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Indoor Cricket Facilities
A Quick Guide to Getting the Business Started
[TS7]
www.ecb.co.uk
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Contents
Thinking about Indoor Cricket?
SectionPage
Many people want to play a game where less time is involved.
1 Introduction 2
2 Business development
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3 Selecting the building
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4 Regulatory requirements
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5 Developing a new Arena
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6 References and bibliography
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Indoor Cricket seeks to speak to new audiences who naturally
gravitate towards short forms of the game.
This is a very exciting time for modified forms of sport as we have
witnessed with the remarkable success of the Twenty20 format
of cricket. As cricket continues to broaden its offer and its appeal,
Indoor Cricket will reach out into communities and provide an
attractive short form of the game. It compliments the outdoor game
of cricket and for those who want to play all year round it is a
great way to do so.
Indoor Cricket can be played by all. It can be played in mixed gender
teams and family teams. It is a game that can be played by all levels
of ability. Everybody gets a chance to bat and bowl. There is little
doubt that many players of the future will be introduced to cricket
via this game.
I hope you all get the enjoyment and pleasure that I have
from playing Indoor Cricket. Mike Gatting
Managing Director
Cricket Partnerships
England and Wales Cricket Board
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Introduction
Indoor Cricket
Indoor Cricket is a fast-paced form
of the game. Teams of either six or
eight players can play competitively
throughout the year. The intensity
of the game generates an exciting
environment with no threat of rain
delays.
The game is played within a rectangular
court enclosed on all sides and above
by tensioned netting. Playing and
fielding the ball off the surrounding nets
is an integral part of the game which
means the ball is always live, the game
continuous and action-packed.
Indoor Cricket forms part of a multisport experience where players of all
abilities can enjoy competitive and
social team sport. Games can be
played with mixed gender and mixed
age teams and with year-round play
is great for off-season practice, young
player development, social leagues and
corporate events. Each player bats,
bowls and fields so is involved in all
aspects of the game.
Indoor Cricket can be played as a social
game between friends through to highly
competitive local and national leagues
and at international level. The World
Indoor Cricket Federation organises a
World Cup which takes place every
two years.
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For the purpose of this guide the
tensioned nets where the game is
played will be referred to as the ‘court’.
The space accommodating one or
more courts and any other sports will
be described as the ‘sports courts’. The
term ‘Arena’ will refer to all facilities that
support the playing of Indoor Cricket,
whether other sports and associated
facilities are provided in addition to the
courts or not.
Role of the ECB
The game of Indoor Cricket has been
incorporated into the global cricket
family. In England and Wales the
administration and governance of the
game has, since 2010, been integrated
into the England and Wales Cricket
Board (ECB) in the form of ECB Indoor
Cricket (ECBIC).
Indoor Cricket forms a part of the ECB’s
wider goals for the development of
the game of cricket, as set out in the
Strategic Plan 2010-2013 Grounds to
Play, which states that “Indoor Cricket
facilities will be sought to provide
an expansion of the Indoor Cricket
programme”.
It is the ECB’s stated aim that equality
should be at the core of the game’s
expansion with the sport being delivered
in a socially inclusive environment.
Indoor Cricket presents an opportunity
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
Introduction
to provide further impetus to cricket’s
broad cultural mix, increasing the
number of women and girl players
and encouraging the participation of
disabled players.
Is this guide relevant to you?
This guide is one of a series produced
by the ECB. In contrast to the other
more technical documents, which detail
aspects of the playing environment
for the conventional form of the game,
this guide highlights the issues affecting
the development of Indoor Cricket
facilities by the commercial sports
sector. This guide supports the
development of new high quality
facilities where operators intend
to affiliate with ECBIC and seek
ECB funding.
The guide should not be thought
of as a comprehensive account but
as an overview of the issues involved.
It is recommended that readers seek
professional advice before starting or
expanding a business.
Though it cannot be thought of as a
blueprint, because no two projects
will be the same, consideration and
resolution of the outlined issues could
increase the chances of a project having
a successful outcome.
This should be read in conjunction with
the associated technical document
[TS7] Indoor Cricket Facilities: Design
Guidelines which addresses the
practical aspects of an Arena’s design.
Where an existing sports complex is
expanded to include Indoor Cricket
courts many of the issues covered
in this document will already have
been addressed. Where a new
Arena is developed and other sports
facilities are provided in addition to the
Indoor Cricket courts then guidance
documents from the relevant national
governing bodies and Sport England
must be consulted.
This guide describes the likely
considerations for an Indoor Cricket
Arena to be a financially viable
proposition. The guide provides
practical advice to operators and
designers developing new commercial
Arenas where Indoor Cricket forms part
of the portfolio of activities on offer.
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Business development
Commercial overview
The game of Indoor Cricket has
been nurtured and developed in the
southern hemisphere where it is played
extensively in Australia, New Zealand
and South Africa. In Australia alone
there are more than one hundred Indoor
Cricket Arenas supporting a game
enjoyed by an estimated two hundred
thousand players.
Arenas offer Indoor Cricket along with
other sports activities, with multiple
games being played alongside each
other in a lively social atmosphere. With
an emphasis on fun and enjoyment of
the experience, the Arenas become
a year-round destination for playing,
watching and socialising.
In 2009, against the backdrop of worldwide growth in the game, Indoor Cricket
became an integral part of Cricket
Australia’s operations with the objective
of further expanding the game.
Market overview
The ECB’s engagement with Indoor
Cricket presents an opportunity to
develop the game in England and
Wales, where only nine Indoor Cricket
Arenas are operational at the beginning
of 2011.
The unique selling point of the game
is its short time commitment and the
atmosphere of the Arena. This not only
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appeals to a wider demographic than
just club cricketers but the short format
enables the operator to sell each court
in four or five time slots during the peak
evening period.
Commercial viability
As with the provision of other sports
and leisure opportunities in the
commercial sector, the operation of
Indoor Cricket Arenas will be driven by
business demands and the objective of
generating profit. A successful Arena will
combine the right location and design
as well as financial and operational
management. As a minimum, the
ECB will expect that these factors are
considered at the outset of a project,
if the Arena expects to receive ECB
funding support.
Essential research
Visiting existing Arenas, other
commercial sports facilities and talking
to Arena operators can provide a
valuable initial insight into the business,
but there is no guarantee that a
successful operating model can be
replicated effectively elsewhere.
Financial viability of any Arena depends
on whether there is demand for the
facilities and activities on offer. Starting
up without a thorough market study is a
significant risk for any new or diversifying
business. The study should take into
account demographics, social and
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
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Business development
economic data, potential catchment
and local competition. A specialist
consultant could be appointed
to carry out the research.
Understanding the marketplace allows
the viability of any proposed Arena
to be tested. It is recommended that
stakeholders are consulted to establish
that there will be a user base for the
Arena and to establish the profile of
that user base. Stakeholders are the
community affected by the project and
will include local residents, schools,
sports clubs and sports governing
bodies. The creation and continuing
development of partnerships are likely
to be at the heart of a successful Arena.
Understanding local demographics will
enable the operator to adapt the offer,
layout and organisation of the Arena, if
appropriate, to accommodate the needs
of some user groups. A successful
Arena will know its target market and
tailor the sports and ancillary facilities
on offer to attract those customers.
In addition to Indoor Cricket, the
tensioned net courts are typically used
year round for small-sided football and
a form of indoor netball, though other
sports might also utilise the space.
Central to the success of an Indoor
Cricket Arena is a thriving league
structure incorporating cricket, football
and netball. This establishes court
usage and footfall for the duration of
the season, rather than depending on
casual bookings. Traditionally, summer
leagues attract fewer teams, particularly
for cricket as some players return to the
outdoor game. To minimise this potential
void in bookings, Arena operators need
to consider the implications of an overreliance on club cricketers.
The market study might determine
that particular sports are given higher
priority than others to attain financial
viability in that location, such that
Indoor Cricket could be the primary
sport in the Arena, or it may form only
a small part of the package. It might
be appropriate to provide other sports
areas, fitness suites, exercise studios or
even a climbing wall where research has
established a need.
Information on local sports provision
can be found on the Sport England
Active Places online database of sports
facilities in England. The online Sport
England Market Segmentation tool can
also be used to understand people’s
sporting profile and habits at a local
level. Local authorities should also be
able to offer advice on local targets for
sporting opportunity and increasing
sports participation.
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Business development
Business planning
Concurrent with the market study, it is
essential to prepare a realistic business
plan, which describes the business, its
objectives and strategies for achieving
them, the market the Arena will operate
in and financial forecasts for the
business. A business plan has many
functions, from attracting and securing
funding to structuring the financial side
of the business and measuring the
success of the Arena in operation.
A business plan is a live document which
should evolve as more detail relating to
the business is confirmed. A business
plan for one Arena, in terms of sports
provision or other revenue generators,
cannot necessarily be replicated
success–fully elsewhere.
Financial planning is extremely important
for any business and unrealistic
expectations and overestimating the
strength of the market is a common
error when starting up. An effective
market study will lead to a more
accurate forecast, while realistic income
projection will help ensure there is
sufficient cash flow for the survival,
prosperity and maintained improvement
of the business. Among the resources
available to anyone starting and running
a business, banks provide practical
business advice including business
planning, starting up, raising capital,
cash flow and forecasting.
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Advice should be sought at the earliest
opportunity through consultation
with the ECB Funding and Facilities
Department, who will assess the
proposals for playing conditions
compliance, coaching and sports
development as well as financial
affordability. The business plan will form
an important part of any ECB funding
application. Aspects of the business
plan relating to Arena refurbishment and
support of ECBIC activities will also be
an important part of the ECBIC affiliation
process. The funding criteria of all bodies
being approached for assistance must
be established to ensure compliance.
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Business development
when these uses can dovetail with the
primary sports function. Partnerships
with local schools, or running children’s
coaching sessions, is another route to
increasing the Arena’s occupancy during
the day. Where an Arena affiliates with
the ECBIC there will be liaison between
the local County Cricket Board and the
Arena operator to maximise the daytime
use of the Indoor Cricket courts.
In addition to the sports provision,
operators should consider other sources
of revenue in order to maximise the
Arena’s income. This could be a bar
facility and strategically located vending
machines generating secondary-spend
from players, hosting of corporate
competitions or utilisation of the Arena
for functions either associated with a
sporting or even non-sporting event.
A survey conducted in 2010 amongst
Indoor Cricketers in England revealed
that 69% of those over the age of
eighteen will typically use the social
facilities such as a bar after playing.
Programming
Critical to an Arena’s viability is
minimising the length and frequency
of quiet periods and consequently,
the operator must give careful thought
to the programme of use on a daily,
weekly and seasonal basis. Commercial
sports facilities are generally busy in the
evenings, with a typical Arena securing
more than seventy-five per cent of court
bookings after six o’clock in
the evening.
Evening court usage and seasonal contrast from survey conducted in 2010 amongst
existing Arena operators in England
The key is to attract users during
the daytime, and this is where
understanding the local community and
consultation with local stakeholders is
particularly important. An Arena might
capitalise on a local demand for facilities,
such as aerobics, short-mat bowls,
children’s parties or soft–play, at times
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
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Selecting the building
Choice of premises
Choosing the right premises for an
Indoor Cricket Arena is a key business
decision and the available budget will
inevitably influence this choice. The right
premises should enable the business to
operate successfully without unplanned
costs. There are two property options
available when establishing a new facility:
• renting or buying an existing
property
• building a new facility
A survey conducted in 2010 amongst
existing Arena operators in England
revealed that none of the premises were
built for the purpose of accommodating
Indoor Cricket. Some overseas Arenas
are purpose built facilities. Guidance
on factors to consider when selecting
premises is available in [TS7] Indoor
Cricket Facilities: Design Guidelines.
Where an Arena is set up as a social
enterprise a local authority asset transfer
might be considered an appropriate
approach to securing premises. This
is subject to the local authority being
satisfied that transferring a building by
licence, lease or freehold is of benefit to
the community.
An organisation’s approach to property
investment is often at the core of its
business. It is therefore important that
an appropriate property investment
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strategy is established where both one
off and annual costs are reflected in the
business plan.
Existing buildings option
It could be advantageous to start up a
new Indoor Cricket Arena in an existing
property. Key to the choice of premises
is ensuring that the required courts
and facilities can be accommodated.
Though industrial buildings can provide
an ideal space, there are inherent
restrictions:
• physical dimensions
• structural constraints
• building services
• permitted planning use
The location of the premises is as
important as meeting the technical
requirements of accommodating an
Indoor Cricket Arena. The following site
criteria should be considered:
• visibility to potential users
• proximity to public transport
• vehicle access and parking
• neighbouring business types
• possible sites including retail
warehousing, industrial buildings,
development sites close to out of
town leisure parks
These considerations will need to be
prioritised and compromises made,
as in all likelihood if the requirements
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
Selecting the building
are too specific the choice of premises
will be too limited, or unaffordable.
Commercial property agents will be able
to assist in finding potential premises.
Whether renting or buying a property,
it is essential to prepare a list of
requirements to ensure that the
premises correspond with the needs of
the business. The following should be
considered in terms of the operation of
the business:
• size and layout of the premises
• internal structure and location of
columns
• roof height
• condition, levelness and
construction of the existing floor
• flexibility to alter layout or expand
• permissions to operate a sports
facility in the premises
It is important that a building survey and
schedule of condition are carried out in
order to minimise the risks associated
with existing buildings. Any remedial
work should be requested before the
lease is signed or purchase completed.
Renting
Renting premises can make good
financial sense, as it ties up less capital
than buying, freeing up cash to invest
elsewhere in the business. Guidance
on leasing business premises can be
found in The Code for Leasing Business
Premises in England and Wales 2007
(amended 2009), which though a
voluntary code provides useful advice
for any tenant negotiating a lease.
The extent of the property covered
by the lease must be agreed. It is also
advisable to discuss the landlord’s long
term plans for the property, and any
neighbouring sites, to ensure these are
aligned with the aims of the business.
Understanding the lease is critical, as
the terms being offered by the landlord
will have an impact on the long-term
future and success of the business. It is
important to understand how the rent
is calculated, as an increase is the likely
outcome from any rent review and an
Arena’s viability will be compromised by
excessive rises. The landlord will usually
require a deposit to be paid. If there
are common areas shared with other
businesses, there could be additional
service charges.
All leases of seven years or more must
be registered with the Land Registry. A
business could sign a property licence
rather than a lease, but these are usually
for shorter term rentals and therefore
less suitable for the establishment of an
Indoor Cricket Arena. The ECB Funding
and Facilities Department should be
consulted to ensure that the terms
of the lease do not restrict funding
eligibility. The ECB requires a minimum
lease term of five years for funding
applications.
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Selecting the building
The business will be responsible
for any building alterations, fit out
and decoration associated with the
conversion of the building into an
Indoor Cricket Arena. The requirement
for landlord approvals for building
alterations must be agreed.
duty payable on commercial leases, VAT
and business rates though these may be
the responsibility of the landlord.
Depending on the terms of the lease,
renting can mean less responsibility for
repairs and maintenance than owning a
property. Typically, a tenant will take care
of internal repairs and maintenance and
the landlord external maintenance, but
where there is a sole tenant, they could
also be responsible for maintenance of
the external fabric and external areas.
The lease will commonly set out the level
of repairs to be carried out at the end of
lease, or require the building’s original
condition to be reinstated.
Buying
The lease will set out the landlord’s or
tenant’s responsibilities for managing
asbestos in the property, including
taking reasonable steps to determine
the location and condition of materials
likely to contain asbestos, keeping an
up-to-date record of their location and
managing the risk from the materials,
including removing them if necessary.
Responsibility for insurance will also be
set out in the lease. Usually the landlord
will arrange insurance for the premises
and the tenant for the contents and
employer’s liability. Other financial
considerations include utility bills, stamp
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3
When renting a property it is advisable
to employ a commercial property agent
and to take independent legal advice.
Purchasing business premises
represents a big commitment and it is
important to consider whether renting
is a more viable option. Even where
sufficient funds are available to purchase
premises, the capital might be better
invested in the fitting out of a rental
property.
Buying can be a lengthy and expensive
process, involving stamp duty, solicitor’s
fees and survey costs, but mortgage
payments can remain relatively fixed
whereas rent can significantly increase
over time.
Ownership delivers the advantage of
being in control of the premises and
the ability to make alterations to benefit
the business, within legal restrictions,
but with full responsibility for all repairs
and maintenance. Though it is likely the
building’s long-term value will increase,
it might also fall, and if the needs
of the business change, selling the
property could prove difficult and time
consuming.
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
Selecting the building
As the building owner, the Indoor
Cricket Arena would be responsible for
all insurances, utility bills and business
rates.
When buying a property it is advisable
to employ a commercial property agent
and to take independent legal advice.
New build option
The construction of a new building
presents an opportunity to not only tailor
the design to suit the requirements of an
Indoor Cricket Arena, but also through
consideration of form and materials, to
influence the image and performance of
the business. A new building can make
a positive contribution to its location, as
well as communicating and promoting
the activities of the Arena. A welcoming
environment that will attract customers
should be created.
The criteria for the selection of a suitable
site are similar to those for the choice of
an existing building:
• visibility to potential users
• proximity to public transport
• vehicle access and parking
• neighbouring business types
• site access in use and during
construction
• potential for further development
• local authority planning policies
• ground conditions and
topography
• location of mains services
Unless the constraints of the site dictate
otherwise, the design should always
consider the possibility of the Arena
being extended in the future.
Building a new Arena normally involves
considerably more financial outlay than
converting an existing building. This
could lead to the development of an
Indoor Cricket Arena as a joint venture
with perhaps a school or another sports
provider. If the route of shared facilities
is pursued, it is vital that all parties
understand how the building is to be
used and have a written agreement
encompassing each organisation’s
commitments and responsibilities. It is
likely that the design of the building will
be affected by the demands of multiple
users in terms of the accommodation
and access requirements.
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Selecting the building
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Regulatory requirements
Running a business carries with it a
considerable regulatory burden that
Arena operators need to be aware of.
The requirements outlined below do
not form a comprehensive list and it
is important that the Arena operators
obtain advice on their regulatory
obligations. Sources of information are
listed in the references section.
Legal structure
The Arena needs to have the
appropriate legal structure to put it on
a business standing with HM Revenue
and Customs and other authorities.
The government support service
Business Link advises that the choice of
partnership, limited liability partnership
or limited liability company affects tax
and national insurance, mandatory
business records and accounts,
financial liability, raising of money and
making of management decisions.
Alternatively an Arena might be run as a
social enterprise, providing services that
have an identifiable community benefit,
which while operated on similar lines to
a conventional business, reinvests any
profits in the business rather than profits
being paid to shareholders or the owner.
If a social enterprise is considered
an appropriate legal structure then
advice should be sought regarding
ease of set up, tax breaks, governance
requirements and the responsibilities of
the founders as a minimum.
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Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
Business name
If the Arena is run as a limited company
the name and other details must be
registered with Companies House, and
must comply with the business names
provisions in the Companies Act 2006.
From a business standpoint, consider
that the name will form the basis of the
Arena’s brand and must work well on
all forms of logo, signage and marketing
literature.
Taxation
The law requires all businesses to keep
financial records and it is the Arena
operator’s responsibility to know what
accounts need to be kept and the tax to
be paid. There are obligations relating
to business rates, corporation tax,
income tax, VAT and National Insurance
contributions.
Insurance
Business premises and contents must
be insured, employer’s liability insurance
is required for all businesses employing
staff and public liability insurance will cover
damages and legal fees if members of
the public are injured while using the
Arena. Where an Arena is used by selfemployed people, such as coaches, it is
important to check whether insurance
policies are affected.
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4
Regulatory requirements
Health, safety and welfare
The Arena operator will be legally
responsible for the health and safety of
staff, whether employed directly or selfemployed as well as members of the
public who are affected by the operation
of the business. Responsibilities to
ensure the workplace meets health
and safety standards include having
an up-to-date health and safety
policy, conducting a risk assessment,
meeting fire safety standards, providing
sanitation facilities, ensuring equipment
is used safely and recording any
accidents or incidents which occur.
Any building occupier is also
responsible for ensuring the safety
of any gas appliances.
All equipment used in the sports courts
must comply with applicable British
Standards for sports equipment,
be maintained in accordance with
manufacturer’s recommendations and
be operated by appropriately trained
staff. Where bowling machines are
used, the operatives need to have
passed the relevant ECB coaching
standard and only the player and coach
should be in the court.
Employees and customers have a legal
right to expect minimum standards of
welfare facilities in the Arena. In order
to comply with Workplace (Health,
Safety and Welfare) Regulations 1992
Arena operators will need to provide
employees with suitable facilities in
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good condition, including toilet, washing
and changing facilities, and somewhere
to eat and drink during breaks. These
should be separate from customer
facilities.
Environmental legislation
Arenas must comply with legislation
designed to limit the harm businesses
cause to the environment including
emissions into the air, safe storage
and disposal of waste and discharging
wastewater. There could be planning
conditions restricting noise levels and
preventing disturbance to neighbours.
Licensing
Where an Arena includes a bar, the
premises must be licensed by the local
authority for selling alcohol, providing
regulated entertainment and selling late
night refreshments, as appropriate.
The individual responsible for the
premises must also hold a personal
licence. Where the bar revenue forms
an important part of the business plan,
early discussions should be had with the
local authority to ensure that a licence is
likely to be granted for the premises.
Becoming an employer
The Arena operator, as an employer,
must ensure that employment policies
are in place. Legal obligations regarding
employee’s pay such as the national
minimum wage, statutory pay, paid
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
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Regulatory requirements
leave and tax must be fulfilled and
legal requirements regarding pension
provision understood. A person’s
employment status, determined by
the terms of their contract, will have
implications on an employer’s legal
obligations to them. Those on fixed-term
contracts must be treated the same and
receive the same employment rights
as their permanent equivalents. Casual
and agency workers are entitled to core
rights such as national minimum wage
and working time, rest and paid annual
leave regulations. Where there are selfemployed workers, which in an Indoor
Cricket Arena could include coaches,
it is important to understand their legal
rights and responsibilities for income tax
and National Insurance contributions.
Irrespective of an individual’s
employment status, discrimination when
recruiting and in the work place must be
avoided.
It is also the employer’s responsibility
to ensure that employees are eligible to
work in the UK. Information concerning
immigration, visas and eligibility
requirements can be obtained from the
Home Office UK Border Agency.
Disability discrimination
It is against the law to discriminate
against a disabled person and, as a
service provider and employer, Arena
operators should be aware of their
responsibilities under the Disability
Discrimination Act 2005 (DDA). Service
providers must take reasonable steps
to ensure they are not discriminating
against disabled people and employers
must not discriminate against disabled
people in connection with recruitment,
employment, promotion, transfers,
training, pay or benefits. The advice of
an access consultant could be sought
to ensure that the needs of disabled
people are fully considered in the
design and operation of the Arena and
associated facilities.
Child protection and vulnerable
adults protection
Arena operators must be aware of their
statutory responsibilities and obligations
to protect children and vulnerable adults
who use the facilities. This includes,
but is not limited to, ensuring staff have
been checked through the Criminal
Records Bureau for suitability to work
with children and vulnerable adults.
The ECB publication Safe Hands
– Cricket’s Policy for Safeguarding
Children should be consulted and used
as the framework for managing young
people’s involvement at the Arena to
ensure that children participate in a safe,
friendly and enjoyable environment.
Compliance with Safe Hands will form
part of an Arena operator’s obligations
under ECBIC affiliation.
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Developing a new Arena
Whether establishing an Indoor Cricket
Arena in existing premises or a new
building, several approvals are required.
Planning
The following work to existing buildings
will require planning permission:
• extensions
• alterations to the external
appearance
• signage
• change of use class
Business premises are grouped into
use classes and of particular relevance
to the conversion of industrial buildings,
permission is required to change
between classes. If the property being
considered is designated an industrial
building, then the loss of potential
employment floor space will need to be
justified.
It is advisable to consult with the local
authority planning department at an
early stage to confirm whether planning
permission is required. Consultation
will also help to identify any issues
or opposition to the development in
advance of submitting an application.
Securing an appropriate planning
permission should be made a condition
of the lease or purchase.
Planning permission will be required for
the development of all new-build Indoor
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Cricket Arenas. Before purchasing land
it is advisable to check whether planning
permission has been granted for the site
previously or is likely to be granted in
the future. Reference should be made
to current and anticipated planning
policy in relation to the site under
consideration.
Information gathered during the
market study demonstrating the need
for the Arena not only proves the
business model, but also forms part
of the planning case in favour of the
development. A planning application will
usually be processed in eight weeks,
though this can take up to thirteen
weeks where the area of development
exceeds 0.1 hectares (1,000m2), as will
be likely for Indoor Cricket Arenas.
In addition to planning permission,
conservation area or listed building
consent may be required depending
upon the location of the proposed
Arena, and consent required for work
on trees protected by Tree Preservation
Orders.
Building Regulations
Building Regulation approval is not the
same as planning permission and is a
statutory requirement for the majority of
building works irrespective of whether
planning permission is needed.
Building Regulations set the standards
for the construction of buildings in
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
5
Developing a new Arena
England and Wales to ensure the safety
and health of people in or around those
buildings. These include fire safety,
energy efficiency and the provision of
facilities for disabled people.
Further information on Building
Regulations considerations is available
in [TS7] Indoor Cricket Facilities:
Design Guidelines and can be
addressed with the appointment
of specialist consultants.
A Building Regulations submission will
usually be processed in five to eight
weeks, with the submission typically
following a planning consent.
Project sequence
The Royal Institute of British Architects
(RIBA) uses a plan of work to set out
five main stages for building projects,
with these sub-divided into smaller work
stages. These are usually carried out in
sequence and, whether an architect or
other consultants have been appointed,
the stages remain applicable and form
a clear and organised framework to
proceed with the project.
Sustainable development
Sustainable development has been
described as “development that meets
the needs of the present without
compromising the ability of future
generations to meet their own needs”.
In practice, this means clients,
designers, contractors and facilities
managers embracing the sustainability
agenda to minimise the environmental
impact of buildings, through design
and specification, construction
methods, and day-to-day operation of
the facility. Designers and operators
should consider how sustainable
and energy efficient products can be
used in refurbishment or new build
developments, bearing in mind that
heating, lighting and ventilation can form
a significant proportion of the operating
costs of any sports facility.
These considerations may be a
requirement of local planning policy
or arise out of Building Regulations
compliance, but improving energy
efficiency will be of benefit to operators,
reducing the Arena’s annual running
costs and potentially freeing up money
to be invested in the business. The
initial expense of sustainable or energy
efficient development should be
considered against the likely payback
period, in relation to the business
plan and where applicable the lease
length. Further information on the
environmental impact of mechanical
and electrical installations is available
in [TS7] Indoor Cricket Facilities:
Design Guidelines.
17
5
Developing a new Arena
Consultants
In most instances, the delivery of the
project will call upon the specialist skills
of professional consultants:
Architect
Architects work with clients to interpret
their requirements and design new
buildings, the spaces around them
and alterations to existing buildings.
They advise clients on the practicality
of building projects and liaise with
other consultants, suppliers and
statutory bodies. They are responsible
for planning and Building Regulation
submissions and, once construction
starts, they can co-ordinate and
administer the building contract through
to completion.
Structural Engineer
Structural Engineers design and
calculate the building structure and
foundations. They sometimes also
design below-ground drainage. They
will provide information to support the
Building Regulations submission.
18
Mechanical and Electrical (M&E)
Services Engineer
M&E Engineers design and co-ordinate
the services of buildings including gas,
electricity, heating, lighting, ventilation,
water and renewable energy, calculating
the proposed energy use of the building.
They sometimes also design the
drainage. They will provide information
to support the Building Regulations
submission.
5
Other specialists
Some projects might also require further
specialist input during the design stage
which will become apparent during the
preparation stage:
• Access consultants advise on
designing inclusive buildings for
people of all abilities. They should
have experience of working on
sports projects.
• Approved Inspectors are private
sector companies approved for
carrying out Building Control
Services as an alternative to
applying for Building Regulations
approval through the local
authority.
• Environmental consultants
and ecologists advise on
environmental issues which might
have to be considered if the site
is a natural habitat for protected
species.
• Heritage and conservation
specialists advise on preserving
historic buildings and restoration.
• Highways engineers design
and advise on new roads
or alterations to the public
highways.
• Landscape architects design the
spaces and landscape around
Construction Design Management
(CDM) Coordinator
CDM Coordinators advise clients on
health and safety issues, risks and the
competency of the design team. This
is applicable across all project types.
Compliance with CDM Regulations
2007 is a legal obligation and the CDM
Coordinator must be appointed before
any design work is undertaken.
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
• Acoustic consultants advise on
design issues to ensure buildings
pass sound tests.
Quantity Surveyor
Quantity Surveyors measure, estimate
and advise on the cost of the designs
produced by architects, structural
engineers and services engineers.
Developing a new Arena
the buildings including details for
hard and soft areas and trees.
• Planning consultants provide
specialist advice when preparing
planning submissions or appeals
in areas with sensitive planning
issues.
• Project managers take
responsibility for planning and
facilitating a project. They can act
on the client’s behalf providing
advice and be given responsibility
for making key decisions.
19
5
Developing a new Arena
Main Stage
5
Work Stage
Brief Description
A
Appraisal
The first stage of a project is when the Arena operator’s needs and objectives are identified, the
business case developed and any constraints on development identified. A feasibility study may
be prepared and options assessed to enable the operator to decide whether to proceed. These
actions form part of the business development section.
B
Design Brief
A design brief, generated by the sports activities and business plan priorities, is prepared by or on
behalf of the Arena operator and is when the key requirements and constraints are confirmed. This
will either be for the refurbishment of an existing property or design of a new building and should
be a written document that is periodically reviewed, revised and re-issued as appropriate. The
procurement route and consultants will also be identified. The range of professional consultants,
known as the design team, will depend on the size and complexity of the project. See developing
a new Arena section.
C
Concept
A concept scheme for the Arena is prepared, implementing the requirements and constraints
identified in the design brief, and a preliminary cost plan is developed. It is likely that this work will
be required in establishing the business case for an Indoor Cricket Arena.
D
Design Development
The scheme design is developed with structural and building services design, specifications and an
updated cost plan. A detailed planning application is submitted at this time. See developing a new
Arena section.
E
Technical Design
Technical designs and specifications are developed sufficiently to co-ordinate all elements of the
design. A Building Regulations submission can be made at this time, or following stage F. See
developing a new Arena section.
F
Product Information
G
Tender Documentation
H
Tender Action
J
Mobilisation
K
Construction to Practical Completion
L
Post Practical Completion
Preparation
Design
Pre-Construction
Construction
Use
20
Developing a new Arena
Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
The design and specification information is prepared in sufficient detail to obtain tenders, that is
the offers by contractors to carry out the works at a fixed price. Tender documentation will consist
of the design team’s details and specifications, which will be compiled by the lead consultant
and sent to contractors invited to prepare a tender submission. The tenders are appraised by the
design team and a recommendation made to the client.
Following the tender, the contract is let, the contractor appointed and construction information
issued. Construction is when the contract is administered and the new building built, or existing
property refurbished.
Final inspections of the works are made, the contractor leaves site and the building is handed over
to the client and the new Arena opened. During initial occupation the operator is instructed in the
use and maintenance of the building services.
21
6
References and bibliography
References and bibliography
England and Wales Cricket Board
The Football Association
www.ecb.co.uk
www.thefa.com
Who was involved in the
preparation of the document?
–ECB Facilities and Funding
Publications available from
The Football Association website:
Bruce Cruse – ECB National
Funding and Facilities Manager
–Guide to indoor areas for small
sided and disability football (2010)
–Football Goals Guidance Notes
(2010)
Develops and administers grass
roots designs and programmes
within ECB’s remit and its
capital expenditure.
www.ecb.co.uk/development/
facilities-funding
–ECB Indoor Cricket
www.ecbic.co.uk
Publications available from the
ECB website:
–Strategic Plan 2010-2013
Grounds to Play
–Disability Cricket Vision 2009-2013
–Safe Hands-Cricket’s Policy for
Safeguarding Children
–TS[3] Facility Briefs and Guidance
Notes for Indoor Sports Halls with
Cricket Provision
–TS[5] Pavilions and Clubhouses
–Developing a Project from Concept
to Completion
Sport England
www.sportengland.org
Publications available from the
Sport England website:
–Accessible Sports Facilities – 2010
–Active Design
–Better Places for Sport
–Car Parking and Landscape Design
– Comparative Size Checklist
–Environmental Sustainability
–Sports Hall – Design and Layouts
2010
New Zealand Indoor Netball
www.nzindoorsports.org.nz
gcp Chartered Architects
Publications available from the New
Zealand Indoor Netball website:
Architects with experience in the
design of Indoor Cricket facilities
and a wider range of sports facilities
in the commercial, public and
voluntary sectors.
–Indoor Netball Official Rule Book
Other sources of information
–Business Link
www.businesslink.gov.uk
–The Code for Leasing Business
Premises in England and Wales
2007
www.leasingbusinesspremises.co.uk
–Department for Business,
Innovation and Skills
Consultees
Arena Operators
–44Two Limited, Gillingham
–Action Indoor Sports, Bristol
–Bats n Balls, Ipswich
–Eight4Sports, Wirral
–Nottingham Community
Sports Limited
–Play on Sports, Canary Wharf
–Sports Leagues, Leicester
–Willows Sports Centre, Derby
–Wolverhampton Sports Arena
Oculus Building Consultancy
CB Richard Ellis
Global commercial real estate
advisors with specialist experience
in advising on leisure projects for
public and private sectors.
www.bis.gov.uk
–Health and Safety Executive
www.hse.gov.uk
–HM Revenue and Customs
www.hmrc.gov.uk
–Home Office
www.homeoffice.gov.uk
–Home Office UK Border Agency
www.ukba.homeoffice.gov.uk
–Office of Fair Trading
www.oft.gov.uk
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Indoor Cricket Facilities: A Quick Guide to Getting the Business Started [TS7]
This document has also been circulated for comment to Sport England,
The Football Association and England Netball.
Every effort has been made to ensure the accuracy contained within this
publication. The England and Wales Cricket Board, its staff or consultants
shall not at any time be held responsible or liable to any party in respect of any
loss, damage or costs arising directly or indirectly from reliance placed on the
material set out in this publication which is for guidance only and should not be
taken as a substitute for expert professional advice and assistance.
23
England and Wales Cricket Board
Lords Cricket Ground London NW8 8QZ
T: 020 7432 1200 F: 020 7289 5619 E: [email protected]
www.ecb.co.uk
From playground to Test arena
April 2011