KKP’s work across the University Sector stems back to the strategy for sport it delivered at the point when UMIST and the University of Manchester came together in 2003. In terms of the range of projects and HEIs with which we have worked, it is second to none.

We were involved in the initial and detailed feasibility stages on two of the most recent high-profile investments in major sports facilities at the universities of Birmingham and Warwick. For these we delivered concept development, master planning, capital cost analysis and revenue business planning, as well as leading on consultation with senior staff across both institutions.

During the last 2-3 years we have undertaken a range of projects at universities as diverse as Leeds, Royal Holloway, Aston, Glasgow Caledonian, Aberystwyth, Manchester, Salford and University College Cork as well a review of the Talented Athlete Scholarship Scheme (TASS).  These all build upon other work undertaken across the sector over the last 16 years.

Not all of these focus solely on investment in new sports facilities. They cover a wider range of issues currently affecting the sector such as:

• The role of sport in the wider student experience.
• The role of sport reducing student attrition.
• Outsourcing the management of sports facilities.
• Impact-led sports directorate programmes.
• Optimum approaches to engaging the whole student base in physical activity.
• External funding opportunity.
• Developing different business models for service delivery.
• Reflecting UK policy, using sport to engage the wider local community.

The Government is currently reviewing how Higher Education is funded and is considering a reduction in the annual tuition fee to students, which currently stands at £9,250.

However, it is unlikely to make up the shortfall via any change to the funding regime. On this basis, for every £1,000 reduction in student fees, the Government calculates that the sector will lose £1 billion; reducing fees to £6,500 could, thus, mean a loss of nearly £3 billion.

But what might this mean for student sport? Unless a university is already planning to invest in its sports facilities, it may be less easy to include this in its longer-term financial planning. Universities will undoubtedly need to refocus their priorities, reduce staffing and become more streamlined. If parallels with local government occur, we could see moves to take out director of sport roles and subsume sport and physical activity within directorates which manage a wider portfolio of services. It might also lead to more outsourcing of sports facilities management, accompanied by a requirement to generate increased income from the community, students and staff.

Although sport and physical activity is not the primary factor when students are deciding which university to attend, it is an important (arguably vital) contributor to the overall student experience. Not just for those who represent their university in competitive teams but also for those who wish to keep fit, try new sports/activities, meet like-minded people and join new friendship groups. Given the wider pressures on students, being physically active is increasingly recognised as a positive contributor to mental wellbeing and the contribution it makes should not be allowed to be underestimated.

Although universities face major funding challenges, there is an increasing need to understand and do more to deliver on the wider role of sport and physical activity in relation to student experience rather than reacting by cutting or limiting services. Student sport does not need to be a drain on a university’s resources. It can be financially sustainable if facilities are of the right quality, services are geared to meeting the physical activity needs of the whole student body and the delivery mechanisms put into place are the right ones.

For more information or to speak to a team member, please call 0161 764 7040 or email DM@kkp.co.uk

 

14 May 2020

 On April 27th, our open spaces principal consultant, Christopher MacFarlane will have been with us for ten years. Here’s more about Christopher. 

To speak with Christopher about KKP’s open spaces services, please email Christopher.MacFarlane@kkp.co.uk or call 0161 764 7040

Name: Christopher MacFarlane

Title: Principal Consultant

How long at KKP: Ten years (on 27th April)

Typical duties/typical work day: I head up KKP’s greenspace and open space portfolio; acting as lead specialist in this area. I am also KKP’s in-house planner; drawing upon knowledge of planning policy to ensure clients are provided with the most relevant and up to date recommendations

Current projects/regions: I’m working on key open and greenspace projects in Dover, Arun, Kettering, Wirral, Uttlesford and Bassetlaw

Favourite aspect (s) of job: I enjoy the variation in where we work and the problem solving of different challenges facing local authorities with regard to open spaces and the competing demands of future housing growth

Interesting job related facts: I’ve worked on around 40 open space projects in the last 3/4 years and over 100 projects in total during my time at KKP

Outside work: I have in last 6 months also trained as a RoSPA play area inspector and I am about to do my 9^th year as a Green Flag Judge. I like swimming (including open water swimming) and I follow Moto GP

Here’s more about our open spaces work
http://www.kkp.co.uk/what-we-do/green-spaces/

 

25 April 2020

Playing pitch strategy coverage: Core cities

KKP’s pre-eminence in delivery of high-quality playing pitch strategies has been reinforced by further major commissions. We deliver more PPS needs assessments and strategies than any other UK practice and have unrivalled coverage across the ten UK Core Cities having delivered at least one iteration for nine – and worked with all ten.

One reason for KKP’s high reputation is the comprehensive, inter-personal on the ground consultation we deliver. This enables the gathering of a substantially greater level of local insight and understanding than can be generated from an over-reliance on survey returns. This in turn enables us to generate a comprehensive strategy and action plan which is key to driving investment into playing pitch improvements (e.g. from Section 106 and planning gain).

Recent (2019) commissions include Glasgow and Cardiff where we have worked to adapt the Sport England Guidance to account for the different sporting and planning landscapes.

Our work quality is reflected by the volume of re-commissions and the follow-up work in Birmingham, Liverpool, Manchester, Newcastle, Nottingham and Sheffield.

Birmingham – the groundwork began in 2014, when we were commissioned to identify new delivery models for local grassroots football in Birmingham on a project jointly commissioned by the FA and Birmingham City Council. The latest PPS was delivered, by us, in 2016.

Liverpool – we completed the City’s 2013 PPS as a pilot for the new PPS Guidance: An Approach to Developing and Delivering a Playing Pitch Strategy (authored by KKP). We recently completed the 2018 update to inform the City’s FA Parklife programme.

Manchester – we produced the City’s 2017 PPS and Action Plan working closely with partners to develop a vision and objectives linked to potential FA Parklife submission. This iteration follows our delivery of its 2010 and 2013 strategies.

Newcastle – having completed its 2015 PPS we were commissioned to apply the Strategy and Action Plan to strategic housing developments and in doing so help to inform production of Sport England’s new Playing Pitch Calculator tool. We updated the City‘s PPS in 2018.

Nottingham – after delivering its 2015 PPS we were commissioned to update it in 2017/18 in lieu of a potential ‘Greater Nottingham’ application to the FA’s Parklife programme (which included hubs in Gedling, Rushcliffe and Newark & Sherwood – for which we have also delivered recent PPS assignments).

Sheffield – subsequent to completing its PPS in 2012 KKP was commissioned by the City Council and the FA to test the impact of developing a football hub sites across the city. This study gave birth to the FA’s Parklife funding initiative which has been rolled out nationally.

Key stats:

• Total number of site assessments undertaken by KKP on Core City PPS projects 2,000
• Total number of football clubs consulted with in Core City PPS studies c. 1,750

 

23 April 2019

This is the largest commission of its kind in the UK. The FA is looking to assess and set out its priorities at local level so as to underpin delivery of its National Facilities Strategy and inform discussion about required national levels of investment with local authorities, football partners and other stakeholders.

KKP is close to half way through its commission from the FA, DCMS, and the Premier League, to deliver 330 local football facility plans (LFFPs) – one for every local authority in England.  The first 71 have been approved and another 80 are in the process of final review by the FA or being signed off by individual project steering groups prior to receipt by the FA.

A review of the approved plans, which cover local authorities located in County FA areas of West Riding, Birmingham, Cheshire, Manchester, Sheffield & Hallam plus others, makes interesting reading. Thus far, a total of 1,850 separate projects has been identified across key LFFP themes:

• The development of 429 new 3G football turf pitches.
• Improvements to 2,305 strategically significant grass pitches.
• The development of new or refurbishment/replacement of 455 changing pavilions.
• Creation of 506 small sided football facilities including multi use games areas and futsal venues.

The Football Foundation is already working with partners to deliver the first tranche of these over the next 3-5 years. Being able to operate with this level of accuracy and detail is also enabling the FA, Government and partners to have an informed in-depth discussion on how community football investment is prioritised over the next decade.

KKP is delighted to be delivering this ground-breaking work on behalf of the football partners. We would like to thank colleagues across a range of organisations for their input into the various plans; including the FA, Football Foundation, County FAs, local authorities, clubs and community organisations.

This is an exciting time for community football across the country: KKP is helping to shape the facility base to enable the sustainability and development of the sport for future generations.

This winter we are working in London on the boroughs Local Football Facility Plans

In November 2017, the Football Association commissioned KKP to deliver 330 local football facility plans (LFFPs) in support of the FA National Football Facilities Strategy.

LFFPs involve engagement, consultation and report production that will be delivered between now and mid-2020 – over four tranches of local authorities.

KKP is currently working extensively in London, developing Local Football Facility Plans for 14 London Boroughs over the period to March 2019.  LFFPs present a fantastic opportunity to identify future investment requirements into grass roots football to grow and sustain the game whilst delivering on wider social outcomes. KKP’s work in the London area is particularly vital as the capital has an identified shortfall of third generation (3G) pitches and high levels of affiliated and recreational football demand.

London’s small sided 3G pitches, recreational park space and Multi Use Games Areas are acknowledged to be key to nurturing a pipeline of footballing talent, highlighted in this recent Guardian article.

KKP’s challenge, working with local football partners is to identify innovative opportunities to deliver new or improved football facilities in inner city, urban areas.   Pitches in confined urban spaces, rooftop pitches and disused underground areas can all offer alternative spaces to get people playing football. We will also aim to capitalise on linked funding opportunities such as the Laureus Sport Foundation’s Model City programme, using sport to encourage social integration in three London Boroughs of Haringey, Barking and Hounslow.

Furthermore, ensuring that the limited number of well used grass pitch sites in London are maintained to a high quality is critical for the affiliated game. On this theme our consultants have already met with strategic partners such as The Royal Parks Authority. Following a Sport England grant award, trials are currently being held at Regents Park to test hybrid grass pitch technology.  Early results are very positive with increased capacity on this new facility which is a big benefit at one of central London’s key sites for the affiliated game.

Our work in London will continue until March 2019, to deliver 14 ground breaking Local Football Facility Plans . We are looking forward to discovering and suggesting new and innovative ways of improving football facilities in the capital. Read more about the LFFPs here.

Postscript

In November 2017, the Football Association commissioned KKP to deliver 330 local football facility plans (LFFPs) in support of the FA National Football Facilities Strategy. As a sport and leisure consultancy with a proven track record in working in  playing pitch strategies, this work fits naturally into our portfolio.

LFFPs involve engagement, consultation and report production that will be delivered between now and mid-2020 – over four tranches of local authorities.

The LFFPs will set out a ten-year vision for football facilities in each local authority. They will identify projects to deliver (and partners with which to work) and form an investment portfolio for the majority of local schemes that require funding; 90% of all community football investment will be driven by LFFP content.

Importantly, the FA is broadening its focus so these plans include commitments not only to the affiliated game but also to investing in social, recreational and other forms of football delivery in a range of settings and with a variety of partners.

If you would like to speak with the team about our work with the FA and LFFPs, please email andrew.fawkes@kkp.co.uk 

Read more about what KKP does here.

KKP has been commissioned to deliver the 330 local football facility plans (LFFPs) for the FA National Football Facilities Strategy, which can be accessed at: LFFP Introduction – the FA.

We shall be managing the process of local engagement, consultation and LFFP production which will be delivered between now and mid-2020 – over four tranches of local authorities

LFFPs will set out a ten-year vision for football facilities in each local authority.  They will identify  projects to deliver (and partners with which to work) and form an investment portfolio for the majority of local schemes that require funding; 90% of all community football investment  will be driven by LFFP content.

Importantly, the FA is broadening its focus so these plans include commitments not only to the affiliated game but also to investing in social, recreational and other forms of football delivery in a range of settings and with a variety of partners.

More libraries, double opening hours, new state of the art IT equipment and extra services could all be on the books for library users in Salford.

The city, which launched the UK’s first free public library in 1850 is planning to buck the national trend by expanding its service in the face of hundreds of national closures or volunteers being drafted in to run libraries. KKP assessed library condition, location, catchment, usage, staffing, cost, catchments and the other factors that impact upon the Service’s value in, relevance to and impact on, the community.

Salford City Council is looking at investing up to £590,000 over the next four years across the service; which is managed by Salford Community Leisure Ltd (SCL). This includes spending £100,000 on replacing all IT equipment and providing digital learning as requested by members of the public. (The consultation process which accompanied the review reached more than 3,600 local residents).

The Council’s ambitious plans and the funding to be allocated over the next four years will see Salford libraries expand into seven new sites. These include its Helly Hansen Watersports Centre which will serve the Salford Quays area plus local leisure and community centres. Weekly opening hours will double and extra opening hours in the evenings and at weekends are also in the pipeline.

The proposed investment will assist the City Council, working closely with SCL, to save £1.26 million over four years via better use of technology and co-locating services.

City Mayor of Salford Paul Dennett said: “This will be an investment in the future of our city.

“Libraries not only help people learn, gain qualifications and open up better paid jobs, they also provide free access to digital technology which helps people save money and gain new skills. They are essential for lifting people out of poverty and developing a life-long love of learning.

The investment in IT facilities goes well beyond simply upgrading computers. Library visitors will be able to charge personal laptops, tablets and mobiles and print from them. Digital novices will be given more support to get online, while those wishing to seek more advanced or specialist learning will also be helped.

Mayor Dennett added:  “Last year nationally over 350 libraries closed and over 300 more faced closure or were being transferred to communities to run them. To be able to announce the complete opposite of that – expanding and upgrading library services – is amazing and such a bonus for the people of Salford. We cannot put a price on the return this investment will generate in terms of supporting local people to learn, grow and achieve.”

John Eady, Chief Executive of KKP said: ‘We are delighted with the outcomes of the review. KKP has worked on a range of assignments with Salford City Council and Salford Community Leisure; these include the libraries review, its playing pitch and indoor and built facilities strategies and on the facilities planning that underpins other upcoming investment. We are proud of being a long-term, trusted partner of the City and the Trust.

“KKP delivers strategic and service reviews for many local authorities in the UK including leisure/sports trusts, NGBs, social enterprises, CSPs and commercial operators. Specialist expertise includes governance, leadership/management, operation and performance management in sport/leisure, libraries, community provision, specialist sport/physical activity programmes, open spaces, parks and play

Link to the report:

https://sccdemocracy.salford.gov.uk/documents/s4792/Cabinet%2026917%20-%20REPORT%20Salford%20Libraries%20Service%20Improvement%20Programme.pdf

For more information about our strategic review and business development services, please go to http://www.kkp.co.uk/what-we-do/business-development-strategic-review/ email mail@kkp.co.uk

Or call 0161 764 7040.

A look back at our feasibility study for the International Sports Village – Iskandar, Malaysia, by KKP’s Chief Executive, John Eady

 

Feasibility studies are a large part of KKP’s business and we have undertaken many throughout the UK; which have led to some of the country’s key sports facilities. We have also been very lucky to have provided our expertise and advice to clients in China and Malaysia.

 

In 2014, KKP, working for Khazanah Nasional Berhad (Malaysia’s strategic investment funding body) delivered a detailed feasibility study, specification and business plan for a £40m sports village (the SVIM) in Medini, Malaysia’s second city.

 

The SVIM, which is in the process of being developed and includes a range of indoor and outdoor sports facilities designed to cater for a range of uses from international events and games based competition through to community sport and physical activity.

 

KKP’s feasibility encompassed assessment of domestic and world markets which greatly influenced our input into the design specification for the facility, in order to achieve the required outcomes.  Business plans, financial modelling, sensitivity analysis and long term lifecycle costs were factored into a comprehensive feasibility report.

 

As part of the study, KKP hosted various delegations from Malaysia to visit key facilities in the UK including Queen Elizabeth Olympic Park, the FA’s National Football Centre at St George’s Park, Glasgow’s Commonwealth Games venues, Old Trafford Cricket Ground and SportCity in Manchester.

 

The SMIV in Medini will have an extensive indoor sports arena with integrated spectator facilities which functions both as a major events venue and service anticipated demand from the growing adjacent city. It also encompasses extensive fitness facilities, squash, multiple studio spaces, retail and café areas plus sports science/medicine provision.

 

The facility will also have three full-sized floodlit artificial grass pitches, community grass pitches, futsal/five a side courts, cricket nets and commensurate parking and landscaping. The pitches will sit alongside a cricket oval with capacity for temporary searing for up to 20,000 spectators, enabling it to attract and host Indian Premier League matches.

 

John Eady, Chief Executive at KKP who led on the study, says: ‘This was a project that changed radically and fundamentally as a consequence of the feasibility process. Khazanah will develop a venue that achieves its international games and events aspirations, and enables Johor and Medini to deliver their respective commercial viability objectives’.

 

TOP TEN TIPS FOR COMMISSIONING YOUR NEW SPORTS/LEISURE CENTRE
By KKP’s Managing Director, David McHendry

 

KKP’s work with clients includes a long list of successful leisure centre projects. However, even the most responsible of building contractors will try to construct your centre as cheaply as possible.

This means that, if the process does not get the right level of expert supervision, ‘corners can be cut’. This then affects the longer term quality and maintenance costs associated with your building.

With this in mind, we’ve developed our ten top tips to ensure that your leisure centre is of the quality that you want:

1. Ensure that your Employers Requirements (ERs) documentation is comprehensive and robust. This should include fully dimensioned plans, sections, elevations, and comprehensive room data sheets (ideally an NBS specification). These are all essential.
2. If the Contractor’s Proposals (CPs) don’t match your requirements – deal with it. Make it justify every proposed change and make sure that what is done is right for you and the long term quality of the facility.
3. Get a priced risk register for, for example, ground works, services connections, diversions, site variables and any changes to legislation.
4. Ensure that your contractor’s proposal meets all the standards and regulations you need to conform to; e.g., Amateur Swimming Association, Sport England, PWTAG etc. Although the list can be long it is worth it. Make absolutely sure that these are all written into the agreement and the conformance to them is monitored and evaluated.
5. Get a branding document drawn up with expected level of finishes detailed and highlighted. This should dovetail with and complement your room data sheets.
6. Keep a watchful eye on room areas and heights. It is not uncommon as the design development progresses for rooms to get smaller and even, in certain circumstances, disappear.
7. Be realistic about the programme; but once agreed monitor closely and very regularly
8. Use an experienced leisure Project Manager (PM) who is directly employed by you the client, not the construction team. S/he will be your main ally managing the above issues. Ensure that you employ someone who understands sport/leisure buildings on your project management team. If you don’t you may miss things that make a considerable difference to the cost, flexibility and effectiveness of the building operation.
9. Do your best not to commit to one contractor team too early in the design process; this can significantly lessen your control and financial accountability. Keep the environment competitive for as long as possible to stop cost and scope ‘creep’.
10. Returning to point one; undertake extensive market testing and consultation before fixing the brief and the design. Ensure that all relevant experts and stakeholders have had a realistic input.

Not every contractor is out to take advantage of its clients but there is no doubt that subtle (and sometimes not so subtle) value engineering to deliver increased contractor profit is all too common – here is a list of some of the key ones to look out for:

• Store rooms and corridors shrinking and even disappearing; resulting in trampolines and table tennis tables being stored in corridors, ceiling so low that they affect lighting, ambience and the overall feel of a building – these are all potential casualties!.
• Tweaking of tiling specification and heights
• Downgrading of floor finishes; which can have a significant impact on the ability to keep changing rooms clean – especially wet change areas.
• Windows getting smaller and fewer in number, meaning that natural light is limited in areas where you would most want it.
• External works being downgraded to just basic seeded ground and poor tarmac with few kerbs; resulting in a poorer than expected ’arrival’ which can make a big difference to the customer experience.
• Fixtures and fittings not being included in room data sheets so that the cost of them bounces back to the client. Typical examples are pool hoists, hair dryers, mirrors etc.
• Complex ironmongery (door closers, handles etc.) not being to the right standard and, thus, not being able to cope with thousands of opening and closing actions per week over a sustained number of years….this only impacts on the quality of the customer experience.
• Phasing work and business continuity issues must be addressed in a timely manner – not doing so is inviting future problems.
• Insurances being missed – you, your staff and your building need to be covered; the contractor does not cover this.
• Site set up arrangements not being properly discussed and agreed prior to commencement – this is typically overlooked and is an area where substantial cost can then be added.
• Undercooked M&E specifications – leading to overcooked clientele in your studios and activity spaces.

We hope you find this useful. If you would like to comment or discuss this with us email DM@kkp.co.uk or telephone 0161 764 7040.