KKP has joined forces with Edge Architects to provide a Consultancy Advice Clinic at Leisure Industry Week. Whether you need advice on facility design, business planning, funding support or help with sports development planning, you can ask us anything....

Q: How do we use BSF most effectively to improve our facilities?

A: Number one is pre-emptive planning to audit current provision and identify need. This baseline evidence is vital to inform strategies for change and other key plans for facility development. Once you are absolutely clear about what is needed for the school and the community the facility is to serve, the key is to ensure that school master-planning designs practical and affordable community use in, rather than out; beware that the desire for ‘beautiful buildings' does not over-ride practical management factors. Following this, there are facility mix and programming aspects to consider.

For more detailed information, contact Dave

Q: As a local authority, how do we ensure that our PPG17 evidence is kept up to date and our staff can use it as an everyday tool?

A: Build in updating capacity: As standard, KKP provides its clients with a user friendly, database that holds all the data from our PPG17 audit and assessment. As part of our service we come to your workplace and deliver a training session on operating and updating the database and how you can get the most out of it!

For more detailed information, contact Claire

Q: How can I get the most out of consultants?

A: A clear understanding of what you want to address, a tight brief and good preparation. Helping the consultant to gain access to the right people and other resources means that the work is (or should be) conducted efficiently and that findings and recommendations are based on solid foundations. And don't forget communication. We believe it is important to work with and not just for our clients. Strong trust based relationships cannot be under-estimated. Although we can't speak for all consultants, at KKP we all take professional pride in the quality of our work at every level. Long after a commissioned project is delivered our clients know we are available to offer formal and informal advice and support.

For more information, read about us

Q: What should a business plan for a new leisure centre include?

A: The key elements incorporate income and expenditure projections, sports development and marketing action plans. A solid business plan should be built on a detailed programme of activities that you propose to implement. It is important then to apply realistic occupancy and take-up rates for each programmed hour, which build on the activity, time of day and year. The programme also affects the staffing structure that will be employed at the facility, which will be your main costs. It is also important to plan for realistic growth in income and expenditure; and ensure you have thought about all the incidentals, as they can add up to a lot! Finally, don't forget to plan ahead and include life-cycle costs for key equipment and activity areas.

For more information, see our business planning page

Q: What techniques do you use to audit built facilities?

A: We use our own criteria for the auditing of facilities. These have been developed referencing legislative requirements, Towards a Level Playing Field, NGB and other specialist guidance. Our criteria incorporate assessment of quantity, quality and accessibility.

For example, when rating accessibility we consider public transport provision, parking, signage, position and the condition of entrance areas/routes as well as evaluation in the context of people with special needs.

For more information, see our indoor and built facilities assessments page

Q: With imminent cuts in local government budgets - how can we safe guard allocations for sport?

A: Ensuring that before cuts are made that the elected members and senior officers involve actually understand what will be lost: quality performance management is the only answer. It is feasible to justify need and demonstrate the value for money offered by sport via imoact evaluation. This relies on understanding where you start (the creation of baseline data) and illustrating the difference that council investment and intervention makes; demonstrating success. With the right guidance, this 'intelligent information' is part of a continuous process where - by knowing what works best you improve activity targeting and hence further improve results....and deliver even better value for money!

For more information, see our performance management page

Q: Locally derived standards or national benchmarks, which is best?

A: National standards tend to be dated, urban biased and too general. KKP's resident expert on this subject, Claire Fallon, strongly endorses the emphasis on locally derived standards to protect and enhance the local environment. We work hard with planners to embrace this new system and many realise and strongly endorse what quality plans can do; in particular to secure developer contributions. The introduction of local development frameworks (LDFs) clearly signifies the growing recognition of the value of this new way of shaping local communities.

For more detailed information, contact Claire

Q: How can I cut the cost of running my facility?

A: Unfortunately the main cost of any sports facility is the staffing, and is therefore the first thing to get cut. However, this is often done in isolation from a programme review, which, in fact should be the first thing. That is not to say cutting the programme, but manipulating it so that operational efficiencies can be achieved. After this, it is important to consider from all angles how efficient the facilities operate (e.g. energy, maintenance, etc,). However, one of the key ways of reducing the deficit on a facility is to increase the income....you may be surprised but in some cases this is not given any consideration!

For more information, see our business planning page

Q: Is setting up a trust or contracting with a private operator the most cost effective way of managing sports facilities?

A: It is true to say that a trust and ‘hybrid' private sector partnership achieve national-non-domestic rates and VAT savings. However, consideration needs to be given to the longer term sustainability of the service and it is important for Councils not to see this as a ‘dash for cash'

For more detailed information, contact Dave