sportscotland
Estates Strategy
2010-15
sportscotland
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Estates Strategy 2010-2015
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 2008. 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 2009-11. 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
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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.
Existing Estate
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
Templeton Leased
Net
Condition Running
Internal
Costs
Area
(2009/10)
(m2)
849 Excellent
Caledonia
House
Glenmore
Lodge
Inverclyde
Owned
3,090 Excellent
Owned
5,163 Good
Owned
9,674 Fair
Cumbrae
Owned
1,193 Good
Stirling
Leased
Running
Costs
m2
(2009/10)
Energy
Costs
m2
(2009/10)
845 Excellent
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
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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
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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 2010.
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
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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.
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The Estates Strategy will be reviewed and refreshed annually in December and an
associated business plan action plan developed for the following financial year.
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1.
HEADQUARTERS – TEMPLETON, GLASGOW
1.1
Description
1.1.1 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 1984.
1.2
Tenure
1.2.1 The building is owned by Credential Holdings Limited. The lease for both
floors is in place until April 2013.
1.3
Usage
1.3.1 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).
1.3.2 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 2013. 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.
1.3.3 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).
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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
1.4.1 It is sportscotland’s view that the building is fully accessible and as far as can
be ascertained complies with all current equalities legislation.
1.4.2 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
1.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
1.5.2 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)
1.5.3 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
1.6.1 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 1.8.
1.7
Running Costs
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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
1.8.1 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
1.8.2 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
1.9.1 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.
1.10
Summary
1.10.1 It is viewed that Templeton meets the needs of its function until April 2013.
1.10.2 The development of the business requirements for Phase 2 (2013/14
onwards) will take place during 2010/11.
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2.
CALEDONIA HOUSE – EDINBURGH
2.1
Description
2.1.1 Caledonia House was built in 1988. It is set over three floors, of steel frame
construction and sits on approximately 0.563 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
2.2.1 The building is wholly owned by sportscotland.
2.3
Usage
2.3.1 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.
2.3.2 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.
2.3.3 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
2.3.4 In addition, touchdown facilities are provided for a range of partner
organisations including:

Clubgolf

Youth Sport Trust

Jog Scotland

Scottish Gymnastics

Scottish Swimming
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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
2.4.1 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.
2.4.2 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).
2.4.3 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
2.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
2.5.2 The NIA of Caledonia House is 3,090m2.
2.5.3 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.
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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 2
2.5.4 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.
2.5.5 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
2.6.1 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 2011/15.
2.6.2 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. .
2.6.3 The rental space available for tenant organisations is circa 1,820 m2, which
equates to circa 62% of the total building capacity. At March 2010 330 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.
2.6.4 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
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out in Reaching Higher. The potential for expanding this concept to other
areas will be further explored in future years.
2.6.5 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
2.7.1 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
2.8.1 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
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Total building operation costs (revenue) per square metre net
internal area
User satisfaction average score
2.8.2 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
2.9.1 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 2012. This assumes that
the compliance audits to be undertaken in 2010/11 require no significant levels
of activity.
2.10
Summary
2.10.1 It is viewed that Caledonia House will meet the needs of its purpose in
2010/11.
2.10.2 The Green Book Analysis to be undertaken and completed in 2011/12 will
seek to determine its continuing value to sport in Scotland.
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3.
GLENMORE LODGE NATIONAL CENTRE – AVIEMORE
3.1
Description
3.1.1 Glenmore Lodge is an outdoor training centre with summer and winter training
facilities set within 5.72 ha within the Cairngorm National Park.
3.1.2 The buildings/facilities which comprise Glenmore Lodge are a mixture of
timber framed/clad, concrete block and steel portal frame construction.
3.1.3 The property was valued at £2.7m 31 March 2008 and depreciation currently
runs at £54k.
3.2
Tenure
3.1.2 Glenmore Lodge forms part of a Trust Company which is 100% wholly owned
by sportscotland.
3.3
Usage
3.3.1 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
3.3.2 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
3.3.3 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
3.4.1 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.
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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.
3.4.3 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 2010. The outputs of both these activities will
be used to inform development and associated investment proposals.
3.5
Accommodation Schedule
3.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
3.5.2 The NIA across the entire site is 5,163 m2.
3.5.3 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
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Space Utilisation
3.6.1 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.
3.6.2 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 2010/11.
3.6.3 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.
3.6.4 Section 3.8 identifies other functional areas where utilisation levels will be
measured and monitored.
3.7
Running Costs
3.7.1 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
3.8.1 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:
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








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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
3.8.2 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
3.9.1 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 2010/11.
3.9.2 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).
3.9.3 The potential to increase the utilisation of office accommodation and the
strength and conditioning equipment will be explored with colleagues across
the organisation.
3.10
Summary
3.10.1 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.
3.10.2 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.
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4.
INVERCLYDE NATIONAL CENTRE – LARGS
4.1
Description
PROTECTED
4.1.1 Inverclyde is an indoor and outdoor training centre set on a wooded hillside
behind the Ayrshire seaside town of Largs within 39.88 ha of grounds.
4.1.2 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.
4.1.3 The property was valued at £2.9m at 31 March 2006 and depreciation
currently runs at £58k.
4.2
Tenure
4.1.2 Inverclyde forms part of a Trust Company which is 100% wholly owned by
sportscotland.
4.3
Usage
4.3.1 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.
4.3.2 To achieve these aims the Centre works with, among others, National
Governing Bodies of Sport, Disability Scotland/Paralympic teams and the
British Olympic Association.
4.3.3 The Centre provides a venue for those working towards excellence in their
sport, both as players and coaches.
4.3.4 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.
4.3.5 Clubs and sporting organisations attend the Centre to improve the playing
skills of their members.
4.3.6 The Club Golf West programme is based at the Centre, developing coaches
and leaders for golf at the five-hold golf practice facility.
4.3.7 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.
4.3.8 The Centre’s facilities support sports in the following areas:

Badminton

Basketball
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


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Gymnastics
Squash
Table Tennis
Tennis
Football (11-a-side, 7-a-side, 5-a-side)
Volleyball
4.3.9 The Centre operates 24 hours a day, 7 days a week throughout the year.
4.4
Legislative Compliance & Sustainability
4.4.1 The roofs of both the Main Building and the Sports Hall are insulated with in
excess of 300mm of sheep wool insulation.
4.4.2 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.
4.4.3 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 2008.
4.4.4 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.
4.4.5 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
4.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
4.5.2 The NIA across the entire site is 9,674 m2:
4.5.3 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
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

















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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
4.5.4 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
4.6.1 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.
4.6.2 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 2011/15.
4.6.3 Section 4.8 identifies other functional areas where utilisation levels will be
measured and monitored.
4.7
Running Costs
4.7.1 The main elements of the running costs for the site are:

Electrical repairs

Sewage

Water

Rates

Electricity

Gas

Oil

Planned Maintenance
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











4.8
PROTECTED
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
Performance and Fitness for Purpose
4.8.1 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.
4.8.2 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
4.9.1 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
4.9.2
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
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theatre, canteen facilities and accommodation, to ensure its continuing fitness
for purpose.
4.9.3 The outcome of the above activities will inform future development and
associated investment plans for the remainder of the term of this strategy.
4.9.4 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).
4.10
Summary
4.10.1 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.
4.10.2 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.
4.10.3 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.
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5.
CUMBRAE NATIONAL CENTRE
5.1
Description
PROTECTED
5.1.1 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.
5.1.2 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.
5.1.3 The property was valued at £0.5m at 31 March 2006 and depreciation
currently runs at £12k.
5.2
Tenure
5.1.2 Cumbrae forms part of a Trust Company which is 100% wholly owned by
sportscotland.
5.3
Usage
5.3.1 The Centre provides coaching at every level in a range of water sports
including:

Dinghy sailing

Cruising

Windsurfing

Sea kayaking
5.3.2 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.
5.3.3 The Centre works closely with the Royal Yachting Association and supports
the Scottish Sailing Institute.
5.3.4 The Centre also seeks to work with sailing teams before major events, such
as the London 2012 Olympics.
5.3.5 The Centre operates 24 hours a day, 7 days a week throughout the year.
5.4
Legislative Compliance & Sustainability
5.4.1 The roof of the main building has a 140mm thick insulated panel and the
accommodation units are insulated to a high level.
5.4.2 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.
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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.
5.4.4 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
5.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
5.5.2 The NIA across the entire site is 1,193 m2.
5.5.3 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
5.6.1 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.
4.6.2 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 2011/15.
5.7
Running Costs
5.7.1 The main elements of the running costs for the site are:

Electrical repairs

Sewage

Water

Rates

Electricity

Liquid Petroleum Gas

Planned Maintenance
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







5.8
PROTECTED
PAT
Fire Safety Systems
Waste Removal/Landfill
Boilers
Sanitary
Servicing of Solar energy plant
Cleaning
Laundry
Estates Staff
Performance and Fitness for Purpose
5.8.1 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
5.8.2 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
5.9.1 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.
5.9.2 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 2011/12.
5.10
Summary
5.10.1 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.
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6.
SPORTSCOTLAND INSTITUTE OF SPORT – STIRLING
6.1
Description
6.1.1 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.
6.1.2 The main part of the building dates from 1939 and an extension added in
2000.
6.2
Tenure
6.2.1 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
6.3.1 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.
6.3.2 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.
6.3.2 There are a limited number of flexible workstations and meeting rooms
available for all sportscotland staff to use.
6.4
Legislative Compliance & Sustainability
6.4.1 It is sportscotland’s view that the building is fully accessible and as far as can
be ascertained complies with all current equalities legislation.
6.4.2 Lighting systems utilise a mixture of halogen and low energy bulbs throughout
the main building and extension.
6.4.3 The roof is insulated in the main building to standards in place in 2000 and
double glazing has been installed in the extension.
6.4.4 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.
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Accommodation Schedule
6.5.1 sportscotland has decided to use Net Internal Area (NIA) as the basis of its
accommodation schedule and for use in its performance indicators.
6.5.2 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
6.6.1 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
6.7.1 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
6.8.1 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
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


PROTECTED
Total property operational running 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
6.8.2 This activity will also provide a view on the fitness for purpose of Stirling in
consideration of business planning activity and associated developments.
6.9
Potential Developments
6.9.1 Notwithstanding the above and the outcome of the compliance audits and
environmental reviews, there are no current developments planned at the
Stirling office.
6.10
Summary
6.10.1 It is viewed that the Fairview building in Stirling meets the needs of its current
function.
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7.
REGIONAL INFRASTRUCTURE
7.1
Description
PROTECTED
7.1.1 sportscotland works in partnership with a range of Universities and Local
Authorities as part of its Regional Infrastructure (encompassing the Area
Institutes).
7.1.2 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
7.1.3 In addition, office space has been created at Caledonia House and at
Templeton to provide workstations and access to broadband, printing, secure
storage and other facilities for both colleagues and staff in partner
organisations. Opportunities will continue to be explored in this area during
2010/11 in order to achieve economies of scale and other benefits associated
with co-location.
7.1.4 A view on the fitness for purpose of the accommodation at the above sites is
provided below. This includes potential developments to meet the ongoing
move towards achieving the benefits of co-location with other sports bodies
and seeking where possible economies of scale.
7.1.5 The Head of Pathways is responsible for delivering the regional infrastructure.
This is an evolving process with engagement continuing with a range of
partner organisations. The estates strategy will develop in line with this
engagement and emerging priorities.
7.1.6 sportscotland aims to work in partnership with a range of sporting bodies and
to support the provision of shared facilities where there are demonstrable
benefits to sport in Scotland and where such support fits with its core function
and role.
7.2
West – Palace of Art
7.2.1 An agreement is in place with Glasgow City Council which provides office
accommodation and delivery support room for sportscotland staff, an athletes
lounge, strength and conditioning suite and a range of fitness rooms.
7.2.2 During 2009/10 some space planning and additional furniture was provided to
ensure that the office continues to support the staff based there.
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7.2.3 Glasgow City Council is currently reviewing the ongoing function of the Palace
of Art and sportscotland will contribute to this debate to ensure continuity of
athlete access to appropriate facilities. This will be achieved through the
delivery of ‘Project Glasgow’ to be led by the Programme Manager during
2010/14.
7.3
East – Heriot Watt University, Edinburgh
7.3.1 An agreement is in place with Heriot Watt University which provides office
accommodation for sportscotland staff and access to the University strength
and conditioning suite.
7.3.2 The development of the Analysis Unit at Caledonia House has sought to
complement the facilities available at the University, noting the limitations in
terms of available space at that site.
7.4
Highland – Inverness
7.4.1 An agreement is in place with Inverness Leisure Trust in respect of the
provision of office accommodation on the grounds of Inverness Sports Centre
and athletics track. This accommodation is shared with Coaching Highland
and has to be replaced to provide larger facilities. The aim is to provide fit-forpurpose accommodation for 6 sportscotland staff and up to 12 SGB
colleagues on a part-time basis in addition to 3 Coaching Highland staff. It is
also required to ensure a fit with current health and safety and equalities
legislation.
7.4.2 An options appraisal will be carried out early in 2010/11 to identify an
appropriate solution. It is envisaged that this solution will be temporary due to
the ongoing discussions locally regarding the development of an alternative
shared facility with a range of partners.
7.4.3 Noting the capacity at Glenmore Lodge, discussions will also include the
potential for establishing a ‘hub’ for staff to support athletes in this area.
7.5
Grampian – Aberdeen Sports Village
7.5.1 Proposals are almost complete to provide an extended shared facility with a
range of SGB partners in accommodation owned by Aberdeen University in
the Aberdeen Sports Village (150 m2). It is planned to have this fully
operationally by June 2010 to provide a base for 3 sportscotland staff
members, support 5 permanent SGB workstations and 2 hot desks for use by
SGB partners.
The meeting space will be used by a range of sports
development partners.
7.6
Tayside and Fife – Dundee University
7.6.1 An agreement with Dundee University provides office accommodation for
sportscotland staff in the Institute for Sport and Exercise. This agreement
also provides access to the strength and conditioning suite and a range of
sports science facilities.
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7.6.2 Discussions are continuing to provide an additional shared facility in this area
for Governing Body staff to support the requirements of the regional
infrastructure which may have some impact on the current arrangements.
7.7
Central – Stirling University and Falkirk Stadium
7.7.1 An agreement is in place with Stirling University to provide office
accommodation for sportscotland staff which is co-located with the strength
and conditioning suite and a range of other sports science facilities.
Discussions are ongoing with the University about the future of these facilities.
These should be concluded during 2010/11 and firm proposals implemented.
7.7.2 A lease agreement is in place at Falkirk Stadium which provides office
accommodation for sportscotland staff until April 2013 (albeit there is an
opportunity to break this lease annually). In 2010/11 consideration will be
given to the most appropriate location for the base in Central region for both
sportscotland and partner bodies.
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APPENDIX 1
Business Plan Action Plan 2010/11
No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Action
Establish Estates Strategy Project
Board
Caledonia House – complete the
refurbishment programme.
Caledonia House – establish hot
desk utilisation rates
Caledonia House – increase
meeting room utilisation from 19%
to 50%
Caledonia House – increase
tenant occupation of building to
62%
Caledonia House – develop House
of Sport concept and explore
potential roll-out to other sites/
regions
Templeton
Business
requirements for Phase 2 of the
relocation
exercise
to
be
established
Explore the potential role of
sportscotland’s sites to be used
for business continuity purposes
by Scottish Governing Bodies of
Sport - initially for Templeton and
Caledonia House.
Undertake
user
satisfaction
exercise – all sites
Establish benchmark levels for
each of the KPIs
M&E Audit across all sites – and
review of outputs
Health and Safety compliance
audit across all sites (informed by
workplace risk assessments) - and
review of outputs
Disability
Discrimination
Act
compliance audit across all sites and review of outputs
Explore potential use of office
accommodation
at
Glenmore
Inputs
Project
Board
Members
Office Service
Support
Manager
Programme
Manager
Responsibility
Timeline
Head of Office April 10
Support Services
Head of Office April 10
Support Services
Office
Support October
Services Manager 10
Office
Support March 11
Services Manager
Head of Office March 11
Support Services
Office Service
Support
Manager
Tenants
Programme
Manager
Head of Office October
Support Services 10
Programme
Manager
Partnership
Managers
Head of Office October
Support Services 10
Site
representatives
Site
representatives
Site
representatives
Head of Office
Support Services
Site
Representatives
Head of Office
Support Services
Head of Office
Support Services
Site
representatives
Head of Office Sept 10
Support Services
Site reps
Head
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Head of Office March 11
Support Services
October
10
May 10
Sept 10
Sept 10
Head of Office May 10
of Support Services
sportscotland
15
16
17
18
19
Lodge as part of the Regional
Infrastructure
Review outputs of Glenmore
Lodge Climbing Wall Feasibility
Study and develop business case
if appropriate.
Review outputs of Glenmore
Lodge North Wing Feasibility
Study and develop business case
if appropriate
Undertake range of co-ordinated
feasibility studies for development
of Inverclyde facilities in line with
stated direction of the National
Centre:
 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
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Pathways
Project Manager Centre Principal
May 10
Facilities
Development
Team
Project Manager Centre Principal
May 10
Facilities
Development
Team
Site reps
Head of Office
Support Services
Sept 10
Sept 10
Review use and fitness for Site reps
purpose of Main House in line with
stated direction of the Inverclyde &
Cumbrae.
Develop Pavilion at Playing Fields
– utilising North Ayrshire Council
financial contribution.
Head of Office TBC
Support Services
/ Centre Principal
Project Manager TBC
–
Facilities
Development
Team
Project Manager June 10
–
Facilities
Development
Team
Programme
Ongoing
Manager
20
Repair the breakwater at Cumbrae
(and review ongoing requirements
and operation)
21
West – Palace of Art – contribute
to Glasgow City Council debate
(through Project Glasgow)
Highland – undertake options Project Manager Head of Office Aug 10
appraisal to replace existing - Facilities Team Support Services
accommodation in Inverness
22
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24
25
26
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Grampian – develop proposal for
alternative shared accommodation
with partners (in Aberdeen Sports
Village)
Tayside & Fife – Dundee – develop
proposal for alternative/additional
shared
accommodation
with
partners
Central - Stirling University – confirm
ongoing fitness for purpose of facility
Head
Pathways
of Head of Office May
Support Services 2010
Head of Office Head
Support
Pathways
Services
Head of Office
Support
Services
Central – Falkirk Stadium – develop Head of Office
proposal for alternative shared Support
accommodation with partners
Services
of Sept
2010
Head
Pathways
of Sept
2010
Head
Pathways
of Sept
2010
OBJECTIVES FOR 2011/15
Caledonia House
 Undertake a review using Green Book principles during 2011/12 to establish
value of House of Sport concept and ongoing provision of East Regional Hub
Cumbrae
 Explore the feasibility of upgrading the breakwater
Highland
 Identification of a permanent solution by 2014/15
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