New Sports Centre Project

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

Current Project ~ History Wish list Phased Existing / new site £m RRRV

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

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

UoB Investment Drivers 1.Enhance recruitment (student & staff)  Higher quality experience 2.Support sporting talent & performance (BUCS ranking) 3.Enhanced national & international reputation 4.  community engagement 5.Improve long-term financial sustainability of sport 6.Support teaching & research

Features of the Project  Clear vision & strategy for sport  Location, Location, Location

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 ?

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 !

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

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

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

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

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