surveyors report is included as Appendix A.

In summary the survey concluded that:

The building is in very poor condition and in need of substantial repair

It is believed the roof leaks and its felt covered roof is not acceptable by today’s

standards

The main walls have suffered from subsidence requiring structural repair

The joinery is in poor condition

There is internal evidence of structural movement e.g. cracking of walls, settlement

of floors

Services are in need of substantial attention

To repair and bring the property up to an acceptable standard would cost at least

£100,000 + VAT


In other words, the club ought to be spending a six figure sum now just to keep the club open - money it does not have. In addition the cost of resurfacing the car park including side drains would be around £40-50,000.

Maintenance and repairs aside, the location, configuration and style of the clubhouse are all factors which affect revenues, usage and membership.

- The external appearance is dated and unwelcoming, as is the internal styling.

- The bar and function room are divided by a solid wall, preventing the club from using

the combined space for large functions.

- The skittles alley is not regularly used but limits the number of people / tables that

the function room can accommodate.

- The kitchen cannot be accessed from the bar, limiting its uses. Additionally,

members wanting to access the kitchen/toilets/snooker room need to interrupt any

function room events.

- The paved outdoor terrace area is small and uninviting, situated next to the main

road and car park. Access to the bar is via a fire door. The large oak tree casts a

shadow across the terrace on summer evenings, when the area is most likely to be

used.

- There is no area of the bar or terrace from which sports can be viewed.

- There is no grassed area where children can play in sight of the clubhouse.

In summary, the location, condition and configuration of the clubhouse deter new members, guests, families and function bookings, and limit the extent to which existing members wish to use it.

Committee/volunteers

The club’s continued survival owes much to reliance on a few key individuals who have long associations with the club and village. The main committee consists of individuals highly experienced in both sports club management and business in general, and have managed the club’s operations and finances well in what has become an increasingly difficult task. In the absence of a clear vision supported by the community and prospects for improved facilities, their continued commitment cannot be taken for granted.

The Sports Club Development Committee, however, recognises the importance of proper Governance in relation to the Sports Club. It will continue to have representatives from each section on the Committee and ideally would like a representative from the Parish Council to join the Committee going forward. The Sports Club is a village asset and needs to ensure that the Parish Council, as landlords of the cricket field, have an ongoing view and contribution to the running of the Sports Club.


The Pavilion

External issues

The pavilion/changing rooms are in very poor condition and rapidly reaching the end of their lives. The building is a pre-fabricated construction built in the early 1970s, with an estimated life of 30 years. The building has shallow foundations (approx. 6 inch depth) and consists of concrete pillars in-filled with wooden slats. At this moment some of the pillars are beginning to crumble exposing rusty reinforcing wires. The wooden slatting is beginning to rot and has also warped in many places, allowing water to seep into the building. Some of the slatting has been replaced over the years but this is proving expensive and futile.

Owing to vandalism the windows in the kitchen area have recently been replaced, but the windows in both changing rooms are leaking. Much of the problem with water leaking into the building is due to the state of the guttering, much of which needs replacing. The external look of the building is not appealing to anyone looking to join a sports club in 2016.

Internal issues

The internal state of the pavilion is in equally poor condition; the walls are in a constantly damp state with mould and mildew growing in many areas. There is no heating in the building so this problem is getting progressively worse.

One of the main problems raised by visiting teams is that there is no hot water in the building. Two years ago the hot water tank under the sink burst due to cold weather and has not been able to be replaced. All of the pipework around the tank needs repair work or lagging which we have been advised would be futile due to the lack of insulation in the building. Having no hot water in the toilet and kitchen area is a major problem.

The electricity supply to the building is in urgent need of being upgraded; only a couple of appliances are able to be operated without the fuse tripping. Whilst some of the lighting in the pavilion has been upgraded most of the strip lighting is old and is high energy consumption.

With regard to the shower area this can work out the most costly area of the building. There are four showers which run off a pressurised 100 litre tank. The tank takes four hours to


heat up and is sometimes only used by a handful of people and, if the tank is not turned off, it can be very expensive. What are required are electric instant heating showers, which would save on energy and water.

Because of the location of the building there is a lot of vermin infestation, mainly mice in cupboards and kit storage boxes plus numerous birds nesting in the roof space. These are the main problems with the building but there are also numerous minor problems which make the building in its present state unsuitable for further investment.

Junior cricket

Three years ago the cricket club ran a junior cricket team plus regular coaching sessions throughout the summer months. As the facilities deteriorated it became increasingly more difficult to operate a junior cricket team. The team would play in the Warwickshire Youth League which meant the club had to maintain certain standards which became more difficult as time went on. The club’s aspiration was to attain club mark status but considering the condition of the clubhouse we decided this would have to remain an aim for the future. The condition of the building and the facilities were found to be a big factor on parents not joining the cricket club

Junior football

Over the last two seasons our number of competing teams has dropped dramatically from six to only two. A key driver in this decline has been the perception of safety for the girls and boys and the current facilities not keeping up with other local teams, with more parents taking their kids to clubs away from Snitterfield. Currently parents find it hard to enjoy the club house with their families with the separation of the main pitches and play area from the existing club house. To play on the main field the kids have to cross the Wolverton Road and remain out of sight of their parents. Also the current pitches are not very well drained and this is leading to a very high number of postponed matches throughout the autumn winter and spring period. The key to playing and improving in any sport is to have continual participation and engagement. Currently with the poor drainage the kids are having spells of over 6 weeks without playing any home games. This not only causes problems with players looking to leave to go to clubs guaranteeing games throughout the winter except in severe circumstances, but also puts pressure on the club itself with the leagues and their fixture committees. Certain areas are in urgent need of drainage, with an estimated cost of £10 per square metre.

Summary of recreation field issues

Unattractive pavilion reflects poorly on Snitterfield

Loss of junior football teams

No active junior cricket section

No security of tenure for cricket/football

Need to cross road to clubhouse/tennis

Road safety issue for children crossing between sites


Poor changing facilities

No official’s changing room

No disabled access / facilities

Limited ability to generate revenues from serving drinks / snacks

Lack of hot water and expensive showers

Current and future expensive maintenance required

Poor field drainage

Uneven surface

Difficult to attract new cricket / football members and helpers

Limited parking requires resurfacing

Poor outdoor seating provision

Not attractive to families or spectators

Limited “play” facilities for children

Lack of security leading to occasional vandalism

Limited parking with poor surface

Both cricket and football are keen to expand their junior sections and would like to build close ties with Snitterfield primary school if a beneficial environment could be established for them.

We are confident that improved / redeveloped facilities will initiate an increase in participation of Sport, particularly in the crucial area of junior sport.

Other Events

For more than 10 years the playing field and pavilion have hosted the largest fund-raising event in the village, the summer fete. The event has a considerable number of stands and activities and in excess of 600 people attending. This looks like it will only increase in future years. From speaking to members of the fete committee there seem to be three main problems with using the pavilion.

The biggest problem is the state of the toilets; two toilets for 600 people combined with the lack of any disabled toilet and no hot water are not acceptable. This has become a real problem.

Secondly the kitchen area is inadequate with the same hot water problem combined with a very small washing up area and storage cupboards that cannot be used.

The third problem is the electricity supply. The overload has become so great that a generator has to be brought in so that two tea urns can be used. The other main event in the village calendar is the bonfire, although held at present on the sports club side of the road this encounters very similar problems.


Conclusions

The state of current facilities is a major deterrent to growing participation, generating increased use by members and the local community, and attracting new members and revenue-generating functions. This is also a poor advertisement for the village in general.

The need for essential repairs and maintenance has reached a critical point, with likely costs far exceeding the club’s resources.

To survive and thrive, the club needs to fundamentally re-invent itself in order to attract a wider demographic, especially families.

The club performs a valuable service for the community, but has massive additional potential if it can develop effective and high quality facilities in an optimal configuration. This would allow the club to generate much need revenues from functions, spectators and greater use in general, which can be re-invested in further improvements.

The club could significantly increase participation of young people in sport, especially cricket and football, and transform itself into an active, social “hub” in the village.

6. Clubhouse/pavilion requirements

The Sports Club Development Committee has talked to members, the club steward, architects and SACC regarding what will be required in the new building.

It needs to be fit for purpose, i.e. it needs to be flexible to allow the Sports Club to host a variety of functions, from the very popular tennis club annual quiz to short mat bowls matches and robust enough to host sporting activities such as Pilates and table tennis.

It needs to have adequate changing facilities for those participating in sporting activities.

There should be an indoor area with a view of the sports field and access to the bar but separate from the TV viewing area used by regular social members.

It needs to be secure, so that when there are only a few attending an event in the club, the unused sections could be locked and be out of bounds.

It needs to be energy efficient so that our energy costs and carbon footprint are reduced.

It needs to be low maintenance.

It needs to be attractive to people in the village so that they would consider using it for family events, such as birthday parties and special events.

The external appearance should be aesthetically pleasing so that it complements and enhances the village.

It needs to have adequate and secure storage for alcohol/soft drinks/bar snacks and the pipes from this storage area to the bar should be significantly shorter than in the current building, thus reducing the beer wastage when pipes are being cleaned.


It needs to have adequate parking so that if a bowls match and a cricket match, were, for example, scheduled for the same afternoon all the cars could be comfortably parked.

It needs to have secure storage for mowers, rollers and other maintenance equipment.

7. Assessment of possible clubhouse locations

The club, in discussion with the Parish Council, has identified several options for the location of a new clubhouse and pavilion, and possible relocation of the tennis courts. A description of each option, together with the club’s assessment of its merits, is as follows:

(Note: options 1-4 are numbered consistently with the four options outlined by the Parish Council in their letter of 31 March 2015)

Option 1

Build a combined clubhouse and pavilion on the site of the existing pavilion, and relocate the tennis courts to the recreation field. Demolish the existing clubhouse and sell this land, including car park, for a housing development.

This is the club’s preferred option. Indeed, we believe it is the only viable option that secures the long term future of the club.

The sale of land would provide funding for this option. By relocating the floodlit tennis courts, this ensures that developers would not be deterred by the concern of traffic / noise / light pollution affecting the new houses, nor the need to provide additional parking for users of the courts.

By consolidating the club's facilities on the recreation ground, we have the potential to create an idyllic family-friendly club with high quality facilities near to and accessible by the population centre of the village. The club would be more financially stable and could support many more activities than at present.

We envisage no significant change to the "open" nature of this field, and would expect any tenancy agreement with the Parish Council to ensure that villagers retained the same rights and access as at present. The most logical location for the new clubhouse, pavilion and car park is in the south east corner (where the current pavilion and car park are located). The likely position for the tennis courts is in the southwest corner, which is well-screened and largely unused at present. As a result, the vast majority of the field would remain as an open green field.

Later in this document, we provide a detailed analysis of the benefits of this option, many of which are not achievable with the alternative options.

Option 2

Rebuild the clubhouse on its existing site and replace the pavilion on the playing field with a new pavilion and changing rooms. No land to be sold for development.

This option denies the opportunity to raise funds via the sale of land for development, and in the absence of any other significant funds it is not viable. It does not achieve the required combined facility that the club believes is required to be sustainable in the long term. There


is also the question of continuity; the club would not have a clubhouse for the duration of the project (approximately 12 months) and would potentially lose members and key bar staff as a result. The location does not lend itself to outdoor seating nor children's play facilities, making it unappealing to families and other villagers that the club believes it needs to attract. The estimate for replacing solely the cricket pavilion with a like for like replacement, i.e. not an improvement is in the order of £73,500.

Option 3

Rebuild the clubhouse to the south of the tennis courts (where the annual bonfire takes place). Demolish the existing clubhouse and sell this land, including car park, for a housing development.

This option suffers from the same drawbacks as option 2, except that it does provide the option of generating funds through to sale of land for housing, plus continuity of operation. The new location of the clubhouse would be even worse than at present for those using the recreation field, and due to being "hidden away" the club would struggle to attract members and functions. The question of access (to a new car park) seems problematic, and the proximity of any new houses to the tennis courts, clubhouse and car park / access would make it much less appealing to a developer; hence the club would likely raise less funds per square foot of land sold. Building a new clubhouse in this location would mean encroaching onto green belt land on the edge of the village, and the feedback we have received from individuals within the Village Plan group is that planning permission for this is by no means certain.

Option 4

Rebuild the clubhouse on its existing site and replace the pavilion on the playing field with a new pavilion and changing rooms. Sell the training field land for a housing development.

As with option 2, this option also suffers from the lack of continuity during construction, and by remaining on the existing site the club buildings remain split across two sites. It is highly unlikely that we would gain planning consent for development on the training field and, together with the problems of providing access to the site; we do not consider this to be a viable option. Option 5

Relocate the entire club to an alternative site, selling some or all of its existing land for development.

At this stage, we wish to fully explore the options involving the club’s continued use of the recreation field. We would only explore options for a new site if we are unable to make progress on this proposal. Option 6

Build a combined clubhouse / pavilion on the recreation field as per option 1, but retain and use the existing tennis courts in their current location.

This achieves an initial cost reduction of £100,000, although resurfacing work costing circa £20,000 would be required anyway in the medium term. This option does not achieve the consolidation of activities onto a single site that the club believes is essential. Tennis players


would have to walk much further between the courts and the clubhouse, and as a result their usage of both is likely to decline. The proximity of floodlit tennis immediately adjacent to new houses could affect the amount a developer would be willing to pay the club for the land, or lead to ongoing complaints from new residents hence restricting the usage of the courts. Option 7

Do nothing. Retain the existing facilities and maintain / repair as required.

For reason outlined in the “current status” section, we do not believe the club has a long term future with the existing facilities. The buildings do not attract sufficient usage and new members in order for the club to thrive. We have already identified major structural repairs that we believe will be essential at some point in the future, and based on current trading the club is unlikely to be able to fund them. That the club continues to operate is only due to the hard work and diligence of experienced committee members whose continued commitment cannot be assumed.

Even if the club could continue to “mend and make do”, it is failing to fulfil its considerable potential as a hub for sport and other community activities. The Parish Council has stated that it agrees it is necessary to replace the existing clubhouse.

We believe that option 1 is the most viable option and generates the greatest benefits both for the club and the wider community.

8. Proposed development on the recreation field

Under option 1, the club proposes to undertake the following:

- Construct a new clubhouse with changing facilities on the site of the existing pavilion.

- Create an enlarged car park in the South East corner (between the entrance and the

children’s play area), accommodating around 30 cars.

- Relocate tennis to the recreation field, building 3 new courts in the South West corner of the

field.

- Create an outdoor seating area in front of the pavilion.

- Install drainage channels on the areas of the field used for junior football and cricket.

The existing tennis courts will be dismantled. The bowling green will remain in its current location, and toilets will be constructed next to (or within) the bowls hut for use during matches. Plans of the indicative layout and buildings showing the layout of the cricket and football open space, the tennis courts and the children’s play area are provided in Appendix E together with drawings giving an impression of what the new facility would look like.

We believe that the external design of the new clubhouse is critical, and that we should budget for a building of high quality and aesthetics in which the village can take pride.

The development is compatible with any plans to upgrade the children’s play area, and the club will liaise with SPLART to coordinate with their plans and fund-raising. The area between the car park and the tennis courts would also have space to provide additional


facilities for older children. With the club providing outdoor seating and refreshments near to, and within clear view of the children’s play area, it will make the recreation field safer and more attractive for families.

We believe that the net effect on local residents will be positive. The tennis courts are never used beyond 10pm, and only used after 9pm on rare occasions. Modern floodlighting minimises light displacement, and there would be sufficient distance between the new courts and houses to minimise disturbance. We can incorporate natural and/or artificial screening between the courts and nearby houses if necessary.

Inevitably, there will be some increase in noise due to greater use of the field, but by having a well-managed and supported facility with activities for children; we would expect to see a reduction in anti-social behaviour, litter and other negative traits that have affected residents in recent years.

As described in option 1, by locating the clubhouse on the site of the existing pavilion and confining the new park and tennis courts to largely-unused corners of the site, we believe the field will retain its open character.

We believe that this development will be hugely positive for the village – as described in the later section “Benefits”.

9. Cost estimates

We commissioned Starkey Button to provide an indicative quote covering all elements of the proposed relocation of the club’s facilities. The total cost is estimated at £848,000; a breakdown of this can be found in Appendix C.

The club would conduct a competitive tendering process and the final cost could also be affected by any changes or additions to the project specification, but we believe that this figure provides a reasonable basis for planning at this stage.

Note that the estimate includes an allowance of £12.5k for providing mains gas; the club intends to work with SACC to see if it is feasible to utilise alternative low-carbon energy technologies such as a ground source heat pump.

10. Possible sources of funding

Existing club funds The four sections have limited funds to contribute towards any redevelopment, other than funds that the tennis section accumulates towards periodic court resurfacing. In addition to annual costs, each section needs its “rainy day” fund to provide for any necessary one-off costs (e.g. replacement of machinery). The tennis section believes it could contribute £20,000 towards the construction of new, relocated courts. Borrowing The club’s constitution prohibits it from borrowing money, and taking on debts would add considerable pressure onto the job of the committee and would not achieve financial security. “Mortgaging” the club in this manner would not represent optimal use of its assets and is unlikely to generate anywhere near the funds required.


Sale of land The only viable source of funds of this magnitude would be through the sale of some of the club's land for development. We have been advised that the area of the current clubhouse and car park could accommodate 9 houses, generating an estimated £808k towards the club’s redevelopment.

Grants, donations and sponsorship Several years ago, the club conducted an extensive development planning exercise with the help of an expert in fundraising. We eventually raised in the region of £25,000. In 2013 the Sports Club looked again at raising funds to redevelop the club. A search for appropriate funding programmes, i.e. for sport & for sums in excess of £100,000 revealed none that the Sports Club could apply to. The Sports Club also contacted the National Lottery and Sport England, but we did not meet any of their criteria for funding.

It is possible that, with a development plan that provides for demonstrable improvements to the club facilities (especially for the benefit of young people), we can secure one or more significant grants towards our redevelopment project. However, we can only submit applications for grants once we have agreed the proposal in principle with the local community. It seems reasonable to assume that, with the support of the local community, we could meet the funding shortfall of around £20,000 through grants, donations and sponsorship.

11. Benefits

Benefits to the club and local community

By consolidating the club's facilities on the recreation ground, as envisaged in option 1, we have the potential to create an idyllic family-friendly club that is financially secure and could support a greater range and quality of sporting and leisure activities than at present.

Aside from the obvious benefits of having new, modern facilities, the time and expense of managing the club will be much reduced by consolidating activities onto a single site and building (bowls excepted). Junior football and cricket will benefit significantly, with excellent facilities both for players and spectators, and road safety issues will have been addressed. By attracting and retaining more players and coaches, we can expect to increase the number of junior football teams and establish league and junior cricket teams.

The tennis section will retain three courts, with new “Astroturf” surfaces and floodlighting. The new location of the courts will be more sheltered from the wind than at present and, due to the orientation and surrounding trees, low sun will be less of a distraction for players. The bowls section will have an improved pavilion for use during matches, with the addition of toilet facilities. The disadvantage of having to cross the road after matches will be far outweighed by the improved facilities and financial security the development will achieve for the club.

One of the reasons the annual village Fete is so popular is simply that it is a rare opportunity for residents to meet and relax in a natural outdoor environment away from traffic. The completed development, with clubhouse, outdoor seating, improved play facilities and regular sports, could recreate the “fete” feeling on a smaller scale every weekend – especially during the summer months.


Given an opportunity to design a new clubhouse and pavilion from scratch, the improved layout and additional facilities will allow the club to operate more effectively. Movable partitions will give the club considerable flexibility; allowing separate areas for a members bar/TV area, and function room, but with the ability to remove some or all partitions to create one combined area for large functions. Having a kitchen accessible from the bar will allow the club to serve a range of refreshments, while the changing/toilet facilities can be made accessible from separate entrances even when the bar area is locked.

By utilising low carbon technologies, such as ground source heating, the club can achieve considerable costs savings and lower the carbon footprint of the village. The shorter distance from the cellar to the bar will reduce wastage. We envisage introducing a cash card system, where members load credit onto a card which entitles them to discounted purchases in the clubhouse. This will boost membership, reduce banking costs and allow for more effective financial management.

Based on what we believe are conservative financial projections, the clubhouse will consistently produce an annual surplus of around £5000 which can be re-invested in facilities or used to reduce membership costs.

The construction of a new clubhouse on this site not only provides an opportunity to create much better facilities for the club’s existing needs, but also to support a whole range of new activities e.g. gym, exercise classes, corporate training, club meeting room. We would see this as a community-wide project, with the club widening its appeal beyond the current membership.

An improved clubhouse on this location would be of clear benefit to the Fete, and could support other community events.

With careful choice of design and external materials, the clubhouse can complement the open, rural setting of the recreation field and become a source of pride for the village.

The benefits of this proposal can therefore be summarised as follows:

- Secures the long term future of the club

- Combines clubhouse and pavilion / changing rooms

- Lower building maintenance and energy costs

- Improved sports surfaces, changing rooms and equipment

- Potential to support additional sports and leisure activities

- Better parking surface

- Provides much improved spectator facilities

- Would complement upgraded play area

- Activities for younger and older children

- Optimised and flexible clubhouse layout will support more uses

- Increased bar and function revenue

- Improved aesthetics

- Supports family-friendly environment

- Greater support for organised junior sport


- Addresses road safety issues for children

- Provides facilities suitable for the disabled

- Complements community events held on the site, such as the Fete

- Widens the appeal of the club to the local community

- Contributes to housing needs with sale proceeds invested back into the village

12. Proposed housing development

As detailed in the Funding section, the club’s redevelopment project will mostly be financed by the sale of some of its freehold land for a housing development. The proposed design and layout can be found in Appendix B, together with a calculation of the residual land value.

We have been advised that the area of the current clubhouse and car park could accommodate 9 houses, generating an estimated £808k towards the club’s redevelopment.

Construction of these houses, including demolition of the existing clubhouse, will not commence until the club has moved its operations to the newly-constructed facilities on the recreation field.

The proposed access road will run between the new houses and the bowling green up to the current site of the dual-purpose court. This could also allow vehicular access to the area behind the bowling green when overflow parking is required for events such as the Fete and annual bonfire.

13. Planning considerations

The construction of facilities on the recreation field, together with the associated housing development on the club’s land, will be subject to the usual planning procedures.

Based on consultation with various individuals, including a planning expert and several members of the Village Plan group, we believe planning consent for the project should be attainable under current planning guidance.

The draft Village Plan identifies the Sports Club’s land as a site for the possible development of 9 houses, and this site was ranked top of a list of 30+ candidates as part of the Village Plan consultation with residents.

We have paid for a formal pre-application enquiry with Warwickshire Highways department with respect to traffic and parking issues. Ben Malin (WCC Highways) has stated that he is satisfied with the proposed layout subject to a speed survey being undertaken.

Neil Pearce of Avon Planning Services has provided an expert assessment on the principle of obtaining planning permission for this proposal. Based on his report, found in Appendix D, we believe the proposal can be shown to be compliant with national and local planning policies.


14. Next steps

Given the current issues faced by the club, and also the huge benefits to be gained from the proposed development, we would urge all interested parties to work with us to make this idea a reality as soon as is practically possible. We believe that the logical sequence of events is as follows:

Co-ordinate with Parish Council to present plans to village and get feedback

Sports Club and Parish Council to finalise details of proposal

Secure planning permission

Issuance of proposal to developers.

Secure any additional funding

Selection of developer

Construct clubhouse, car park and new tennis courts

Migrate from existing site to allow housing development to commence


Surveyors report Appendix A

WHITLEYS CHARTERED SURVEYORS

Surveying since 1976

3 February 2016 Mr P Elliott Chairman Snitterfield Sports Club Wolverton Road Snitterfield Stratford-upon-Avon CV37 0HB Dear Sir Re: SNITTERFIELD SPORTS CLUB, WOLVERTON ROAD, SNITTERFIELD STRATFORD-UPON-AVON CV37 0HB Further to recent telephone instructions received from Mr David Hawkins, I confirm that I have undertaken a preliminary inspection of the above-mentioned property in order to provide my professional opinion as to the state of repair of the building. I inspected the property on Thursday 28 January 2016 with Mr David Hawkins and the steward in attendance. The surveyors believe the property was initially constructed circa 1970 of brick walls with a shallow pitched roof with a felt roof covering. It was then substantially extended it is believed in 1990 again with brick wall construction and a shallow pitched felt covered roof. My initial “walk round” inspection revealed the building to be in very poor condition, in need of substantial repair. It is believed the roof leaks and such a felt covered roof is not really acceptable by today’s standards. The main walls have suffered from subsidence requiring structural repair. The joinery is in poor condition e.g. decay, broken down sealed double glazed units etc., etc. It is also in poor decorative condition. Internally evidence again seen of structural movement i.e. by way of cracking to the walls and settlement of the floors. The surveyors also believe the services are in need of substantial attention. Internally generally it now has a rather dated appearance and really is in need of extensive refurbishment.


It is my considered opinion that to repair the property and to bring the accommodation up to an acceptable modern day standard for such a sports club would involve substantial expenditure probably incurring costs of at least £100,000 and potentially more. I would also wish to state that it is my professional opinion that due to the poor condition of the property and actual internal design of the layout of the rooms, it really would be far more beneficial not to spend the money on refurbishment, but rather demolish the existing building and replace it with a completely new building that could be redesigned in a more suitable and appropriate way for such a sports club. I trust this information is sufficient for your requirements at this stage. Yours faithfully JOHN WHITELEY BSc FRICS 9 West Street, Stratford upon Avon, CV37 6DN 01789 270 160 [email protected]


Land value Appendix B

POTENTIAL LAND RECEIPTS

As an essential element to the project, it is necessary for the Project Team to understand the value of land deliverable for the current site that the Sports Club occupies, in order to understand the potential to fund the prospective development of the new facilities.

In order to understand the value, the Club’s Project Team has been kindly assisted by eminent local Architect, David Robotham who has provided a prospective design and layout of homes that could be accommodated within the ‘previously developed land’ of the Club site. In addition to the potential site layout, David has provided house types in order to give further detail to the proposals.

Currently the scheme is proposed as 9 homes. These homes comprise of 3 number 3 bed homes and 6 number 2 bed homes. At this stage the 3 bed home is calculated at 920 sq. ft. with the smaller 2 bed home measuring 800 sq. ft.

As part of the process, the Club’s project Team requested that a ‘land value’ be calculated following the design layout as described above. The Team’s advisor David Hawkins (a prominent local Surveyor) and Mark Donald (a locally based property developer) have independently calculated figures to give a ‘residual land value’…a recognised land valuation technique.

When comparing figures, David and Mark’s calculations correlated to within a few thousand pounds and thus it is believed that these figures are entirely deliverable.

The total development value of the homes has been calculated using local comparable values achieved in the Village and locally in similar locations.

It is anticipated that the Total Development Value, calculated at £330/sq. ft. = £2,494,800

The costs of development, including demolition, Construction, exceptional costs including sewer installation, financing, professional fees and developer profit margin are projected to be a total = £1,685,920

The Land Receipt therefore = £808,880

As a cross check, traditional land values is circa 33% of the total value of the development (although perhaps this figure is too simplistic in the modern climate) but this would be reasonable to provide a figure to sanity check, and 33% would give a value of £823,000.

There is a key assumption that forms a crucial aspect of this RLV calculation;

- that the scheme attracts a zero affordable housing/s106 contribution based on this

being an enabling development for the new club development and that viability

would be compromised if an s106 contribution was sought.


SNITTERFIELD SPORT CLUB DEVELOPMENT LAND VALUE

Assumption

No affordable housing contribution will be required on the basis of viability of a community asset.

HOUSE VALUES______________NUMBER______SIZE______SQ FT PRICE_____________TOTAL

3 Bed (sale value circa £305k) 3 920 £330.00 £910,800.00

2 Bed (sale value circa £265k) 6 800 £330.00 £1,584,000.00

£2,494,800.00

COST

Build out @ say £120/ft. 3 920 £120.00 £331,420.00

6 800 £120.00 £576,000.00

£907,420.00

FINANCE 9% of Build Cost £81,648.00

PROFESSIONAL FEES 10% of Build Cost £90,742.00

ANTICIPATED EXCEPTIONAL COSTS

Sewer £30,000.00

Demolition £15,000.00

Agents Selling Fees 2.5% £62,370.00

Developer Margin say 20% £498,960.00

TOTAL DEVELOPMENTS COSTS £1,685,920.00

RESIDUAL LAND VALUE ON THE ABOVE ASSUMPTIONS £808,880.00


Preliminary budget estimates Appendix C



Appendix D

Planning Advice Note Project: Snitterfield Sports Club, Wolverton Road, Snitterfield Date: 28 February 2016 My Ref: 16/0177/SSC Brief To provide planning policy advice on the principle of obtaining planning permission to create new sporting facilities, including a new club house, on land west of Wolverton Road (opposite the existing facility) and to redevelop the existing sports club site for market homes. The Site and Proposal Snitterfield Sports Club is currently situated on a 1.5ha site and provides a valuable local facility for tennis, crown green bowling and a small but multi-functional club house with changing facilities and members lounge. The site benefits from informal parking around the existing club house for approximately 30 vehicles.

Snitterfield Sports Club

The existing single storey club house was built around 1972 and is now facing expensive repair bills. The existing building is not particularly attractive, has no architectural merit and the accommodation it provides are limited. On the opposite side of the road there is a dilapidated sports pavilion which provides accommodation, albeit extremely limited, for cricket and football which is under the stewardship of Snitterfield Parish Council.


Cricket Pavilion

With both facilities in need of work and investment, there is an opportunity to provide new combined enhanced sports facilities for the village. It is therefore proposed to replace the existing Snitterfield Club House and car park with small residential scheme and build a new combined club house on the adjacent cricket and football ground. The bowling green would be retained in its current location but the tennis courts would be relocated over the road.

Snitterfield Sports Club (red) Parish Sports Club and Pitches (yellow)

Both sites are located within the Green Belt, but are not subject to any other site specific formal designations.


The Development Plan The Development Plan consists of the Stratford-on-Avon District Local Plan Review 1996-2011. The following section highlights the policies which are relevant to this proposal and how the scheme relates to those policies: Policy PR.1 – Landscape and Settlement Character Policy PR.1 requires all proposals to respect and where possible enhance the quality and character of the area. It goes on to say that proposals which damage or destroy features which contribute to the distinctiveness of the local area will not be permitted unless there is significant public benefit from the development. Reference is also made to the District Design Guide and local information sources. The proposed development would result in the removal of two buildings which do not contribute to the distinctiveness of the local area. There is an opportunity to replace these buildings with a new sports building of a high quality design and modern sustainable construction. New native landscaping will also improve the visual quality and character of the area. The redevelopment of the Snitterfield Sports Club site with small residential properties would also provide an opportunity to improve the physical appearance of the site and continue the residential character along this side of the Wolverton Road. Policy PR.2 – Green Belt Policy PR.2 largely mirrors the tests in the NPPF and makes it clear in criterion d) that development for outdoor sport, recreation and leisure including the construction of essential buildings, which preserve the openness of the Green Belt and which do not conflict with the purposes of including land within it, are acceptable. It is worth noting here that Policy PR.2 is not in conformity with paragraph 89 of the NPPF in its use of the word “essential”. Paragraph 89 uses the word “appropriate”. The proposed sports development would not conflict with the purposes of including land within the Green Belt. It would provide appropriate facilities for the tennis, football, cricket and bowls facilities and wider sports interests in the village. In my opinion the sports proposals would not constitute inappropriate development in the Green Belt and therefore should be supported in principle. The proposed residential development on the existing Snitterfield Sports Club would not be specifically supported by Policy PR.2. However, there is scope in the NPPF for the redevelopment of previously developed sites in the Green Belt, for which this site qualifies. Greater weight would be placed on the more up-to-date NPPF than the Local Plan Review where it is in conflict with the NPPF.


Policy COM.3 – Provision of Local Services Policy COM.3 encourages the provision of new services to meet the needs of the community. It goes on to say that such services should be provided within settlements or involve the use of buildings which are located close to existing residential areas and readily accessible by foot and cycle. The proposed sports development would clearly meet Policy COM.3 through the provision of new enhanced sports facilities closely related to the village on a site which is already used by many. The site is accessible via a lit pavement. The residential development associated with this scheme would be the financial driver for this project which, without it, would not be viable. The loss of the Snitterfield Sports Club is more than compensated by the new and enhanced joint facilities. Policy CTY.1 – Control over Development (in the Countryside) Policy CTY.1 seeks to control development in the countryside by resisting development (unless supported by other local plan policies) in order to preserve its character and to ensure resources are protected. It goes on to say that proposals that are not covered by other policies in the local plan will have to be fully justified and demonstrate that they would not be contrary to the overall strategy of the plan. The proposed sports development is supported by other local plan policies. However, the proposed residential development would, on the face of it, conflict with Policy CTY.1. Policy CTY.1 is not strictly in accordance with the provisions of the NPPF and therefore decision makers are entitled to give it less weight in the planning balance. However, Policy CTY.1 does allow for certain forms of development to by permitted where there is robust justification. In this case the proposed residential development is a form of enabling development to facilitate the new enhanced sports development. Providing there is sufficient clear evidence to demonstrate the interrelationship between the two proposals, I do not consider that there is a fundamental conflict with Policy CTY.1. Moreover, the NPPF is more flexible with developments which involve the redevelopment of brownfield sites. Underlying all of these considerations is the fact that the proposed development, as a whole, in my opinion would constitute sustainable development. However, a clear case would need to be put forward for this in the planning application. There are also a number of other technical policies which are relevant to this proposal which will need to be positively addressed with any planning application. These include:


Policy DEV.1 – Layout and Design Policy DEV.5 – Car Parking Policy DEV.7 – Drainage Policy DEV.8 – Energy Conservation Policy DEV.9 – Access for People with Disabilities Policy COM.13 – Affordable Housing Policy COM.14 – Mix of Dwelling Types Policy COM15 – Accessible Housing National Planning Policy The Government published the National Planning Policy Framework (NPPF) on 27 March 2012. The Ministerial Foreword to the NPPF notes that: “Development that is sustainable should go ahead without delay – a presumption in

favour of sustainable development that is the basis for every plan and every decision”.

The following paragraphs and subject areas are considered of particular relevant to this proposal. Achieving Sustainable Development Paragraph 7 of the NPPF outlines the three dimensions to sustainable development:

An economic role – building a strong, responsive and competitive economy, by ensuring that sufficient land of the right type is available in the right places and at the right time;

A social role – supporting strong, vibrant and healthy communities, by providing the supply of housing required to meet the needs of present and future generations; and by creating a high quality built environment; and

An environmental role – contributing to protecting and enhancing our natural, built and historic environment; improve biodiversity, use natural resources prudently, minimise waste and pollution, and mitigate and adapt to climate change including moving to a low carbon economy.

Paragraphs 8-10 provide guidance on the interpretation of the three roles. They are not to be read in isolation but instead are mutually dependent on each other. Seeking positive improvements to the quality of the built, natural and historic environment as well as quality of life is a key function of sustainable development. Paragraph 14 of the NPPF states that the presumption in favour of sustainable development means for decision taking:

- Approving development proposals that accord with the development plan without delay; and

- Where the development plan is absent, silent or relevant policies are out‑of‑date, granting permission unless:


o any adverse impacts of doing so would significantly and demonstrably outweigh the benefits, when assessed against the policies in this Framework taken as a whole; or

o specific policies in this Framework indicate development should be restricted

The proposed development represents sustainable development through the provision of accessible new and enhanced community sports facilities and through the redevelopment of a brownfield site for small ‘low cost’ housing. Requiring Good Design (Section 7) The NPPF attaches great importance to the design of the built environment and it is seen as a key aspect of sustainable development, being indivisible from good planning. Paragraph 57 states that high quality and inclusive design for all development, including individual buildings, public and private spaces and wider area development schemes must be planned for positively. Planning decisions should aim to ensure that developments:

function well and add to the overall quality of the area, not just for the short term but over the lifetime of the development;

establish a strong sense of place, using streetscapes and buildings to create attractive and comfortable places to live, work and visit;

optimise the potential of the site to accommodate development, create and sustain an appropriate mix of uses and support local facilities and transport networks;

respond to local character and history, and reflect the identity of local surroundings and materials, while not preventing or discouraging appropriate innovation;

create safe and accessible environments where crime and disorder, and the fear of crime, do not undermine quality of life or community cohesion; and

are visually attractive as a result of good architecture and appropriate landscaping.

Paragraph 60 reminds local planning authorities that decisions should not attempt to impose architectural styles or particular tastes and they should not stifle innovation originality or initiative through unsubstantiated requirements to conform to certain development forms or styles. Paragraph 61 considers that development should be integrated into the natural and built environment. The proposed development provides an ideal opportunity to improve the physical appearance of both sites and introduce high quality built designs which respect the rural character of the village. Promoting Healthy Communities (Section 8)


Paragraph 70 sets out the ways in which the social, recreational and cultural facilities and services communities need should be addressed. This includes planning positively for the provision of community facilities and other local services to enhance the sustainability of communities and residential environments. The proposed development would facilitate the creation of enhanced sports and recreational facilities for the local community. The development will play an important role in ensuring there is direct access to these facilities in order to maintain a healthy and active community. Protecting Green Belt Land (Section 9) The NPPF recognises the great importance of the Green Belt and the fundamental aim of keeping land within it open by preventing urban sprawl. Paragraph 80 sets out the 5 purposes of including land within the Green Belt and paragraph 87 repeats the longstanding test that inappropriate development is, by definition, harmful to the Green Belt and should not be approved except in very special circumstances. Paragraph 88 confirms that substantial weight will be given to any harm to the Green Belt and that very special circumstances will not exist unless the potential harm to the Green Belt by reason of inappropriateness, and any other harm, is clearly outweighed by other considerations. Paragraph 89 considers the examples of where the construction of new buildings in the Green Belt would be appropriate. Such example include

a) the provision of appropriate facilities for outdoor sport and recreation as long as it preserves the openness of the Green Belt and does not conflict with any purposes of including land within it; and

b) the partial or complete redevelopment of previously developed sites (brownfield land), which would not have a greater impact on the openness of the Green Belt and the purpose of including land within it.

Paragraph 90 makes it clear that certain other forms of development are also not inappropriate providing they preserve the openness of the Green Belt. The proposed sports development would constitute appropriate development in the Green Belt. The principle of the proposed residential development on the brownfield elements (footprint of the building and car park) of the existing Snitterfield Sports Club would be considered appropriate development in the Green Belt. However, the scale (9 dwellings) may fail the test of ‘no greater impact on the openness of the Green Belt’. Should the proposed development be deemed ‘greater’ than the existing buildings/use (in footprint or volume terms) then technically the development would


be inappropriate and consequently very special circumstances would need to be demonstrated. This in itself is not a significant obstacle because a cogent case could be made to demonstrate that the proposed residential development is required to make the scheme viable. Evidence of this assessment will need to be made available to the council within the planning application submission (this would be treated as sensitive material and not placed in the public domain). There may be some merit in exploring the use of the term ‘Starter Homes’ within the proposed development and linking this with the proposals in the emerging Housing and Planning Bill. Conserving and Enhancing the Natural Environment (Section 11) Paragraph 109 sets of how the planning system should conserve and enhance the natural environment and includes protecting and enhancing valued landscapes and ecosystems, minimising impacts on biodiversity, managing risks and levels of soil, air, water or noise pollution and contaminants. Through the use of the most up-to-date sustainable construction techniques, enhanced landscaping and the creation of new biodiverse habitats, the proposed development would minimise impacts and enhance the local landscape. Conclusion The proposed development has a number of facets which are reliant on each other. The issue of phasing will be an issue the council will be keen to establish. In essence the council, quite rightly, will want assurance that the provision of new and enhanced sports facilities is delivered promptly on the back of the provision of housing to fund the project. In my opinion the redevelopment of the brownfield elements of the Snitterfield Sports Club for residential use in order to facilitate new and enhanced sports facilities on the adjoining sports field are both justified and compliant with national planning policy. Other Issues Whilst this advice is based on planning policy there are a number of other issues which will need to be addressed within any planning applications. They are:

Parking – Appropriate provision of parking possibly including coaches. Successful sports facilities often encounter parking problems on match days or during special events. Coach or mini-bus provision for visiting teams may be necessary

Protected species – The proposal includes the demolition of a building. The planning authority may request a survey be carried out by an appropriate profession with regards to the presence of bats which are a European protected species.


Lighting – I notes from the draft layout that there are tennis courts close to existing residential properties. Light spillage from this could have a potentially harmful effect on neighbours and the visual amenity of the area

Amenity – There are residential properties close to the proposed sports facilities. The increase in the activities on the sports ground would need to be carefully considered

Liaison – I would highly recommend dialogue at the appropriate time with the local community and in particular immediate neighbours who may be directly affected


Plans and drawings Appendix E







Accounts Appendix F





Legal & Charitable Status Appendix G

Snitterfield Sports Club Ltd is a properly incorporated private company limited by guarantee. The Company Registration Number is 04347235 and the business is and has been compliant with all Companies House statutory requirements. Accounts are available for inspection and in essence represent the aggregate position of the sporting sections. The year end for accounting purposes is 31st January.

None of the constituent elements of Snitterfield Sports Club Ltd (i.e. the sporting sections) have any powers of borrowing and each section, via its own Treasurer, is fully accountable to the Club. The Club is governed by a constitution (Appendix C).

Snipe Bar Ltd is the trading arm of Snitterfield Sports Club and is a private limited company with a company registration number of 05223302. As with Snitterfield Sports Club Ltd, Snipe Bar Ltd is fully compliant with Companies House statutory requirements. As with Snitterfield Sports Club Ltd, Snipe Bar Ltd has as its year end 31st January. Accounts are available for inspection (Appendix B). Any profit made by Snipe Bar Ltd is gifted to Snitterfield Sports Club Ltd under the terms of the structure established at incorporation.

When the structure was established, advice was provided, commercially, by Shakespeares Solicitors (now called Shakespeare Martineau). Considerable time and effort was put into the structure, principally by Chris Gallimore, in conjunction with the solicitors, in ensuring the Club would be acceptable to all the relevant authorities.

Charitable status was originally conferred upon the Tennis Club and then transferred to Snitterfield Sports Club Ltd on 28th June 2006. The Club has operated as a Charity, without interruption, ever since and continues to do so.

The Registered Charity number is 1114954 and our registration can be viewed via the Charities Commission web site at http://apps.charitycommission.gov.uk/

Charitable Status – Benefits & Obligations Charitable status affords us three major benefits which we have exercised, to varying levels,

i) An 80% reduction in annual rates ii) The ability to attract donations from other charities iii) The ability to obtain Gift Aid from personal donations.

These benefits are materially significant and beneficial. The major benefit, by a considerable margin is the mandatory relief in rates, which, over the last 3 years alone, totalled £9485.76. (2013/14 - £3089.76; 2014/15 - £3161.92; 2015/16 - £3234.08)

Exact figures for the years prior are archived but from the last three years it is easy to see the significance this benefit brings.

As a charity we can seek donations from other registered charities who distribute reserves to, exclusively, other registered charities. Consequently we were able to source over £5000 in this way at the time fund raising was being undertaken for the dual purpose court 3.

Gift Aid enables registered charities to claim an addition 25% on personal donations.

http://apps.charitycommission.gov.uk/


With these not inconsiderable benefits come obligations and since charitable status was conferred we have been fully compliant. We have in place Trustees who have personal obligations holding such a role and supply annual information to The Charities Commission including our activities and financial status. Our governance is also detailed and a requirement.


Constitution Appendix H

1. The Name The name of the club shall be Snitterfield Sports Club (referred to as ‘The Club’)

2. Objects The objects of the Club shall be: The promotion of community participation in healthy recreation by the provision of facilities for playing, tennis, bowls, cricket, football and other sports as appropriate.

3. Powers The Club has the following powers which may be exercised only in promoting the Objects:

1) To provide advice

2) To publish or distribute information

3) To co-operate with other bodies

4) To support, administer or set up other charities

5) The raise funds (but not by means of taxable trading)

6) To borrow money and to give security for loans (but only in accordance with the restrictions imposed by the Charities Act 1993)

7) To acquire or hire property of any kind

8) To let or dispose of any property of any kind (but only in accordance with the restrictions imposed by the Charities Act 1993)

9) To set aside funds for special purposes or as reserves against future expenditure

10) To deposit or invest funds in any lawful manner (but to invest only after obtaining advice from a financial expert and having regard to the suitability of investments and the need for diversification)

11) To delegate the management of investments to a financial expert, but only on terms that:

i) The investment policy is recorded in writing for the financial expert by the committee

ii) Every transaction is reported promptly to the Committee

iii) The performance of the investments is reviewed regularly with the Committee

iv) The committee is entitled to cancel the delegation arrangements at any time

v) The investment policy and the delegation arrangement are reviewed at least once a year

vi) All payments due to the financial expert are on a scale or at a level which is agreed in advance and are reported promptly to the Committee on receipt

vii) The financial expert must not do anything outside of the powers of the committee

12) To insure the Club’s property against any foreseeable risk and take out other insurance policies to protect the club where required

13) To insure members of the Committee against the costs of a successful defence to a criminal prosecution brought against them as charity trustees or against personal liability incurred in respect of any act or omission which is or is alleged to be a breach of trust or breach of duty (unless the member concerned knew that, or was reckless whether, the act or omission was a breach of trust or breach of duty)

14) Subject to Clause 9.2, to employ paid or unpaid agents, staff or advisers

15) To enter into contract to provide services to or on behalf of other bodies

16) To pay the costs of forming the club


17) To make arrangements for non-members to use the facilities as will best further the objects

18) To do anything else within the law which promotes or helps to promotes the objects

4. Membership

1) Membership of the Club is open to any individual over the age of 18 interested in promoting the objects and/or using the facilities

2) The Committee may establish different classes of membership and set appropriate rates of subscription

3) The Committee must keep a register of members

4) A member whose subscription is six months in arrears ceases to be a member but may be readmitted on payment of the amount owing

5) A member whose subscription is more than one month overdue shall not be entitled to the rights of membership until his or her subscription is paid

6) A member may resign by giving written notice to the Committee

7) The Committee may terminate the membership of any individual whose continued membership would in the reasonable view of the Committee be harmful to the Club (but only after notifying the member concerned in writing and considering the matter in the light of any written representation the member puts forward within 14 days after receiving notice)

8) Membership of the Club is not transferable

5. General Meetings

1) All members are entitled to attend general meetings of the Club in person

2) General meetings are called by 21 clear days’ written notice to the members specifying the business to be transacted

3) There is a quorum at a general meeting if the number of members personally present is at least 10 (or one tenth of the members if greater)

4) The Chair or (if the Chair is unable or unwilling to do so) some other Member elected by those present presides at a general meeting

5) Except where otherwise provided in this Constitution, every issue at a General meeting is determined by a simple majority of the votes cast by the Members present in person

6) Except for the Chair of the meeting who has a second or casting vote, every member present in person is entitled to one vote on every issue

7) An AGM must be held in every year (except that the first AGM may be held within 18 months after formation of the Club

8) At an AGM the members receive:

i) Receive the Accounts of the Club for the previous financial year

ii) Receive the report of the Committee on the Club’s activities since the previous AGM

iii) Elect elected committee members to replace those retiring from office

iv) Elect from among the members of the Club the Chair for the following year

v) Appoint an auditor or independent examiner for the Club where required

vi) May confer on any individual (with his or her consent) the honorary title of President or Vice-president of the Club


vii) Discuss and determine any issues of policy or deal with any other business put before them

9) An EGM may be called at any time by the Committee and must be called within 14 days after a written request by at least one third of the members.

6. The Committee

1) The Committee as charity trustees have control of the Club and its property and funds

2) The Committee when complete must consist of at least six and not more than twelve individuals, all of whom must be members (but must not be paid employees) of the Club, i.e.

i) The Chair

ii) Not less than three and not more than six elected committee members

iii) Two members to be appointed, one from Snitterfield Parish Council and the other from Snitterfield School (‘nominated committee members’) should these organisations wish to nominate members.

iv) Up to three members co-opted by the committee to hold office until the next AGM (‘co-opted committee members’)

3) The Executive committee may in addition appoint not more than three co-opted members but so that no-one may be appointed as a co-opted member if, as a result, more than one third of the Executive Committee would be co-opted members. Each appointment of a co-opted member shall be made by the Executive Committee at a meeting called under Clause 7 and shall take effect from the end of the meeting unless the appointment is to fill a place which has not been vacated in which case the appointment shall run from the date when the post becomes vacant

4) Each committee member must sign a declaration of willingness to act as a charity trustee of the Club before he or she is eligible to vote at any meeting of the committee

5) A committee member automatically ceases to be a member of the committee if he or she:

i) Is disqualified under the Charities Act 1993 from acting as a charity trustee

ii) Is incapable, whether mentally or physically, of managing his or her own affairs

iii) Is absent from consecutive meetings of the committee for six months

iv) Ceases to be a member of the club (but such a person may be reinstated by resolution of all the members of the committee on resuming membership of the club)

v) Resigns by giving notice in writing (but only if at least two committee members will remain in office)

vi) Is removed by a resolution passed by all the other members of the committee concerned after inviting the views of the committee member concerned and considering the matter in the light of any such views.

6) A retiring committee member is entitled to an indemnity from the continuing Committee members at the expense of the club in respect of any liabilities properly incurred while he or she held office

7) A technical defect in the appointment of a Committee member of which the committee is unaware at the time does not invalidate decisions taken at a meeting.


7. Committee Meetings

1) The Committee must hold at least four meetings each year.

2) A quorum of a committee meeting is four members

3) The Chair or (if the Chair is unable or unwilling to do so) some other member of the committee chosen by the members present presides at each committee meeting

4) Every issue may be determined by a simple majority of the votes cast at a committee meeting but a resolution which is in writing and signed by all the members of the committee is as valid as a resolution passed at a meeting and for this purpose may be contained in more than one document and will be treated as passed on the date of the last signature

5) Except for the Chair of the meeting who has a second or casting vote, every member of the committee has one vote on each issue

8. Powers of the Committee

The committee has the following powers in the administration of the Club

1) To appoint a Treasurer and other honorary officers

2) To delegate any of their functions to sub committees consisting of two or more persons appointed by them (but at least one member of any sub-committee must be a committee member and all proceedings must be reported promptly to the committee).

3) To make standing orders consistent with this constitution to govern proceedings at general meetings

4) To make rules consistent with this constitution about the committee and any sub committees

5) To make regulations consistent with this constitution about the running of the club (including the operation of bank accounts and the commitment of funds)

6) To resolve or establish procedures to assist the resolution of disputes within the club

7) To exercise any powers of the club which are not reserved to a general meeting.

9. Property and Funds

1) The property and funds of the club must only be used for promoting the objects and do not belong to the members of the club or the committee

2) No committee member may receive any payment of money or other material benefit (whether direct or indirect) from the club except:

i) Under Clauses 3.13 (indemnity insurance) and 9.2.vi

ii) Reimbursement of reasonable out-of-pocket expenses (including hotel and travel costs) actually incurred in the administration of the club

iii) Interest at a reasonable rate on money lent to the club

iv) A reasonable rent or hiring fee for property let or hired to the club

v) An indemnity in respect of any liabilities properly incurred in running the club (including the costs of a successful defence to criminal proceedings

vi) Charitable benefits on his or her capacity as a member

3) Whenever a committee member has a personal interest in a matter to be discussed at a committee meeting, the committee member must:

i) Declare an interest before discussions begin on the matter


ii) Withdraw from that part of the meeting unless expressly invited to remain in order to provide information

iii) Not be counted in the quorum for that part of the meeting

iv) Withdraw during the vote and have no vote on the matter

4) Funds which are not required for immediate use or which will be required for use at a future date must be placed on deposit or invested in accordance with 3.11 until needed

5) Investments and other property may be held:

i) In the names of the committee members for the time being (or in the name of the Committee if incorporated under the Charities Act 1993)

ii) In the name of a nominee (being a corporate body registered or having an established place of business in England and Wales) under the control of a financial expert acting on their instructions

iii) In the name of at least two and up to four holding trustees for the club who must be appointed (and may be removed) by deed executed by the committee

iv) In the case of land by the Official Custodian for Charities under an Order of the Commission or the Court

10. Records and Accounts

1) The committee must comply with the requirements of the Charities Act 1993 as to the keeping of financial records, the audit or independent examination of accounts and the preparation and transmission to the Commission of:

i) Annual report

ii) Annual Returns

iii) Annual Statements of account

2) The committee must keep proper records of:

i) All proceedings at general meetings

ii) All proceedings at Committee meetings

iii) All reports of sub committees

iv) All professional advice obtained

3) Annual reports and statements of account relating to the club must be made available to any member of the club, upon written request

4) A copy of the latest available written statement of account must be supplied to any person who makes a written request and pays the Club’s reasonable costs (as required by the Charities Act 1993)

11. Notices

1) Notices under this Constitution may be sent by hand, or by post or by suitable electronic means or (where applicable to members generally) may be published in any suitable journal or newspaper or in any newsletter distributed by the club

2) The address at which a member is entitled to receive notices is the address noted in the register of members (or if none the last known address)

3) Any notice given in accordance with this constitution is to be treated for all purposes as having been received:


i) 24 hours after being sent by electronic means or delivered by hand to the relevant address

ii) Two clear days after being sent by first class post to that address

iii) Three clear days after being sent by first class post to that address

iv) On the date of publication of a journal or newspaper containing the notice

v) On being handed to the member personally or, if earlier, as soon as the member acknowledges actual receipt

4) A technical defect in the giving or notice or which the members or the committee are unaware at the time does not invalidate decisions at a meeting

12. Amendments

1) Subject to the following provisions of this clause the Constitution may be altered by a resolution passed by not less than two thirds of the members present and voting at a general meeting. The notice of the general meeting must include notice of the resolution, setting out the terms of the alteration proposed.

2) No amendments may be made to Clause 1, Clause 2.1, Clause 9.2 and 9.3, Clause 14 or this clause without the prior consent in writing of the Commissioners

3) No amendment may be made which would have the effect of making the Charity cease to be a charity at law

4) The Executive Committee should promptly send to the Commissioners a copy of any amendment made under this clause.

13. Incorporation

1) The Committee may apply to the Commission under the Charities Act 1993 for a certificate of incorporation relating to the Committee but only after consulting the members at a general meeting

2) The members at a general meeting may authorise the Committee to transfer the assets and liabilities of the Club to a limited company established for exclusively charitable purposes within, the same as or similar to the Objects and of which the members of the Club will be entitled to be members

3) On a transfer under clause 13.2 the Committee must ensure that all necessary steps are taken to:

i) The transfer of land and other property

ii) The novation of contracts of employment and transfer of pension rights

iii) The trusteeship of any property held for special purposes

14. Dissolution

1) If at any time the members at a general meeting decide to dissolve the club, the members of the committee will remain in office as charity trustees and will be responsible for the orderly winding up of the Club’s affairs

2) After making provision for all outstanding liabilities of the Club, the Committee must apply the funds in one or more of the following ways:

i) By the transfer to one or more other bodies established for exclusively charitable purposes within, the same as or similar to the Objects

ii) Directly for the Objects or charitable purposes within or similar to the objects


iii) In such other manner consistent with charitable purposes as the Commission approve in writing in advance

3) A final report and statement of account relating to the Club must be sent to the Commission

15. Interpretation In this constitution:

1) ‘AGM’ means an annual general meeting of the members of the Club

2) ‘The Club’ means the charity comprised in this constitution

3) ‘The Chair’ means the chair of the Club elected at the AGM

4) ‘charity trustees’ has the meaning prescribed by Section 97(1) of the Charities Act 1993

5) ‘clear day’ means 24 hours from midnight following the triggering event

6) ‘The Commission’ means the Charity Commissioners for England & Wales

7) ‘The Committee’ is the governing body of the Club

8) ‘co-opted committee member’ means a member of the Committee appointed by the members of the Committee in accordance with Clause 6.2.iv

9) ‘EGM’ means a general meeting of the members of the Club, which is not an AGM

10) ‘Elected Committee member’ means a member of the committee elected at an AGM

11) ‘Financial expert’ means an individual, company or firm who is an authorised person or an exempted person within the meaning of the Financial Services Act 1986

12) ‘fundamental change’ means such a change as would not have been within the reasonable contemplation of a person making a donation to the Club

13) ‘holding trustee’ means an individual or corporate body responsible for holding the title to property but not authorised to make any decisions relating to its use, investment or disposal

14) ‘independent examiner’ has the meaning prescribed by the Charities Act 1993

15) ‘material benefits’ means a benefit which may not be financial but has a monetary value

16) ‘member’ and ‘membership’ refer to members of the Club

17) ‘months’ means calendar months

18) ‘nominated committee member’ means a member of the Committee appointed by an outside person or body in accordance with Clause 6.2.iii

19) ‘the objects’ mean the charitable objects of the Club set out in Clause 2

20) ‘taxable trading’ means carrying on a trade or business on a continuing basis for the principal purpose of raising funds and not for the purpose of actually carrying out the objects

21) ‘trust corporation’ has the meaning prescribed by Section 205/10 (xxviii) of the Law of Property Act 1925 but does not include the Public Trustee

22) ‘written’ or ‘in writing’ refers to a legible document on paper including a fax message

23) ‘year’ means calendar year

24) References to an Act of Parliament are references to the Act as amended or re-enacted from time to time and to and subordinate legislation made under it


Appendix H

Documents

Snitterfield Sports Club