REDCAR & CLEVELAND BOROUGH COUNCIL
FINAL PLAYING PITCH STRATEGY
OCTOBER 2011
Integrity, Innovation, Inspiration
1-2 Frecheville Court off Knowsley Street Bury BL9 0UF
T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk
Quality assurance
Name
Date
Report origination
Kirsty Freely, Claire Fallon
26th July 2011
Quality control
Dave McHendry
3rd August 2011
Client comments
Claire Fallon
20th September 2011
Final approval
Claire Fallon
31 October 2011
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
CONTENTS
PART 1: INTRODUCTION ................................................................................................ 5
PART 2: FUNDING PLAN............................................................................................... 11
PART 3: SUMMARY OF ISSUES FROM ASSESSMENT REPORT ............................... 16
PART 4: A STRATEGIC FRAMEWORK FOR FACILITY IMPROVEMENTS................... 20
PART 5: MANAGEMENT OBJECTIVES......................................................................... 21
PART 6: ACTION PLAN ................................................................................................. 51
PART 7: SETTING PLAYING PITCH STANDARDS ....................................................... 63
PART 8: MONITORING AND REVIEW ........................................................................... 70
PART 9: CONCLUSIONS ............................................................................................... 71
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PART 1: INTRODUCTION
This is the Playing Pitch Strategy for Redcar and Cleveland Borough Council (RCBC).
Building upon the preceding Assessment Report, it provides a clear, strategic framework
for the maintenance and improvement of existing playing pitches, outdoor sports facilities
and ancillary facilities between 2011 and 2026. This Strategy will be capable of:
 Providing a clear investment strategy for outdoor sports facility provision within the
local authority area;
 Providing a clear framework for all outdoor sports facility providers, including the
public, private and third sectors;
 Clearly addressing the needs of all identified sports within the local area, picking up
particular local demand issues;
 Addressing issues of population growth, and or major growth/regeneration areas up
to 2026;
 Addressing issues of cross boundary facility provision;
 Addressing issues of accessibility, quality and management with regard to facility
provision;
 Standing up to scrutiny at a public inquiry as a robust study;
 Providing realistic aspirations which are implementable within the local authority’s
budgetary position and procurement regime.
1.1: Vision
In keeping with the vision within the Sustainable Communities Strategy (2008 – 2021),
which sets out the Boroughs priorities to enhance the quality of life of local communities
and to improve the long term economic, social and environmental well-being of the
Borough, the proposed vision for playing pitches and outdoor sports facilities (including
ancillary facilities) in Redcar & Cleveland is that:
By 2026 we want Redcar and Cleveland to be the place to offer increased opportunities
to participate in both formal and informal outdoor sports activity, thereby enhancing the
quality of life and health of residents.
1.2: Structure
The Strategy has been developed from research and analysis of playing pitch and
outdoor sports facility provision and usage within the Borough and it provides:
 A strategic framework for improvement, maintenance, development and, as
appropriate, rationalisation of the playing pitch and outdoor sports facility stock in the
Borough.
 A strategic vision for the future improvement and prioritisation of playing pitch and
outdoor sports facilities (including ancillary facilities) in Redcar & Cleveland.
 Robust evidence to support work on the Redcar & Cleveland Local Development
Framework (which the LDF Core Strategy Development Plan Document forms part
of).
 An Area-wide and area-by-area sport-by-sport action plan.
 A site-specific action plan (where action is deemed necessary to maintain or improve
quality).
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The Strategy and Action Plan recommends a number of priority projects for the Borough,
which should be implemented from 2011 to 2026. It should be recognised that the
Strategy and Action Plan is outlined to provide a framework and, although resources may
not currently be in place to implement it, partners and possible sources of external
funding have been identified. There is a need to build key partnerships with schools,
community clubs, town and parish councils and private landowners to maintain and
improve playing pitch and outdoor sports facility provision. In these instances the potential
for the Council to take a strategic lead is more limited. This document provides clarity
about the way forward, and allows the Council to focus on key issues that it can directly
influence and achieve.
The site-by-site Action Plan provides recommended actions for each site, based on
current levels of usage, quality and future demand, as well as the potential of each site for
enhancement.
1.3: Strategic framework for playing pitch facility improvements
The objectives set within this Strategy have been developed via the combination of
information gathered during consultation, site visits and analysis. They reflect key areas
to be addressed over its lifetime. However, implementation must be considered in the
context of financial implications and the need for some proposals to also meet planning
considerations.
1.4: National context
The provision of high quality and accessible range of community outdoor sports facilities
at a local level is a key requirement for achieving the targets set out by the Government
and Sport England. It is vital that this strategy is cognisant of and works towards these
targets in addition to local priorities and plans.
The following section summarises the key strategic documents relevant to this Strategy
and link, where appropriate, to the aims and objectives set out later.
The recent Localism Bill, introduced in December 2010, contains the Government’s
measures for strengthening local democracy. It establishes an aim to shift decision
making powers from central Government to local councils and communities, giving them
the legal support and confidence to deliver more innovative and efficient services. Plans
include:
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Devolving significant new powers to councils.
Establishing powerful new rights for local people and communities.
Radically reforming planning.
Making housing fairer and more democratic.
Creating powerful incentives for economic growth.
One of the key aspects of the Bill with regard to open space, sport and recreation
provision is the creation of the Community Right to Build. This will give communities more
control over local housing decisions. It removes the need for any organisation bringing
forward developments under this power to apply for planning permission, as long as it
meets minimum criteria and is supported locally. It is part of the legislation’s wider
Neighbourhood Planning reforms, which also sees the introduction of a New Homes
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Bonus. The scheme offers cash for councils that allow new homes to be built in their
area, through matching council tax revenue raised on each new house for six years.
The long term implementation of the legislation is yet to be seen. However, the
importance of councils having an up to date and clear understanding of sport and
recreation provision is vital. Schemes such as the Community Right to Build and the New
Homes Bonus are likely to increase the need for councils to be able to provide a sufficient
amount of provision to an acceptable standard of quality.
Sport England Strategy
Sport England has recently clarified its primary role; to grow, sustain and excel
participation in community sport. Its ambition is to get more people playing and enjoying
sport and to help those with talent get to the very top. It seeks to achieve this through
working closely with national governing bodies of sport and building strong partnerships
with local authorities.
The strategy commits Sport England to deliver on a series of demanding targets by
2012/13:
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One million people doing more sport.
A 25% reduction in the number of 16-18 year olds who drop out of five key sports.
Improved talent development systems in at least 25 sports.
A measurable increase in people’s satisfaction with their experience.
A major contribution to the delivery of the five hour sports offer for children and young
people.
A Sporting Future for the Playing Fields of England
It is Sport England’s policy to object to any planning application, which will result in the
loss of a playing field, unless it meets one of five exceptions as defined in A Sporting
Future for the Playing Fields of England. Protection of playing fields was further enhanced
in 1998 with Circular 9/98 (replaced in 2009 by Circular 02/09) which stipulates that
where a local authority is minded to grant planning permission against Sport England’s
advice on land owned by a local authority or used for educational purposes, then the
application should be referred to the relevant Government Office for possible ‘call in’.
As a statutory consultee for the loss of playing fields, Sport England is a key partner.
Regional planning officers should be kept informed of developing projects/schemes and
can provide essential guidance and advice throughout the process, not just at planning
application stage.
The Football Association (FA)
The FA’s National Game Strategy (2007-2012) provides a strategic framework that sets
out the key priorities, expenditure proposals and targets for the national game (i.e.,
football) over a six year period.
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The main issues facing grassroots football are identified as:
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Growth and retention (young players)
Growth and retention (adult players)
Football for All
Raising standards and behaviour
Player development
Running the game
Football work force
Facilities
Partnerships and investment
Promotion
The Strategy also reinforces the urgent need to provide affordable, new and improved
facilities in schools, clubs and on local authority sites.
Over 75% of football is played on public sector facilities rather than in private members’
clubs. The leisure budgets of most local authorities have been reduced over recent years
as priorities have been in other sectors. This has resulted in decaying facilities that do not
serve the community and act as a disincentive to play football. The loss of playing fields
has also been well documented and adds to the pressure on the remaining facilities to
cope with the demand, especially in inner city and urban areas.
The growth of the commercial sector in developing custom built 5-a-side facilities has
changed the overall environment. High quality, modern facilities provided by
Powerleague, Goals, JJB (now DW) and playfootball.net for example, have added new
opportunities to participate and prompted a significant growth in the number of 5-a-side
teams in recent years. To some extent this growth has impacted on the demand for
traditional grass pitches.
On-going engagement with the FA is an important part of the sustainability and
implementation of the Playing Pitch Strategy. KKP would recommend RCBC further
engages with the FA Regional Facility Manager (North and Yorkshire) as part of the
delivery of this Strategy.
Rugby Football Union (RFU)
The National Facilities Strategy provides a framework for the sustainable development of
facilities for rugby union in England, at a national, regional and local level. The framework
enables clubs, Constituent Bodies (CBs), the Rugby Football Union (RFU) and the Rugby
Football Union for Women (RFUW) and other partners to:
 Identify priorities for facility developments to meet the various needs of the sport.
 Identify what facilities are required to meet the needs of the Government sports
policy and the RFU’s Strategic Plan.
 Support the prioritisation of investment and funding through a detailed set of
developmental criteria, technical requirements, management / operational structures
and potential financial viability which will be critical to the provision of quality rugby
facilities.
 Prioritise future investment to ensure that the right facilities are provided in the right
locations and for the right reasons.
 Identify and deliver a minimum standard for all facility provision.
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The strategy shows clubs what facilities are needed to provide these different
programmes, from grass roots through to the professional game.
On-going engagement with the RFU is an important part of the sustainability and
implementation of the Playing Pitch Strategy. KKP would recommend RCBC further
engages with the RFU Regional Funding and Facilities Manager (North) as part of the
delivery of this Strategy.
English Cricket Board (ECB)
Grounds to Play – ECB Strategic Plan (2010 – 2013) continues to focus on the four
pillars, as identified| in the previous strategy: Building Partnerships. The pillars are:
 Energising people and partnerships to deliver national goals at local level:
 Having streamlined the management of ECB and established the County
Boards, where feasible, services currently provided from the centre will be
transferred to County Boards;
 Enhance asset growth through continuing interest free loans to community clubs,
expanding NatWest Cricket Force, seeking to support corporate or public sector
cricket grounds under threat of closure through the England and Wales Cricket
Trust, and seeking to expand partnerships for Indoor Cricket.
 Vibrant domestic game.
 Enhancing facilities, environments and participation:
 The focus of this plan will be on providing facilities to sustain participation levels
rather than a focus on a substantial increase in participation;
 The Cricket Foundation’s ‘Chance to Shine’ programme has been an
outstanding success in reintroducing cricket into state schools. ECB will prioritise
investment in the programme;
 To further expand club/ school links and position the cricket club at the heart of
the community, ECB will provide £1.5 million per annum capital improvement
grants to local clubs that make their club facilities available to the local
community and to local schools.
 Successful England teams.
The following actions executed during the duration of Building Partnerships provide a
strong base for this new plan. Actions include:
 Streamlining ECB governance.
 Building participation by more than 20% per annum (as measured through ECB focus
clubs and County Boards).
 Developing women’s cricket.
 Attracting volunteers.
 Expanding cricket’s spectator base.
 Introducing grants and loans to clubs.
 Developing disabilities cricket.
The theme of this plan therefore progresses to Grounds to Play and it is in the areas of
facilities and coaches where ECB investment will be focussed. Partnership funding and
support will play a key role in the delivery of actions and maintaining the strength of the
pillars.
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Partners particularly applicable to community cricket include:
 England and Wales Cricket Trust - to provide up to £5 million of interest free loans to
member clubs for recreational projects and to work with grounds in inner city areas to
provide greater community use by 2013.
 Sport England - to enhance the Whole Sport Plan award of £38 million by obtaining a
further £10 million of lottery aid support by 2013.
On-going engagement with the ECB is an important part of the sustainability and
implementation of the Playing Pitch Strategy. KKP would recommend RCBC further
engages with the Regional Funding and Facilities Manager (North) as part of the delivery
of this Strategy.
1.5 Local planning context
The Core Strategy sets out a vision for how the Borough will change and develop during
the period until 2021. It recognises a range of key challenges facing the regeneration of
the Borough, including population decline, unemployment, urban deprivation, housing
market failure and areas of poor environmental quality, particularly in the urban area. The
document sets out key themes and policies that aim to address these issues and deliver
the vision.
The sites at Low Grange Farm, South Bank and Coatham Enclosure, Redcar have both
been identified in the Core Strategy for priority regeneration development. These key
strategic sites will provide a mix of uses, and are essential for delivering the strategy and
achieving the regeneration elements of the vision. The regeneration of East Cleveland is
also supported where it will not hinder the regeneration of the two priority areas. The Core
Strategy also requires that sites be phased to support the regeneration priorities in
Greater Eston and Redcar.
The Local Development Framework (LDF) is a series of documents that will eventually
replace the Redcar and Cleveland Local Plan that was adopted in 1999. It considers how
the Borough (outside the North York Moors National Park) will develop over the next 15
years or so. It will provide the spatial planning framework for many plans and strategies
prepared by the Council and other bodies including members of the Redcar and
Cleveland Local Strategic Partnership.
The Council has already adopted two key LDF documents in July 2007; the Core Strategy
Development Plan Document (DPD) and the Development Policies DPD. The
Communities DPD is the third DPD to be prepared by the Council and is being prepared
to set out the Council's planning policies, allocations and designations for housing and
community facilities (including outdoor sports facilities) for the period to 2026. Once
adopted, the DPD will become part of the Council's Local Development Framework and
will be used to guide development proposals and in the consideration of planning
applications.
An assessment of playing pitches in Redcar and Cleveland was carried out in 2007
forming part of its Leisure Needs Assessment and the evidence within it used to help
inform the emerging policies set out within Communities DPD. Redcar and Cleveland
Borough Council acting upon advice from Sport England, decided to update the study of
outdoor sports facilities within the Borough. Sport England provided advice and guidance
on the study’s production.
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PART 2: FUNDING PLAN
2.1: Funding opportunities
In order to deliver much of the Action Plan it is recognised that external partner funding
will need to be sought. Although seeking developer contributions will go some way
towards meeting deficiencies, other potential sources of funding should be investigated.
Below is a list of funding sources that are relevant for community improvement projects
involving sports facilities.
Awarding body
The Coalfields Regeneration Trust
http://www.coalfieldsregen.org.uk/maingrantsprogramme/default.as
p
Big Lottery Fund
http://www.biglotteryfund.org.uk/
Sport England :
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Sustainable Facilities Fund
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Sportsmatch
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Small Grants
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Themed rounds
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Protecting Playing Fields
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Inspired Facilities
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Iconic Facilities
http://www.sportengland.org/funding.aspx
October 2011
Description
Grants provided by The Coalfields
Regeneration Trust can be for capital or
revenue projects for up to three years or until
the end of the programme. Support is
available to projects that fit into one or more of
the following funding themes:
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Supporting communities - aimed at
supporting communities to play an active
part in regeneration
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Learning communities - to make sure
that coalfield communities have the best
possible learning facilities and resources
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Enterprising communities - to increase
the range and diversity of the social
economy by encouraging social
enterprise and supporting organisations
to generate income
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Supporting people into work - to build on
government employment schemes by
supporting new, forward-looking and
locally designed approaches that get
people into work
Big invests in community groups and to
projects that improve health, education and
the environment
Sport England is keen to marry funding with
other organisations that provide financial
support to create and strengthen the best
sports projects. Applicants are encouraged to
maximise the levels of other sources of
funding, and projects that secure higher levels
of partnership funding are more likely to be
successful.
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Awarding body
Description
Football Foundation
This trust provides financial help for football at
all levels, from national stadia and FA Premier
League clubs down to grass-roots local
development.
http://www.footballfoundation.org.uk/
Rugby Football Foundation - The Loans
Scheme
http://www.rfu.com/microsites/rff/index.cfm?fus
eaction=loans.home
The Loans Scheme helps finance projects
that contribute to the retention and recruitment
of rugby players.
Projects eligible for loans include:
1. Club House Facilities: General structural
improvements, general refurbishment,
storerooms and offices, kitchen facilities,
training areas.
2. Grounds (other than pitches): Car parking
facilities, ground access improvements,
fencing, security measures.
Rugby Football Foundation - The Grant Match
Scheme
http://www.rfu.com/microsites/rff/index.cfm?fus
eaction=groundmatch.home
The Grant Match Scheme provides easy-toaccess grant funding for playing projects that
contribute to the recruitment and retention of
community rugby players.
Grants are available on a ‘match funding’
50:50 basis to support a proposed project.
Projects eligible for funding include:
1. Pitch Facilities – Playing surface
improvement, pitch improvement, rugby posts,
floodlights.
2. Club House Facilities – Changing rooms,
shower facilities, washroom/lavatory, and
measures to facilitate segregation (e.g.
women, juniors).
3. Equipment – Large capital equipment, pitch
maintenance capital equipment (e.g. mowers).
Biffaward
http://www.biffaward.org/about
Biffaward is a multi-million pound fund which
awards grants to community and
environmental projects across the UK. The
fund's money comes from landfill tax credits
donated by Biffa Waste Services. Biffaward is
managed by the Royal Society of Wildlife
Trusts (RSWT) on Biffa's behalf.
Under the Main Grants Scheme, grants are
awarded to projects that provide or improve
community spaces, cultural facilities and
places for outdoor recreation.
EU Life Fund
http://ec.europa.eu/environment/funding/intro_
en.htm
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LIFE is the EU’s financial instrument
supporting environmental and nature
conservation projects throughout the EU.
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Protecting Playing Fields
SE has recently launched a funding programme; Protecting Playing Fields (PPF ) as part
of its Places People Play Olympic legacy mass participation programme and is investing
£10 million of National Lottery funding in community sports projects over the next three
years (2011-2014).
The programme is being delivered via five funding rounds (with up to £2 million being
awarded to projects in each round). Its focus is on protecting and improving playing fields
and developing community sport. It will fund capital projects that create, develop and
improve playing fields for sporting and community use and offer long term protection of
the site for sport. Projects are likely to involve the construction of new pitches or
improvement of existing ones that need levelling or drainage works.
Sport England’s ‘Inspired Facilities’ funding programme will be delivered via five funding
rounds and is due to launch in Summer 2011 where clubs, community and voluntary
sector groups and local authorities can apply for grants of between £25k and £150k
where there is a proven local need for a facility to be modernised, extended or modified to
open up new sporting opportunities.
The programmes three priorities are:
 Organisations that haven’t previously received a Sport England Lottery grant of over
£10k
 Projects that are the only public sports facility in the local community,
 Projects that offer local opportunities to people who do not currently play sport.
There may be opportunities for Redcar and Cleveland to access this funding
2.2: Funder’s requirements
Below is a list of funding requirements that can typically be expected to be provided as
part of a funding bid, some of which will fall directly out of the Playing Pitch Strategy:
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Identify need (i.e., why the Project is needed) and how the Project will address it.
Articulate what difference the Project will make.
Identify benefits, value for money and/or added value.
Provide baseline information (i.e., the current situation).
Articulate how the Project is consistent with local, regional and national policy.
Financial need and project cost.
Funding profile (i.e., Who’s providing what? Unit and overall costs).
Technical information and requirements (e.g., planning permission).
Targets, outputs and/or outcomes (i.e., the situation after the Project/what the Project
will achieve)
 Evidence of support from partners and stakeholders.
 Background/essential documentation (e.g., community use agreement).
 Assessment of risk.
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2.3: Indicative costs
The indicative costs of implementing key elements of the Action Plan are based on the
following information taken from the Sport England kitbag.
The costs below are for the development of community sports facilities and are based on
providing good quality sports facility for the 2nd Quarter 20111. These rounded costs are
based on schemes most recently funded through the Lottery, updated to reflect current
forecast price indices for 1st Quarter 2010 provided by the Building Cost Information
Service (BCIS), prepared by Technical Team Lead of Sport England.
New work output is forecast to fall a little in 2011 as the cuts in public sector spending
start to make their mark, partly mitigated by private sector output starting to recover more
strongly. It is anticipated that there will be a return to sluggish growth in 2012, as public
sector cuts deepen. The BCIS forecast is for tender prices to rise by 2.8% in the year to
4th quarter 2011, rising by 3.1% over the following year.
Tender prices could also be affected as a result of a new Government and potential
impact on public spending. General building costs are likely to be further affected by
environmental and sustainability considerations:
Facility
Outdoor tennis court
Synthetic turf pitches
Grass pitch
Multi–use games areas
Athletics track
Cricket wicket
Bowls
Changing rooms
Type
2 court, macadam, fenced and
floodlit
23mm Sand Filled, Fenced and
Floodlit) (106 x 71)
Water based 101.4 x 63.0m fenced
and floodlit
Third generation turf pitch (3G)
65mm fenced and floodlit
Senior football pitch 107.90 x
71.33m
Floodlighting
36.60 x 21.35 fenced and floodlit
6 lane floodlit
Artificial
Crown green
Floodlighting
2 team changing pavilion
4 team changing pavilion
Modular outdoor changing room
Indicative cost
£145,000
£730,000
£815,000
£840,000 (have been built in
the Region for between £360
- £600k)
£75,000 (regionally the
average to drain and build a
senior pitch is £40k)
£50,000
£115,000
£1,080,000
£30,000
£110,000
£27.500
£250,000
£575,000
£55,000
The costs above include allowances for external works (car parks, roads, paths, services
connections etc) are included at an average rate of 15% addition to the cost of the works.
1
http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/planning_kitbag/fac
ilities_costs_-_1st_quarter.aspx
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Maintenance of natural turf pitches
It is estimated to perform the requisite amount of maintenance on a natural turf pitch
costs in the region of £12,700/annum2.
Maintenance of artificial turf pitches
The maintenance of artificial turf pitches should only be undertaken by fully trained and
competent persons. It has been estimated that the current maintenance cost for a floodlit
community/school soccer size pitch is in the region of £10,000/annum.
Rejuvenation processes, which may be necessary in five years, can cost in the region of
£30,000 plus VAT.
Current estimates for resurfacing a soccer size pitch at today’s rates is in the region of
£200,000. This does not allow for any other incidental costs such as repairs to fencing,
floodlighting, etc, and assumes a life cycle of 10 years.
2
Assumes grounds maintenance is contracted out on a senior football pitch.
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PART 3: SUMMARY OF ISSUES FROM ASSESSMENT REPORT
This section summarises the key issues identified in the Assessment Report. The Strategy
has been developed in recognition of the consultation findings whilst drawing upon a core
series of objectives which should be applied across the board and should not be attributed
to any one particular type of facility. The Action Plans which form Part Six of this report are
intended to focus specifically on particular sport/facility issues.
Football
 The audit identifies 31 sites which are available for community use, providing a total
of 100 pitches. In addition, there are eight sites containing 23 pitches, which are not
currently accessible to the community. KKP identified a total of 189 teams playing in
Redcar and Cleveland.
 A large number of education sites provide pitches that are not available and/or used
for community use. There is some potential to increase community access to school
sites to help alleviate overplay on the existing sites.
 Team generation rates (TGRs) highlight that participation rates in Redcar and
Cleveland are higher than national and regional averages.
 To sustain participation, large clubs have to use facilities across a range of sites.
 A significant number of clubs report latent demand for access to additional pitches
(13.5 junior pitches and 2 senior). This suggests that the majority of demand cannot
be accommodated by the current levels of provision.
 A number of clubs are currently seeking opportunities to develop more pitches to
accommodate current demand.
 There is a general perception amongst users that there has been a decline in the
quality of football pitches. Litter/dog fouling and changing accommodation are
considered to be the poorest aspects of clubs’ home grounds.
 13 sites are overplayed by 7.0 matches each week.
 The majority of football sites are underplayed. However, this is generally only small
spare capacity spread across a number of sites which is not generally reflective of an
overall surplus of senior pitches. Most underplay is expressed at De Brus Centre and
Redcar Town FC. Both sites suffer from reduced quality due to unofficial use creating
additional wear and tear on the pitches and therefore although pitches may appear to
have spare capacity this is not a true picture of demand.
 There is a significant deficit of junior pitches across the Borough. Taking into account
high levels of latent demand also expressed, the current playing pitch stock should
be protected and consideration should be given to changing the designation of some
senior pitches to cater for junior football.
 The small surplus of mini pitches does not take account of local predicted
participation growth, which suggests that mini soccer will grow in the next couple of
years.
 It is likely that the FA would support the provision of two 3G pitches in the Borough.
Although this does not take into consideration the indoor pitch at Middlesborough FC
in the Community, given its restricted use.
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Cricket
 13 clubs, generate 61 teams.
 Participation has generally remained static over the last few years, although junior
participation at some clubs has increased.
 There is currently no womens cricket being played competitively and although girls
are participating (within junior teams) there are also no specific girls’ teams. Some
demand exists for this and Guisborough CC has identified latent demand for a girls’
team but it is difficult to sustain without a local league structure to support it.
 There are few schools participating in cricket in the Borough. Where artificial wickets
do exist, these are generally poor quality and unsuitable for community use.
Partnerships could be strengthened between Guisborough CC and Laurence
Jackson School to help meet identified demand.
 There is little spare capacity at Premier club pitches (such as Redcar, Guisborough
and Saltburn), with most being played to or over capacity. However, there is some
spare capacity that could be utilised at Category B clubs (such as Moorsholm CC
and Skelton Cricket Club).
 Consultation and analysis of supply/demand suggests that the number of cricket
pitches in the Borough is sufficient to meet levels of current demand. However, some
clubs report an issue accommodating 3rd/4th or junior teams.
 Two pitches are not used for community use but have the potential to be brought
back into use should demand be identified locally. However, both are assessed as
poor quality and as such would require investment. Consultation suggests that
demand exists in Brotton to rejuvenate a club.
 Three clubs report enough demand to increase the number of teams they provide but
report difficulty in being able to secure appropriate access to pitches.
 The PPM analysis of cricket pitches highlights a small current shortfall of pitches
across the Borough, most pronounced in Greater Eston. Together with latent
demand, this picture is further exacerbated.
Rugby
 The two main clubs (Redcar and Guisborough) play on pitches at privately owned
venues. Greater Eston RFC plays at Eston Park School. Guisborough RFC has to
use neighbouring Laurence Jackson School for junior matches.
 Nine pitches are available for community use, of which, all were assessed to be good
quality.
 At present there are no women’s and girls’ rugby teams. However, Redcar RFC has
plans to field an U14 and U15 team, which will play at its home ground (McKinley
Park). Furthermore, Guisborough RFC also has plans to develop a women’s and
girls’ rugby union team and has cited in its facility development plan to provide
segregated changing rooms to cater for this. The Club believes its expansion plans
can be accommodated within an extended existing site. However, the landowner may
not, of course, necessarily support this proposal.
 Three sites; Redcar RFC, Guisborough RFC and Eston Park School are overplayed.
This is predominately due to match pitches being used for weekly training sessions.
 All pitches available for community use in the Borough are overplayed. If access to
more dedicated grass training pitches and AGPs were available this would alleviate
pressure on pitches and help to sustain current quality.
 No latent demand has been identified by clubs in the Borough as priority is currently
being given to accommodating existing play.
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 There are not enough senior pitches to meet current and future demand. Although
there is also a shortfall of mini pitches, it is thought that provision of more dedicated
provision at existing sites could help to meet the deficiency.
Hockey
 Two sites accommodate sand filled AGPs in the Borough; Middlesbrough Football in
the Community and Rye Hills School. However, only Rye Hills is used for hockey by
Redcar HC. Guisborough HC travels to Stockton-on-Tees to access a pitch.
 General pitch quality is considered to be good at both sites in Redcar and Cleveland.
 Redcar HC is keen to further develop and sustain junior hockey participation.
However, the Club suggests it is restricted due to the cost of pitch hire at Rye Hills
School.
 The AGP at Middlesbrough Football in the Community is used to capacity for football,
but remains unused for hockey as the cost is seen as prohibitive, coupled with a
perception that it is a football facility.
 Sport England’s FPM demonstrates a shortfall of just over two pitches in the
Borough. The amount of unmet demand expressed is the highest level of unmet
demand in the Tees Valley.
Bowls
 There are 10 bowling greens in the Borough which are located across a range of
sites including parks and private social clubs.
 In addition, there are three indoor bowling greens located in the Borough.
 Redcar Borough Park and Locke Park have plans to increase the number of playing
members which suggests the greens are not played to capacity.
 The quality of greens across the Borough is generally very good with site
assessments rating the facilities as good or excellent quality.
Tennis
 Redcar and Cleveland has 54 tennis courts, including 35 courts which are located at
school sites.
 In total, there are three tennis clubs in the Borough (Saltburn, Guisborough and
Marske). Consultation responses have been variable in terms of membership trends.
 Saltburn and Guisborough tennis clubs have aspirations to install floodlighting to help
increase court capacity and help to attract additional playing members.
 There is no identified latent demand for additional courts. This would suggest that
demand can be satisfied by existing provision.
 The majority of tennis courts were assessed as either excellent or good quality. The
majority of tennis courts were assessed as either excellent or good quality. However,
Guisborough TC rates the quality of its courts as poor. It believes that if the court
quality improved this would help the Club to attract additional members.
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Athletics
 There are two athletic clubs in the Borough; New Marske (predominantly at Laurence
Jackson School but also run sessions in New Marske) and Redcar Running Club
(Based at Redcar Cricket Club).
 There is one, four lane (floodlit) athletic track in the Borough located at Guisborough
Leisure Centre (dual use with Laurence Jackson School).
 Site assessments score the athletic track as good quality. However, there are areas
of the track that require improvement.
MUGA
 Each analysis area in the Borough is served with MUGAs provision. However, there
are areas of highest population density with no provision.
 No demand has been identified during consultation for additional MUGAs. This would
suggest the current level of provision is sufficient.
Golf
 There are four golf clubs in Borough, providing four 18-hole courses and one floodlit
driving range.
 There is generally good coverage of provision in the Borough. Guisborough is
suitably served by provision in Redcar and Middlesborough.
 Sport England Active Places Power identifies that the number of holes per 1,000
population in Redcar and Cleveland is lower than regional (0.70) and national (0.68)
averages.
 Saltburn Golf Club seeks to purchase land to develop a driving range to service
demand it has identified.
 Active People Survey identifies that golf participation in Redcar and Cleveland has
increased since 2005/06. This corresponds with trends in neighbouring local
authorities.
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PLAYING PITCH STRATEGY
PART 4: A STRATEGIC FRAMEWORK FOR FACILITY IMPROVEMENTS
4.1: Introduction
The following section provides a framework for RCBC and its partners to maintain and
improve the playing pitch and outdoor sports facilities across the Borough. The overall
vision in Redcar and Cleveland is to achieve an increase in sport and physical activity in
line with regional and national targets and aspirations. In order to achieve this, it is vital
that the Strategy, emerging from the Assessment Report, provides all stakeholders in the
Borough with an opportunity to deal with the issues inside a clear, yet achievable,
framework. This includes the opportunity to galvanise the strength of the Redcar &
Cleveland Physical Activity Network (PAN) as a recognised body which monitors and
evaluates the delivery of facility improvements across the Borough, notwithstanding the
Council’s overall strategic lead role.
The Strategy will also respond to other drivers including the Sustainable Community
Strategy, sports development objectives and planning gain.
4.2: Strategic objectives
The proposed vision is based upon a clear, achievable framework of strategic objectives
(within boxed text which should be adopted as policy) which are supported by a range of
management objectives. The management objectives need to be implemented to enable
the policy objectives to be delivered. It is recommended that RCBC adopt the following
strategic objectives (as policy) to enable it to achieve the vision of the Strategy:
OBJECTIVE 1
To address quantitative deficiencies to meet existing unmet demand and plan for new
provision (as and where required).
OBJECTIVE 2
To address qualitative deficiencies and enhance existing provision to support high
levels of participation.
OBJECTIVE 3
To maximise access to all outdoor facilities across the Borough (including education
sites).
OBJECTIVE 4
To ensure that unmet current demand and future demand is accommodated through
planned increases in provision.
OBJECTIVE 5
To support the development of local sports clubs to meet their needs within the
Borough.
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PLAYING PITCH STRATEGY
PART 5: MANAGEMENT OBJECTIVES
The management objectives need to be implemented to enable the policy objectives to be
delivered. It is recommended that RCBC also adopt the following management objectives
across a range of departments to enable it to achieve the vision of the Strategy:
OBJECTIVE 1
To address quantitative deficiencies to meet existing unmet demand and plan for new
provision (as and where required).
a.
Adopt minimum levels of provision which are accessible and sustainable and
which commensurate to supporting current and future demand.
b.
Regularly review and refresh area by area plans taking account of any
improvements in pitch quality (and hence increases in pitch capacity) and also any
new negotiations for community use of education sites in the future.
c.
Rectify inadequacies and meet identified shortfalls as outlined in the Assessment
Report through improvements to the current pitch stock and ancillary facilities in
line with the Action Plan. For example, seek to address this through maximising
the use of areas around pitches and re-designating a proportion of the surplus
adult pitches for other sports with an identified shortfall (e.g. junior football and
mini-soccer), where another solution has not been identified (i.e. access to
additional provision).
d.
Identify opportunities to add to the overall pitch stock in the Borough to
accommodate both latent and potential future demand.
e.
Establish an approach to securing developer contributions which prioritises
projects according to a range of core criteria (which as a core should identify
strategic need, sports development objectives, sustainability of provision and work
with target groups).
f.
Work with facility providers to establish an approach to co-ordinate investment to
address the community’s needs, to target priority areas and to reduce duplication
of provision.
Management objective (a) - Adopt minimum levels of provision which are
accessible and sustainable and which commensurate to supporting current and
future demand.
In order to achieve the management objectives set out within the core strategic objective
it is vital that RCBC has a clear understanding of the surpluses and deficiencies on an
area by area basis both now and in the future. The following tables provide a summary of
the surpluses and deficiencies (for playing pitches) identified at present and the future
levels in 2026. The supporting commentary suggests how such issues can be tackled.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Deficiencies in the supply of playing pitches are expressed by a range of instances which
include an overall shortage and/or when existing pitch(es) cannot accommodate existing
demand, particularly at peak periods and as a result of poor quality facilities which do not
offer sufficient capacity. It is important that some surpluses (i.e. spare capacity) are built
into the pitch provision and indeed all outdoor sports facilities across the Borough as an
integral aspect of allowing rest and rotation of pitches and also ensuring that pitches are
available for training purposes and to support informal play.
The following tables address the issues associated with surpluses and deficiencies in
provision which arise across the analysis areas. Recommendations identify the need for
additional provision, by analysis area, as identified through playing pitch modelling for the
future (2026). It is important that the recommendations for pitches are placed within the
wider context of demand and housing development and considers facility development
which may be feasible in the long-term and where the latent demand/pressure for
additional pitches both now and in the future has been identified. The identified
deficiencies should be addressed through a range of actions including improvements to
the current pitch stock and re-aligning a proportion of the existing pitch stock i.e. changing
some senior pitches to junior pitches. Demand for junior provision should be updated in
three years (i.e. 2013) to further quantify it in terms of provision required. It is important
that the Strategy also recognises the long term need for senior pitches as juniors
progress into senior football, cricket and rugby.
At Borough level there is currently an oversupply of adult football pitches (42) and mini
pitches (4.5) and an undersupply of junior (-18.5). Modelling the future 2026 scenario
(which falls in line with the Core Strategy) maintains an oversupply of adult pitches (41.7)
and mini pitches (4.3), whilst the undersupply of junior football on the whole remains the
same (-18.7). Cricket pitches are currently at an undersupply of (-5.5) pitches likely to
increase to (-5.7) pitches by 2026 whilst there is a deficiency of senior rugby pitches (12.5). By 2026 the undersupply of senior pitches is anticipated to have increased to (12.7).
However, these surpluses and deficiencies must be considered within the context of other
findings within the report including:
 Variable community use of school pitches which can contribute to the overall pitches
stock.
 The number of sites which are currently not operating at capacity.
 The number of sites which are only used informally.
 The potential to re-align the pitch stock i.e. surplus adult pitches could be re-marked
as junior pitches. However it is important to note that adult pitches should not be lost
completely and levels should also be maintained to support future requirements (i.e.
as junior teams progress to adult football) and to ensure capacity at peak usage time
is retained.
To ensure that there is an element of future-proofing built into the Strategy we have
modelled future scenarios based on population increases up to 2026. Whilst making
accurate predictions is very difficult and can change with lifestyle changes and
demographic changes very significantly over a period as short as 11 years, the scenarios
for the future show, with some certainty that the pressure on junior football and minisoccer pitches and all rugby pitches will increase.
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PLAYING PITCH STRATEGY
Generally identified deficiencies can be overcome either by further securing community
use at existing sites, for example at education sites. In some instances, the realignment
and improvement of existing stock will meet the assessed deficiencies. However, for
football, provision of new pitches and facilities will be required in the future to support the
predicted future demand.
It is also important, particularly in planning future provision that surpluses and deficiencies
are understood on an area by area basis particularly given the different issues which face
the areas.
Although the Council is a lead partner in pitch provision, it should support the needs of all
sporting clubs and bodies to work together to make the recommendations of this strategy
a reality. In effect the PAN provides a suitable network to direct future recommendations.
The following tables provide a summary of the surpluses and deficiencies (for playing
pitches) identified at present and the future levels in 2026. The supporting commentary
suggests how such issues can be tackled.
Area-by-area analysis of deficiencies
East Cleveland
The former school playing fields at Rosecroft, Loftus could help to meet identified
deficiencies in East Cleveland (particularly junior and mini football). However, as there
are no changing rooms, this would require significant investment in order for the site (or
part of) to be brought back into use.
Summary of
surpluses/deficiencies
Key issues
Proposed action
Senior football
All sites providing senior pitches
have small amounts of spare
capacity to accommodate
additional play.
It is vital that all current sites are
protected from development.
There are no designated junior
football pitches available for
community use in this analysis
area. As a result, junior teams
are playing on/across senior
pitches.
It is vital that all current sites are
protected from development.
Surplus of 2.5,
estimated to decrease
slightly to 2.4 by 2026.
Junior football
Deficiency of -2.5
estimated to remain the
same by 2026.
October 2011
Given the small levels of
surpluses RCBC should seek to
maintain this level of provision
and to allow for a strategic
reserve of pitches for rest and
recover.
The undersupply of junior pitches
should be rectified through a
range of methods including:

The conversion of some
senior pitches into junior
sized.

Increased community use at
school sites.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Summary of
surpluses/deficiencies
Key issues
Proposed action
Mini soccer
De Brus Centre is the only site to
accommodate four designated
mini pitches.
It is vital that all current sites are
protected from development.
There is spare capacity for
pitches in the area to
accommodate additional teams
(senior or junior).
It is vital that all current sites are
protected from development.
Deficiency of -1.5
estimated to remain the
same by 2026.
Cricket
Surplus of 0.5 estimated
to remain the same by
2026.
The undersupply of mini pitches
should be rectified through a range
of methods including:

The conversion of some senior
pitches into mini pitches.

Increased community use at
school sites.
The surplus is negligible but
should be retained to
accommodate future increases in
participation.
Greater Eston
Summary of
surpluses/deficiencies
Key issues
Proposed action
Senior football
The surplus of senior pitches is
attributed to significant spare
capacity at sites located in the
analysis area i.e., Harcourt Road,
South Bank, Smiths Dock Park and
Grangetown Youth & Community
Centre.
It is important that some of the
surplus is maintained to support
senior football in the future.
Surplus of 15.0,
estimated to decrease
slightly to 14.9 by 2026.
Senior football is strong in the area.
RCBC should seek to maintain
at least two senior pitches to
accommodate overplay at other
sites across the area and at
least a further two pitches as
strategic reserve (i.e. 10% of
the stock in the area) and for
the fulfilment of latent demand.
Further investigate opportunity
to help align under provision
and oversupply at Smith’s Dock
Park in partnership with South
Park Rangers.
Junior football
Deficiency of - 4.5,
estimated to remain the
same by 2026.
October 2011
There are a significant number of
junior teams in this analysis area
including South Bank Rangers FC,
Middlesbrough Ladies Juniors FC
and Grangetown YCC 2004 FC &
Grangetown Boys Club FC. Junior
teams are playing on/across adult
pitches.
It is vital that all current sites are
protected from development.
The undersupply of junior
pitches should be rectified
through a range of methods
including:

The conversion of some
senior pitches into junior
pitches.

Increased community use of
school sites.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Summary of
surpluses/deficiencies
Key issues
Proposed action
Mini soccer
There is spare capacity for pitches
in the area to accommodate
additional mini teams.
It is vital that all current sites are
protected from development.
The deficiency is brought about by
the high number of senior teams
playing across sites in the area in
particular at Normanby Hall and
Ormesby Hall cricket clubs.
It is vital that all current sites are
protected from development
and that clubs are supported to
increase the availability of
artificial wickets for seniors.
The deficiency of pitches in the
area comes from Eston Park
School (school team equivalents).
It is vital that all current sites are
protected from development.
Summary of
surpluses/deficiencies
Key issues
Proposed action
Senior football
The surplus relates to the apparent
availability King George V Playing
Fields, Guisborough and Laurence
Jackson School.
Some of the surplus should be
maintained to support senior
football in the future.
Surplus of -1.5,
estimated to remain the
same by 2026.
Cricket
Deficiency of -5.0,
estimated to increase to
5.1 by 2026.
Rugby
Deficiency of -1.5,
estimated to increase to
-2.5 by 2026.
The surplus is negligible but
should be retained to
accommodate future increases
in participation.
Guisborough
Surplus of 5.0,
estimated to remain the
same by 2026.
RCBC should seek to maintain
this level of provision to allow
for a strategic reserve of
pitches for rest and recovery.
It is important that there is
management of use at overplayed sites whereby play and
training is distributed to underplayed locations.
Junior football
Deficiency of -3.0,
estimated to remain the
same by 2026.
Mini soccer
Deficiency of -0.5
estimated to remain the
same by 2026.
October 2011
There are a significant number of
junior teams, for example
Guisborough Town Juniors FC
playing in this analysis area
on/across adult pitches.
It is vital that all current sites
are protected from
development.
The deficiency of mini-soccer
pitches is negligible and it is likely
that any future requirements could
be satisfied through reconfiguration
of the existing stock.
It is vital that all current sites
are protected from
development.
The undersupply of junior
pitches should be rectified
through a range of methods
including:

The conversion of some
senior pitches into junior
pitches.

Increased community use
of school sites.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Summary of
surpluses/deficiencies
Key issues
Proposed action
Cricket
The deficiency of pitches in the
area comes from Guisborough CC
and mostly relates to the number of
juniors allocated to the pitch.
It is vital that all current sites
are protected and that clubs
are supported to increase the
availability of practice wickets
or artificial wickets for juniors.
Demand for rugby pitches in the
area is high and is reflected in the
large number of teams being
accommodated at Guisborough
RFC.
In the long-term it is likely that
additional pitches will be
needed. Guisborough RFC has
aspirations to develop an area
of land owned by Guisborough
Estates next to the site which
could provide a training/match
pitch to cater for mini/midi
rugby. This would help to
relieve pressure on grass
pitches in the area. Partnership
working with the landowner will
be crucial to the success of this
proposal.
Deficiency of -0.3,
estimated to remain the
same by 2026.
Rugby
Deficiency of -6.0,
estimated to decrease
to -5.1 by 2026.
Marske & Saltburn
As proposed in the LDF/Regeneration Masterplan there is significant housing growth in
this area. This may present an opportunity to provide additional pitch space as specified
below, particularly for junior and mini football pitch provision.
Summary of
surpluses/deficiencies
Key issues
Proposed action
Senior football
Marske & Saltburn has the
fewest senior adult pitches in the
Borough.
RCBC should seek to maintain at
least two senior pitch to
accommodate overplay at other
sites across the area and at least
one pitch as strategic reserve (i.e.
10% of the stock in the area) and
for the fulfilment of latent demand.
Surplus of 5.5,
estimated to remain the
same by 2026.
Senior football is delivered by a
small number of teams and the
TGR for the area is the lowest
across the Borough.
It is important that there is
management of use at overplayed sites whereby play and
training is distributed to underplayed locations.
Junior football
Deficiency of -5.0,
estimated to increase to
-5.1 by 2026.
October 2011
Junior football is strong in the
area and is delivered by clubs
including Saltburn Athletic FC
and New Marske FC.
The undersupply of junior pitches
should be rectified through a
range of methods including:

The conversion of some
senior pitches into junior
pitches.

Increased community use of
school sites.
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PLAYING PITCH STRATEGY
Summary of
surpluses/deficiencies
Key issues
Proposed action
Mini soccer
The deficiency of pitches in the
area comes from New Marske
FC and mostly relates to the
number of mini teams allocated
to pitches at New Marks Sports
Club and Grewgrass Lane.
It is vital that all current sites are
protected from development.
Deficiency of -1.0,
estimated to remain the
same by 2026.
Cricket
Surplus of 0.1 estimated
to remain the same by
2026.
There is slight capacity at New
Marske Sports Club Cricket pitch
to accommodate additional play.
The undersupply of pitches
should be rectified through a
range of methods including:

The conversion of some
senior pitches into junior
pitches.

Increased community use of
school sites.

Utilisation of areas of land on
playing pitches which are
available and suitable in size.
It is vital that all current sites are
protected from development/
The surplus of negligible but
should be retained to
accommodate future increases in
participation.
Redcar
There are major existing areas of informal pitch space not included in the audit, including
The Ings Estate and at the western end of Dormanstown Recreation Ground, plus the
proposed site at Meggits Lane for Dormanstown JFC. These spaces could significantly
increase current pitch stock, thereby reducing pressure on existing senior/junior football
provision.
Summary of
surpluses/deficiencies
Key issues
Proposed action
Senior football
Senior football is strong in the
area. Hence it is important that
some of the surplus is
maintained to support senior
football in the future.
RCBC should seek to maintain at
least one senior pitch to
accommodate overplay at other
sites across the analysis area and
at least a further four pitches as
strategic reserve (i.e. 10% of the
stock in the area) and for the
fulfilment of latent demand.
Surplus of 14.0,
estimated to decrease
slightly to 13.9 by 2026.
However, if the
recommendations are followed
in re-designating adult football
pitches to junior football and
mini-soccer pitches, the level of
underutilised pitches will be
much reduced.
October 2011
It is important that there is
management of use at overplayed sites whereby play and
training is distributed to underplayed locations.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Summary of
surpluses/deficiencies
Key issues
Proposed action
Junior football
There are a significant number
of junior teams, for example
Redcar Athletic FC, Redcar
Town FC and Dormanstown FC
playing in this analysis area
on/across adult pitches.
It is vital that all current sites are
protected from development.
The deficiency of mini-soccer
pitches is negligible and it is
likely that any future
requirements could be satisfied
through reconfiguration of the
existing stock.
The undersupply of mini-soccer
pitches should be rectified
through a range of methods
including:

The conversion of some
senior pitches into minisoccer pitches.

Increased community use of
school sites.

Utilisation of areas of land on
playing pitches which are
available and suitable in size.
It is vital that all current sites are
protected and that clubs are
supported to increase the
availability of practice wickets or
those for juniors on the square.
Deficiency of -3.5,
estimated to remain the
same by 2026.
Mini soccer
Deficiency of -2.0,
estimated to decrease
slightly to 1.9 by 2026.
Cricket
Deficiency of -0.8,
estimated to remain the
same by 2026.
Rugby
Deficiency of -5.0,
estimated to increase
slightly to -5.1 by 2026.
The deficiency is brought about
by the high number of teams
playing at Redcar CC.
The deficiency is brought about
by the high number of teams
playing and training at Redcar
RFC.
The undersupply of junior pitches
should be rectified through a
range of methods including:

The conversion of some
senior pitches into junior
pitches.

Increased community use of
school sites.
In the long-term additional pitches
are needed to support current and
future need.
Management objective (b) - Regularly review and refresh area by area plans taking
account of any improvements in pitch quality (and hence increases in pitch
capacity) and also any new negotiations for community use of education sites in
the future.
It is important that RCBC maintains the data contained with the accompanying Playing
Pitch Database. This will enable RCBC to refresh and update area by area plans on a
regular basis. The accompanying databases are intended to be refreshed on a season by
season basis and it is important that there is cross-departmental working, including for
example, the Countryside Service and the Sports Development Team, to ensure that this
is achieved and that results are used to inform subsequent annual facility development
plans.
Results should be shared with partners across the Borough via a consultative mechanism
such as the PAN.
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Management objective (c) - Rectify inadequacies and meet identified shortfalls as
outlined in the Assessment Report through improvements to the current pitch
stock and ancillary facilities in line with the Action Plan. For example, re-designate
a small proportion of the surplus adult pitches for other sports with an identified
shortfall (e.g. junior football and mini-soccer), where another solution has not been
identified (i.e. access to additional provision).
RCBC and partners should rectify identified inadequacies and meet identified shortfalls as
outlined in the Assessment Report through improvements to the current pitch stock and
ancillary facilities. It is important that the current levels of pitch provision are protected,
maintained and enhanced to secure provision now and in the future.
The enhancement of provision should be viewed against the backdrop of reduced public
funding, including LA budgets, for all community facilities. Lower land and property values
may also restrict the potential to secure contributions from private developers.
Latent demand, national changes in sport participation and proposed housing growth
should be recognised and factored into future facility planning. Assuming an increase in
participation and housing growth occurs, it will obviously impact on the future need for
certain types of sports facilities. Sports development work also approximates latent
demand which cannot currently be quantified (i.e., it is not being suppressed by a lack of
facilities) but is likely to occur. The following table highlights the main development trends
in each sport and their likely impact on facilities. However, it is important to note that
these may be subject to change.
There is latent demand for senior, junior and mini football pitches as well as cricket
pitches. The Sport England Playing Pitch Model (PPM) used in the Assessment Report
highlights an anticipated future surplus of senior and mini football pitches. Whilst these
predictions should not be used in isolation, they are in line with issues highlighted. This
type of surplus is important to overall levels of provision in the context of using senior
pitches to accommodate junior football as multifunctional pitches. Furthermore surplus
pitches allow some to be rested to protect overall pitch quality in the long term. Therefore,
whilst in some instances it may be appropriate to re-designate a senior pitch where there
is no demand identified, a holistic approach should be taken to re-designation for the
reasons cited. The site-by-site action planning will seek to provide further clarification on
where re-designation is suitable.
Table 5.1: Likely future sport-by-sport demand trends
Sport
Future development trend
Strategy impact
Football
Likely that junior clubs will continue to
grow in number and to develop into
large multi-team entities.
Consider re-allocating leases to
Charter Standard clubs with a large
number of teams.
Work with clubs to identify facility
development opportunities.
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Sport
3
Future development trend
Strategy impact
Demand for senior football is also likely
to be sustained by the high levels of
junior participation onward flow of
players and supported by the FA’s
National Strategy. FA targets for growth
are 20,500 new teams by 2012.3
Continually invest in the improvement
of ‘key centres’ to improve ancillary
facilities (see site by site action plan).
Cricket
Clubs have strong and active senior and
junior sections which access a range of
club facilities across the Borough. North
Yorkshire Cricket Board recognises the
gap and is keen to further develop girls’
in the Borough.
A number of clubs with large junior
sections are likely to require access
to additional pitches and to be
supported to make improvements to
ancillary facilities.
Rugby union
There are three rugby union clubs in the
Borough. Guisborough RUFC has
facility development plans which are
likely to support the on-going growth and
development of the club.
RFU Strategic Plan focuses on a 2%
growth year on year until 2013 for
adults.
Existing clubs are likely to field more
teams in the future, and therefore
have a demand for more pitches. It is
important, therefore, to work with
clubs to maintain the current pitch
stock and to support facility
development where appropriate.
Hockey
Membership is generally static at clubs
across the Borough. Redcar Hockey
Club is the only club to field junior
players.
Sport England Facilities Planning
Model identifies a current available
supply of 1.95 pitches, giving a
shortfall of just over two pitches in the
Borough.
Bowls
It is likely that club membership will
remain constant.
Likely that any future increases will
be accommodated on existing
facilities.
Golf
The Active People Survey identifies that
golf participation in Redcar and
Cleveland has increased from 3.63% in
2005/06 to 4.61% in 2009/10.
Tennis
It would appear that all clubs are
currently operating under capacity.
Therefore, it is likely that any increase in
participation will be accommodated at
existing courts in the Borough.
No demand for additional facilities
and a recognition that junior
participation should be encouraged to
support future demand.
Increases in participation can be
achieved through floodlighting courts
to provide additional hours and the
re-surfacing of courts.
MUGAs
MUGAs can support a wide range of
formal and informal participation
opportunities.
The Council has sought to ensure
sufficient access to facilities across
the Borough.
AGPs
Demand for AGPs for football is on the
increase. Provision of 3G pitches can
help to reduce overplay of football and
rugby pitches.
Continue to work with schools and
clubs to identify partnership
arrangements.
Football Association National Game Strategy 2008 – 2012.
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Management objective (d) - Identify opportunities to add to the overall pitch stock
in the Borough to accommodate both latent and potential future demand.
The Council should use, and regularly update, the Action Plan within this Strategy for
improvements to its own pitches whilst recognising the need to support partners including
clubs across the Borough. This Action Plan should list the improvements to be made to
each site. As developer contributions are secured the upgrades can occur. Contributions
should be focused upon both qualitative and quantitative improvements as appropriate in
each analysis area.
Furthermore any potential school sites which become redundant over the lifetime of the
Strategy may offer potential for meeting community needs on a localised basis. Where
schools are closed their playing fields may be converted to dedicated community use to
help address any unmet community needs.
Management objective (e) - Establish an approach to securing developer
contributions which prioritises projects according to a range of core criteria.
It is important that this strategy informs policies and emerging supplementary planning
documents by setting out the Council approach to securing sport and recreational
facilities through new housing development. The guidance should form the basis for
negotiation with developers to secure contributions for the provision of appropriate
facilities and their long term maintenance. A Community Infrastructure Levy (CIL) could
also be used to improve the condition and maintenance regimes on the pitches. A
number of management objectives should be implemented to enable the above to be
delivered:





Continue to ensure that where sites are lost, through development or closure, that
facilities of the same or improved standard are provided to meet the continued needs
of residents.
Where pitches are lost due to redevelopment, re-provision or a contribution for
investment should be sought for elsewhere as appropriate in an accessible location.
Planning consent should include appropriate conditions and/or be subject to a CIL.
A ‘central pot’ for developer contributions across the Borough should be established
to put towards playing pitch facility provision and maintenance, whilst recognising
that contributions will need to be ring fenced for use within the area of the Borough
that they originated.
Where new pitches are provided, changing rooms should be located on site.
Redcar and Cleveland is keen to implement a Community Infrastructure Levy. In order to
effectively develop a CIL, an understanding of the required infrastructure to address the
needs of planned and natural population growth is required. From this evidence base it
will be possible to develop a clear programme of capital investment in playing pitches for
this first 5-year period, including funding streams, through which it will be possible to
identify investment projects that are most appropriately funded by a CIL.
Should delivery of a CIL not be possible for any reason, then the consideration of an
alternative approach will be required in order to address need, such as one based on a
form of S106 tariff. Therefore, a full appraisal of the derivation of local standards and their
application to section 106 calculations is provided as part of this report.
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Management objective (f) - Work with facility providers to establish an approach to
co-ordinate investment to address the community’s needs, to target priority areas
and to reduce duplication of provision.
It is likely that the majority of investment in new provision across the Borough will not be
made by RCBC directly, it is important that it seeks to direct and lead a strategic and coordinated approach to facility development by schools, colleges, sports clubs and the
commercial sector to address community needs whilst avoiding duplication of provision.
In delivering this objective RCBC should maintain a regular dialogue with local partners
and that work continues with sports clubs through the PAN.
OBJECTIVE 2
To address qualitative deficiencies and enhance existing provision to continue to
support high levels of participation.
g.
Adopt a Borough wide quality standard.
h.
Increase the capacity of sites.
i.
Invest in key strategic multi-pitch/sport sites across the Borough which
accommodate the greatest number of teams and are located in the areas of
highest population density including for example Smiths Dock Park.
j.
Projects should improve pitch/surface quality as a priority and improvements to
ancillary facilities including changing accommodation and parking.
k.
Secure developer contributions wherever possible to improve the quality of
existing outdoor playing fields in the Borough and provide new ones where a
shortfall has been identified or is predicted to be significant in the future.
Management objective (g) – Adopt a Borough wide quality standard
To support achievement of this objective RCBC should adopt the following quality
standard for provision, to be achieved by 2026:
‘All outdoor sports facilities should be rated as good quality4’
This standard, based on an achievable target using existing quality scoring to provide a
baseline, should be used to identify deficiencies and hence investment should be
prioritised to those sites which fail to meet the proposed quality standard (using the site
audit database, provided in electronic format). The policy approach to these outdoor
recreation facilities achieving these standards should be to enhance quality and therefore
the planning system should seek to protect them.
4
Based on the SE ‘Towards a Level Playing Field’ toolkit assessment and achieving 65% score.
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Good quality refers to facilities that have, for example, good grass cover, an even
surface, are free from vandalism, litter etc, have access for disabled people and are
supported by good quality ancillary facilities including changing accommodation, toilets
and car parking. Please refer to the Sport England quality assessment carried out in the
Assessment Audit.
Management objective (h) – Increase the capacity of sites
RCBC and partners should work to deliver improvements to pitch sites which are rated as
average quality or below. This will assist in increasing the capacity of sites across the
Borough. Those sites which require capacity improvements include those sites identified
as poor quality in the Assessment Report.
Management objective (i) – Invest in key strategic multi-pitch/sport sites across the
Borough which accommodate the greatest number of teams and are located in the
areas of highest population density including De Brus Centre, Eston Recreation
Ground and Smiths Dock Park.
Consultation highlighted a number of key sites across the Borough. These are the sites
which are considered to be the most popular. They need to be high quality in order that
they can accommodate a sufficient number of matches per week. Partners should extend
this provision model to recognise the supply and demand issues identified throughout the
Assessment Report (i.e. current levels of overplay) and the investment necessary to
improve all sites in the area based on current levels of usage. The identification of sites is
based on strategic importance in a Borough-wide context (i.e. they accommodate the
majority of play). In addition, there are a number of sites which have been identified as
accommodating both senior and junior matches, sometimes concurrently. Not only could
such sites require a mixture of mini, junior and senior pitches, but they also require splitlevel ancillary facilities, in order to maximise their usage at all times.
Management objective (j) – Projects should improve pitch/surface quality as a
priority and improvements to ancillary facilities including changing
accommodation and parking
It is vital that local clubs and organisations have access to the best facilities possible,
both to accommodate current levels of participation and to stimulate new activity. These
facilities must meet the minimum specification requirements set out by governing bodies
of sport, leagues/competitions as well as (as far as possible) meet the aspirations of
sports clubs in the Borough.
There are some key sites that have poor quality facilities. The lack of (or poor) quality
facilities is not conducive to retaining existing players nor attracting new participants.
Consultation suggests that it is one of the primary reasons limiting participation, as many
clubs identify latent demand.
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Due to local authority budget constraints, it is clear that, across the life of this strategy,
not all of those sites currently without changing facilities can be upgraded to have suitable
changing facilities. Furthermore in some locations the provision of changing
accommodation is not economic or efficient. It is therefore important to prioritise those
sites which, by upgrading the changing facilities, will have the greatest impact on the
largest number (and variety) of teams. The following sites should therefore be considered
short-term priorities for partners to upgrade the changing facilities:
Table 5.4: Short-term priority sites for changing facilities
5
Site
Analysis
area
Current
quality5
Comments
Recommendation
Lakes
Estate
Playing
Field
Redcar
N/A
The site is not current
serviced by a changing
pavilion. RCBC are in
the process of replacing
but may need to seek
additional funding from
the Football Foundation.
Work to ensure that access
to changing rooms is
secured.
Eston
Recreation
Ground
Greater
Eston
N/A
The site is not current
serviced by a changing
pavilion.
Work to ensure that access
to changing rooms is
secured.
De Brus
Playing
Fields
East
Cleveland
Excellent
Insufficient level of
changing provision to
accommodate the
number of teams at
peak times (i.e.
weekend usage).
Work with Skelton United
to increase changing at the
site which will also help to
increase the capacity of
pitches.
Grangetown
Youth
Centre
Greater
Eston
Average
Grangetown YCC
Juniors & Grangetown
Boys Club FC has plans
to improve the changing
facilities.
Work with the clubs based
at the site to upgrade
changing accommodation.
Mount
Pleasant
East
Cleveland
Poor
Changing provided in
temporary porta cabin
structures.
New purpose build
changing facility required,
suitable for males/females
with separate junior/senior
areas and which is of an
appropriate size and
satisfied league
requirements.
North
Skelton
Playing
Fields
East
Cleveland
Average
Changing facilities do
not comply with football
league requirements
(i.e. Saturday).
Work with Saltburn Town
FC to upgrade the
changing at the site to
support the development of
Club.
Based on either KKP site assessments or information from consultation.
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In order to improve the overall quality of the playing pitch stock, it is necessary to ensure
that pitches are not overplayed beyond recommended weekly carrying capacity (Sport
England suggests that a good pitch can accommodate two matches per week). This is
determined by assessing pitch quality and allocating a weekly match limit to each.
Sites played beyond capacity may require remedial action to help reduce this, for
example at Eston Recreation Ground where pitches scored as poor and are overplayed
due to poor pitch quality. Whilst this works both ways in so much as poor pitch condition
is a symptom of pitches being played overcapacity, potential improvements may make
sites more attractive and therefore more popular. Hence creating a continuous cycle of
overplay. There is a need to balance pitch improvements alongside the transfer of play to
alternative pitch sites.
Management objective (k) – Secure developer contribution wherever possible to
improve the quality of existing outdoor playing fields in the Borough and provide
new ones where a shortfall has been identified or is predicted to be significant in
the future
Partners, led by RCBC, should ensure that developer contributions are directed to areas
of need, underpinned by a robust strategy for improvement in playing pitch and outdoor
sports facilities.
OBJECTIVE 3
To maximise access to outdoor sports facilities across the Borough.
l.
Adopt accessibility standards.
m. Work in partnership with local schools to maintain, improve and encourage
community use of school facilities.
n.
Secure tenure and access to sites across the Borough for high quality,
development minded clubs through lease arrangements.
Management objective (l) – Adopt accessibility standards
Community access to outdoor sport and recreation facilities in Redcar & Cleveland is
important. The use of accessibility standards enables the identification of areas of
deficiency. Accessibility in this instance refers to the distance to travel to provision, rather
than to access for disabled people. The methodology used to identify catchment areas
takes data from user surveys and takes the distance from which the majority of users
have travelled to reach sites. The results are rationalised into walking, cycling and for
larger sites, public transport and/or driving distances. The approach used adopts 5, 10,
15 or 20 minute travel times and converts them into distances using typical walking,
cycling, and public transport or driving times. Taking both into account, we have then
recommended a 15 minute walk time distance threshold is applied to outdoor sports in
Redcar & Cleveland. This standard has then been used to map pitch and non-pitch
facilities to identify deficiencies.
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Figure 5.2: Pitch facilities with a 15 minute walk time
Figure 5.3: Pitch facilities with a 15 minute drive time
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Through application of a fifteen minute walk time, it is evident that whilst the main
settlement areas (which thus correlate with the patterns of population density) are well
served by playing pitch facilities, with only minor gaps in provision.
Application of a 15 minute drive-time suggests that the vast majority of the Borough is
well served by pitch provision, with the exception of the southernmost tip of Guisborough
Analysis Area and a small proportion of Redcar Analysis Area.
Figure 5.4: Non pitch facilities with a 15 minute walk time
Again through application of a fifteen minute walk time, it is evident that the outskirts of
main settlement areas are not well served by non-pitch facilities, the main gaps remain in
the more densely populated areas of Greater Eston and Redcar analysis areas, though to
a more extent than the gaps identified for pitches, and some small areas of Marske &
Saltburn and East Cleveland.
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Figure 5.5: Non pitch facilities with a 15 minute drive time
Application of a 15 minute drive-time mirrors the deficiencies of pitch facilities and shows
the whole Borough is well served by non pitch provision and indeed is likely to service
significant areas of neighbouring authorities include Scarborough, Hambleton and
Middlesbrough.
However, it is important to note that whilst adults are able to travel further to access
provision there is a need for more localised provision to support participation for younger
players and hence a walk time catchment is widely considered to be more appropriate for
all facility types.
Management objective (m) – Work in partnership with leisure services and local
schools and colleges to maintain, improve and encourage community use of
school facilities
Colleges, secondary schools, and indeed primary schools where the facilities exist, have
an important role in a playing pitch strategy. It is not uncommon for school pitch stock not
to be fully maximised for community use. Even on established dual use sites, community
access to outdoor sports facilities is limited. The Assessment Report identified several
issues relating to the use of school facilities:
 Community use is limited and often based on informal agreements between
individual schools and clubs.
 There is no strategic guidance as to which clubs are allocated the use of playing
pitch facilities (i.e. in accordance with a strategic need).
 School facilities are, in general, unattractive to community clubs (e.g., because of the
lack of ancillary facilities).
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 There are no identified standard community use agreements between clubs and
schools for outdoor pitches.
 There are management issues inherent in developing, implementing and managing
dual-use agreements. Advice and guidance can be obtained from Sport England’s
Planning Bulletin 16 – School Sites and Community Provision (2004).
(www.sportengland.org/planningkitbag).
During the production of this assessment the Building Schools for the Future (BSF)
programme has been revoked by the Government. The programme had sought to provide
a new range of shared sports facilities in Redcar & Cleveland to help meet both the
current and future needs of the area. It is therefore advocated that a similar programme
be developed in partnership with the Council, local schools, School Sports Partnerships
and sports clubs to secure the long term use of school sites for public use.
Where appropriate, it will be important for schools to negotiate and sign formal and longterm agreements that secure community use. This should be supported by Redcar and
Cleveland’s Leisure Services for sites including Laurence Jackson School and Rye Hills
School. The proposals in this document, therefore, need to be examined against these
issues:
 Whilst BSF presented an opportunity to deal with some of the issues outlined above
it is important to note that it is not the only solution and should only be seen as one
part of the strategic approach to the future provision of outdoor sports facilities.
 The analysis provides a clear indication of the future pitch requirements and provides
a basis for partners to negotiate.
It is recommended that a working group, led by a partner from the education sector (i.e.
through the School Sports Partnership) but supported by a range of other sectors
including sport and leisure, is established to implement the strategic direction in relation
to the increased use of school facilities. This should incorporate the following
representation:





Sports development officers.
Partnership development manager(s).
PE/Education officers.
Individual school representative.
Parks/grounds maintenance professionals.
Broadly speaking, its role should be to:
 To better understand current community use, practices and issues by ‘auditing’
schools.
 Identify and pilot one school/club formal community use agreement with a view to
rolling out the model across the area.
 Ensure that funding to improve the quality of the facilities is identified and secured.
 As part of any agreement secure a management arrangement for community access,
which does not rely on existing school staff structures.
 Ensure that pitch provision at schools meets the needs of the local community and
contributes towards overcoming deficiencies in the area (as identified in the
assessment above).
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Management objective (n) - Secure tenure and access to sites across the Borough
for high quality development minded clubs through lease arrangements
As well as improving the quality of well-used, local authority sites, there are a number of
sites which have poor quality (or no) ancillary facilities. These have not been included in
the list identified in Table 5.4 as they are used by a single club on a season-by-season
basis. Such sites are therefore considered the ‘home ground’ of the club, despite not
always having a long-term lease. It is recommended that security of tenure should be
granted to the clubs playing on these sites (minimum 20 years) so the clubs are in a
position to apply for external funding to improve the ancillary facilities.
There is already an effective leasing system in place in Redcar & Cleveland which should
be used as the foundation for is further development. There is potential for a number of
sites in the Borough to be leased to sports clubs and/or organisations. Each club will be
required to meet service and/or strategic objectives set out by the Borough Council.
However, an additional set of criteria should be considered, which take into account the
quality of the club, aligned to its long term development objectives and sustainability.
In the context of the Comprehensive Spending Review, which announced public spending
cuts, it is increasingly important for the Council to work with voluntary sector
organisations in order that they may be able to take greater levels of ownership and
support the wider development and maintenance of facilities. To facilitate this, the Council
should support and enable clubs to generate sufficient funds to allow this.
Table 5.5: Recommended criteria for lease of sport sites to clubs/organisations
Club
Site
Clubs should have Clubmark/FA Charter
Standard accreditation award.
Sites should be those identified as tier C sites
for new clubs (i.e. not those with a Boroughwide significance) but which offer
development potential. For established clubs
which have proven success in terms of selfmanagement tier A and B sites are
appropriate.
Clubs commit to meeting demonstrable local
demand and show pro-active commitment to
developing school-club links.
Clubs are sustainable, both in a financial
sense and via their internal management
structures in relation to recruitment and
retention policy for both players and
volunteers.
Ideally, clubs should have already identified
(and received an agreement in principle) any
match funding required for initial capital
investment identified.
Clubs have processes in place to ensure
capacity to maintain sites to the existing
standards.
As a priority, sites should require capital
investment to improve (which can be
attributed to the presence of a
Clubmark/Charter Standard club).
Sites should be leased with the intention that
investment can be sourced to contribute
towards improvement of the site.
An NGB/RCBC representative should sit on a
management committee for each site leased
to a club.
RCBC will further recognise the value of Clubmark/Charter Standard by adopting a policy
of prioritising the clubs that are to have access to these better quality facilities. This may
be achieved by inviting clubs to apply for season long leases on a particular site as an
initial trial.
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Club outcomes for self-management agreements
RCBC should establish a series of core outcomes to derive from clubs taking on a lease
arrangement to ensure that the most appropriate clubs are assigned to sites. As an
example outcomes may include:




Increasing participation.
Supporting the development of coaches and volunteers.
Commitment to quality standards.
Improvements (where required) to facilities, or as a minimum retaining existing
standards.
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OBJECTIVE 4
To ensure that unmet current demand and future demand is accommodated through
planned increases in provision.
o.
Adopted a tiered approach to the management and improvement of facilities which
allows for facility developments to be programmed within a phased approach
including ancillary facilities such as changing accommodation and car parking.
p.
To use the findings of the Strategy to provide an evidence base for the Local
Development Framework to secure new provision from new development in the
Borough.
Management objective (o) – Adopt a tiered approach to the management and
improvement of facilities which allows for facility developments to be programmed
within a phased approach including ancillary facilities such as changing
accommodation and car parking
Redcar & Cleveland has a small number of ‘key centres’, which are sites which are
considered to be the most popular and therefore need to be of a high standard in order
that they can accommodate a sufficient number of matches per week. This applies mainly
to football pitch hire. However, RCBC should extend this provision model to recognise the
supply and demand issues identified throughout the Assessment Report (i.e. current
levels of overplay) and the investment necessary to improve all sites in the Borough
based on current levels of usage. The identification of sites is based on their strategic
importance in a Borough-wide context (i.e. they accommodate the majority of play). In
addition to this, there are a number of sites which have been identified as accommodating
both senior and junior matches, sometimes concurrently. Not only could such sites
require a mixture of mini, junior and senior pitches, but they also require split-level
ancillary facilities, in order to maximise their usage at all times.
In the context of developing a tiered model approach to the management of sports
facilities, Redcar & Cleveland has a large number of multi-team junior clubs which place a
great demand on the pitch stock across the Borough. Therefore, there are a number of
sites which are still owned and maintained by the local authority, but are actually booked
by the clubs for the entire season. The sites are then recognised as the ‘home ground’ of
the club. Such sites are fundamentally different from those which can be hired on a
regular basis because they are, in effect, ‘allocated’ to a certain club and management
responsibility, in terms of allocating teams to pitches, is transferred to the individual club.
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Table 5.6: Proposed tiered site criteria
Tier A
Tier B
Tier C
Tier D
Key centres
Senior/junior sites
Club sites
Strategic reserve
Strategically placed in
the Borough context.
Strategically placed in
the local and Borough
context.
Strategically placed in
the local context.
Strategically placed in
the local context.
Could accommodate
more than five
pitches/courts.
Could accommodate
more than three
pitches/courts.
Could accommodate
more than one
pitch/court.
Likely to be singlepitch/court sites with
limited demand.
Can serve a range of
sports.
Can be single sport
provision.
Can be single sport
provision.
Supports informal
demand and/ or
training etc.
Management control
remains within the
local authority or with
an appropriate club
on a lease
arrangement.
Management control
remains within the
local authority or with
an appropriate club
on a lease
arrangement.
Club either has a
long-term lease on
site, or hires the pitch
for the entire season.
Held as strategic
reserve.
Good quality ancillary
facility on site, with
sufficient changing
rooms to serve the
number of pitches.
Adequate changing to
accommodate both
senior and junior
teams concurrently or
which specifically
serve one or the
other.
Maintenance can be
either by the club or
remain with the local
authority.
Maintenance should
remain with the local
authority or other
management body.
Tier A sites are sites that have been identified as having Borough-wide significance.
These are the identified ‘key centres’ and are often multi-pitch sites catering for more than
one type of sport and on a weekly basis cater for a high level of play. They should be
maintained to a high standard, although in some instances improvements in the quality of
these pitches will relieve pressure on football pitches across the Borough and increase
the capacity and adequacy of the pitch stock. It is recommended that tier A sites are
continually improved in order to preserve their status as the key football sites in the
Borough. As multi-pitch sites they should be able to accommodate all types of football
concurrently, including male/female mixed mini-soccer, junior male/female 11-a-side
football and senior male/female, as well as small-sided football if deemed appropriate (in
the form of MUGAs etc.). As a consequence, the following recommendations relate to all
tier A sites:
 All sites should have segregated changing facilities with suitable shower facilities.
 All sites should have dedicated changing facilities for junior, male and female teams
that are of sufficient size and quality for the target user group. It is vital that the
changing rooms should be totally secluded for a range of obvious reasons, including
child protection issues etc.
 A mixture of senior, junior and mini-soccer pitches should be located on tier A sites to
actively encourage a cross-section of teams to make use of the facilities. The types
of pitches should be driven by local deficiencies in pitch types as highlighted in the
Assessment Report.
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REDCAR & CLEVELAND BOROUGH COUNCIL
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It is therefore anticipated that a significant amount of the annual maintenance budget, and
any available capital investment (planning gain etc.) should be spent on such sites. Due
to the recommendations highlighted above, any initial investment is considered to be at
least a medium-term priority.
Tier B sites recognise the growing emphasis on dedicated football venues catering for
both senior and junior (especially mini-soccer) matches. The conditions recommended for
junior football are becoming more stringent. This should be reflected in the provision of a
unique tier of pitches for junior football solely that can ensure player safety, as well as
being maintained more efficiently. At present, there are no dedicated junior and minisoccer sites in the Borough. It is anticipated that both junior and mini-football matches will
be played on these sites. Initial investment could be required in the short term.
Additionally, it is considered that some financial investment will be necessary to improve
the ancillary facilities at tier A and B sites in order that they complement the pitches in
terms of access, flexibility (i.e. single-sex changing if necessary), quality and that they
meet the rules and regulations of local competitions. They should be designated as
medium priority for investment.
As previously referenced, tier C sites refer to those sites which are hired to clubs for a
season, or are sites which have been leased on a long-term basis. The level of priority
attached to them for Council-generated investment is relatively low and consideration
should be given, on a site-by-site basis, to the feasibility of a club taking a long-term lease
on the site, in order that external funding can be sought. It is possible that sites could be
included in this tier which are not currently hired or leased to a club, but have the potential
to be leased to a suitable club. Such sites will require some level of investment, either to
the pitches or ancillary facilities, and is it anticipated that one of the conditions of offering
a hire / lease is that the club would be in a position to source external funding to improve
the facilities.
Tier D sites are those which are to be made available as strategic reserve which could be
used for summer ‘friendly’ matches, training purposes or informally. They could be singlepitch sites with limited usage, or have no recognised current usage.
Management objective (p) - To use the findings of the Strategy to provide an
evidence base for the Local Development Framework to secure new provision from
new housing development in the Borough
This is important as the assessment has provided the evidence base to justify protecting
facilities to meet existing/future needs and therefore the development of appropriate
policies through the LDF to secure protection, are required.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
OBJECTIVE 5
To support the development of local sports clubs to meet their needs within the
Borough.
q.
Support high levels of participation at clubs which contribute to the achievement of
sports development objectives.
r.
Work with local clubs which have achieved quality accreditation to, where relevant,
identify and secure facility improvements, appropriate sites for new facility
development and funding opportunities.
Management objective (q) – Support participation at clubs which contribute to the
achievement of sports development objectives
It is important that sports development objectives, to some extent, dictate and are
embedded within the outcomes of the Strategy. To this end, the following objectives are
suggested for use to monitor and evaluate the future sustainability, and relative success,
of facility projects which are identified and supported:




Increasing participation.
Raising standards.
Workforce development.
Improving facilities.
Management objective (r) - Work with local clubs which have achieved quality
accreditation to, where relevant, identify and secure facility improvements,
appropriate sites for new facility development and funding opportunities
RCBC should adopt a policy/charter which supports quality accredited clubs
(http://www.clubmark.org.uk/files/images/clubmark-charter-large.gif). Clubmark and FA
Charter Standard helps clubs to achieve their own aims and ambitions and to support the
complementary objectives and targets of partners in local authorities, schools/school
sport partnerships and other community agencies.
Support to quality accredited clubs may include offering discounted facility hire and
priority bookings slots as well as assembling bespoke benefits packages incorporating
free or reduced cost access to courses.
The adoption of a charter as policy also benefits partners:
 Grow: Research suggests that Clubmark clubs are better equipped to drive and
manage increased levels of participation; particularly, but not solely, for young
people.
 Meeting targets: Having Clubmark clubs to work with will assist local authorities and
SSPs to achieve targets for youth participation and school-club links.
 Parental confidence: Being seen to actively address issues such as equity and child
protection gives parents confidence when considering or choosing a club for their
children - thus helping to boost introductory participation.
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REDCAR & CLEVELAND BOROUGH COUNCIL
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 Sustaining participation levels: Clubmark stimulates innovation and improvements
to how clubs cater for junior (and all) members. The culture it promotes boosts the
morale of players and ensures that volunteers are recognised for their contribution.
 Continuous improvement: Accreditation encourages clubs to adopt better, more
organised systems and structures, helping them to run more effectively and
efficiently.
 Coaches and coaching: Research suggests Clubmark clubs both deploy more, and
work harder to develop the skills of, coaches. This leads to better quality provision
and improved player performance.
 School-club links: Increasingly, schools are seeking guarantees of quality and the
presence of child-friendly systems and procedures. Clubmark clubs are the first
invited to work with local school sport partnerships and individual schools. Teachers
and schools staff are actively encouraged to signpost pupils to them.
Management objective (s) – Support local clubs to demonstrate sustainability
Local sports clubs should be supported to have demonstrable sustainability across a
range of areas including management, membership, funding, facilities, volunteers and
partnership working. For example, the Council should continue to support club
development and encourage clubs to develop evidence of business plans and sports
development plans to generate an income through their facilities. All clubs should be
encouraged to register as Community Amateur Sports Clubs (CASC) 6. Clubs should also
be encouraged to work with partners locally whether volunteer support agencies or linking
with local businesses.
6
http://www.cascinfo.co.uk/cascbenefits
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
5.1: Sport specific objectives
Sports development objectives should also guide delivery of sports specific objectives
and should be read within the context of the summary findings identified by the
Assessment Report.
FOOTBALL OBJECTIVE
To meet identified deficiencies in junior and mini football provision.
Senior football
 Protect the current playing pitch stock.
 Work with clubs to ensure that sites are not played beyond their capacity and
encourage play, where possible, to be transferred to alternative venues which are not
operating at capacity.
 The anticipated surplus of senior pitches should be considered in contributing
towards addressing the current and future deficit of junior and mini pitches.
 Where appropriate, develop lease arrangements with large, sustainable,
development-minded (i.e. Charter Standard) clubs to manage their own ‘home’ sites
thus facilitating club development. This could include varying levels of shared
management between the club and the local authority. Development and
management criteria need to be established in order to maintain the viability and
financial security of these sites.
 Continue to support clubs in the management and identified improvements to their
provision.
 Maximise community use of education sites.
 Work with clubs to secure potential sites to accommodate latent demand identified.
 Support clubs with facility development aspirations through the planning and
application stages as far as possible.
Women and girls’ football
 Invest in central venue sites able to accommodate anticipated growth in girls’ football.
 Increase the quality and standard of changing rooms to accommodate segregated
changing.
Junior boys’ football
 Work towards meeting likely future deficiencies in junior pitches by also utilising pitch
provision at school sites. Encourage greater use of primary school sites to cater for
mini-soccer demand and ensure site security and access to changing facilities is
enhanced.
 Work with clubs to achieve Charter Standard accreditation. As a target the Borough
should work to achieve at least 75% (form the current baseline of 53%) of youth and
mini teams playing within a Charter Standard football club (in line with National
targets) by 2012.
 Where appropriate, develop lease arrangements with large, sustainable,
development-minded (i.e. Charter Standard) clubs to manage their own ‘home’ sites
thus facilitating club development. Development and management criteria need to be
established in order to maintain the viability and financial security of these sites.
 Improve the quality and capacity of existing pitch stock.
October 2011
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Mini football
 Meet likely future deficiencies in mini pitches by utilising senior pitches in areas of
oversupply and creating more pitches where land is available.
 Increase the quality and standard of changing rooms to accommodate segregated
changing.
 Encourage greater usage of primary school sites to cater for mini-soccer demand.
CRICKET OBJECTIVE
To maintain current provision levels and quality but work to increase access to single
team club pitches for those clubs expressing demand.
 Encourage Premier Clubs to establish partnerships/agreements with Category B
clubs.
 Support clubs to develop their ancillary facilities to further meet local needs.
 Ensure that any facilities developed support opportunities for senior women’s and
junior girl’s competitive cricket.
 Increase the quality of cricket pitches where necessary.
 Encourage and support development of junior girls’ and women’s cricket.
 Support clubs to develop and improve practice facilities.
 Support the development of cricket informally within parks in the Borough.
RUGBY OBJECTIVE
To work towards meeting identified deficiencies and increase quality as required.
 As a priority, support club development plans to increase the capacity of sites,
particularly to accommodate junior and mini-rugby.
 Work with Guisborough and Redcar rugby clubs to support facility development
plans.
 Encourage and support development of junior girls’ and women’s’ rugby.
HOCKEY OBJECTIVE
To maintain current levels of provision.
 Work to ensure that plans are in place to maintain AGP quality in the long term.
 Work to make quality improvements to AGPs to address current issues.
BOWLS OBJECTIVE
To support and encourage junior bowls development in order to sustain future
participation levels in the sport.
 Support clubs to improve green quality.
 Increase the quality and standard of changing rooms to accommodate segregated
changing.
 Ensure bowling greens and pavilions are safe, secure facilities.
 Encourage clubs to increase membership levels.
 Support and encourage clubs to provide pay and play opportunities.
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PLAYING PITCH STRATEGY
GOLF OBJECTIVE
To support clubs to develop facilities and improve course quality and to promote the
sport to junior members.
 Support club development plans.
 Support National Governing Body and club plans to promote the sport to junior
members.
 Encourage and support clubs to deliver the Community Links programme to help to
increase junior participation.
 Improve the safety of courses through appropriate access controls which will help to
reduce levels of vandalism on courses.
TENNIS OBJECTIVE
To work with clubs to make plans to accommodate future increases.
 Work with clubs to make plans to accommodate future increases.
 Where demand exists, support tennis clubs to improve court quality and/or install
floodlighting (in order to increase the capacity) of existing tennis court provision.
 Continue to support and encourage junior development at key tennis clubs in order to
increase participation levels in the sport.
 Where necessary, improve the quality of education courts (at Nunthorpe and Eston
Park schools) as a priority and at local authority sites where necessary (King George
V Playing Fields, Guisborough).
ATHLETICS OBJECTIVE
To improve and maintain current provision.
 Quality of the athletic track facilities should be maintained and improved as required.
 Further support club and school athletic activities through school club links.
MUGA OBJECTIVE
To consolidate the existing stock.
 Continue to maintain existing stock to current standards through a rolling programme
of maintenance.
 Through sports development provide regular animation of MUGAs to encourage use
and to support participation in sport and physical activity.
 Consider opportunities to increase the capacity of facilities through floodlighting
(subject to resources).
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
EDUCATION OBJECTIVE
To work with schools to encourage greater community use, particularly for mini-football
at appropriate sites.
 Secure existing community use through implementation of formal community use
agreements where they are not currently in existence in order to provide sustainable
community access. In particular, the following should specifically have agreements in
place: Redcar College (Corporation Road site) Freeborough College, Eston Park
School, Gilbrook College, Nunthorpe Comp, St. Peter's Roman Catholic Comp.,
Bydales College, Sacred Heart School.
 Ensure appropriate access to changing provision on school sites to support
community use.
 Despite the revocation of the BSF programme the Borough should, where feasible,
work to make improvements to sports pitch facilities.
October 2011
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
PART 6: ACTION PLAN
6.1: Introduction
The Action Plan does not identify all quality improvements required. Specific details on how
this is best achieved can be found in the accompanying assessment database.
Prioritisation of improvements should be led through the annual maintenance planning
programme.
Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).
6.2: Justification of sites within the action plan
The Action Plan details policy options relating to individual sites and the need to enhance
and develop new provision. The following criteria have been used to identify priorities and
justify the inclusion of sites within the Action Plan. Just one of the following may apply:
 A project is currently underway to enhance the existing site and/or funding has been
secured.
 An evaluation of site use is required as it is of poor quality and is reportedly
underused.
 The desired action is small scale, short term and will enhance the quality of current
provision, whilst aiding community use.
 The importance of the site is identified in other strategies.
6.3: Management and development
The following issues should be considered when undertaking site development or
enhancement:
 Financial viability.
 Security of tenure.
 Planning permission requirements and any foreseen difficulties in securing
permission.
 Gaining revenue funding from planning contributions in order to maintain existing
sites.
 Gaining planning contributions to assist with the creation of new provision where
need has been identified.
 Analysis of the possibility of shared site management opportunities.
 The availability of opportunities to lease sites to external organisations.
 Options to assist community groups to gain funding to enhance existing provision.
 Negotiation with landowners to increase access to private strategic sites.
The following tables set out a series of recommended actions relating to sport and site
specific issues within the Borough.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Area by area specific action plan
The Action Plan has been created to be undertaken over a fifteen-year timescale. The information within the Assessment Report, Strategy and
Action Plan will require updating as developments occur. It is not feasible to include all sites with identified development issues. Only sites,
which meet the criteria listed above, have, therefore, been included.
East Cleveland
Summary of surplus and deficiency East Cleveland
Football
Current
Senior
2.5
Junior
-2.5
Mini
1.5
2026
2.4
-2.5
1.5
Cricket
Rugby union
0.5
Senior
-
Junior
-
Mini
-
0.5
-
-
-
Total pitches
2.0
2.0
Currently there is a significant under supply of junior pitches in East Cleveland. This is not uncommon, but RCBC should aspire to provide
formal junior pitches to meet demand. This shortfall could be reduced by remarking a proportion of senior football pitches as juniors.
Site
De Brus
Centre
Skelton
Cricket Club
October 2011
KKP
ref
103
91
Management
RCBC (leased
to Skelton
United on a
monthly license)
Skelton Cricket
Club
Issue to be resolved
Recommended actions
Key site accommodating a large
number of teams and is located in an
area of highest population density.
Site is underplayed due to poor
quality as a result of unofficial use
creating additional wear and tear.
Insufficient level of changing
provision and car parking to
accommodate the number of teams
at peak times (i.e. weekend usage).
Good quality site which has some
spare capacity.
Work with Skelton United to improve both the
quality of the pitches and ancillary facilities such as
changing facilities and increasing the car parking
provision.
S
Increase the number of teams using the site.
S
Final Strategy: Knight Kavanagh & Page
Priority
52
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
KKP
ref
27
Management
Moorsholm
Cricket Club
25
Moorsholm
Cricket Club
Carlin How
Bowls Club
105
Loftus Cricket
& Athletic Club
66
Carlin How
Working Mens
Club
Loftus Cricket &
Athletic Club
North Road,
Loftus
October 2011
RCBC
Issue to be resolved
Recommended actions
Priority
Good quality site with access to
changing provision which offers
spare capacity.
Old pavilion in need of replacing. It
has secured planning permission
and has match funding in place
towards the proposed development.
Good quality bowling green.
Current standard should be maintained and
considered for lease.
S
Support the club to secure match funding to replace
the pavilion.
M
Current standard should be maintained.
S
Poor quality football pitches and
dilapidated tennis courts no longer in
use.
Old wooden pavilion in poor quality.
Support the Club to reinstate the football and tennis
courts to offer community use.
L
Work with the Club to explore funding opportunities
to improve the pavilion.
Final Strategy: Knight Kavanagh & Page
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Greater Eston
Summary of surplus and deficiency Greater Eston
Football
Senior
Junior
Mini
Current
15.0
-4.5
2.5
2026
14.9
-4.5
2.5
Cricket
Rugby union
Total pitches
Senior
Junior
Mini
-5.0
-2.5
-0.5
-
9.0
-5.1
-2.5
-0.5
-
8.7
Currently there is a significant under supply of junior pitches in Greater Eston. This is not uncommon, but RCBC should aspire to provide
formal junior pitches to meet demand. This shortfall could be reduced by remarking a proportion of senior football pitches as juniors and using
available land at pitch sites for junior pitches. There is also an undersupply of cricket pitches.
There is also a deficiency of senior and junior rugby pitches. Again greater use of school pitches could address this deficiency.
Site
Eston
Recreation
Ground
Harcourt
Road, South
Bank
7
KKP
ref
7
16
Management
RCBC
South Bank
Community
Football
Association
Issue to be resolved
Recommended actions
Priority
Key site with two senior football pitches
played beyond capacity due to poor
quality. Site accommodates a large
number of teams and is located in an
area of highest population density.
The site is not current serviced by a
changing pavilion.
There is significant spare capacity at the
site.
The Club has aspirations to compete at
Step 7 and would like the site to comply
with Step 7 minimum ground grading
requirements.
Improve the quality of the pitches (remedial action
required) which will increase the capacity.
M
As a high priority, work to ensure that access to
changing rooms is secured.
S
To address the shortfall of junior pitches RCBC
should work with clubs in the area to establish the
need for junior pitches and consider the
conversion of senior pitches to junior.
M
Work with South Bank Community Football
Association to meet minimum Step 7 Ground
Grading requirements7.
http://www.thefa.com/Leagues/NationalLeagueSystem/GroundGrading
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
KKP
ref
24
Management
Smiths Dock
Park
Grangetown
Youth &
Community
Centre
Ormesby Hall
CC
Middlesbrough
Football in the
Community
(MFIC)
Normanby Hall
CC
October 2011
Issue to be resolved
Recommended actions
MFIC
There is significant spare capacity at the
site.
To address the shortfall of junior pitches RCBC
should work with MFIC to establish the need for
junior pitches and consider the conversion of
senior pitches to junior.
S
38
South Park
Rangers FC
The site should become a focus for the Dog
Warden Service in the enforcement of the Dog
Fouling Act.
Work with the Club to investigate accommodating
a small car parking area on the site.
Support the Club with its long term aspiration to
develop a training facility and additional pitches.
L
50
RCBC
Key site accommodating a large number
of teams and is located in an area of
highest population density.
Litter/dog fouling and lack of car parking
is a regular issue on the site.
South Park Rangers FC long term
aspiration is to develop a floodlit artificial
training pitch and is currently identifying
potential sites. It is in discussions with a
local landowner of agricultural land
(located next to Smiths Dock Park) to
purchase the site which could potentially
accommodate a floodlit training facility
and additional pitches.
Good quality site which offers spare
capacity.
Deficiencies expressed for junior pitches could be
addressed through conversion of the senior
football pitch to junior pitches.
S
102
National Trust
Poor access and drainage and car
parking is limited.
Any pitch/facility development plans would be at
the discretion of the landowner. However, work
with the landowner and club to improve the quality
and accessibility of the site.
M
109
Normanby Hall
CC
Low quality site assessed as below
average (particularly the square).
Work with the Club to address issues with the
pitches and secure access to covers.
M
Final Strategy: Knight Kavanagh & Page
Priority
55
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
Eston Park
School
October 2011
KKP
ref
121
Management
RCBC
Issue to be resolved
Recommended actions
The School recently re-surfaced its rear
playing fields with new drainage and
grass. The fields are now re-opened and
accommodates 3 adult football pitches at
the front (previously 2 football and 1
rugby), 3 adult rugby pitches and 1 adult
football at the back (previously open
space).
Work with the School to encourage greater use of
its rugby pitches which will help to address the
shortfall of senior rugby pitches in Greater Eston.
Final Strategy: Knight Kavanagh & Page
Priority
S
56
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Guisborough
Summary of surplus and deficiency Guisborough
Football
Senior
Junior
Mini
Current
5.0
-3.0
-0.5
2026
5.0
-3.0
-0.5
Cricket
Rugby union
Total pitches
Senior
Junior
Mini
-0.3
-5.0
-2.5
-1.8
-8.1
-0.3
-5.1
-2.5
-1.8
-8.3
Currently there is a significant under supply of senior rugby pitches in Guisborough. This is not uncommon, given that rugby teams are training
and playing on competitive pitches. Furthermore, there is a shortfall of junior and mini football pitches. This shortfall could be reduced by
remarking a proportion of senior football pitches as juniors and using available land at pitch sites for mini-soccer pitches. There is also a slight
undersupply of cricket pitches. However, it is likely that the current supply of pitches, particularly Boosbeck Playing Fields can accommodate
the shortfall in the area. There is also a slight deficiency of junior and mini rugby pitches. Again greater use of school pitches could address
this deficiency.
Site
Boosbeck
Playing Field
KKP
ref
45
Management
Issue to be resolved
Recommended actions
Priority
Boosbeck
Playing Fields
Association
Users report demand for cricket sight
screens, covers and practice facilities on
site.
The football pitch has been assessed as
poor quality and as a result is slightly
overplayed.
Work with clubs to develop cricket provision on the
site.
Improving the quality would increase the capacity of
the site and reduce the extent of overplay.
M
Wandhill
Playing Field
41
RCBC
Good quality site which is played to
capacity.
Maintain current levels of quality and play.
S
King George
V Playing
Fields,
Guisborough
43
RCBC
Multi pitch site offering good quality
sporting provision. However, the tennis
courts are of poor quality.
Work with Guisborough Tennis Club to identify
funding opportunities to enhance the quality of the
tennis courts.
To address the shortfall of junior pitches BC should
work with clubs in the area to establish the need for
junior pitches and consider the conversion of senior
pitches to junior and mini-soccer.
M
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
Laurence
Jackson
School
KKP
ref
58
Management
School
Guisborough
RFC
14
Guisborough
RFC
Guisborough
Cricket Club
12
Guisborough
Cricket Club
October 2011
Issue to be resolved
Recommended actions
Potential to develop better links and
facilities (including practice facilities) at
Laurence Jackson in partnership with
Guisborough CC.
As a focus club for the ECB, it should be supported
to secure funding for practice provision. This may
also help to reduce levels of overplay at the site.
M
Good quality track. However, areas of the
track require attention and suffer from
moss from overhanging trees.
The site is significantly overplayed.
Guisborough RUFC has extensive facility
plans which include pitch improvements,
increasing the number of changing rooms
and renovation of the clubhouse facility.
The Club is operating at capacity.
Work with users of the track (i.e. New Marske
Harriers) to improve the track surface.
M
Work with the Club to secure access to additional
training/match pitches which will help to reduce
levels of overplay on its home ground pitches.
Support the Club to secure funding for facility
development plans.
As a focus club for the ECB, it should be supported
to access additional pitch provision to support junior
girls’ cricket and any future growth.
L
Final Strategy: Knight Kavanagh & Page
Priority
M
58
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Marske & Saltburn
Summary of surplus and deficiency Marske & Saltburn
Football
Senior
Junior
Mini
Current
5.5
-5.0
-1.0
2026
5.5
-5.1
-1.0
Cricket
Rugby union
Total pitches
Senior
Junior
Mini
0.1
-
-
-
-0.4
0.1
-
-
-
-0.5
Currently there is an under supply of junior and mini pitches in Marske & Saltburn, particularly junior. This is not uncommon, but RCBC should
aspire to provide formal mini and junior pitches to meet demand. This shortfall could be reduced by remarking a proportion of senior football
pitches as juniors and using available land at pitch sites for mini-soccer pitches. There is also a small oversupply of cricket pitches. However, it
is likely, this will be absorbed by future participation rates in the area.
Site
Huntcliff
School
New Marske
Sports Club
Grewgrass
Lane, New
Marske
October 2011
KKP
ref
19
Management
26
New Marske
Sports Club
47
RCBC
New Marske FC
Issue to be resolved
Recommended actions
The pitches are played over capacity.
Work with teams using the site to identify
alternative pitches to accommodate overplay.
S
Good quality site which has some spare
capacity.
The senior team competes in the Wearside
League (National League Step Seven) and
is currently top of the division. However, its
current site does not meet the facility
requirements of the National League
System Step Six.
Good quality site which has some spare
capacity.
Work with New Marske Sports Club to
increase the number of teams using the site.
S
Support the Club to explore funding
opportunities to develop the site to meet
minimum facility requirements of the National
League System Step Six.
M
The site can also be used to accommodate
play from sites which are currently played
overcapacity.
M
Final Strategy: Knight Kavanagh & Page
Priority
59
REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
Saltburn
Cricket,
Tennis &
Bowls Club
KKP
ref
92
Management
Issue to be resolved
Recommended actions
Saltburn
Cricket, Tennis
& Bowls Club
Multi sports site offering indoor and outdoor
sporting provision.
Saltburn TC is in the process of re-instating
the grass courts which will primarily be
used for recreational tennis.
Latent demand for better quality changing
provision and/or segregated changing
rooms.
The Club is in the process of trying to
purchase a local authority owned site on
Hob Hill Lane, Saltburn, to accommodate a
25 bay driving range with practice
additional practice facilities.
Work with Saltburn TC to develop its tennis
provision to offer both recreational and
competitive tennis facilities.
L
Work with the Club to upgrade the quality of
changing provision.
M
Work with the Club to investigate the demand
for a driving range facility in the Borough.
M
Marske
Cricket Club
93
RCBC
Saltburn Golf
Club
114
Saltburn Golf
Club
October 2011
Final Strategy: Knight Kavanagh & Page
Priority
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Redcar
Summary of surplus and deficiency Redcar
Football
Senior
Junior
Mini
Current
14.0
-3.5
2.0
2026
17.3
7.1
8.0
Cricket
Rugby union
Total pitches
Senior
Junior
Mini
-0.8
-5.0
-3.0
-1.5
6.2
-5.0
-1.7
-1.5
-0.8
27.4
Currently there is a significant oversupply of senior and mini pitches in Redcar. This is not uncommon, but RCBC should aspire to provide
formal junior pitches to meet demand. This shortfall could be reduced by remarking a proportion of senior football pitches as juniors pitches.
There is also a minor undersupply of cricket pitches. However, it is likely, given some improvement to pitch quality at Corus Sports & Social
Club for example, that capacity can be increased to accommodate shortfalls in the area on the current supply of pitches. Redcar CC should be
encouraged to use spare capacity at Corus Sports & Social Club.
There is also a significant deficiency of senior, junior and mini rugby pitches. Again greater use of school pitches could address this deficiency.
Site
Corus Sports
& Social Club
October 2011
KKP
ref
2
Management
Corus Sports &
Social Club
Issue to be resolved
Recommended actions
The site is the homeground of
Dormanstown Football Club.
The site management has plans to
reduce the number of football
pitches to two due to the quality of
the cricket outfield being affected
from football usage. As a result, the
Club has identified an area of land
(formerly used for housing) and is
in discussions with RCBC to
secure a long term lease on the
site.
Work with Dormanstown FC to secure access to
additional pitches via a long term lease.
Final Strategy: Knight Kavanagh & Page
Priority
M
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Site
Green Lane,
Redcar
KKP
ref
11
Management
Redcar Athletic
FC
Redcar
Community
College
Redcar RFC
31
RCBC
33
Redcar RFC
Rye Hills
School
Redcar Town
FC
34
RCBC
111
Redcar Town
FC
October 2011
Issue to be resolved
Recommended actions
Facility development plans include
developing the senior pitch to
comply with Step Six (FA)
requirements, artificial training pitch
and additional grass pitches to
accommodate current and future
demand.
Good quality pitches.
Good quality site with spare
capacity.
Support the Club to explore funding
opportunities to deliver its facility development
plans.
Ensure the pitch quality is maintained.
M
Work with the College to develop greater
community use of the sites
S
Site is overplayed as a result of the
large number of teams using the
pitches for training.
Site is overplayed.
Work with the Club to explore opportunities to
access education sites to accommodate
match/training fixtures.
Work with the School to identify alternative sites
to accommodate overplay.
Partners should work with the Club to explore
funding opportunities to develop the facilities.
Further investigation should be carried out on
demand for a small sided AGP.
The site should become a focus for the Dog
Warden Service in the enforcement of the Dog
Fouling Act.
S
Facility development plans include
provision of a small sided AGP,
development of a clubhouse facility
and provision of stand.
Dog foul is an issue on the site.
Final Strategy: Knight Kavanagh & Page
Priority
S
M
S
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
PART 7: SETTING PLAYING PITCH STANDARDS
7.1: Introduction
The Council has for a number of years used the ‘6 acre standard’ of FIT (Fields in Trust old NPFA), which requires a minimum of 6 acres (2.4ha) of outdoor play and recreation
space for every 1,000 people.
Within the Communities DPD Preferred Options, the Council sets out the following
quantity standards, which the Council will aim to provide, maintain and improve open
space, sport, recreation and community facilities to achieve:
 0.8 hectare per 1,000 people in Loftus, Lingdale and Brotton.
 0.9 hectare per 1,000 people in Redcar, Grangetown, South Bank, Eston, Normanby
and Ormesby.
 1.0 hectare per 1000 people in Guisborough, Boosbeck, Saltburn, Marske, New
Marske and Skelton.
 One full-size floodlit synthetic turf pitch per 35,000 people.
Broadly speaking, the current pitch stock generally meets these quantity standards.
However, taking this analysis a step further to identify within the pitch stock, adequate
and inadequate provision and levels of latent demand in the area, makes the standard
significantly more representative of the local situation. By factoring in this information a
‘qualitative local standard’ is recommended for consideration. That is to say a local
standard that takes into account local qualitative information.
The qualitative local standard is calculated by adding the hectarage of pitch stock
available for community use to the identified shortfall/surplus of pitches (latent and future
demand) and applying it to potential future population growth.
Playing pitch standards have been calculated in line with Sport England guidance set out
in ‘Towards A Level Playing Field’. Within this report local standards or ‘local aspirations
targets for provision’ in hectares per 1,000 population are derived as follows:
Existing provision
(within this a
recognition of ‘poor
quality’ provision)
October 2011
+
Additional
provision to meet
current unmet
demand (latent
demand
identified
through
consultation)
+
=
Local aspirational target
for provision (per 1,000
population - taking
into account
population projections
for 2026)
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
The Assessment Report divides Redcar & Cleveland into five analysis areas. These have been adopted to allow more localised assessment of
provision, examination of open space/facility surplus and deficiencies and local circumstances and issues to be taken into account. The
following example calculation is applied to calculate how much provision per 1,000 people is needed to strategically serve Redcar & Cleveland
in the future.
Table 7.1: Local standards calculations
Analysis area
Current
provision
(ha)
Current
population
Current
standard
(ha per 1,000
population)
Provision to
meet latent
demand (ha)
Total future
provision
(ha)
Standard
based on
current
demand
A
B
C
D
E
A+D
F
A/Bx1,000
E/Bx1,000
Future
Total new
population
provision
requirement by
(2026)
2026 (ha)
G
H
(FxG/1,000)-A
The current level of provision (column A, B, C)
The current level of provision is calculated using the information collected and is presented earlier within the Assessment Report and analysed
using the playing pitch project database.
Deficiencies (column D)
Latent demand
Latent demand is defined as the number of teams that could be fielded were access to a sufficient number of pitches available. Consultation
reveals that several clubs currently consider themselves to have latent demand, which they cannot meet due to lack of access to good quality
facilities. The table below provides a summary of latent demand identified across Redcar & Cleveland and feeds into the standards
calculations.
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REDCAR & CLEVELAND BOROUGH COUNCIL
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Table 7.2: Summary of latent demand
Analysis area
Pitches
Football
Total hectarage
Cricket
Rugby
Senior
Junior
Mini
All
Senior
Junior
Mini
East Cleveland
1.5
4
-
-
-
-
-
4.68
Greater Eston
-
1.5
-
2
-
-
-
4.43
Guisborough
-
-
-
1
-
-
-
1.60
Marske & Saltburn
0.5
-
-
-
-
-
-
0.70
Redcar
1.5
4.5
-
-
-
-
-
5.79
Redcar and Cleveland
3.5
10
-
3
-
-
-
17.20
Total future provision (column E)
This is calculated by adding latent demand (converted into hectares) to the total hectarage of current provision.
Target standards (column F)
Current population is applied to total future provision required to provide target standards by analysis area.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Future population growth (column G)
The Office of National Statistics has recently produced long term population projections. They project forward the midyear estimates of
population for 2004 and give an indication of future trends by age and gender for next 25 years. Current total Borough population is 138,036
ONS (2008 mid-year population estimates).
ONS population projections (2009 – 2026) show that by 2026 (to fit with the Core Strategy and the Regional Spatial Strategy) the Borough
population is projected to be 139,416. Although a fairly small increase, this takes account of households leaving the Borough and still shows
the reversal of a long-established trend of overall population decline in Redcar and Cleveland.
This equates to a total increase of 1,380 or 1%, which has been applied to each analysis area to reflect the population projections at a local
level:
Analysis areas
East Cleveland
Greater Eston
Guisborough
Marske & Saltburn
Redcar
REDCAR & CLEVELAND
Estimated Population
2008 (ONS)
1%
increase
to 2026
Future population
(2026)
23,776
39,813
19,949
19,474
35,024
138,036
238
398
199
195
350
1,380
24,014
40,211
20,148
19,669
35,374
139,416
The projections are trend based projections and do not take into account future local, regional or national policy and strategies.
Total new provision (column H)
Target current standards are then applied to the future estimated population growth per area to tell us how much provision per 1,000 people is
needed to strategically serve Redcar & Cleveland until 2026.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
7.2: Redcar and Cleveland outdoor sports pitch standards
The following table summarises the recommended local provision standards for outdoor sports in Redcar & Cleveland. Target standards
provide a guideline about how much provision per 1,000 people is needed to strategically serve the Borough until 2026.
Table 7.5: Redcar & Cleveland outdoor sports8 pitch standards
Analysis area
Current
provision
(ha)
Current
population
Current
standard
(ha per 1,000
population)
Provision to
meet latent
demand
(ha)
Total future
provision
(ha)
Standard
based on
current
demand
Future
Total new
population
provision
requirement by
(2026)
2026 (ha)
East Cleveland
19.27
23,776
0.81
5.38
24.65
1.04
24,014
5.63
Greater Eston
38.47
39,813
0.97
4.43
42.90
1.08
40,211
4.86
Guisborough
23.71
19,949
1.19
1.60
25.31
1.27
20,148
1.85
Marske & Saltburn
13.73
19,474
0.71
0.70
14.43
0.74
19,669
0.84
Redcar
49.99
35,024
1.43
5.79
55.78
1.59
35,374
6.35
REDCAR & CLEVELAND
145.17
138,036
1.05
17.90
163.07
1.18
139,416
19.53
It is important that all levels of analysis are kept up to date approximately every three years. In line with Sport England recommendations in
Towards A Level Playing Field and that RCBC has a current audit and assessment of provision in order to respond appropriately to the needs
of the local community. The recommended standard for planning is the standard based on current demand.
8
Includes all outdoor sports facilities (i.e. pitches, courts and greens are included).
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
7.3: Developer contributions
It is important that this document further informs policies and emerging supplementary
planning documents by informing the approach to securing outdoor sport facilities through
new housing development. The CIL, as an incoming funding mechanism for securing and
allocating developer contributions is a more structured and strategic approach than S106.
If successful it will constitute a ‘central pot’ for contributions for outdoor sports facilities.
This guidance should form the basis for negotiation with developers to secure
contributions for the provision of appropriate facilities and their long term maintenance.
Contributions could also be used to improve the condition and maintenance regimes of
the pitches. A number of management objectives should be implemented to help enable
the above to be delivered:
 Continue to ensure that where sites are lost, through development or closure, that
facilities of the same or improved standard are provided to meet the continued needs
of residents.
 Capital receipts from disposals of playing pitch facilities should be ring-fenced
specifically for investment into other playing pitch facilities. They should be invested
in accordance with the aims of the Strategy.
 Where new pitches are provided, changing rooms should be located on site.
The requirement for outdoor sports provision should be based upon the number of
persons generated from the net increase in dwellings in the proposed scheme, using the
average household occupancy rate of 2.4 persons per dwelling as derived from the
Census 2001. On this basis 1,000 persons at 2.4 persons per household represents 417
dwellings.
The first stage is to calculate the total number of persons in the development (dwellings in
the development multiplied by 2.4 (persons per dwelling). For example, 500 dwellings at
2.4 persons per household represent 1,200 persons.
The next stage is to calculate the hectarage required for the development. This is
calculated by multiplying total persons in the development by the target local standard for
the analysis area where the development is taking place and dividing the total by 1,000.
For example, 1,200 persons multiplied by 1.80 (Guisborough Analysis Area) and divided
by 1,000 equals 2.16 hectares required.
Based on the figure that a senior football pitch (including run off) is 0.64 hectares9, this
would equate to, for example, two senior and two junior football pitches. For full
breakdown of playing pitch sizes used in this report, please refer to the Appendix.
In addition to the standards calculations, the deficiencies and surpluses in provision
identified within the PPM should also be taken into account, in terms of identifying where
(by analysis area) provision is required. Please refer to the relevant pages within the sport
by sport sections at the beginning of this report.
9
Dimensions of a senior football pitch have been taken from Sport England’s cost guidance (100 x
64m = 6,400 sqm or 0.64 ha).
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
Calculation:
Number of
dwellings
x 2.32
Local
standard
x
=
(÷ 1,000)
Hectares
required for
the
proposed
development
=
Changing rooms
In the Borough, poor quality pitches are unable to accommodate the maximum number of
weekly matches. In certain cases, this is due to either lack of changing facilities or current
changing provision being poor quality. All playing pitches should be served by suitable,
good quality ancillary facilities; these should be located in close proximity to the playing
area.
To achieve an increase in participation in sport and physical activity in the Borough, it is
imperative that in addition to the need to secure developer contributions for pitch
provision, contributions should also be sought for improving and providing changing room
accommodation using the following guidelines:
 Figures based on the sports facility costs from Sport England for the 2nd quarter of
this year
http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/planni
ng_kitbag.aspx
 Therefore the calculations below would need to change each quarter.
 Changing provision requirements are reliant on the number of pitches not the size of
pitches. Changing facilities are required for new pitches, whether they are on or off
site.
Example 1: Calculation for off site contribution for playing pitches:
Hectares
required
(Based on Redcar
and Cleveland
standard)
/
6,400sqm (or
0.64ha)
(typical area of
grass pitch
identified by Sport
Eng for
calculation
purposes)
x
£75,000
(cost of grass
pitch per 6,400sqm
as identified by
Sport England for
calculation
purposes)
=
£
off-site
contribution
=
£
off-site
contribution
Example 2: Calculation for off site contribution for changing rooms:
No. of Pitches
(Need 2 team
changing room
per pitch)
x
£555,000
(cost of 4 team
changing room as
identified by Sport
England for
calculation
purposes)
/
2
(based on 2 teams
per pitch)
NB – the total figures do not include land value contribution or commuted sum for future
maintenance.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
PART 8: MONITORING AND REVIEW
It is important that there is regular monitoring (i.e. quarterly) and review against the
actions identified in the Strategy.
The Council can monitor on an annual basis changes in the supply and demand for
facilities by updating the assessment database with changes to site and team information.
This is important as regular monitoring of changes in supply and demand can avoid the
need for a complete review of the Strategy after three years.
A Playing Pitch Strategy should be subject to a full review every three years under Sport
England recommendations. However, regular monitoring of key supply and demand data
can extend the life of the Playing Pitch Strategy to five years.
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REDCAR & CLEVELAND BOROUGH COUNCIL
PLAYING PITCH STRATEGY
PART 9: CONCLUSIONS
The Playing Pitch Strategy seeks to provide guidance for planning decisions made across
the Borough in the eleven years up to 2026. By addressing the issues identified in the
Assessment Report and using the strategic framework presented in this Strategy, the
current and future sporting and recreational needs of Redcar & Cleveland can be satisfied.
The Strategy identifies where there is a deficiency in provision and identifies how best to
resolve this in the future.
It is important that this document is used in a practical manner, is engaged with partners
and encourages partnerships to be developed, to ensure that playing pitches and outdoor
sports facilities are regarded as a vital aspect of community life and which contribute to the
achievement of Redcar & Cleveland Council’s corporate.
The production of this Strategy should be regarded as the beginning of the planning
process. The success of this Strategy and the benefits that are gained are dependent upon
regular engagement between all partners involved and the adoption of a strategic
approach. The Strategy is intended to be flexible and regularly updated using the
accompanying database tools provided.
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