New Sports Centre Project

1. New Sports Centre Project

2. History • ‘Old Gym’ and Munrow Sports Centre • Subsequent developments: 1970s, 1990s, 2000s • Growing constraints: • Size • Quality • Maintenance • Late 90s / early 2000s Plans

3. Current Project ~ History £m R R R V • Wish list • Phased • Existing / new site

4. = Frustration ! ! ! • Requires . . . . . • Persistence + Patience + Resilience • Clarity of Vision / Purpose • Beware those bearing gifts ! • Be ready to capitalise on the opportunities

5. Change of Climate • Revised Vision & Strategy for Sport • March 2009: Sport Summit • Senior Decision-makers • New VC / UEB + new Pro-Chancellor •  Academic strategy for sport • University Strategic Plan • Sport’s role • Consistency with UBS strategy • Estate Masterplan / University Reserves • Student Fees , student experience critical • Sport the priority

6. UoB Investment Drivers Enhance recruitment (student & staff)  Higher quality experience Support sporting talent & performance (BUCS ranking) Enhanced national & international reputation  community engagement Improve long-term financial sustainability of sport Support teaching & research

7. Features of the Project • Clear vision & strategy for sport • Location, Location, Location

8. Features of the Project • Clear strategy & vision for sport • Location, Location, Location • Robust business plan • Constantly evolving • Independently reviewed • Market analysis (evidence base) • Facility mix/design matches market segmentation • Balance between participation & performance • Balance between student, staff, alumni & community • What market are we in ?

9. Facility Design • Architects • Client engagement • Knowledge & research • Visiting other facilities . . . . and managing colleagues’ views • Clear principles and facility brief (what & why) • Compromises ! • Maximum use of space, and flexibility • Compliance with SpEng ‘guidelines’ • Only one chance to get it right !

10. LIFE CYCLE COSTS ARE LOCKED IN EARLY Facility Design 100% determined cost 95% 85% 75% 70% knowledge of the design CUMULATIVE LIFE CYCLE COST 50% 50% incurred cost 25% 18% 7% 1% TIME conceptual design preliminary design detail design production product use

11. Business-Financial Plan • Good business proposition for University • £50m capital  £1.5m pa saving on revenue • Includes all utility costs, maintenance & renewals • Excludes student club support • Key features: • Location (Campus-City-Region) • Size of university • Surrounding market • Market analysis / gaps • Delivers key outcomes for UoB

12. Fundraising • £5m • Partnership with DARO • Scepticism • Time demands • Proposition(s) • Capital (naming rights) v revenue • Building networks, identifying ‘champions’ • Breaking new ground for sport fundraising

13. Managing Change • Client engagement • User / community consultation • Short- and long-term planning • Consultation • Take the whole team on a journey, led by a clear vision • Engage the team from the outset ~ regular briefings • Bold leadership • Ownership / responsibility • New business / customer service culture • Not everyone will complete the journey

14. Learning Points • “ It will take over your life” !! ~ Spin many plates • Politics & people . . . . . . & opportunities • Manage expectations 360° • Tests out team / members • Excitement v anxiety about the future (new world) • Requires patience, persistence & resilience • Holding ground v compromise • Client/team engagement = responsibility for the outcome • Devil’s in the detail (166 RDSs !) • 2½ years to go