sportscotland Estates Strategy

Transcription

1 Estates Strategy

2 Estates Strategy EXECUTIVE SUMMARY Introduction This Estates Strategy supersedes the previous sportscotland Asset Management Plan which described Caledonia House and the National Centres, most recently published in Due to the significant changes to the structure of sportscotland and its emerging business priorities, an entirely fresh approach has been taken in the development of an Estates Strategy for 2010/15. This new strategy has been developed from a review of core sportscotland documents including the Corporate Plan and an assessment of the workforce requirements to support the delivery of business plan objectives and current legislation. Purpose sportscotland has established a clear strategic direction as detailed in its Corporate Plan for The purpose of this Estates Strategy is to describe how the sportscotland estate (including the National Centres) will be used and developed to support and enable the delivery of the Corporate Plan and associated annual business plans. The Executive Summary provides a high level view of the Strategy, with further sections and appendices providing additional detail which may be of interest to the reader. Vision The sportscotland estate will provide a high quality physical environment in which the organisation can achieve and develop its core objectives as the National Agency for Sport. The development of the estate will contribute to the Scottish Government s efficiency and environmental targets and seek to demonstrate value-for-money and appropriate levels of return on capital investment. The estate will provide an environment which is fit for purpose for staff, visitors and customers alike. Aims The Estates Strategy aims to: provide suitable, fit-for-purpose accommodation for staff, co-located partners, customers and clients which reflects the values, character and reputation of sportscotland ensure that the estate meets all current legislative requirements ensure the most efficient use of available space to maximise the value of the sportscotland estate through exploring and exploiting opportunities for collaboration and co-location ensure that the development of the estate reflects the principles of sustainability, innovation and environmental efficiency ensure that the operation of the estate demonstrates value-for-money 2

3 Existing Estate ensure that the vision for the estate is supported by adequate investment and that such investment is protected and demonstrates appropriate levels of return in terms of value-add. All sportscotland (Scottish Sports Council) owned properties are entered onto a computerised fixed asset register, which incorporates the 100% owned Trust Company which owns Glenmore Lodge, Inverclyde and Cumbrae National Centres. As the National Agency for sport in Scotland, sportscotland requires to be based in and function out of a range of locations which reflect the six regional partnership areas in Scotland, the HQ function and the role of the National Centres. The sites covered by this strategy which comprise the sportscotland estate are: Headquarters Building 5, Doges, Templeton on the Green, Glasgow Caledonia House - South Gyle, Edinburgh Glenmore Lodge National Centre - Aviemore Inverclyde & Cumbrae National Centre Largs and Cumbrae sportscotland Institute of Sport Stirling The Strategy also includes reference to the offices which form the Regional Offices, which are based in partner premises. A view on the fitness for purpose of each of the sportscotland sites is provided in Sections 1 to 6 of this document, as summarised below (table to be completed using 2009/10 costs when available): Site Tenure Net Internal Area (m2) Templeton Leased Condition Running Costs (2009/10) 849 Excellent Caledonia Owned 3,090 Excellent House Glenmore Owned 5,163 Good Lodge Inverclyde Owned 9,674 Fair Cumbrae Owned 1,193 Good Stirling Leased 845 Excellent Running Costs m2 (2009/10) Energy Costs m2 (2009/10) The condition ratings are based on an internal subjective view of the fitness for purpose of the building against its current and short-term needs and required investment as follows: Excellent fit for purpose in respect of immediate and short-term needs with no significant investment requirements 3

4 Good fit for purpose in respect of immediate and short-term needs with some investment required (typically 1-2 years average maintenance spend) Fair fit for purpose in respect of immediate and short-term needs only with some investment (typically 2-3 years average annual maintenance spend) Poor fit for purpose in respect of immediate and short-term needs only with significant investment (typically four years or over average maintenance spend) The preliminary ratings set out in the table are only indicative and any plans to address current shortcomings would require individual business plans demonstrating how any potential investment would generate a return which would be framed in financial terms, and additional sport participation and/or performance outputs. In addition, sportscotland works in partnership with a range of Universities and Local Authorities as part of its Regional Infrastructure (encompassing the Area Institutes). Access to accommodation and services are provided through various formal agreements as follows: West Palace of Art, Glasgow East Heriot Watt University, Edinburgh Highland Inverness Grampian Aberdeen Sports Village Tayside & Fife Dundee University Central Stirling University and Falkirk Stadium A view on the fitness for purpose of the accommodation at the above sites is provided in Section 7 of this document, this includes potential developments to meet the ongoing move towards achieving the benefits of co-location with other sporting bodies and seeking where possible economies of scale. Legislative Compliance & Sustainability As a Non Departmental Public Body, sportscotland requires to ensure that its properties meets various pieces of legislation and guidance including: The Health and Safety at Work etc Act 1974 Disability Discrimination Act Scottish Environment Protection Agency (SEPA) Regulations Building (Scotland) Act 2003 Building (Procedure)(Scotland) Act 2004 as amended In order to assure itself in this respect, early in 2010/11 a series of Mechanical & Engineering, Equity and Health & Safety compliance audits will be undertaken in each of the sportscotland wholly owned and/or occupied sites. The outputs of these activities will be used to inform the prioritisation of future development activities and associated investment. In addition, sportscotland requires to have in place an Environmental Management System which demonstrates compliance with current Scottish Government guidance in this respect. In 2009 the Climate Change Scotland Act was introduced and whilst at the time of writing this Strategy specific guidance was awaited from the Scottish Government the organisation commissioned a series of Environmental Performance 4

5 Certificates in early 2010 for each of its main sites to assist in ensuring compliance with the Act. In addition, a specific sustainability audit was carried out at Glenmore Lodge, the outcome of which is anticipated in April Development and Delivery of the Strategy This Strategy has been developed by the Head of Office Support Services in consultation with colleagues across the various sportscotland sites. Its ongoing development, implementation and monitoring will be overseen by the Estates Strategy Board. The Strategy will be delivered through the implementation of a series of site specific building maintenance plans and individual capital projects which will be established on an annual basis (as part of the organisation-wide business and investment planning process), agreed by the Estates Strategy Board and approved by the Strategic Management Team. All capital investment projects will be supported by comprehensive business cases which demonstrate the potential/planned levels of return on investment, e.g. increased participation/utilisation/occupancy rates, increased revenue generation, etc. Annual investment plans will form part of the overall budget plans considered by the sportscotland Board and the Trust Board. Potential future developments are outlined in the strategy on a site-by-site basis and will be considered annually on an organisation-wide prioritised basis by the Strategic Management Team, as proposed by the Estates Strategy Board. The Head of Office Support Services will lead and monitor delivery at an operational level on behalf of the Estates Strategy Board, the Centre Principals are responsible for the delivery of the actions as appropriate to their sites in line with the Strategy. It is recognised that the delivery of the strategy and associated projects will require a range of appropriately skilled and knowledgeable people to be identified on an organisational, site by site and project by project basis. The Estates Strategy Board will comprise: Director of Corporate Services Stuart Ogg Head of Office Support Services Alison Boyd Head of Facilities Mark Cowan Head of Finance Gordon Mavor Business & Operations Manager Alastair McCall Head of Pathways Forbes Dunlop Centre Principal - Bob Kinnaird Centre Principal John Kent Measuring Success Feedback will be sought from users (staff and visitors) across all sites during the currency of the strategy on the quality and fitness for purpose of the estate and seek to demonstrate year-on-year improvement against a range of key performance indicators as follows: Number of workstations per staff member 5

6 Utilisation rates for all meeting rooms/lecture theatres (measured as a ratio of available sessions across the week) Utilisation rates for dining rooms (measured as a ratio of available covers across the week) Occupancy rates for all bedroom accommodation (measured as a ratio of available bed nights) Utilisation rates for all sporting facilities (measured as a ratio of available hours) Cost of estate management function (people) Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years Total building operation costs (revenue) per square metre net internal area User satisfaction average score. Based on the performance against these key performance indicators, we will review annually the operational costs of maintaining and managing the estate in order to demonstrate best value and financial efficiency (including the delivery of any anticipated cost savings). The key performance indicators used align to those in the CIPFA value-for-money national benchmarking exercise which allows comparisons with other public bodies. This activity will also provide a view on the fitness for purpose of the estate in consideration of business planning activity and associated developments. Building maintenance plans will be established for each of the sportscotland wholly owned and/or occupied sites and the first year of the Strategy will seek to provide baseline information for future plans and efficiency savings. This information will in turn inform the annual investment plans and associated prioritisation across the estate. The environmental efficiency of the estate will be measured annually in order to demonstrate the impact of our environmental management system and associated objectives. Early in 2010/11 Energy Performance Certificates will be procured for each sportscotland owned building to provide baseline information against which future improvements will be assessed, which in turn will inform future investment plans. Monitoring & Review Ownership of the sportscotland Estates Strategy lies with the Estates Strategy Board, led by the Director of Corporate Services, and performance against its delivery will be monitored quarterly. An associated business plan action will be established each financial year and progress reporting will be in line with Strategic Management Team, Trust Board and Board requirements (supported by the Covalent performance management system). Each site will nominate staff members to provide the information required for this process. An associated risk management action plan against the delivery of the Strategy will be maintained as part of the Office Service Support Risk Register and monitored in line with the organisation s risk management processes. 6

7 The Estates Strategy will be reviewed and refreshed annually in December and an associated business plan action plan developed for the following financial year. 7

8 1. HEADQUARTERS TEMPLETON, GLASGOW 1.1 Description The organisational restructure in 2008/09, which saw the completion of the merger with the Scottish Institute for Sport, also required the relocation of the sportscotland headquarters function from Caledonia House in Edinburgh to leased space on the first and second floor of the Doges Building, Templeton on the Green in Glasgow. The venetian style Doges building dates from 1889 and was converted from a carpet factory into office accommodation in Tenure The building is owned by Credential Holdings Limited. The lease for both floors is in place until April Usage Templeton provides a temporary base for 120 colleagues from the teams which make up the sportscotland headquarters function, including the Chairman, Chief Executive, Corporate Services Team and Sports Development. In addition, colleagues from various partner organisations which form the West regional infrastructure use Templeton as a base for their activities. During 2009/10 a review of the fitness for purpose of the space on the first floor was undertaken to ensure it was able to accommodate all requirements and this resulted in the lease of additional space on the second floor primarily to meet the need for additional meeting space, ITC equipment and the additional desking for regional staff (employed by both sportscotland and Scottish Governing Bodies of sport) It is planned that Templeton will remain the location of the sportscotland headquarters function until the completion of the new commercial office accommodation on the site of the National Indoor Sports Arena & Velodrome in the east end of Glasgow, scheduled for the beginning of During 2010/11 the Programme Manager will lead the activity to establish the business requirements for this phase (Phase 2) of the relocation exercise through a process of internal consultation with sportscotland colleagues and external consultation with colleagues in a range of partner organisations. The design and development process will be based on the principles of seeking best value through exploiting opportunities for shared services and economies of scale and maximising the benefits of shared vision and understanding around the delivery of the Scottish Government s objectives for sport in Scotland Noting Culture & Sport Glasgow s review and development of the various sports facilities in and around Glasgow, sportscotland will ensure it works closely with partners to ensure sportscotland responds appropriately (internally referenced as Project Glasgow). 8

9 1.3.4 During 2010/11 discussions will take place with Scottish Governing Bodies of Sport (SGBs) to explore the potential value of using the flexible space at Templeton (and Caledonia House) for business continuity purposes. Given the number of SGBs which are located on a single site such arrangements would provide a degree of mitigation should a site be lost through a catastrophic event such as fire. 1.4 Legislative Compliance & Sustainability It is sportscotland s view that the building is fully accessible and as far as can be ascertained complies with all current equalities legislation In respect of compliance with the Climate Change Scotland Act, due to all fitting out works being carried out during 2008/09, the accommodation is viewed to be as environmentally efficient as possible in a building of its age, structure and listing, e.g. the windows are single glazed. The available energy efficiency activities are therefore limited to the energy efficient heating system and more operational matters such as minimising waste, recycling where possible, powering down equipment when not in use. 1.5 Accommodation Schedule sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA on the first floor is 632 m2 and the accommodation provides: 78 workstations / hot desks 2 executive offices 3 meeting rooms (one with video-conference facilities) kitchen/eating area reception (for both the first and second floors) The NIA on the second floor is 217 m2 and provides: 3 meeting rooms (with removable partitions to provide one large room) ICT server space (to support the national ICT infrastructure) storage area soft meeting area 24 workstations / hot desks 1.6 Space Utilisation A meeting room booking system is in operation at Templeton and there are plans to undertake a review during 2010/11 to consider the potential of extending this to cover workstations.. Performance will be measured in terms of utilisation during the currency of this strategy as outlined in Section Running Costs 9

10 1.7.1 Since only the first floor at Templeton was operational during 2009/10 it is not possible to provide full running costs for this site. The main elements of these costs are: Electricity Water and Sewage Waste Removal Rent (including service charges) Rates Security Planned Maintenance Reactive Maintenance Estates Staff 1.8 Performance and Fitness for Purpose Performance will be measured against the following indicators during the currency of the Strategy, with baseline information being established during 2010/11 for that not available for 2009/10: Number of workstations per staff member Utilisation rates for all meeting rooms Cost of estate management function Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years Total building operation costs (revenue) per square metre net internal area User satisfaction average score This activity will also provide a view on the fitness for purpose of Templeton in consideration of business planning activity and associated developments. 1.9 Potential Developments Given the very recent establishment of the Templeton offices and the temporary nature of the occupancy there are no additional potential developments anticipated for this site during the term of the strategy Summary It is viewed that Templeton meets the needs of its function until April The development of the business requirements for Phase 2 (2013/14 onwards) will take place during 2010/11. 10

11 2. CALEDONIA HOUSE EDINBURGH 2.1 Description Caledonia House was built in It is set over three floors, of steel frame construction and sits on approximately ha, which includes parking for circa 100 cars. The rateable value of the property in 2009/10 was 460k per annum. The property was valued in March 2008 at 5m with depreciation running at 144k (to be updated following valuation in March 2010). 2.2 Tenure The building is wholly owned by sportscotland. 2.3 Usage Caledonia House provides a managed office environment and general office accommodation for a range of Scottish Governing Bodies of Sport and other sports related organisations. It also provides flexible office space in the East of Scotland for sportscotland staff to use as appropriate A range of formal meeting rooms and informal meeting spaces are available for use by sportscotland staff, tenant organisations, Scottish Governing Bodies of Sport and any other sports related organisations. At April 2010 there were approximately 110 SGB staff were based in Caledonia House The full range of facilities is listed in Section 2.5 and the tenant organisations as at April 2010 are: Scottish Athletics Basketball Scotland Scottish Canoeing Association Scottish Cycling Scottish Disability Sport Scottish Rugby League Scottish Snowsports Scottish Squash Sub Aqua Scottish Table Tennis Association Scottish Yachting Association Scottish Sports Association World Bowls Association In addition, touchdown facilities are provided for a range of partner organisations including: Clubgolf Youth Sport Trust Jog Scotland Scottish Gymnastics Scottish Swimming 11

12 2.3.5 Caledonia House operates from 0700 hours to 2200 hours Monday to Friday and from 0900 hours to 1700 hours at weekends. 2.4 Legislative Compliance & Sustainability During 2009/10 a refurbishment programme was undertaken which sought to ensure that the building meets all Health and Safety and Equality requirements. The compliance audits to be carried out early in 2010/11 are anticipated to confirm this The building was constructed in 1987/88 and met the Building Standards and at that time. The gas boilers were replaced in 2007/08 for more energy efficient condensing units and the original window units replaced during financial years 2004/05 to 2006/07. During 2009/10 the refurbishment work included the replacement of the lighting system throughout the building which utilises low energy fitments and presence detection controls. This activity is anticipated to reduce energy consumption for this purpose by circa 50% during 2010/11 (and pay back financially in 3-5 years) The exercise to provide an Environmental Performance Certificate for Caledonia House is anticipated to provide a range of recommendations which may be implemented to improve the sustainability of the building. For example, it is planned to explore the potential of locating a wind turbine in the grounds of Caledonia House, in addition to potential sources of funding for such an investment. It is also anticipated that the recommendations may include the replacement of the heating and cooling system for one which is more energy efficient. 2.5 Accommodation sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA of Caledonia House is 3,090m The Caledonia House building includes: Reception and atrium area serving all building users Office accommodation for a range of Scottish Governing Bodies of Sport and other sports related organisations, as listed in Appendix 2. A range of formal meeting rooms and informal meeting spaces for use by sportscotland staff, tenant organisations, Scottish Governing Bodies of Sport and any other sporting related organisation. A multi-media resource facility encompassing a small library resource, electronic training suite and internet access terminals. 20 hot desk workstations for sportscotland staff. 10 workstations for use by Scottish Governing Body Regional Managers. An Executive Office suite for the sportscotland management team. 12

13 Office services centre hosting a range of reprographic and other audio-visual equipment to support shared services. A High Performance athlete support facility to support the provision of physiotherapy, psychotherapy and 3D analysis. A fully maintained gym for use by all staff and tenants. First Aid / Prayer Room Toilets x 6 Showers x 2 Stairways x Following the completion of the relocation of the headquarters function to Glasgow at the end of 2008/09 and the creation of vacant space at Caledonia House, a refurbishment programme was implemented in 2009/10 to ensure that it continued to provide a fit for purpose environment for all existing and potential future tenants and other users of the building. For example, this included the installation of a new energy efficient lighting system, security system and a High Performance athlete support unit to increase the capacity to support the Mission 2014 programme A review of the building will be undertaken early in 2011/12 using Green Book principles to ensure that sportscotland is in a position to demonstrate the value of retaining Caledonia House as part of its estate. 2.6 Space Utilisation During 2010/11 use of the hot desk workstations will be monitored in order to ensure there is sufficient capacity to meet the needs of both sportscotland and sporting organisations and to provide a baseline for utilisation targets during 2011/ During 2009/10 a baseline rate of 19% was established for meeting room utilisation. During 2010/11 it is intended to increase this rate to a minimum of 50% and during the remainder of this strategy to a minimum of 75%. In addition, the configuration of the rooms, including the technical support, will be reviewed through monitoring and user surveys to ensure they meet current needs The rental space available for tenant organisations is circa 1,820 m2, which equates to circa 62% of the total building capacity. At March m2 (18%) remained vacant and available for rent. During 2010/11 it is planned to fill this remaining space with sports organisations. In addition, as outlined earlier, discussions will take place during 2010/11 with SGBs to explore the potential value of using the flexible space at Caledonia House for business continuity purposes Plans are underway to develop a House of Sport concept at Caledonia House during 2010/11. This concept seeks to demonstrate the value of colocation of sporting bodies through the achievement of financial efficiencies, economies of scale and shared services. This will be based on a jointly developed common vision which will reflect the Government s objectives set 13

14 out in Reaching Higher. The potential for expanding this concept to other areas will be further explored in future years To support the above, during 2010/11, discussions will continue with both existing and potential tenant organisations around both the range and value of shared services. These services include Reception, Postal, Reprographics/Printing, Procurement, Telephony and a range of administrative duties, both ad hoc e.g. to cover leave and sickness, and more permanent arrangements which may differ between organisations. This activity will be used to develop an evidence base for extending both the range of service provision and the Governing Bodies to which these services may be provided, e.g. health and safety provision. This activity aligns to that being taken forward in other areas e.g. the provision of other corporate services in the areas of financial and payroll services. 2.7 Running Costs The main elements of the running costs for the site are: Sewage Water Rates Electricity Gas Planned Maintenance Grounds Maintenance (including Snow Clearing) PAT Fixed Wire Testing Fire Safety Systems Waste Removal/Landfill Boilers Lift Pest Control Sanitary Cleaning Security Estates Staff 2.8 Performance and Fitness for Purpose Performance will be measured in the following areas during the currency of the Strategy, with baseline information being established in 2010/11 for that not available for 2009/10: Number of workstations per staff member Utilisation rates for all meeting rooms Cost of estate management function Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years 14

15 Total building operation costs (revenue) per square metre net internal area User satisfaction average score This activity will also provide a view on the fitness for purpose of Caledonia House in consideration of business planning activity and associated developments, in addition to informing the Green Book Analysis activity. 2.9 Potential Developments Given the investment in 2009/10 in the building and the plans for a Green Book Analysis to be undertaken, there are no potential developments identified for Caledonia House during the period to This assumes that the compliance audits to be undertaken in 2010/11 require no significant levels of activity Summary It is viewed that Caledonia House will meet the needs of its purpose in 2010/ The Green Book Analysis to be undertaken and completed in 2011/12 will seek to determine its continuing value to sport in Scotland. 15

16 3. GLENMORE LODGE NATIONAL CENTRE AVIEMORE 3.1 Description Glenmore Lodge is an outdoor training centre with summer and winter training facilities set within 5.72 ha within the Cairngorm National Park The buildings/facilities which comprise Glenmore Lodge are a mixture of timber framed/clad, concrete block and steel portal frame construction The property was valued at 2.7m 31 March 2008 and depreciation currently runs at 54k. 3.2 Tenure Glenmore Lodge forms part of a Trust Company which is 100% wholly owned by sportscotland. 3.3 Usage The Centre aims to inspire adventure by teaching beginners, coaching intermediate and advanced level and delivering training and assessment courses for leaders and instructors. The Centre s areas of expertise are Mountain Sport rock climbing, ice climbing, navigation skills, winter/summer mountain skills, ski touring/mountaineering, mountain biking Paddlesport sea kayaking, surf kayaking, open boating First Aid and Rescue swiftwater rescue, mountain rescue, first aid, paddlesport and climbing In addition to the main programme delivery, other organisations operate from Glenmore Lodge, include: The Scottish Avalanche Information Service Mountain Leader Training Scotland White Mountain Dreams Disability Snowsports UK Glenmore Lodge Mountain Rescue Team Glenmore Lodge operates 24 hours a day, 7 days a week throughout the year (with the exception of the festive period). 3.4 Legislative Compliance & Sustainability Between 1991 and 1999 the Centre was upgraded and expanded. The buildings were insulated to a level higher than the then British Standards and is viewed to meet current standards. 16

17 3.4.2 During 2009/10, Glenmore Lodge achieved a Gold Award under the Green Achiever Scheme (Tourism) which demonstrates its commitment to a range of activities from recycling, sourcing products and services locally and building eco-accommodation In addition to the planned Environmental Performance Certificates to be commissioned early in 2010/11 across the sportscotland estate, a specific sustainability audit was carried out at Glenmore Lodge at the end of 2009/10, the outcome is expected in April The outputs of both these activities will be used to inform development and associated investment proposals. 3.5 Accommodation Schedule sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA across the entire site is 5,163 m The facilities across the site include: Reception Offices (x12 across the site) Lounge Licensed bar Beer Cellar Kitchen Dining Rooms Common Rooms Student Bedrooms x 27 (16 of which are en-suite and 2 of which are suitable for disabled use) Staff Bedrooms x 18 (with en-suite facilities) Shop Clinic Laundry Facilities Drying Rooms Lecture Theatre Activity Hall Pool Climbing Wall Gym Cabin 4 bedroom Cabin 2 bedroom x 2 Staff Houses x 5 Biathlon Track Dri Ski Slope Rescue Post Various stores and garages 17

18 3.6 Space Utilisation Occupancy rates are available for the bedroom accommodation which have informed the feasibility study for the proposed development of the South Wing, the outcome of which is anticipated early in 2010/11. The annual average bed occupancy rate in 2008/09 was 56% This is the baseline figure which will be used to inform future development proposals and performance targets During 2010/11 use of the workstations and meeting rooms will be monitored in order to satisfy current demands from both sportscotland and potentially other sports organisations and to provide a baseline for utilisation targets during 2011/15. It is viewed that there is some capacity to accommodate staff from the sportscotland regional infrastructure and this will be explored further in 2010/ The utilisation of the strength and conditioning equipment is below that envisaged at the time of the original investment, with some baseline activity to take place in 2010/11. Discussions with colleagues in the regional infrastructure will also seek to increase usage of this facility Section 3.8 identifies other functional areas where utilisation levels will be measured and monitored. 3.7 Running Costs The main elements of the running costs for the site are: Electrical repairs Sewage Water Rates Electricity Gas Planned Maintenance Snow Clearing PAT Fire Safety Systems Waste Removal/Landfill Boilers Lift Pest Control Sanitary Cleaning Laundry Estates Staff 3.8 Performance and Fitness for Purpose Performance will be measured in the following areas during the currency of the Strategy, with baseline information being established in 2010/11 for that not available for 2009/10: 18

19 Number of workstations per staff member Utilisation rates for all meeting rooms Utilisation rates for dining rooms Occupancy rates for chalet/bedroom accommodation Utilisation rates for all sporting facilities Cost of estate management function (people) Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years Total building operation costs (revenue) per square metre net internal area User satisfaction average score This activity will also provide a view on the fitness for purpose of Glenmore Lodge in consideration of business planning activity and associated developments. 3.9 Potential Developments The outcome of the feasibility studies into the potential to replace the Climbing Wall and the North Wing will inform future developments. The findings are expected to be published early in 2010/ In addition, the outcome of the compliance audits to be undertaken in 2010/11 will inform prioritisation of potential development activity (across the entire sportscotland estate) The potential to increase the utilisation of office accommodation and the strength and conditioning equipment will be explored with colleagues across the organisation Summary Glenmore Lodge is in the ideal location for the range of activities it provides and plans to continue to provide and develop during the period of this Strategy It is recognised that to continue to achieve customer satisfaction and meet expectations some development of the existing accommodation and climbing wall facilities will be required and the outcome of related feasibility studies is awaited. 19

20 4. INVERCLYDE NATIONAL CENTRE LARGS 4.1 Description Inverclyde is an indoor and outdoor training centre set on a wooded hillside behind the Ayrshire seaside town of Largs within ha of grounds The buildings/facilities which make up the Inverclyde Centre are a mixture of original stone and slate construction with brick extensions, part concrete framed construction with profiled metal sheet roof and part brick construction with flat felt roof The property was valued at 2.9m at 31 March 2006 and depreciation currently runs at 58k. 4.2 Tenure Inverclyde forms part of a Trust Company which is 100% wholly owned by sportscotland. 4.3 Usage The Centre aims to provide quality residential sporting facilities for the development of excellence in sport through widening opportunities and developing the potential for sport in Scotland To achieve these aims the Centre works with, among others, National Governing Bodies of Sport, Disability Scotland/Paralympic teams and the British Olympic Association The Centre provides a venue for those working towards excellence in their sport, both as players and coaches Students of Further and Higher Education establishments attend the Centre for instruction in a range of sports to improve their knowledge of sport and also their qualifications Clubs and sporting organisations attend the Centre to improve the playing skills of their members The Club Golf West programme is based at the Centre, developing coaches and leaders for golf at the five-hold golf practice facility The Centre also acts as a venue for circa 40,000 local community visitors per year to enjoy participating in sport at all ages, ranging from 18 month old gymnasts to opportunities in retirement. In addition, district sports councils business and voluntary organisations utilise a range of the Centre s facilities The Centre s facilities support sports in the following areas: Badminton Basketball 20

21 Gymnastics Squash Table Tennis Tennis Football (11-a-side, 7-a-side, 5-a-side) Volleyball The Centre operates 24 hours a day, 7 days a week throughout the year. 4.4 Legislative Compliance & Sustainability The roofs of both the Main Building and the Sports Hall are insulated with in excess of 300mm of sheep wool insulation In order to reduce its environmental impact, all food is source locally wherever possible, waste is recycled where possible and all debris from external courses is either recycled locally or brought back for recycling The Centre has three small wind turbines on site and solar panels for heating hot water for the changing accommodation in the Sports Hall were introduced in early Lighting in the Main Building is on either motion sensors or on card operated circulates. Power in over 50% of the bedroom units is also card controlled. Lighting in the sports halls and external synthetic pitches is computer controlled to ensure they are not used between bookings Environmental Performance Certificates will be commissioned early in 2010/11 across the sportscotland estate. The output of this activity will be used to inform development and associated investment proposals. 4.5 Accommodation Schedule sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA across the entire site is 9,674 m2: The facilities across the site include: Reception Offices (x9 across the site) Lounges x 2 Licensed bar x 2 Games Room Kitchen Dining Room Cafeteria (and eating area) Bedrooms en-suite x 55 (140 beds) Shop Human Performance Lab 21

22 Sports Medicine Room Sports Halls x 3 Fitness Suite & Studio Pistol Range Golf Training Facility. Savanna Pitch (Tennis/Football) Five a side Pitch (Football/Tennis) Ultragrass Pitch (Hockey/Football) Sports Pitches ( Multi sports use) Lecture Rooms x 6 Lecture Theatre Changing Rooms Sauna Laundry Facilities Cottages 3 Bedroom x 2 Staff Houses x 3 Various stores and garages Trim Trail Footpaths 2,300 m Plans are in place during 2010/11 to develop a pavilion with changing facilities adjacent to the playing fields. This project has received financial support from North Ayrshire Council in the amount of 75k. 4.6 Space Utilisation Occupancy rates are available for the bedroom accommodation. In 2008/09 the annual average bed occupancy rate was 32%. This will be used as the baseline for demonstrating future improvements During 2010/11 use of the workstations and meeting rooms will be monitored in order to ensure they meet the demands and needs of both sportscotland and potentially other sports organisations and to provide a baseline for utilisation targets during 2011/ Section 4.8 identifies other functional areas where utilisation levels will be measured and monitored. 4.7 Running Costs The main elements of the running costs for the site are: Electrical repairs Sewage Water Rates Electricity Gas Oil Planned Maintenance 22

23 Snow Clearing PAT Fire Safety Systems Waste Removal/Landfill Boilers Lift Pest Control Sanitary Servicing of Solar and Wind energy plant Hydraulic Platform servicing Cleaning Laundry Estates Staff 4.8 Performance and Fitness for Purpose Performance will be measured in the following areas during the currency of the Strategy, with baseline information being established in 2010/11 for that not available for 2009/10: Number of workstations per staff member Utilisation rates for all meeting /lecture rooms Utilisation rates for dining rooms Occupancy rates for chalet/bedroom accommodation Utilisation rates for all sporting facilities Cost of estate management function (people) Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years Total building operation costs (revenue) per square metre net internal area User satisfaction average score This activity will also provide a view on the fitness for purpose of Inverclyde in consideration of business planning activity and associated developments. 4.9 Potential Developments It is intended to carry out a co-ordinated feasibility study in 2010/11 in respect of the range of potential developments related to the sports facilities at Inverclyde: Sports Hall Development, Adaptation of Current Sports Hall Facilities, Extension of Gymnastics Hall, Extension of Health Suite Sports Pitches Remedial Work, Resurfacing of Savanna (tennis courts and fives), 3G Sports Pitch Extension of Golf Training Facility Self Catering Lodges It is also intended to review of use of Main House, taking account of current utilisation and occupancy rates for its associated meeting areas, lecture 23

24 theatre, canteen facilities and accommodation, to ensure its continuing fitness for purpose The outcome of the above activities will inform future development and associated investment plans for the remainder of the term of this strategy In addition, the outcome of the compliance audits to be undertaken in 2010/11 will inform prioritisation of potential development activity (across the entire sportscotland estate) Summary It is planned to undertake a series of compliance audits across the site early in 2010/11 to establish a baseline for the development of future building maintenance plans A number of feasibility studies will also be undertaken during 2010/11 in order to provide a view on priorities for capital investment during the remainder of this strategy The development of the pavilion at the playing fields will be undertaken in 2010/11 to ensure that the financial contribution made by North Ayrshire Council is fully utilised and supports users of these facilities. 24

25 5. CUMBRAE NATIONAL CENTRE 5.1 Description Cumbrae National Centre is a water sports and instructor training facility located on the Isle of Cumbrae and set within 4.6 ha of coastline. The Centre is surrounded by safe water with easy access to the open sea The main building of the Cumbrae Centre has a concrete and block lower ground floor. The ground floor superstructure was original solid log and upgraded with an insulated over-cladding system The property was valued at 0.5m at 31 March 2006 and depreciation currently runs at 12k. 5.2 Tenure Cumbrae forms part of a Trust Company which is 100% wholly owned by sportscotland. 5.3 Usage The Centre provides coaching at every level in a range of water sports including: Dinghy sailing Cruising Windsurfing Sea kayaking The training of instructors and coaches is a high priority in addition to the Centre s facilities, equipment and instruction being accessed by a range of schools and colleges The Centre works closely with the Royal Yachting Association and supports the Scottish Sailing Institute The Centre also seeks to work with sailing teams before major events, such as the London 2012 Olympics The Centre operates 24 hours a day, 7 days a week throughout the year. 5.4 Legislative Compliance & Sustainability The roof of the main building has a 140mm thick insulated panel and the accommodation units are insulated to a high level Solar panels are used for heating hot water for the changing accommodation and kitchen in the main building and hot water in the accommodation units. 25

26 5.4.3 In order to reduce its environmental impact, as much food is sourced locally; waste is recycled where possible and all debris from external courses is either recycled locally or brought back for recycling Environmental Performance Certificates will be commissioned early in 2010/11 across the sportscotland estate. The output of this activity will be used to inform development and associated investment proposals. 5.5 Accommodation Schedule sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA across the entire site is 1,193 m The facilities across the site include: Reception Offices x2 Lounge, including licensed bar Kitchen Dining Room Fitness Suite Wet Lecture Room Changing Areas Drying Room Chalets x 4 Workshop Field 5.6 Space Utilisation Occupancy rates are available for the bedroom accommodation. In 2008/09 the annual average bed occupancy rate was 29%. This will be used as the baseline for demonstrating future improvements During 2010/11 use of the workstations and meeting rooms will be monitored in order to ensure they meet the demands and needs of both sportscotland and potentially other sports organisations and to provide a baseline for utilisation targets during 2011/ Running Costs The main elements of the running costs for the site are: Electrical repairs Sewage Water Rates Electricity Liquid Petroleum Gas Planned Maintenance 26

27 PAT Fire Safety Systems Waste Removal/Landfill Boilers Sanitary Servicing of Solar energy plant Cleaning Laundry Estates Staff 5.8 Performance and Fitness for Purpose Performance will be measured in the following areas during the currency of the Strategy, with baseline information being established in 2010/11 for that not available for 2009/10: Number of workstations per staff member Utilisation rates for all meeting /lecture rooms Utilisation rates for dining rooms Occupancy rates for chalet/bedroom accommodation Utilisation rates for all sporting facilities Cost of estate management function (people) Total property costs per square metre net internal area Total property required maintenance as a percentage of average annual maintenance spend for the previous three years Total building operation costs (revenue) per square metre net internal area User satisfaction average score This activity will also provide a view on the fitness for purpose of Cumbrae in consideration of business planning activity and associated developments. 5.9 Potential Developments There is a proposal in place to extend and develop the current dining room at Cumbrae, however, it is planned to await the outcome of the compliance audits to be undertaken in 2010/11 to inform associated development and investment plans (across the entire organisation). A review of this position will be undertaken on receipt of these audits It is planned to repair the breakwater at Cumbrae early in 2010/11, which is necessary as a consequence of erosion. The feasibility of an upgrade of the breakwater will be undertaken in 2011/ Summary It is planned to undertake a series of compliance audits across the site early in 2010/11 to establish a baseline for the development of future building maintenance plans. 27

28 6. SPORTSCOTLAND INSTITUTE OF SPORT STIRLING 6.1 Description The organisational restructuring exercise in 2008/09, saw the completion of the merger of sportscotland with the Scottish Institute for Sport. Whilst this required the relocation of the sportscotland headquarters function from Edinburgh to Glasgow, it did not impact in any significant way on the estates requirements of the newly formed High Performance Directorate at Stirling The main part of the building dates from 1939 and an extension added in Tenure The building is wholly owned by the University of Stirling and forms the premises known as Fairview on Airthrey Road, Bridge of Allan in the grounds of the University. The lease is in place until 2 May 2027 and is on a maintain and repair basis. 6.3 Usage Stirling provides a base for up to 80 colleagues from the expert teams which make up the sportscotland High Performance Directorate, to provide individually tailored programmes for sports and athletes Services include the support of Scottish athletes in the areas of performance management, coaching, programme planning, sports medicine assessment, sports science, strength and conditioning, performance analysis, performance lifestyle guidance, physiotherapy, psychotherapy There are a limited number of flexible workstations and meeting rooms available for all sportscotland staff to use. 6.4 Legislative Compliance & Sustainability It is sportscotland s view that the building is fully accessible and as far as can be ascertained complies with all current equalities legislation Lighting systems utilise a mixture of halogen and low energy bulbs throughout the main building and extension The roof is insulated in the main building to standards in place in 2000 and double glazing has been installed in the extension As outlined earlier in the document, Environmental Performance Certificates will be commissioned early in 2010/11 across the sportscotland estate. The output of this activity will be used to inform development and associated investment proposals in 2010/15. 28

29 6.5 Accommodation Schedule sportscotland has decided to use Net Internal Area (NIA) as the basis of its accommodation schedule and for use in its performance indicators The NIA of both the ground and first floors is 845 m2 and the accommodation provides: 47 workstations / hot desks (in open plan office) 5 offices 6 meeting rooms 2 medical rooms Video analysis room Kitchen/eating area Reception (for both the first and second floors) 2 storage areas Garage / storage Shed / storage ICT server room / boiler room 6.6 Space Utilisation A meeting room booking system is in operation at Stirling which provide utilisation information. Workstation usage is monitored to ensure the fit-forpurpose. 6.7 Running Costs The main elements of the running costs for the site are: Electricity Gas Water and Sewage Waste Removal Rent Rates Cleaning & Pest Control Planned Maintenance (including external painting every 3 years and internal redecoration every 5 years) Reactive Maintenance Estates Management Function (people) 6.8 Performance and Fitness for Purpose Performance will be measured in the following areas during the currency of the Strategy, with baseline information being established in 2010/11 for that not available for 2009/10: Number of workstations per staff member Utilisation rates for all meeting rooms Cost of estate management function 29