HUNTLY MULTI SPORTS HUB: FEASIBILITY STUDY · HUNTLY MULTI SPORTS HUB: FEASIBILITY STUDY: Final...

HUNTLY MULTI SPORTS HUB: FEASIBILITY STUDY

Final Report

May 2011

HUNTLY MULTI SPORTS HUB: FEASIBILITY STUDY: Final Report2

Executive Summary

Chapter 1 Introduction 5

Chapter 2 Policy Context & Strategic Fit 7

Chapter 3 Huntly Riverside: Site Analysis & Key Issues: Consultation Event 13

Chapter 4 Multi Sports Hub Concept Development & Case Studies 21

Chapter 5 Huntly Multi-use Sports Hub: Outline Business Plan 27& Next Steps

CONTENTS

HUNTLY MULTI SPORTS HUB: FEASIBILITY STUDY: Final Report 1

EXECUTIVE SUMMARY

Feasibility Study Objectives

The Huntly Development Trust (HDT) brief for the feasibility study was to: ‘develop and assess the feasibility of establishing and promoting a RCDH at Huntly. The results will allow HDT and its partners to make a more informed

decision on whether to pursue an RCDH project at Huntly, and if so, how’. The brief included a requirement for consultation with key stakeholders, a review of impact, technical, legal and organisational issues, community consultation and preparing an outline business plan.

A vision and driving principles for the Huntly Multi-Use Sports Hub has been identifi ed based on the conclusions from the consultations, policy fi t, site appraisal, market assessment and results from the ‘Drop In’/ Exhibition event held on 12 February 2011. This is highlighted below and Chapter 5 of the Final Report also summarises market assessment/target users, revenue streams and outline cash fl ow benefi ts, management structure, implementation strategy and next steps.

2013 Vision & Driving Principles

The Multi Sports Hub will be home to a number of self sustainable sports clubs/organisations with an ethos of good inter club relations, volunteering and genuine community engagement and leadership. This will be a base where a range of local sports clubs can work together and a social environment that engages members of the wider community in Huntly and the surrounding area. Overall the Huntly Multi Sports Hub will provide improved access for local people and sports clubs at affordable prices and also minimise the long-term fi nancial obligations

– be it annual subsidies, maintenance or capital expenditure. As a result of the Hub, Huntly is becoming established as a centre for cycling tourism and cycling events.

The Huntly Multi Sports Hub will be a welcome and safe place to take part in sport and physical activity focusing but not exclusively on the cycling and Nordic skiing disciplines and delivering quality international class sports facilities and sport development. This will include talent pathways to improve individual performance with a focus on high performance sport.

Young people will be at the heart of programming, as well as the aim to maintain the participation of existing user groups by providing them with signifi cantly improved facilities. The new and improved facilities will provide more opportunities to participate in sport and physical activity and assist in the training and development of the coaches and volunteers that will make the Multi-Use Sports happen.

The Huntly Multi Sports Hub will be a welcome and safe place to takepart in sport and physical activity focusing but not exclusively on the ycycling and Nordic skiing disciplines and delivering quality internationalclass sports facilities and sport development. This will include talentpathways to improve individual performance with a focus on highperformance sport.

Young people will be at the heart of programming, as well as the aim to maintain the participation of existing user groups by providing themwith signifi cantly improved facilities. The new and improved facilitieswill provide more opportunities to participate in sport and physical activity and assist in the training and development of the coaches andvolunteers that will make the Multi-Use Sports happen.

Promoting Huntly and District for Cycling: Wider Economic Development OpportunitiesThere is also signifi cant potential to promote cycle tourism in the area with Huntly town as a base and focal point for integrating local cycle routes with longer national routes. This could include establishing connections to the National Cycle Routes 1 at Turriff and 195 at for example Ballater. (see Chapter 3) Huntly and district and the RCDH could then be promoted as part of a wider cycling holiday product with something special to offer all types of on and off-road cyclists. The aim would be to provide a variety of high quality routes accessible from Huntly town centre, together with cyclist-friendly facilities, services and information. Cycling events could also then be added to the local calendar of events. For example the Etape Caledonia in Highland Perthshire now attracts around 5,200 participants and has a signifi cant positive impact on the local economy.

Financial Analysis & Viability: ConclusionsThe analysis of revenue and expenditure over three years and based on cautious assumptions (Table 5.1) shows that the revenue streams assumed would not cover their annual costs and would show an operating defi cit/gap of £17.8k in year 1,


£15.3k in year 2 and an £13.3k in year 3. However, if the anticipated annual income is increased by 15% and anticipated annual expenditure is reduced by 10% then the funding gap in year one is reduced to £9.6k, £6.1k in year two and results in a ‘profi t’ of £7k in year 3. Alternative sources of funding this gap will need to be identifi ed and this could include Aberdeenshire council as part of their ongoing Lottery Funding commitment to HNOC and Sportsmatch sponsorship for example and other funding sources are identifi ed in Chapter 5.

Ownership: Management Structure: GovernanceAberdeenshire Council who currently own the majority of the Huntly Riverside site and run the HNOC are actively considering the centre’s future within the context of the Council’s revenue budget for 2011-12 and the challenging current public sector funding position. At this point no budget has been formally identifi ed but the Council have made a commitment to keep HNOC operating while all options are explored. As a consequence SnowSportscotland is actively preparing a bid to manage and operate the HNOC based on a say twenty fi ve year lease and working closely with Huntly Nordic Ski Club and the local community. In these circumstances two options for delivering and managing the completed Huntly Multi Sports Hub in say 2013, have been identifi ed and assessed.

The Community Interest Company option clearly has more advantages and fewer disadvantages. This option ensures that the Huntly Multi Sports Hub would all be under one management regime to ensure medium and long term synergies are maximized and day to day issues are dealt with effectively. The Option would also ensure active local community involvement and wider participation in sport. The community interest company or similar would need to explore alternative revenue funding sources and sponsorship possibilities.

Delivering the Hunty Multi Sports Hub: Effective PartnershipSnowSportscotland and Scottish Cycling in the fi rst instance will need to champion the project and drive forward the proposals for the Huntly Multi Sports Hub. They will need to be genuinely enthusiastic about working with the community

and other public, private and third sector partners in Huntly and elsewhere to realise the vision. HDT should continue to promote the project at a local level and could assist in local project management. Public sector partners in particular Aberdeenshire Council, will have essential role to play in supporting the move to community interest company ownership and providing some short term subsidy. HDT, Huntly Nordic Ski Club and other local users and partners will need to use supporting skills, expertise and resources to help secure delivery of the different components of the Multi Sports Hub. A joined-up approach will be essential, with the need to build mutual trust and ensure effective co-ordination focussed on delivering the Multi Sports Hub.

ConclusionsThe regional scale of the proposals, the innovative nature of the Multi Sports Hub and the aim to involve the wider Huntly community and the diffi cult funding climate make this a challenging project to deliver. Ongoing work will be needed to continue to convince partners and stakeholders that the project is viable and deliverable.

The vision and outline business plan that are summarised above will ensure that the following six important objectives that have been identifi ed for Huntly Multi Sports Hub project are met namely:

Ensuring that the future of HNOC is secured and that full public access to the wider Huntly Riverside area is maintained and that the Huntly Multi Sports Hub has an excellent fi t with the wider policy and initiatives in Huntly;

Promoting an innovative Multi Sports Hub that includes a regional cycle development component to meet the developing needs of the various cycling disciplines like road, cyclo cross, mountain biking and BMX and other sports;

Ensuring that the Multi Sports Hub offers shared facilities promotes cross use, performance coaching, joint training, shared staff and running costs with a focus on quality international-class sports facilities and sport development:


talent pathways to improve individual performance with a focus on high performance sport will be essential;

Ensuring that the Multi Sports Hub is self supporting, generates income and minimizes revenue grant support and is sustainable in the long term: a number of different sources of income and sponsorship have been identifi ed so that the project can cope with changes in market demand over time and so manage risk;

Promoting what will be a unique and eventually community owned asset that could become a transformational project in repositioning economic development opportunities in Huntly as an outdoor activities focused town that embraces walking, cycling, skiing and other sports;

Ensuring that the Huntly Multi Sports Hub is home to self sustainable sports clubs/organisations with an ethos of good inter club relations, volunteering and genuine community engagement and a strong programme of community activity that will appeal to young people, families, older people and local businesses.


INTRODUCTION 1In early December 2010 Huntly Development Trust (HDT) commissioned a

consultant team led by Douglas Wheeler Associates Ltd (DWA) to develop and assess the feasibility of four projects that could have potential to deliver

signifi cant economic and community benefi ts for Huntly and offer income-generating opportunities for HDT. The objective was to undertake further feasibility work so that HDT and other stakeholders can take an informed decision on how best to take the projects forward.

The four projects are:

Development of the Huntly retail sector;

Creating a new Huntly Hub in the town centre;

Creating a regional cycling development centre;

Provision of fl exible workshop space for local trades businesses.

This Final Report focuses on the Regional Cycle Development Hub as part of a Huntly Multi Sports Hub.

Background: Cycling Development & Huntly ContextHuntly and district is in a good position to benefi t from the real increase in popularity of different types of cycling. The town is accessible by road, rail and bus and offers good and diverse quiet cycling opportunities: short, relatively fl at road circuits, longer more hilly rides e.g. into the Cairngorms National Park and off-road forest trails in the immediate vicinity like the Bin Forest.

This project seeks to strengthen Huntly’s cycling profi le by extending the scope of existing facilities at the Huntly Nordic and Outdoor Centre (HNOC) to create one of Scottish Cycling’s Regional Cycle Development Hubs (RCDH). RCDHs are part of Scottish Cycling’s Facilities Strategy to develop the sport in Scotland. They will form a network of well-used and sustainable facilities to meet the developing needs of the various cycling disciplines including road, mountain biking and BMX.

Feasibility Study ObjectivesThe HDT brief for the feasibility study was to: ‘develop and assess the feasibility of establishing and promoting a RCDH at Huntly. The results will allow HDT and its partners to make a more informed decision on whether to pursue an RCDH project at Huntly, and if so, how’. The brief included a requirement for consultation with key stakeholders, a review of impact, technical, legal and organisational issues, community consultation and preparing an outline business plan.

DWA ApproachThe feasibility work on all four projects has been progressed in parallel over the last three months and main tasks undertaken as part of the Multi Sports Hub Feasibility Study are illustrated in the Programme below.

Figure 1.1: DWA Tasks: RCDH


Final Report: StructureThe Huntly Multi Sports Hub Feasibility Study: Final Report is presented in four sections namely:

Policy Context: Strategic Fit & Good Practice;

Huntly Riverside: Site Analysis & Key Issues: Consultation Event;

Huntly Multi Sports Hub: Concept Development & Case Studies;

Huntly Multi Sports Hub: Outline Business Plan & Next Steps.


POLICY CONTEXT & STRATEGIC FIT 2This chapter summarises how the emerging Regional Cycle Development Hub project fi ts with national, Aberdeenshire and local policy initiatives. Demonstrating this kind of strategic fi t forms an important part of the business case and can help infl uence potential partners, funders and private sector investors.

Scottish GovernmentThe Scottish Government (SG) has a single purpose: to create a more successful country where all of Scotland can fl ourish through increasing sustainable economic growth. The Government Economic Strategy (2007) sets out the approach to delivering the Purpose to ensure that all of the Government’s resources and policies are focused on its achievement.

The SG’s national strategy for sport - entitled Reaching Higher, Building on the Success of Sport 21 - has a vision for Scotland as a country:

Where sport is more available to all;

Where sporting talent is recognised and nurtured;

Achieving and sustaining world-class performance in sport.

Reaching Higher highlights that sport in Scotland has the potential to achieve several different goals including:

Physical wellbeing, including tackling obesity;

Mental wellbeing, contributing to improved self esteem and confi dence;

Building strong, vibrant and cohesive communities;

Closing the opportunity gap and increasing participation amongst the most disadvantaged groups;

Providing diversionary activities particularly in the most disadvantaged communities;

Supporting rural communities by providing a forum for social interaction and in attracting visitors;

Promoting sustainable forms of transport such as cycling and walking;

Promoting volunteering;

Enhancing the economy and tourism opportunities.

Reaching Higher points out that that in order for Scotland to improve its sporting performance at all levels it must provide an integrated series of pathways to help achieve this goal. Reaching Higher lists several keys aims that must be accomplished if sporting performance in Scotland is to be improved. One of these aims is for there to be “accessible, quality facilities which support competition and training”.

The then Scottish Executive published the National Transport Strategy (NTS) in December 2006. NTS includes contains a short section on walking and cycling, which set out the Scottish Executive’s aim to promote walking and cycling as healthy and environmentally friendly alternatives to the car. The policies in the NTS were adopted by the Scottish Government in 2007 and remain in place.

Although not strictly policy documents, TranSportscotland published Cycling by Design in June 2010 and the Scottish Government issued Designing Streets: A Policy Statement for Scotland in March 2010. These documents are aimed at planners, urban designers, architects, engineers and others involved in the design and management of the built environment. They aim to ensuring that design professionals take account of the needs of cyclists and other vulnerable road users in every stage of project development and operation.


Cycling Action Plan for Scotland (CAPS). CAPS was published by SG in June 2010 and summarises the shared vision for cycling in Scotland and sets a challenge for central and local governments, businesses, employers, stakeholders and individuals. SG are committed to working in partnership with others to deliver the vision: that ‘by 2020, 10% of all journeys in Scotland will be made by bike’. Clearly more people need to cycle more often and in so doing, develop a cycling culture in Scotland.

CAPS sets out how cycling, within the wider context of walking and active travel, contributes to the SG’s single purpose of increasing sustainable economic growth and highlighted above. This will be achieved particularly through improving health, reducing congestion, reducing carbon emissions and providing a good transport alternative to persuade people out of cars.

The actions in CAPS aim to increase cycling across Scotland, supporting both new and experienced cyclists. It outlines a framework for delivering the vision, setting out what the SG will do, what is expected of others and likely outcomes. Cycling is a fun, healthy and a virtually free activity for those who have access to a bike. Learning to cycle safely can help young people become confi dent, independent teenagers and adults. Designing communities to make walking and cycling safe and easy, leads to increased visibility of cyclists and pedestrians and helps create attractive places to live. Choosing to commute to work and to school by bike helps reduce congestion in towns and cities, is one of the cheapest forms of travel and can help maintain a healthy mind and body.

Community sports hubs are an essential part of the Scottish Government’s Glasgow Commonwealth Games 2014 Legacy Plan for Scotland. The aim is to increase participation and encourage community engagement. Community sports hubs will encourage clubs and sports to work together, creating homes for clubs, sharing resources such as facilities, volunteers, and shared administration. Active Nation is a public engagement programme designed to inspire the people of Scotland to be more active in their everyday lives in the run up to the 2014 Commonwealth Games and beyond.

Sportscotland is the national agency for sport in Scotland. Sports Scotland believes in the benefi ts of sport, from the enjoyment, sense of achievement and

health benefi ts that participation brings, to the shared pride that national success generates. Sports Scotland believes that sport makes a unique contribution to life in Scotland, helping to make Scotland a wealthier and fairer, smarter, healthier, greener, safer and stronger nation.

Sportscotland’s mission is to encourage everyone in Scotland to discover and develop their own sporting experience, helping to increase participation and improve performances in Scottish sport, guided by Reaching Higher, the national strategy for sport. (see above)

Overall Sportscotland aim to add value to partner’s involvement and maximise their contribution to the health and vibrancy of Scotland as a nation. The fi ve principles which are central to Sportscotland policy and programme development, guide investment decisions and help shape the services and support are:

Creating effective sporting pathways;

Developing a strong infrastructure;

Embedding ethics and equity throughout sport;

Achieving performance and success;

Working in partnership.


These principles are seen as critical to deliver the national outcomes for sport namely increased participation and improved performance. Sportscotland have seven priorities that guide operations and investment and these are:

School and community sport;

Performance development;

High performance sport;

Quality facilities;

Coaching and volunteering;

Stronger partners;

A stronger Sportscotland.

Scottish Cycling is the internationally recognised governing body of cycling in Scotland. Scottish Cycling administers the sport in the following disciplines: BMX, Cycle Speedway, Cyclo-Cross, Mountain Bike, Road and Track. In conjunction with its funding partners, Scottish Cycling has a fi ve year strategy leading up to Glasgow 2014 for the development of cycling within a Scottish context but linking into the programmes of British Cycling. A regional structure has been put in place to help support cycling’s grass roots and as result youth participation grew by 18% and membership has expanded from 2,300 to 4,000 over the last fi ve years. RCDHs are an important part of Scottish Cycling’s Facilities Strategy to develop the sport in Scotland. RCDHs aim to provide a clear focus for cycling with improved access and stronger feeder structures into national facilities for the sport.

Sustainable Development of Mountain Biking In Scotland: National Strategic Framework published in 2010, aims to provide a strategic approach to facility development, co-ordinate activity, ensure best practice is spread and maximise the potential of mountain biking in Scotland.

Overall the aim is to achieve a 50% increase in participation in fi ve years. The four main areas of focus are:

Increasing participation;

Recreational and sporting pathways;

Communication & marketing;

Development clusters.

SnowSportscotland is the national governing body for all snowsports that take place on snow and artifi cial slopes in Scotland. These include: Snowboarding, Alpine, Freestyle, and Nordic Skiing. SnowSportscotland’s fi ve key aims are to:

Foster a vibrant networks of quality clubs;

Strengthen the economic base of the governing body;

Foster a coach education structure and effective deployment of coaches;

Foster the development of performance and excellence among Scottish snowsport participants;

Foster a competitions structure which will be attractive and accessible to all athletes.


SG’s Tourism Framework for Change, aims to increase the value of tourism in Scotland by 50% in 2015 as compared to 2006. Although cycling represented only around 8% of all trips to Scotland in 2009 (£219m in revenue) an increase in value of this scale would be particularly relevant to future cycling investment plans. Visit Scotland highlight that defi ning and measuring the cycle tourism industry is a problematic process as cycling can on the one hand be the mainstay of a trip or may just a small portion of a visit. Cycling also has several disciplines (see above), which makes any attempt to measure the industry more diffi cult. Visit Scotland highlight that the mountain biking market is on the rise mainly due to improvements in forest trails and also the fact that Scotland has become renowned as a centre of mountain biking excellence. Fort William for example has hosted the UCI Mountain Bike World Championships since 2007, despite strong competition from Australia and Canada. Fort William’s success confi rms this growth in the reputation of Scotland as a mountain biking destination.

AberdeenshireThe Aberdeenshire Community Planning Partnership in Marr has developed its own Community Action Plan 2009-2012. Objectives in the Plan refl ect the fi ve themes identifi ed in the Community Plan for Aberdeenshire. The four that are most relevant for Regional Cycle Development Hub/Multi Sports Hub are:

Community Wellbeing: Working together to enhance the quality of everyday life by improving health and social care, housing and community safety;

Jobs and the Economy: Working together to improve the economy of Aberdeenshire and the employment prospects of the people;

Lifelong Learning: Working and learning together to develop opportunities and build stronger communities;

Sustainable Environment : Working together to achieve sustainability by reducing resource use, protecting our environment, combating climate change and conserving and enhancing biodiversity;

Developing our Partnership: Working together to make the partnership as effi cient and effective as possible.

The Marr Area Local Community Plan 2008-12 also includes a commitment to ‘Deliver the Huntly Development Trust Business Plan’ and to explore opportunities to support social enterprises to become fi nancially self-suffi cient.

Aberdeenshire Council has adopted a renewed Sustainability Charter for the years 2008 – 2012. The Council has committed itself to: “… work to ensure all our actions are sustainable and meet the needs of the current generation of Aberdeenshire’s people without compromising the ability of future generations to meet their own needs.” The Council has also agreed to implement a master plan to create a Cycling Demonstration Town in Peterhead.

The Council have also adopted a Renewable Energy Strategy in support of its commitment to help the area become carbon neutral in the medium term.


Aberdeen City and Shire Economic Future (ACSEF) Economic Manifesto “Building on Energy”, seeks to build a robust resilient economy, develop skilled people and deliver a great quality of life.

Aberdeenshire Rural Development Strategy seeks to revitalise communities and develop a progressive rural economy.

The North East of Scotland Tourism Partnership’s key priority is to “Raise awareness in communities, public and private sector organisations, of the tourism sector as an important contributor to the current and future economic well-being of the area. Sitting within the SG’s Framework for Change (see above), the Tourism Strategy and Action Plan for Growth seeks to build tourism on the history, culture, environment and hospitality of the local people and communities.

HuntlyHuntly Development Trust: The community’s vision for Huntly in 2020 to which HDT is working states: “Huntly will have a dynamic, diverse and user-friendly town centre that … is the heart of the town and wider rural community.” HDT is supported by the Scottish Government, the European Community Rural Aberdeenshire LEADER Programme (2007-2013), Aberdeenshire Council, SNH and Forestry Commission Scotland. HDT Business Plan Theme 5 includes promoting cycling in and around Huntly and a project to investigate the feasibility of a cycling centre of excellence and BMX course: namely this Feasibility Study.

Huntly and District Tourism Strategy Action Plan (2009 – 2014) and Updated October 2010 was developed by Huntly and District Tourism Action Group in consultation with key partners to accelerate the promotion of the area. The vision for tourism in Huntly and District in 2014 is:

Product development projects include:

Development of packages: local businesses to identify and prioritise opportunities for working together to develop packages aimed at key markets;

Develop walking, cycling and equestrian activities.

Huntly and District is widely recognised as a quality destination and touring base, offering innovative, authentic visitor experiences and packages which meet the needs of our visitors. There is a buzz and vibrancy and our visitors receive a warm, traditional welcome. They are encouraged to stay longer, enjoy and explore all that the area has to offer and return again.

The Huntly Sustainability Plan (HuSP) (2011) has been prepared to map out how Huntly can be more sustainable and describe what role the HDT and others can play to make this happen. HuSp includes promote cycling as one of twenty fi ve projects. The emphasis is on making locals and visitors aware of the (non) sustainability issues of some transport and to promote sustainable transport modes.


Policy Context & Strategic Fit: ConclusionsThe brief review of around twenty strategic policy documents at the Scottish, Aberdeenshire and Huntly levels provides a strong and supportive foundationfor the Regional Cycle Development/Multi Sports Hub. At the national level for example, Reaching Higher, the SG’s national strategy for sport highlights that sport in Scotland has the potential to achieve several different goals including physical and mental wellbeing and enhancing the economy and tourism opportunities. CAP’S vision is to see, by 2020, 10% of all journeys in Scotland made by bike. Sportscotland believe in the benefi ts of sport, from the enjoyment, sense of achievement and health benefi ts that participation brings, to the shared pride that national success generates. Scottish Cycling and SnowSportscotland are committed to increasing participation, the development of performance and excellence and vibrant networks of quality local clubs. Community sports hubsare an essential part of the Scottish Government’s Glasgow Commonwealth Games 2014 Legacy Plan for Scotland

The Marr Area Local Community Plan 2008-12 includes a commitment to ‘Deliver the Huntly Development Trust Business Plan’ and develop opportunities and build stronger communities and working together to achieve sustainability. The HDT 2009-10 Business Plan, Huntly and District Tourism Strategy Action Plan (2009 – 2014) and The Huntly Sustainability Plan all include promoting cycling and investigating the potential of the RCDH/Multi Sports Hub as a priority.


3HUNTLY RIVERSIDE: SITE ANALYSIS & KEY ISSUES: CONSULTATION EVENT

This chapter summarises the site analysis of the Huntly Riverside that has been undertaken and identifi es technical issues, site constraints and opportunities and key questions that the feasibility study needs to address. The chapter also includes a summary of the consultation event that was held in February at the Stewart’s Hall in Huntly.

Why Huntly Nordic & Outdoor Centre?The HNOC lies in an area of land used for community recreation. The facility already features a 750m, all weather mat, downhill mat, long tarmac track, a building with a small café, showers and toilets, and a bike store. Upstream is an area of land that can no longer be developed for housing due to changes in fl ood regulations (see below). Therefore creating a closed road facility may allow some of the existing unused road to be given a productive use.

Main users of the HNOC are school children from across Aberdeenshire, Huntly Ski Club and the British Junior Development Squad. As an indication of the national importance of the asset and the level of performance that has been achieved, HNOC and Huntly Ski Club produced three skiers and the Team GB coach for the 2010 Vancouver Winter Olympic Games. HNOC also has a number of mountain bikes for hire.

Aberdeenshire Council who currently own and run the HNOC are actively considering the centre’s future within the context of the Council’s revenue budget for 2011-12 and the challenging current public sector funding position. SnowSportscotland is actively preparing a bid to manage and operate the HNOC (see chapter 5). Establishing an RCDH at the site should bring more people to use the centre and help secure its future.

Huntly Riverside: Site Analysis & Key Issues The Huntly Riverside area is already established as a popular location for community recreation with full public access along the River Deveron. The Meadow Loop for example includes an easy 3 km walk around the Hill of Haugh with part buggy/wheel chair access. The Site Analysis Plan (Figure 3.1 overleaf) also highlights the

potential opportunities to:

Upgrade of existing Meadow Loop/Deveron footpath network as well as to accommodate cyclists;

Extend the existing HNOC pavilion to accommodate facilities for regional cycle development hub or provide a new pavilion in the Riverside area;

Link the cycle hub with a new mountain biking skills facility at The Meadows Plantation;

Continue to use the existing vehicle access and parking arrangements.

Overall the aim should be to minimise any loss of trees by routing the road circuit predominantly within existing grass/shrub areas and to provide a landscaped buffer zone between the existing residential estate (Rowan Avenue, Pine View and Sycamore Place) and the new cycle development facilities and to help mitigate any impact on the residential properties.

All existing access to the 32 bay car park serving the HNOC, Huntly Castle, recreational users and fi shermen use the single track road through the Gordon Schools arch. Overall the aim in the future is to continue to use these arrangements so as to maintain a ‘low environmental impact’ and to encourage spectators/competitors at events to park a short distance away in the town centre. Access and parking requirements will need to be subject to further consultation with Aberdeenshire Council, Gordon Schools, Golf Club, Historic Scotland and the Deveron Bogie and Isla Rivers Trust.


Unused Tarmac Road

Two-Way Approach Road

Single Track Approach Road

Unsurfaced Footpath

4m wide Surfaced

2m wide Unsurfaced

Mature Trees (steeply sloping)

Trees and Shrubs

Low Shrubs/Grass

Steps & Severe Change of Level: Less Suitable for Cyclists

Residential

Caravan Park & Grounds

Meadows Nursing Home & Cottage

Car Park

Huntly Nordic & Outdoor Centre (HNOC)

Huntly NordicOutdoor Centre

(HNOC)

Nursing Home

Residential

Football Pitches

Rugby Pitch

PlayArea

Caravan Park

Residential

Enclosed Field

Steps

Linking the cycle hub with a new mountain biking facility at The Meadows Plantation

Potential upgrading of existing Deveron footpath to accommodate cyclists

Potential extension of the HNOC pavilion to accommodate facilities for regional cycle development hub or provide a new pavilion in the Riverside area

Vehicle access & parking: All existing access routes to the 32 bay car park serving the HNOC, Huntly Castle, recreational users and fi shermen are single track. Access and parking requirements subject to futher consultation.

Figure 3.1: Huntly Riverside Site Analysis

KeyUses: Open Space/Landscape: Access:

HNOC Existing Tracks:

Crown copyright and database right 2010. All rights reserved. Ordnance Survey y


Huntly Riverside: Constraints & OpportunitiesThe Huntly Riverside area as shown in Figure 3.1 is predominantly owned by Aberdeenshire Council and used for recreational purposes with full public access. The enclosed fi eld in the far west of the site is in private ownership and the owner’s permission would be required to secure access improvements up to the B9022 and the road to the Bin Forest. The Bin Forest has an established network of multipurpose trails managed by the Forestry Commission Scotland and which already attracts around 25,000 visitors.

Flood StudyFollowing a period of exceptionally heavy rainfall in November 2009, fl ooding of a signifi cant number of properties occurred in the Meadows/ Huntly Riverside. Some forty houses, two specialist housing units and a nursing home with 40 residents were affected. The Huntly Caravan Park, HNOC pavilion, Cooper Park pavilion and various other recreational facilities around the Hill of Haugh were also affected. The event was assessed as being a 1/100 year fl ood event.

Aberdeenshire Council offi cers are currently progressing the development of a Flood Protection Scheme under the Flood Risk Management (Scotland) Act 2009, in order to reduce the probability of repeat occurrences. Options include heightening as necessary any low sections of existing bunds on the west side of the Meadows development and from there along the south side of the Deveron to

the Hill of Haugh on the northern boundary of the site indicated in Figure 3.1. The embankments/bunds are to be designed to provide protection for a 1:200 year event. At this stage a preferred scheme and funding has not been identifi ed and therefore in due course there could be an opportunity to design the embankments/bunds with the cycle tracks and Multi Sports Hub in mind.

Advantages of a Dual Nordic Skiing & Cycling Facility at Huntly RiversideIn summary the advantages of promoting a Multi Sports Hub at Huntly Riverside are:

Opportunity to share and package facilities, promote cross use, performance coaching, joint training, shared staff and running costs;

Promote wider and deeper sports participation: physical and mental wellbeing: improved self esteem and confi dence;

Providing fun and healthy activities for the young (and young at heart!);

Promote sustainable forms of transport such as cycling and walking;

Promote volunteering and develop volunteers;

Other potential benefi ts include improved paths for walkers, economic spin-off for the camping and caravan park, better links to local forests like Bin Forest;

Chance to creatively combine any fl ood protection works with development of cyclo cross, BMX and mountain bike skills areas;

Encourage local people, as well as visitors, to cycle more;

Build a reputation for Huntly as an outdoors-orientated adventure sports destination;

Enhance the local Huntly economy and unlock new tourism opportunities.


Promoting Huntly as a Cycling Town: Economic Development OpportunitiesFor some time now, it has been recognised in different locations of the UK that cycling ‘trail head’ centres are a good idea: the 7 Stanes centres in Dumfries and Galloway are examples. Mountain biking in particular is growing exponentially in popularity using this principle. The potential to promote cycle tourism centres as a focal concept for integrating local cycle routes with linear routes and so generating local economic development opportunities is clear. In Huntly this could include establishing connections to the National Cycle Routes 1 at Turriff and 195 at say Ballater with a network of well signed local routes. The Multi Sports Hub can then be promoted as part of a wider cycling holiday product thatcould be developed in ways that would appeal particularly to those interested in centre-based breaks / longer holidays and day rides. These are markets which may not to be widely catered in Huntly for but which hold signifi cant potential for growth for visitors AND residents.

Therefore in a wider sense, cycling ‘centres’ which have something special to offer all types of on and off-road cyclists, whether they be touring, centre-based, or just out for the day. They have a variety of high quality routes, together with ample cyclist-friendly facilities, services and information. The concept would need to have popular local support and endorsement from Aberdeenshire Council (signage), Huntly businesses and residents and other bodies. Appropriate marketing and mechanisms for developing and maintaining a choice of cycle routes and facilities would need to be in place. The use of public transport (Huntly Rail Station) for access to cycling routes would also need to be encouraged.

Consultation Event and ExhibitionA ‘Drop In’ event and exhibition was held on the morning of Saturday 12 Februaryat the Stewart’s Hall, Gordon Street, Huntly to consult the wider community on the emerging proposals. 145 people visited the exhibition and 32 questionnaires were completed.

The analysis of the competed questionnaires showed strong support for the development of a regional cycling centre/Multi Sports Hub in Huntly.

Figure 3.2: Analysis of Questionnaires: Regional Cycling Centre/Multi Sports Hub

The questionnaire asked people’s views on the project and the issues to be taken into account if a cycling centre was to be developed at Huntly Riverside. In summary the views were:

Good to utilise our surroundings in a healthy activity and extend sports participation (4)

Good use of the land (2)

Good idea –needs more investment locally to create a support network throughout the town for increased trade (2)

Flat so suitable for all fi tness levels

Would help secure the future of the Nordic Ski Centre (2)

Hope the cycling centre would be an extension of the HNOC rather than a separate development so marketing could be coordinated and to minimise

Number of Votes

In Favour 29Against -

Neutral 3


management and running costs

An excellent idea, especially to base it at the ski centre

Will provide facilities not otherwise available in Scotland and will complement and support the Nordic Ski Centre

Ensure cycling and skiing facilities work together and do not compete

Provide a tarmac link between the existing HNOC tracks and the proposed new cycling road to allow roller-skiing on the new road (3) Now included in revised Concept Plan

Would encourage more visitors to Huntly (4); opportunity to link to castle

Excellent idea but what happens when the funding is no longer available?

The track could also cater for running events

Huntly needs to improve its ‘whole package’ if events are to be held and more tourists visit e.g better eating out facilities and shops that cater for more diverse businesses

Great! More people can cycle here, learn how to ride, will be attracted to visit Huntly and it would create possibilities to promote Huntly as a sporty/healthy town (2)

Be ambitious – aim for a national cycling centre

Great for young people (3) – e.g BMX track and cross country

If whole scheme does not proceed funding should be found for a BMX circuit

It all seems very focussed on the young, but older people could benefi t too

Would benefi t the whole community – young people, adults and families (2) ticks all the boxes

Also focus on off-road distance circuits to Bin Forest and Clashendarroch Forest.

Needs to be commercially minded: use existing pavilion and reconfi gure existing café/kitchen

Issues Identifi ed

Ensure it remains an accessible and all inclusive area of Huntly which caters for all generations

Keen to ensure family and less able bodied walkers are able to utilise this resource

At what age can kids use it?

Risk of fl ooding. Learn from Speyside Way how to develop a longer route along the Deveron vis a vis the needs of fi shing people

Needs to be maintained and extended along the full length of the Deveron

Sustainability and low maintenance/running costs are essential

Accommodation for competitors and spectators in order to support events – need more and improved

Must be built with environmental sympathy and not disrupt the aesthetics of the area (2)


Risk: Number of people likely to use it, including non-cyclists who could access other facilities

Feasibility study needs to establish potential level of use and income to warrant investment (2)

Good catering facilities to attract people who will not only come for cycling/skiing

Costs associated with the upgrade of tracks and roads

Potential neighbour disturbance

Potential fl ooding of any installations on site

A second pavilion is a waste of resources; the existing ski centre building could be expanded; proposed new pavilion location is at risk of fl ooding, unlike the HNOC building

Parking and Access/Traffi c Management IssuesVehicular access to the car park and the Nordic Centre via the golf club is narrow: parking and access issues (5)

Increased traffi c fl ow through the town centre

Where will the central starting point be? Where will visitors park?

Huntly as a town is barely geared up for cars, never mind cyclists: Poor parking by car users, narrow pavements and no cycle lanes

Roads are suitable for extra use

Cycling and Walking IssuesImprove the path along the riverside (2)

Incorporation of RCDH and bund development for fl ood alleviation is a brilliant idea

Safety – fi x the path from the Nordic Centre to Cemetery Road

Joint cycle path and walking routes need care as pedestrians, dogs and cyclists do not mix - Must not become an area that is just used for sport

Locals need to feel welcome to keep walking their daily routes (2), including dog walking areas

Safety of footpaths; cycle road – no access for motorised vehicles

Do not encroach on existing riverbank footpath. Make an effort to resolve walker access to riverbank downstream of Elgin Bridge. Reinstate footpath to meeting of the waters.

This is one of the most attractive part of Huntly.

Site Analysis & Consultation Event: ConclusionsThe site analysis of the Huntly Riverside that has been undertaken highlights the opportunities that the area offers to accommodate a Multi Sports Hub and identifi es some of the technical issues and site constraints that need to be overcome. The proposed Multi Sports Hub is an appropriate recreational use in the Huntly Riverside area where there is already full public access. The proposed use will also complement the caravan park and nearby residential properties. Overall the proposals have a good fi t in the landscape with limited environmental impact and there is also an opportunity to bring into benefi cial use the existing


abandoned section of road as well as to maximize on the potential ‘design in’ changes to contour levels/slopes in the cycle tracks as part of any investment in fl ood reduction measures that are eventually implemented.

Huntly Riverside offers a unique opportunity to build on the success of HNOC as well as to secure its future. Establishing a Multi Sports Hub that includes a range of cycling disciplines in the form of a RCDH provides a once in a generation opportunity to share facilities, promote cross use, performance coaching, joint training, shared staff and running costs. The Multi Sports Hub will promote wider and deeper sports participation in Huntly as well as promoting opportunities for competitive events.

The Multi Sports Hub can also be promoted as part of a wider cycling holiday product that could be developed in ways that would appeal particularly to those interested in centre-based breaks / longer holidays and day rides. The opportunity to promote Huntly as a centre for cycling/skiing/walking and outdoor activities will in turn generate economic development opportunities for local businesses including cafés/restaurants’, B&B’s/ hotels and the bunkhouse/caravan park.

The consultation event and exhibition attracted 145 visitors and the analysis of the completed questionnaires showed strong public support for the Multi Sports Hub.


MULTI SPORTS HUB CONCEPT DEVELOPMENT & CASE STUDIES 4This Chapter outlines the development concept that has emerged for a multi-use sports hub at Huntly Riverside that includes Nordic Skiing and four cycling disciplines. The key design principles and specifi cations for the cycling facilities are outlined and illustrated. Two case studies of relevant types of facilities elsewhere in the United Kingdom are summarised.

Huntly Riverside: Nordic Skiing & Cycling Multi Sports Hub: Concept PlanThe design specifi cation for the ‘closed road circuit’ and the other cycling facilities is based on the Sport England: Cycle Facilities Design Guide (2003).

Figure 4.1 illustrates the Concept Plan and in summary this includes:

Existing footpath network remains intact and is improved;

Meadow Plantation: proposed as a managed mountain bike skills & training area;

Opportunity to combine cycle routes and/or training areas with fl ood protection works;

Potential new pavilion & car park for regional cycle development hub (Option 2);

Potential to share use of existing HNOC 4m & 2m tracks with cyclists at different times/days;

Potential extension of HNOC pavilion - dual use with regional cycle development hub (Option 1)

Opportunity to upgrade link to the B9022 and onwards to the Bin Forest trails.

Design PrinciplesThe main design principles for the Multi Sports Hub are:

Promote appropriate recreational uses to complement the HNOC, nearby residential properties and caravan park;

Ensure benefi cial use for the existing unused road north of Rowan Avenue;

Use the proposed fl ood protection embankments along the edge of the Deveron to incorporate gradient changes for cyclo cross/mountain bike skills;

Retain & improve the existing footpaths that are popular with walkers and dogs;

Minimise any loss of trees by routing the road circuit predominantly within existing grass/shrub areas;

Encourage pedestrian access at key points on the circuits to encourage spectators to watch competitive events;

Provide a landscaped buffer zone between the existing residential estate (Rowan Avenue, Pine View and Sycamore Place) and the new cycle development hub to help mitigate any impact on the residential properties;

Explore shared use of existing HNOC 4m & 2m tracks at different times/days;

Establish a shared pavilion with facilities to include: reception/offi ce, cafe/shop, changing rooms, club rooms, conditioning room and bike hire/maintenance;

Include some perimeter security fencing and new planting as appropriate.


Figure 4.1: Concept Plan

New Road Circuit

Unused Constructed Road Incorporated into New Circuit

New Cyclo Cross Circuit

Shared Road & Cyclo Cross Circuit

Shared Existing Footpath & Cyclo Cross Circuit

New BMX Track

Mountain Biking Skills Area

Investing in HNOC Facilities

Existing Footpath

New Footpath

Landscape Buffer

New Pavilion & Car Park (Option)

HNOC

Nursing Home

Residential

Football Pitches

Rugby Pitch

PlayArea

Caravan Park

Residential

Enclosed Field

Steps

Potential extension of HNOC pavilion - dual

use with regional cycle development hub

(Option 1)

Potential new pavilion & car park for regional cycle development hub

(Option 2)

Meadow Plantation: managed mountain

bike skills & training area

BMXtrack

Existing footpath network largely

intact

ROAD CIRCUIT

ROAD CIRCUIT

CYCLO CROSS CIRCUIT

CYCLO CROSS CIRCUIT

Opportunity to combine cycle routes and/or training areas with

fl ood protection works

Rowan Avenue

Burn

side D

rive

Potential to share use of existing HNOC 4m & 2m tracks with cyclists

at different times/days

Opportunity to upgrade link to the road and onwards to

the Bin Forest trails

Crown copyright and database right 2010. All rights reserved. Ordnance Survey 010020767.

KeyRoad Circuit Cycle Routes:

Cyclo Cross Route:

BMX:

Mountain Biking:

Huntly Nordic Outdoor Centre:

Footpaths/Other Facilities:


RCDH Specifi cationsThe regional cycle development hub would cater for four cycling disciplines, general leisure use, training and competitions attracting the public as spectators. The main elements are:

Closed Road Cycling Circuit Tarmaced circuit not affected by the problems of traffi c on public roads an essential for under sixteen year olds traiing;

Different track layout options & shorter circuits possible for different abilities;

To meet regional competition standards circuit is 1.7 km long and 5-6m in width with cambered corners;

Circuit could also accommodate other compatible sports such as in-line skating, road running and adaptive sports/wheelchair racing.

Cyclo Cross CircuitMainly an informal off-road cycle racing route that is faster, wider and has less severe obstacles;

Mostly loose/uneven trail surface that includes some road sections;

Circuit length ideally 2.2 km with shorter circuits for different abilities;

Minimum width 3m to allow for overtaking.

BMX Race TrackShort race track typically 300-400m in length;

Hard smooth surface with corners, banked turns and jumps over mounds as obstacles.

Mountain Bike Skills AreaOff-road tracks within steep terrain in woodland

Promoting Huntly and District for Cycling: Wider Economic Development Opportunities In addition there is signifi cant potential to promote cycle tourism in the area with Huntly town as a base and focal point for integrating local cycle routes with longer national routes. This could include establishing connections to the National Cycle Routes 1 at Turriff and 195 at for example Ballater. (see chapter 3) Huntly and district and the RCDH could then be promoted as part of a wider cycling holiday product with something special to offer all types of on and off-road cyclists. The aim would be to provide a variety of high quality routes accessible from Huntly town centre, together with cyclist-friendly facilities, services and information. Cycling events could also then be added to the local calendar of events.

Best Practice: Case Studies As part of developing the concept and considering different organisational models the DWA team briefl y reviewed cycling based multi sports centres in the United Kingdom. Two projects were particularly relevant namely:

Redbridge Cycle Centre: Redbridge was the fi rst London Borough to benefi t from the 2012 Olympic legacy. This £4.5 million state of the art cycling centre was funded and built by the London Development Agency and the centre can host national and international events as well as providing an impressive facility for local residents, helping make Redbridge a ‘better place to live’. The facilities include a 2km ‘closed road’ circuit which was opened in August 2008. The circuit was the fi rst completed piece of physical sporting legacy linked to the 2012 Games.

The road circuit has been designed and built specifi cally for bike racing, training and casual use away from the problems of traffi c on public roads. There are seven different combinations of circuit with the longest being 2km in length. The 3.23km long, purpose-built mountain bike track can be used in all weather conditions all


year round. The tracks are also suitable and available for hire for other sports such as rollerblading, slalom skateboarding and duathlons. The Centre also has a comprehensive stock of road, mountain and BMX bikes for hire. Other facilities include an off-road trail, pavilion with six changing rooms, a gym fl oor and a cycling workshop containing around 100 bikes that are available for public use.

The facilities are targeted at cyclists in Essex, London and the south-east of England, but also for hosting national and international events. The circuit has also accommodated inline skating and Nordic Skiing events. The site will be turned into a Velo Park for the Games in 2012 before being returned to public use after the games to the benefi t of the community.

The facility attracts around 25,000 users annually with around 50% casual use with the remainder club and competitive events. 50% of users are under 16. The costs of running the facility are around £190k and the annual income is around £92K. Redbridge Cycle Centre is Managed by Vision Redbridge Culture and Leisure.

National Indoor Sports Arena (NISA) and Sir Chris Hoy Velodrome: will house the 2014 Commonwealth Games in Glasgow. The Velodrome will continue to provide a lasting legacy to Cycling and Sport in Scotland after the Commonwealth Games and provide a world class training and competition facility that will support existing and new cyclists in Scotland. Also included in the range of facilities is a one kilometre closed road circuit that has been inventively incorporated into the 550 spaces car and coach park site. This facility will provide additional training and competition opportunities for Scottish Cyclists.

The closed road circuit is being funded as part of the NISA/Velodrome development and the design is based on the Sport England Design Guide with 350m radius and cambered corners. After the Games the facility would be managed by Glasgow Life (Culture and Sport Glasgow) and available on a free, informal and casual basis to any users including roller and inline skaters. Scottish Cycling is aiming to have a Regional Cycling Development Offi cer based at the facility to promote wider cycling development in a safe and organised environment. The facility would also be available to cycling clubs.

Concept Development & Case Studies: ConclusionsThe Concept Plan illustrates the potential to accommodate the four cycling disciplines of road racing, cyclo cross, BMX and mountain biking. The Concept Plan also allows for a direct link into the existing HNOC network of tracks and facilities as well as an improved and extended pavilion. The design specifi cation for the ‘closed road circuit’ and the other cycling facilities is based on the Sport England: Cycle Facilities Design Guide (2003). The road circuit should be designed specifi cally for bike racing, training and casual use away from the problems of traffi c on public roads and would be particularly attractive to under sixteen users


who are prohibited from road racing on public roads. Overall with the HNOC tracks different combinations of circuit would be available to be used. The road circuit would also accommodate roller/in line skaters and wheelchairs/adaptive sport users.

The case studies review highlights the need to promote casual/informal use as well as club/competitive use of the proposed cycling facilities. Although on a different scale to the Huntly Multi Sports Hub, the £4.5m state of the art Redbridge Cycle Centre has an operating defi cit of around £100k is managed by Vision - Redbridge Culture and Leisure.

In conclusion and based on the evidence from the consultations, policy fi t, site appraisal, market assessment and results from the ‘Drop In’/ Exhibition the following objectives should drive the emerging Huntly Multi Sports Hub namely:

Secure the future of HNOC and maintain public access to the wider Huntly Riverside area;

Multi Sports Hub to include a regional cycle development component to meet the developing needs of the various cycling disciplines like road, cyclo cross mountain biking and BMX;

Multi Sports Hub to offer shared facilities, promote cross use, performance coaching, joint training, shared staff and running costs with a focus on quality international-class sports facilities and sport development;

Multi Sports Hub to be self supporting as far as possible, generate income and minimise revenue grant support and sustainable in the long term;

Explore the possibility of community owned asset that could become a transformational project in repositioning economic development opportunities in Huntly as an outdoor activities focused town;

Ensuring that the Huntly Multi Sports Hub is home to self sustainable sports clubs/organisations and a strong programme of community activity that will appeal to young people, families, older people and local businesses.


5HUNTLY MULTI SPORTS HUB: OUTLINE BUSINESS PLAN & NEXT STEPS

A vision and driving principles for the Huntly Multi-Use Sports Hub in 2013 has been identifi ed based on the conclusions from the consultations, policy fi t, site appraisal, market assessment and results from the ‘Drop In’/ Exhibition event held on 12 February 2011. This is highlighted below and the remainder of the Chapter summarises market assessment/target users, revenue streams and outline cash fl ow benefi ts, management structure, implementation strategy and next steps.

2013 Vision & Driving Principles

The Huntly Multi Sports Hub will be a welcome and safe place to take part in sport and physical activity focusing but not exclusively on the cycling and Nordic skiing disciplines and delivering quality international-class sports facilities and sport development. This will include talentpathways to improve individual performance with a focus on high performance sport.

Young people will be at the heart of programming, as well as the aim to maintain the participation of existing user groups by providing them with signifi cantly improved facilities. The new and improved facilities will provide more opportunities to participate in sport and physical activity and assist in the training and development of the coaches and volunteers that will make the Multi-Use Sports happen.

The Multi Sports Hub will be home to a number of self sustainable sports clubs/organisations with an ethos of good inter club relations, volunteering and genuine community engagement and leadership. This will be a base where a range of local sports clubs can work together and a social environment that engages members of the wider community in Huntly and the surrounding area.

Overall the Huntly Multi Sports Hub will provide improved access for local people and sports clubs at affordable prices and also minimise the long-term fi nancial obligations – be it annual subsidies, maintenance or capital expenditure. As a resuult of the Hub, Huntly is becoming established as a centre for cycling tourism and cycling events.

Market Analysis & Target Users

Cross- Country Skiing HNOC is Britain’s only purpose-built all-weather facility for cross-country skiing,providing tuition at all levels from novice to elite. Currently the main users of the HNOC are schoolchildren from across Aberdeenshire, the Huntly Nordic Ski Club (111 members) and the British Junior Development Squad. HNOC is best known for its excellent work in cross-country skiing. The HNOC and Huntly Nordic Ski Club, produced 3 skiers and the Team GB coach for the 2010 Vancouver Winter Olympic Games. The 2009/10 attendances data shows 6,191 users and the annual accounts show £16.5k income from admissions. Nordic walking is now also emerging as a fast growing fi tness activity and is used by individuals, personal trainers, health clubs, physiotherapists, doctors and health promoters because it is highly effective and affordable

CyclingChapter 2 has highlighted the range of national, Aberdeenshire and local policy agendas that recognise the benefi ts of cycling, including the health, transport and environmental benefi ts. The informal nature of cycling does not lend itself to the collection of detailed local statistics. Scottish Government statistics show that 35% of households had access to a bicycle that could be used by an adult in 2009.

Taking a wider perspective, British Cycling are on schedule to achieve their participation target to get 125,000 more people cycling regularly and are starting to see an acceleration in membership growth to aim to grow it to 100,000 members by 2013. Since July 2009 Sky Ride has inspired 298,000 people to start cycling and 92,000 of them have become new regular cyclists. The programme doubled in size in 2010 with over 200,000 cyclists of all ages and abilities taking to their bikes in 12 British cities during summer 2010.

In Scotland Scottish Cycling saw an additional 307 people join representing an overall 8% increase in membership in 2010. Of particular note is the 20% increase in under 12 riders and the 15% rise in youth cyclists and the 29% increase in


under 12 race licenses. This expanding base of young riders and the focus on Regional Development Coaches will help develop young talent for future senior competition. This together with the increased participation of young riders in grass root activities, competitive events and training opportunities bodes well for the future of Scottish Cycling. Also encouraging is the 6% rise in female membership and women’s race licenses growing by 15% over 2010.

Clearly cycling is now benefi tting from the development of strong grassroots programmes alongside a growing number of mass participation events, low participant costs and a strong and improving performance at elite level which has led to increased profi le of the sport. British Cycling/Scottish Cycling’s aim to inspire participation in cycling through achieving worldwide success is working, as GB athletes continue delivering impressive performances and establishing themselves as sporting role models. Go-Ride clubs targeted at young people have also continued to help drive membership and have been instrumental in providing an attractive pathway for new young members to get into the sport of cycling through grass roots activities.

At elite sport level, over several years the UK has produced top cyclists, such as Sir Chris Hoy and Mark Cavendish. In Scotland the performance development pathways for the sport at a regional and talent level has seen Scottish athletes

continuing to demonstrate their skill and ability by gaining places on the British Cycling World Class Performance Programme at Olympic Development, Olympic Academy as well as Podium level. Clearly, the inspiration of champions, such as Hoy, Cavendish, Millar and Wiggins has supported an increased awareness of cycling and the benefi ts of being more active more often.

The growth in participation in cycling is set to continue in the run up to the 2012 London Olympics and the 2014 Commonwealth Games in Glasgow and with the possibility of Scotland hosting the Grand Depart/Start of the Tour de France in 2017. In addition, the growth of cyclo-sportive events, such as the Etape Caledonia in Perthshire with more than 5,000 participants, offers signifi cant economic development and promotional opportunities for host destinations.

Using Mintel (market research) 2009 statistics, cycle touring is expected to experience a 4% growth over the 5 years to 2014. Visit Scotland believes the main reasons for this renaissance in cycle tourism within the U.K are an increasing awareness of issues concerning the environment and people’s health and the escalating costs of holidays abroad. It is estimated that by 2020 the European market for cycle tourism will be worth a staggering £14 billion a year.

Within less than one hour drive time of Huntly there are eight registered in the Scottish Cycling ‘Little Green Book’ namely:

Aberdeen Wheelers CC: Aberdeen;

Deeside Thistle CC: Aberdeen;

Elgin CC: Elgin;

Forres CC: Forres;

Grampian Tigers: Aberdeen (Go Ride Club);

Granite City RT: Aberdeen;

Moray MTB Club: Elgin;

Ythan CC: Ellon.


Cycling Club (CC) Number of Members Would your club use these proposed facilities?

Junior Senior Informal.casual use

Clubtraining

Competitions/events

Deeside Thistle CC: Aberdeen

25 420 Weekly Monthly Monthly

Elgin CC: Elgin

7 40 - Weekly Weekly

Forres CC: Forres

16 29 - - -

Granite City Racing Team: Aberdeen

- 12 - - -

Grampian Tigers: Aberdeen (Go Ride Club)

30 - Weekly/Monthly

Weekly/Monthly

Monthly/Quarterly

Ythan CC: Ellon

10 57 Monthly Monthly Quarterly

Deeside Thistle for example claim to ‘British Cycling’s Largest Club’ with more than 420 members in 2010, the over 40-year-old percentage in the club is 61% and 6.9% of the membership is under 18 years of age. The club organise local runs in Banchory, Inverurie, Stonehaven, Peterhead and Aberdeen.

A short questionnaire was emailed to the cycling clubs to assess their interest in the emerging proposals. Six responses were received and the results are summarised in Table 5.1.

Table 5.1: Market Appraisal

DWA are also aware of a proposal for a velodrome in Inverness at the new UHI campus. Overall the clubs were very supportive and at least four said they would use the facility on a weekly basis. Comments included:

Members who live closer to Huntly would use it more;

“Very interested - club would defi nitely use the facility. keen to see cambered bends/ straw bales for safety” (Deeside Thistle);

Closed road is essential for young riders;

Younger members in particular would train on a weekly basis (Elgin CC);

“This would be a fantastic facility and I am sure it would encourage many more new cyclists to join local Clubs etc. We would support the facility where possible” (Elgin CC);

The closed circuit is possibly too short for road racing, however the idea of a closed circuit wold benefi t youths/juniors for racing” (Granite City RT);

Grampian Tigers would make their members aware that the facility was available for informal/casual use whenever they wanted;

“We would hope to have members attend any competitions that were staged there and would look to organise at least one competition ourselves per year.” (Grampian Tigers);

“This is a very important development for cycling in the Aberdeenshire. As soon as such a facility comes into existence we would endeavour to establish a satellite Go Ride junior cycle club similar to Grampian Tigers in Aberdeen.” (Grampian Tigers);

Ythan CC already use the HNOC and would defi nitely use the facilities on an informal basis;

“Closed road circuit will be really attractive for Juniors. Junior club is expanding.” (Ythan CC).


SegmentCYCLE DISCIPLINES

Use User/Profi le Annual Numbers Price Annual Revenue Streams Assumptions Year 2

1. Casual Use: Full Road Circuit 2 hours Members of local cycling clubsUnder 16’s who are prohibited from ‘on road’ training

900/100 per month (9 months)

£3.00 £2,700

2. Casual Use:Part Road Circuit/Juniors

2 hours Members of local cycling clubsAberdeenshire Council Active SchoolsGordon Schools MTB ClubCommunity

1,000/111 per month (9 months)

£1.50 £1,500

3. Casual Use:Full BMX/Cyclo Cross

2 hours Aberdeenshire Council Active SchoolsGordon Schools MTB ClubCommunity

360/40 per month (9 months)

£3.00 £1,080

4. Casual UsePart BMX/Cyclo Cross/Juniors

2 hours Aberdeenshire Council Active SchoolsGordon Schools MTB ClubCommunity

500/55 per month (9 months)Total 1,900

£1.50 £750

5. Bike Hire: Road, Mountain, BMX

4 hours VisitorsBased on 2009/10 use

70 £10.00 £700

6. Cycling Clubs Use 3 hours Eight cycling clubs within one hour drive time 1,800/200 per month (9 months)

£1.00 £1,800

Sub totals 4,630 £8,530

SegmentNORDIC SKI DISCIPLINES


7. Tubing Casual 1 hour Based on 2009/10 attendance 2,300 £4.00 £9,200

8. Mat Skiing Casual 2 hours (?) Based on 2009/10 attendance 800 £5.00 £4,000

9. Ski Club Use Based on 2009/10 attendance 2,000 Nominal

10. Casual Use: Roller/In Line Skating etc 2 hours Based on 2009/10 attendance 500/55 per month (9 months)

£3.00 £1,500

5,600 £14,700

Multi Sports Hub: Market SegmentsTable 5.1 summarises the main user market segments for the Huntly Multi-Use Sports Hub that have been identifi ed from this market analysis.


SegmentOTHER


11. Instruction: Nordic Walking/Cross – Country Skiing: Courses

Operated as a separate business: turnover rent income

Opportunity to offer courses NK NK £1,200

12. Instruction Cycling Techniques: Courses Operated as a separate business: turnover rent income

Opportunity to offer courses NK NK £1,000

13. Mechandising Operated as a separate business: turnover rent income

Opportunity to sell cycling & cross country skiing equipment

NK NK £2,000

14. Cafe Operated as a separate business: turnover rent income

Users, families, visitors. Quality unit, internal and external seating with an experienced operator offering good service and local produce/home bakes.

NK NK £2,200

15. Corporate Events Half day use of facilities Aberdeen based oil services companies 4 £500 £2,000

Sub total £8,400

Notes

1. NK: Not Known

2. Currently tubing is offered in hourly sessions at Saturdays and Sundays and weekdays during school holidays at: £5.45 adults, £4.35 junior for 1hr

3. Currently recreational skiing on the mats is offered during opening hours at: £7.10 adults, £3.60 juniors.

4. Bike hire is currently available by the day (£14.20 per bike: half day from 1pm £10.90 subject to availability

5. Huntly Mental Health Ltd to operate a bike servicing project to maintain hire & other bikes


Outline Cash Flow: 2013-2016Table 5.2: Anticipated Annual Income

Income Year 1 Year 2 Year 3

Cycle Disciplines (6) £6,500 £7,500 £8,530

Nordic/Ski Disciplines (4) £12,700 £13,700 £14,700

Other Income (5) £6,400 £7,400 £8,400

Total £25,600 £28,600 £31,630

NB: See revenue streams Table 5.1 for assumptions.

Table 5.3: Anticipated Annual Expenditure

Notes on Annual Expenditure

i. Heat/Light: Assumes only one supply so one standing charge.

ii. Water/drainage/waste: one charge assumed

iii. Rates: Based on best estimate but would reduce if ratepayer organisation/s are a registered charity, listed on the register maintained by the Offi ce of the Scottish Charity Regulator (OSCR), and the property occupied is used “wholly or mainly for charitable purposes”: may be entitled to 80% mandatory rates relief.

iv. Insurance: Assume an annual premium of around £700 per year

v. Security: Based on alarm & annual maintenance

vi. No sum assumed for ground maintenance

The manager of the Multi Sport Hub will play a crucial role in ensuring the success of the project and will require entrepreneurial fl air, management, marketing, fundraising and networking skills and an empathy with the sports. As part of the negotiation with Aberdeenshire Council SnowSportscotland will have established clear management arrangements for the HNOC in the short term. Scottish Cycling have also recently reviewed their organisational structure to strengthen the Regional Development Offi cer roles which aim to facilitate the ongoing and wider development of clubs, volunteers, offi cials and events at a local and regional level. In the North East this post could be based part time at the Huntly Multi Sports Hub.

Financial Analysis & Viability: ConclusionsThe analysis of revenue and expenditure over three years and based on cautious assumptions (Table 5.1) shows that the revenue streams assumed would not cover their annual costs and would show an operating defi cit/gap of £17.8k in year 1, £15.3k in year 2 and an £13.3k in year 3. A sensitivity analysis on the Outline Cash Flow has also been undertaken and it shows that if the anticipated annual income is increased by 15% and anticipated annual expenditure is reduced by 10% then

Expenditure Year 1 Year 2 Year 3

Manager/Multi Sports Development/User Liaison

£32,000 £32,000 £32,000

Equipment Purchase £4,000 £4,000 £4,000

Heat & light £2,000 £2,000 £2,400

Water/Drainage £800 £800 £800

Rates & Insurance £800 £800 £800

Security £1,000 £1,000 £1,000

Telecoms/Broadband/TV license £1,000 £1,000 £1,000

Cleaning (Part Time) £500 £500 £500

Pavilion General Maintenance £400 £600 £800

Marketing/Printing £400 £500 £600

Sinking/Asset Fund £500 £750 £1,000

Total £43,400 £43,950 £44,900


the funding gap in year one is reduced to £9.6k, £6.1k in year two and results in a ‘profi t’ of £7k in year 3.

Alternative sources of funding this short term gap will need to be identifi ed and this could include Aberdeenshire council as part of their ongoing Lottery Funding commitment to HNOC and Sportsmatch sponsorship for example (see funding sources below).

In the longer term with effective management and promotion revenue income could be increased to help ensure that the Multi Sports Hub can start to close the cost/revenue gap.

Indicative Capital Costs1. Closed Road Circuit (1.15 km additional)

- excavation, drainage ditches, kerbs, fi ll, road base, wearing course: £300k (£260k/km)

2. MTB / Cyclocross (1.85 km)

- clearance, earthworks, surfacing: £120k

3. BMX: £45k

4. Pavilion Improvements: £20k

Total: £485K

All costs are indicative and not based on site surveys and are exclusive of contingencies, professional fees and VAT.

Huntly Multi Sports Hub: Economic Community & Environmental Benefi ts

Economic Benefi tsThe Huntly Multi Sports Hub could be a catalytic project in the economic development of Huntly and the wider area. The project could help to establish

Huntly as a cycling and outdoor destination which has something special to offer all types of on and off-road cycling as well as other outdoor activities like: Nordic skiing, walking, golf, fi shing. Overall attracting more people to Huntly and encouraging visitors to stay longer in the area will bring direct economic benefi ts to the local shops, cafes/restaurants, B&BS, hotels, caravan site and bunk house. Overall the project could help Huntly and the wider area to:

Build a reputation as an outdoors-orientated destination;

Change resident and visitor perceptions: improving business confi dence;

Generate regular income for the local economy;

Help to ensure that ALL walking and cycle routes and facilities are well maintained;

Encourage local people, as well as visitors, to walk and cycle more;

Contribute to the Local Tourism Strategy Action Plan and regeneration strategies like the emerging Retail Sector Strategy, Town Sustainability Plan and the ‘Huntly Hub’;

Accelerate local economic and community sustainability.

Community Benefi tsClearly the Huntly Multi Sports Hub could have strong links and benefi ts to the local community in Huntly and especially for young people with signifi cant community wellbeing, health, education, training and employment opportunities arising. Young people will be at the heart of programming, as well as maintaining the participation of existing user groups by providing them with signifi cantly improved facilities. The new and improved facilities will provide more opportunities to participate in sport and physical activity and assist in capacity building in particular the training and development of the coaches and volunteers. This would include ongoing and wider development of clubs, volunteers, offi cials and Huntly based events. Establishing an RCDH at the site should bring more people to use the HNOC and help secure its future.


The Multi Sports Hub will be home to a number of self sustainable sports clubs/organisations with an ethos of good inter club relations, volunteering and genuine community engagement and leadership. This will be a base where a range of local sports clubs can work together and a social environment that engages members of the wider community in Huntly and the surrounding area.

There is also an opportunity to facilitate the development of small third sector businesses for example Huntly Mental Health Association Ltd are actively progressing proposals for a bike maintenance initiative that could be based at the Multi Sports Hub.

Environmental Benefi ts MaintenanceHuntly Riverside is already established as a popular location for community recreation with full public access along the River Deveron. The Meadow Loop for example includes an easy 3 km walk around the Hill of Haugh with part buggy/wheel chair access. Full public access will be retained and there will be an opportunity to improve the existing footpaths. The recreational uses proposed will have limited environmental impact and complement the HNOC, nearby residential properties and Caravan Park. The aim is to continue to use the existing vehicle access and parking facilities namely the 32 bay car park serving the HNOC. Participant and spectators for regional events will be encouraged to park in the town centre

The area of land that was previously zoned for housing but which can no longer be developed due to changes in fl ood regulations will now be put to benefi cial use. The proposal ensures the benefi cial use for the existing ‘abandoned’ road north of Rowan Avenue. The Huntly Multi Sports Hub can also take account of any proposed fl ood protection embankments along the edge of the Deveron to incorporate gradient changes for example cyclo cross/mountain bike skills.

Overall the aim is to minimise any loss of trees by routing the road circuit predominantly within existing grass/shrub areas and to provide a landscaped buffer zone between the existing residential estate (Rowan Avenue, Pine View and Sycamore Place) and the new cycle development hub and to help mitigate any impact on the residential properties. Improvements to the pavilion could

include ‘sustainable elements’ like: solar panels: micro wind generation and wood burning stove.

A voluntary Environmental Statement will be prepared in due course to assess any particular impacts on fl ora; fauna; soil; water; air; climate; landscape; material assets, including architectural and archaeological heritage.

Table 5.4: Huntly Multi Sports Hub: Indicative Capital Funding Sources

Fund Criteria Met

1. Sports Facilities Fund: Sportscotland

Scheme for the provision of new or the upgrading of existing facilities. The programme is divided into two key strands: Community Facilities and Training and Competition Facilities.

The Community Facilities strand covers the provision or upgrading of all facilities for the general community. The Training and Competition Facilities strand covers applications relating to the provision or upgrading of facilities at centres designated as a national/regional facility by the relevant national governing body for sport.

Proposals will be led by clubs, trusts and local authorities. Applicants need to demonstrate that the proposed development is for the public good and will provide equitable opportunities for increased sports participation by the community at local level. Also need to demonstrate what links have been established/will establish with the sports programmes and/or initiatives operated by the local authority, national governing body for sport and their associates/partners.

Community sports hubs are a priority and an essential part of the Scottish Government’s 2014 Legacy Plan for Scotland. Where the project value is above £100,000, funding of up to 75% of the eligible project cost can be applied for.

There is a two stage application process. The purpose of the Stage 1 application is to allow Sportscotland to identify projects that may be successful and reduce the amount of time, money and effort that applicants might spend on an application which ultimately would most likely be unsuccessful.


Fund Criteria Met

Planning approval is not required when submitting a Stage 1 Application. If Sports Scotland consider that the proposed project is ‘eligible to compete’ for an award and is considered a ‘Higher Priority’ project, a Stage 2 Application pack will be issued directly with a time limit (usually 12 months) in which to submit a Stage 2 application.

2.Sportsmatch:Sportscotland

Supports grass roots sport projects that encourage participation at community level. In Scotland, Sportsmatch is funded by the Scottish Government and administered by Sportscotland.

This scheme is designed for sports clubs and other community organisations. It matches commercial sponsorship with Scottish Government funding on a £ for £ basis

The three primary objectives are to: Encourage businesses to sponsor community sports Foster lasting partnerships between business and community sportFurther develop and improve community access to sport through quality business sponsorships

Any not-for-profi t group such as a sports club, local authority, governing body of sport, school etc. can apply.

Awards start at a minimum of £500 and go up to £10,000 per project. Sponsored projects should aim to include either increased participation at the grass roots level, new or enhanced activities, or activities that provide links to the local community and ensure long term benefi ts.

3. Sustainable Development:Sportscotland

Sportscotland is committed to the principles of sustainable development and wishes to encourage environmental best practice. To help achieve this, a complementary award of up to 50% of the cost of providing the sustainable environmental element(s) up to a maximum award of £50,000 is available.

Fund Criteria Met

4. Big LotteryAwards for All Scotland

Awards for All Scotland puts lottery money back into local communities by giving grants of between £500 and £10,000. The projects aim to improve opportunities for people to take part in arts, sport and community activities and can fund a wide range of organizations.Aimed at small community groups looking for smaller sums of money. Activities considered include:

Removing barriers to taking part in sport for disabled people, young people, older people or those who are poor Small improvements to premises Buying sports equipment to improve standards and involve more people.

5. Big Lottery Fund: Investing In Communities

Growing Community Assets is about communities having more control and infl uence over their own future through ownership of physical assets. These are usually physical assets, such as land, buildings or equipment.Focus is on supporting communities to take on ownership and long-term management of local assets to address local needs or inequality

6. Barclays Spaces for Sports

A £30 million investment to create sustainable sports facilities in communities across the UK. The focus is on grassroots sport.

7. Comic Relief: Sport for Change

The aim of this programme is to understand more about how sport can play a part in delivering positive change within the lives of individuals and communities.Sport for Change also wants to understand how sport can be used to tackle identifi ed social issues as part of a broader programme to achieve a measurable social change.

“Broader programme” means other activities that are seen as part of a coordinated approach to a social issue or concern that supports or links to sporting activity. This might be workshops, educational sessions, awareness raising, work experience, volunteering, or mentoring.


Fund Criteria Met

8. Charitable Trusts

i. The Foundation for Sport and theArts

ii The Robertson Trust:

Makes grants to local sports groups from money provided by Football Pools operators.

Priority areas include sport, education, training and community art.

9. Sponsorship National, Regional and Local opportunities for sponsorship will need to be explored for example: Vattenfall: European energy company with local wind farm interests; Scottish Power Renewables already sponsor Scottish Cycling; Aberdeen Asset Management; Deans.

Ownership: Management Structure: Governance Aberdeenshire Council who currently own the majority of the Huntly Riverside site and run the HNOC are actively considering the centre’s future within the context of the Council’s revenue budget for 2011-12 and the challenging current public sector funding position. At this point no budget has been formally identifi ed but the Council have made a commitment to keep HNOC operating while all options are explored. As a consequence SnowSportscotland is actively preparing a bid to manage and operate the HNOC based on a say twenty fi ve year lease and working closely with Huntly Nordic Ski Club and the local community.

In these circumstances two options for delivering and managing the completed Huntly Multi Sports Hub in say 2013, have been identifi ed and assessed. The options and their respective advantages and disadvantages are highlighted below.

Option 1: SnowSportscotland and Scottish Cycling take the lead & continue to manage the hub in the futureUnder this option SnowSportscotland, who hopefully by that time will have secured a lease from Aberdeenshire Council, and Scottish Cycling would take the lead in

delivering the capital investment and then managing and running the Multi Sports Hub.

Advantages:SnowSportscotland involvement would ensure continuity in the move from Aberdeenshire Council management and ensure that the specialist nature of HNOC is safeguarded;

The two governing bodies would be in a strong position to deliver Sportscotland capital funding and align the Multi Sports Hub with national priorities

Disadvantages:HDT and local community involvement would be seen to reduced;

The specialist nature and ‘top down’ perception of the organisations could dilute the vision of a Multi Sports Hub and the focus on performance could look to exclude local community involvement and wider participation;

Possibility that the two main skiing and cycling components are operated separately and miss out on potential synergies;

One management regime needs to be responsible for the whole complex to ensure day to day issues are dealt with effectively and to unlock the medium and long term synergies: whole is unlikely to be greater than sum of the parts.

Option 2: Community Interest Company/ Charitable Trust: Company Limited by Guarantee/ Companies (which does not distribute profi ts to directors and/or shareholders but re-invest all surpluses in the facility): To be established to own & manage the hub Under this Option and in due course a community interest company/company limited by guarantee would be established who would take a long lease on the asset from Aberdeenshire Council and manage the Multi Sports Hub in perpetuity. Specialist operators of the café and any merchandising operation would occupy spaces under a simple lease/license and turnover rent agreement. (See Revenue


Stream Assumptions above) and an advisory management group would be established.

Advantages:The Hub would all be under one management regime to ensure medium and long term synergies are maximised and day to day issues are dealt with effectively: whole is greater than sum of the parts;

Opportunity to unlock the medium and long term synergies including share facilities, promote cross use, performance coaching, joint training, shared staff and running costs;

With a community interest company ‘hands on’ the preferred vision of the Multi Sports Hub would not be diluted;

Would ensure active local community involvement and wider participation in sport through the Multi Sports Hub concept;

The ownership of the Multi Sports Hub based on a long lease, will be an asset that could help to generate a sustainable income stream that will help to close the gap between income and operating costs;

Help to instill even more local pride and responsibility for the Multi Sports Hub: local people will have a meaningful stake in the Hub’s future;

Asset can be used as leverage to draw in new capital investment, sponsorship and expand the level of community activity at the Hub;

Likely to result in even more opportunities for training coaches, volunteering and community capacity building.

Disadvantages:Organisational capacity of the community interest company to manage, maintain and develop Multi Sports Hub: longevity and sustainability of community interest company.

Concern on how representative and inclusive the community interest company would be in terms of ensuring wide community use of the Multi Sports Hub.

Lack of external funding to community interest company or similar therefore asset to be transferred at nominal value.

Community interest company or similar to employ Multi Sports Hub Development Manager.

Option 2 (Community Interest Company or similar) clearly has more advantages and fewer disadvantages than Option 1. Option 2 ensures that The Hub would all be under one management regime to ensure medium and long term synergies are maximized and day to day issues are dealt with effectively. The Option would also ensure active local community involvement and wider participation in sport. The community interest company or similar would need to explore alternative revenue funding sources and sponsorship possibilities. (See above)

Delivering the Hunty Multi Sports Hub: Effective PartnershipSnowSportscotland and Scottish Cycling in the fi rst instance will need to champion the project and drive forward the proposals for the Huntly Multi Sports Hub. They will need to be genuinely enthusiastic about working with the community and other public, private and third sector partners in Huntly and elsewhere to realise the vision. HDT should continue to welcome the important role that the national sports agencies can play in delivering the project and it is essential that HDT continue to promote the project at a local Huntly and district level. HDT could also assist in local project management as part of the implementation phase.

Public sector partners in particular Aberdeenshire Council, will have essential role to play in supporting the move to community interest company ownership and providing some short term subsidy. HDT, Huntly Nordic Ski Club and other local users and partners will need to use supporting skills, expertise and resources to help secure delivery of the different components of the Multi Sports Hub. A joined-up approach will be essential, with the need to build mutual trust and


ensure effective co-ordination focussed on delivering the Multi Sports Hub.

Conclusions: Business Plan PrinciplesDouglas Wheeler Associates Ltd has identifi ed a clear vision and driving principles for the Huntly Multi Sports Hub based on consultations, policy fi t, site analysis, case studies, market analysis and project development workshop. The analysis and evidence is summarised in Chapters 2 to 4.

The concept and driving principles are then summarised earlier in Chapter 5 together with cautious assumptions on revenue, outline cash fl ow analyses and long term management proposals. The regional scale of the proposals, the innovative nature of the Multi Sports Hub and the aim to involve the wider Huntly community and the diffi cult funding climate make this a challenging project to deliver. Ongoing work will be needed to continue to convince partners and stakeholders that the project is viable and deliverable.

The vision and outline business plan that are summarised above will ensure that the following six important objectives that have been identifi ed for Huntly Multi Sports Hub project are met namely:

Ensuring that the future of HNOC is secured and that full public access to the wider Huntly Riverside area is maintained and that the Huntly Multi Sports Hub has an excellent fi t with the wider policy and initiatives in Huntly;

Promoting an innovative Multi Sports Hub that includes a regional cycle development component to meet the developing needs of the various cycling disciplines like road, cyclo cross, mountain biking, BMX and other sports;

Ensuring that the Multi Sports Hub offers shared facilities promotes cross use, performance coaching, joint training, shared staff and running costs with a focus on quality international-class sports facilities and sport development: talent pathways to improve individual performance with a focus on high performance sport will be essential;

Ensuring that the Multi Sports Hub is self supporting, generates income and minimizes revenue grant support and is sustainable in the long term: a

number of different sources of income and sponsorship have been identifi ed so that the project can cope with changes in market demand over time and so manage risk;

Promoting what will be a unique and eventually community owned asset that could become a transformational project in repositioning economic development opportunities in Huntly as an outdoor activities focused townthat embraces walking, cycling, skiing and other sports

Ensuring that the Huntly Multi Sports Hub is home to self sustainable sports clubs/organisations with an ethos of good inter club relations, volunteering and genuine community engagement and a strong programme of community activity that will appeal to young people, families, older people and local businesses.

Implementation Strategy & Next Steps The immediate next steps are:

1. HDT Board/ SnowSportscotland & Scottish Cycling to formally accept the concept, design principles and recommendations of the Outline Business Plan for the Huntly Multi Sports Hub. May/June 2011.

2. SnowSportscotland & Scottish Cycling to accept the legislative implications, short term gap between revenue/expenditure and risks of pursuing the recommendations of the Business Plan and the possibilities of securing alternative revenue funding and sponsorship (e.g. Aberdeenshire Council Sports Lottery Funding commitment). May/June 2011.

3. HDT to confi rm their local role, identify a local ‘project champion’ and small group of stakeholders in the form of a shadow community interest company board who will drive forward the outcome of the Feasibility Study and work closely with SnowSportscotland & Scottish Cycling. Encourage Grampian Tigers to organise a trial event. June/July 2011


4. SnowSportscotland & Scottish Cycling to make a Stage 1 Application to Sportscotland’s Sports Facilities Fund. August/September 2011

5. In due course SnowSportscotland & Scottish Cycling to appoint a landscape architect/architect/specialist designer/ cost planner team to progress a detailed cost plan, programme and phasing. October/November 2011

6. Formal consultations to be undertaken with Aberdeenshire Council Planning, Transportation, Flood Protection Scheme, SEPA, other statutory undertakers and neighbouring residents and users. November 2011

7. Landscape architect/architect to undertake formal consultations (Aberdeenshire Council, SEPA etc) and make detailed planning/ building regulation applications. Aim to secure planning permission at least in principle, before submitting a Stage 2 Application Form to Sportscotland’s Sports Facilities Fund. December/January 2012

8. Once the Stage 2 application is approved by Sportscotland instruct architect to move to Final Proposals and Tender, issue tender and appoint project manager and contractor. March 2012

9. Construction start on site. May/June 2012

10. HDT Board/SnowSportscotland & Scottish Cycling to establish a community interest company or company limited by guarantee which does not distribute profi ts to directors and/or shareholders but re-invest all surpluses in the facility or similar to take on the lease and manage the Multi Sports Hub. April/May 2012

11. Community interest company or similar to draw up a brief and tender notice to specialist café operators/and possibly retailer with a specifi c requirement to fi t out and manage spaces on a long lease at a guaranteed turnover rental and invite proposals. September 2012.

12. Community interest company or similar to undertake a formal assessment of the expressions of interests against agreed criteria and negotiate with a

short list with a view to reducing the gap between revenue and expenditure. November 2012.

13. Community interest company to advertise, shortlist, interview and appoint a Huntly Multi Sports Hub manager. August/September 2012.

Douglas Wheeler Associates LimitedDuncairnWhitelea RoadKilmacolmRenfrewshire

t/f: 01505 871975m: 07831221516

e: [email protected]

www.douglaswheelerassociates.com

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