Business propsal stage 2 PDF

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Business proposal plan for an international standard climbing wall. ...

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Belfast international standard climbing wall by Ronan O’Neill

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Belfast International standard climbing wall Business plan for the development of existing climbing wall at Ormeau Park 2017-2019

Current climbing wall- 2017

https://www.youtube.com/watch? v=o29cyogqUno

Potential climbing wall

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https://www.walltopia.com/en/projects-category/item/844-foyle-arena

https://www.walltopia.com/en/projects-category/item/638-allez-up

Content

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1- Introduction 2- Strategic relevance 3- Project vision, aims & objectives 4- Assessment of need 5- Facility plans & costs 6- Project management 7- Monitoring & evaluation 8- Conclusion

Project Synopsis OVERVIEW OF PROJECT  The current rock climbing wall is located within in the Ormeau Park, just off the Ormeau Road in South Belfast. The current climbing wall was established in 1996 to provide for the rise in popularity of rock climbing.  “A recent Active Lives Survey revealed that 2.14 million people now go hill walking, climbing or mountaineering twice a month. That’s almost 2 million walkers, around 100,000 outdoor climbers and 170,000 indoor climbers” (https://www.thebmc.co.uk/make-your-voice-heardbmc-agm-vote?s=6)  The climbing wall has been an important part of the local community, catering for all members of society, regardless of sex, religious beliefs, race/ colour, ethnic background, nationality, or level of ability/ fitness.  Due to the rise of rock climbing participants within Belfast, it has become evident that the current climbing facility (Pictured below) is developed to cater for this demand.  This sports development business plan will demonstrate the size and validity in putting forward the development of a full-sized international standard climbing wall.  The Facility will be open to the local community, schools, climbing clubs, climbing businesses and will cater for beginners to elite athletes.

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Introduction 01

&

Background

The location of the proposed development site is outlined below:

Current perimeter of climbing wall

Potential perimeter of proposed climbing wall

Location details Address/Postcode Output area Super output area Electoral ward Council area Assembly area

Strategic 02

Ormeau Embankment, Belfast BT6 8LT Ravenhill Ward (95GG370005) Ravenhill 1 (95GG37S1) Ravenhill Belfast City Council Belfast South

relevance

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Department for Communities 

NI Executive

Urban regeneration community development (URCD) policy framework Gender Equality Strategy 2006 – 2016 Active Ageing Strategy 2016-21 Disability Strategy 20122015

  





Mountaineering Ireland 

Strategic development plan 20142017

Belfast City Council  

Together: Building a United Community (TBUC) New Children and Young People’s Strategy - 2017-2027

Department of Justice

Physical Activity and Sports Development Strategy Your City, Your Space (2005)



Belfast international standard climbing wall

Community safety strategy for NI 20122017

Sport NI     

Department of the Economy

Sport Matters Sport NI: Active community’s strategy Active Living: No Limits 2021 Sport NI Corporate plan 2015-2020 Every Body Active 2020



Investment 2008-2018

strategy

Department of Education 

Learning to learn A framework for early years education and learning

Department of Health  

Making life better 20132023 Quality 2020

This proposal is relevant to a range of government policy. The diagram above has helped to highlight how this sports development proposal links to a wider strategic framework. The current section will pay attention to 4 of the main strategies from the themes listed below:

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1. 2. 3. 4.

Local neighbourhood strategies City wide/ Belfast City Council strategies Regional/ Governmental strategies Office of the First Minister & Deputy First Minister

Local neighbourhood strategies Strategy/ Policy title Ravenhill Shared Neighbourho od Naming Exercise

Key details that fit with project “Fold Housing Association are developing two new social housing sites at Millar Street, between the Ravenhill and Woodstock Roads. Both sites have been designed as Shared Neighbourhood developments under OFMDFM’s `Together Building A United Community Strategy’” (http://www.belfastcity.gov.u k/).

Contribution of project

This proposal will create a shared space within the Ravenhill area that will allow the public regardless of their sex, age, gender, religious or ethnic background to participate in physical activity. The physical activity will be in the form of a climbing, which is a neutral sport. Therefore, the development of an international standard climbing wall would link perfectly into this policy.

City wide/ Belfast City Council strategies Strategy/ Policy title Physical Activity and Sports Development Strategy

Key details that fit with project “The strategy has five key goals to improve sports development in the city: partnership encouraging effective coordination and communication between the strategy's partner’s capacity developing community, volunteer and club involvement in sport facilities - making sure Belfast has the 'right' facilities in the 'right' places participation - boosting participation in sports Performance - looking at ways in which performance can be developed” (http://www.belfastcity.g ov.uk/leisure/sportsdevel opment/sportsdevelopme ntstrategy.aspx).

Contribution of project The international standard climbing wall proposal will help to achieve all of the five points highlighted in the strategy to the left. The main point that the proposal relates to is ‘making sure Belfast has the right facilities in the right places’. Given the recent creation of Belfast climbing club and the announcement of climbing being in the Tokyo 2020 Olympics, it has become evident that Belfast can’t cope with participation levels. Therefore, more facilities are required to cater for this rise in demand for the sport.

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Regional strategies Strategy/ Policy title Sport Corporate 2015-2020

Key details that fit with project

NI The three key objectives of this plan plan are listed below (Sport NI):

“Objective 1 Sporting Communities To increase and support the number of people adopting and sustaining a sporting lifestyle”. “Objective 2 Sporting Clubs To enable more people to develop and reach their sporting goals through a structured environment”. “Objective 3 Sporting Winners To help more Northern Ireland athletes win at the highest level”.

Contribution of project Through this proposal Belfast will be in the position to provide a safe, neutral environment where the public can participate in sport. The proposal will therefore help meet the three objectives listed in the plan, as the facility will cater for beginners, intermediates and advanced climbers. Rock climbing is a sport that is truly opened to all which Collins (2010) highlights when he places emphasis on minority groups having involvement within sport.

NI Executive strategies Strategy/ Policy title

Key details that fit with project

New Children and Young People’s Strategy - 20172027

“The Programme for Government (PfG) identifies that a key desired outcome is “giving our children and young people the best start in life” - this Strategy is a key component to achieve this” (NI Executive) “This Strategy is designed to improve the well-being of all children and young people living in Northern Ireland”. (NI Executive).

Contribution of project

The proposed facility will be a neutral space in which young people will have the opportunity to improve their wellbeing and learn essential skills for their future.

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Project vision, aims & objectives 03 Project Vision It is very important that all organisations associated with the management of the Belfast international standard climbing wall have a clear idea of the hopes for the facility. This should be clearly highlighted to the public, stakeholders and funders of the project. As a result, the vision of the project has been detailed below:

“To be recognised as a safe space for all the community to participate within sport, whilst providing premium facilities at an international standard”

The above statement has been agreed upon by all relevant organisations involved with the development of the international standard climbing wall, to provide an overall reason for the development of the facility.

Project Aims

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To develop a state of the art international standard climbing wall that meets the standards to host national and international competitions.

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To create a centre of excellence, that will develop all levels of participants from beginners to advanced climbers.

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To enhance the infrastructure of national climbing/sporting clubs and businesses.

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To help improve the local community’s health & well-being by giving them a safe, nondiscriminatory sporting space.

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The projects SMART objectives are outlined in the appendix section 1a.

Assessment 04

of

need

Social aspect The table below highlights the deprivation rankings from 2010 produced by NINIS (1st-582nd, with 1st being the most deprived area and 582 nd being the least deprived area) in which the facility will be located. The facility will surely help improve social capitol within the local area, in which leading scholars such as Coalter (2007) describes as divided groups learning to trust one another, in turn bringing many advantages to society.

Rank Ravenhill Multiple deprivation measure Income deprivation Employment deprivation

469 449 529

Health deprivation & disability

474

Education skills & training disability

445

Proximity to services deprivation

507

Crime & disorder

108

Living environment

88

The graph below helps to highlight that there are in particular 2 deprived sections within the rankings (Crime & disorder, Living environment):

Deprivation graph showing ranks for each measure

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82

182 MDM Education

Icome Services

282 Employment Crime & disorder

382

482

582

Health & disability Living environemnt

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Gratton, et al (2002) discuss how sport facilities and programmes such as the one proposed, can help battle anti-social behaviour within cities. SWOT analysis can be found in the appendix section 2a.

Facility need: Current similar facilities in catchment area Proposed site marked with x 1. Queens PEC climbing wall 2. Boulder world

More detail can be found regarding comparative facilities in the appendix section 2b.

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Facility plans and costs 05 Introduction This section will examine the potential development process of the proposed facility and how the needs of the organisations involved and the public will be met. The main purpose of this development will be: 

To develop a state of the art, international standard climbing wall in Belfast.

The following sections will detail the costs and the development process.

https://www.google.co.uk/search? biw=1920&bih=974&tbm=isch&sa=1&ei=cdgWWsu3KKicgAbR26eQDA&q=walltopia&oq=walltopia&gs_l=psyab.3..0j0i67k1j0l8.34117.36394.0.36609.9.5.0.4.4.0.104.428.4j1.5.0....0...1c.1.64.psyab..0.9.510...0i10k1.0.uvFqcnAIgY4#imgdii=gfe6dHjJxBaGXM:&imgrc=O_DOZG03WzrCmM:

Detail can be found in the appendix section 3a regarding wall specifications.

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Proposed development cost The estimated development costs are detailed below in the tables to identify the cost for an ordinary climbing wall in comparison to an international standard climbing wall:

Basic wall Basic wall (Minimum requirements) Lead wall

Size (meters) 25x10x1.3

sq meter 325

Bouldering wall

20x5x1.3

130 455

cost per sqr m

wall cost

£ 150.00

£ 68,250.00

£ 200.00

£ 163,800.00

Basic wall (Maximum requirements) Lead wall

40x12x1.3

624

Bouldering wall

30x5x1.3

195 819

International standard wall International class wall (Basic requirements) Lead wall

Size (meters) 35*15*1.3

sq meter 682.5

Bouldering wall

30*5*1.3

195 877.5

International class wall (Maximum requirements) Lead wall

45*20*1.3

1170

Bouldering wall

40*5*1.3

260 1430

Basic wall (large - competing with ozone) International class wall (new build)

cost per sqr m

wall cost

£ 250.00

£ 219,375.00

£ 300.00

£ 429,000.00

£ 68,250.00 £ 219,375.00

£ 163,800.00 £ 429,000.00

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Financial model The development project will rely on many different sources of income rather than having dependency on a solo income, to insure the sustainability of the project. The financial model to be used is presented below:

Financial model 20182023

Sport clubs and sport businesses

Funding and other income

Community engagement and development

Operational times of the facility Weekday Off peak After school (During term) Peak

9am-4pm 4pm- 6pm 6pm-10pm

Saturday Off peak Peak

9am-12am 12am-6pm

Sunday Peak

1pm-3pm

Off peak

3pm-6pm

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Financial forecast summary

Yearly total Pricing (£5)

31340 £ 156,700.00

Maintaining of the wall Replacing of the ropes (6 months) Route setting (Local clubs) Insurance (2-3% of total revenue)

Revenue Overheads Bottom line

discounts available membership price may vary

£ £ £ £

200.00 3,134.00 3,334.00

£ 156,700.00 £ 3,334.00 £ 153,366.00

More detail can be found in the appendix section 3b regarding users of the facility. Additionally, appendix 3c will show further detail on facility costs.

Project Management 06

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Potential management structure for the climbing wall: Assuming the proposed facility is developed it will be essential to have a strong management structure in place to optimize efficiency of the facility. The below graphics will highlight this system:

Centre Manager

Centre management structure Climbing wall manager

Climbing coaches/staf

Volunteers

Cleaners/caretakers

External coaches

Local community

Information can be found in the appendix section 4a regarding managing user liability at the facility.

Monitoring & Evaluation 07

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Project monitoring and evaluation Kuse, et al (2004) explains how monitoring and evaluation have become an essential tool for enhancing results. The facility will have a robust monitoring and evaluation process to help serve many developments within the near and longterm future. The table below will help highlight how the facility will monitor and evaluate the financial framework to ensure sustainability:

Benefit

Quantitative/Qualitativ e

Benefit to be measured

Method of measureme nt

Financia l

Quantitative

Economic sustainabilit y for the facility and all related partners.

Number of users

A healthier community will lead to more economic activity; therefore, the facility will be used more often.

Access to statistics

Financia l

Qualitative

Baselin e value

£0 Income & usage rate

Research carried out by stakeholder s

£0

Target value

Measureme nt responsibilit y

Measureme nt timeframe

Surplus generate d to further develop the facility

Centre managemen t structure

Monthly and annual review.

Less public benefit claimers

External evaluation working in conjunction with centre managemen t team

Annual review

Healthier populatio n More usage of leisure facilities

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Conclusion 08 

Funding- The project is funding friendly due to the facility being a shared space area, where all communities will have a safe space to enjoy a healthy lifestyle. The funding will also play a part in regenerating the surrounding areas in Ravenhill and employ locals. These themes coincide with the terms that funding agencies require.

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Practicality- The facility is clearly in demand as this quote from (https://www.theguardian.com) highlights, “Statistics released last week by Sport England reveal that indoor climbing will overtake its traditional outdoor counterpart as the country's most popular mountaineering activity in six to 12 months. The sport as a whole has been on an upwards trend since 2005 – last year mountaineering was one of only four sports to show an increase in participation. Next year the IOC will decide whether 'sports climbing' will enter the Olympics in 2020. The Olympic nod would no doubt cause another surge of interest”. Financially the facility is suitable and sustainable, all whilst helping to develop climbing at a national level, with the potential of international development.

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Sustainable- The business model shown above in the business plan highlights that the project is financially realistic.

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Policy alignment- The social benefits that the facility will bring to the local community and country, help to achieve key themes proposed within key governmental strategies.

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Demand- There is a clear demand for an international standard climbing wall, not only within Belfast but wider so Ireland. Ireland has a lack of climbing walls in comparison to other European countries. Given the recent creation of climbing businesses, and clubs within Belfast such as Sticky Feet or Belfast Climbing Club this demand has only grown.



Development- The current Irish development squad who aspire to compete in the 2020 Tokyo Olympics are forced to climb in Dublin due to the lack of facilities Belfast has to offer. This facility will help them and many other climbers develop physically and mentally.

The reference list can be found in the appendix section 5a.

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Appendix 1a Project SMART analysis: (http://learnmarketing.net/smart.htm) explains how essential SMART objectives are for a business, as they provide focus for the organisation to achieve effective outcomes. Belfast Climbing Wall will use SMART (Specific/Measurable/Achievable/Realistic/Time scale) to ensure the development works towards it’s long term vision. The tables below detail examples ...