1. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets 1.What are the objectives of each Party? The Sports Club The Health Service © STA Ltd.

2. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets The Sports Club Increase the return (financial and other) from existing fixed assets by utilising space. Ensure future investment in Clubs Sports facilities meet multi use needs. Generate activities to attract more of the local community to the grounds and potentially attract more supporters. Increase the return on the Clubs intangible assets – mainly players and Club brand. © STA Ltd.

3. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets Health Service Provision of suitable health facilities in the Community and away from the hospitals. Accelerate the introduction of Community health facilities by utilising existing public access locations. Increase awareness of health issues and improve utilisation of services for 15 to 50 year old males. Support proactive health activities. © STA Ltd.

4. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets 2.The Questions to be answered and the required outcomes of the workshop. i.What services do the Health Services wish to move into the Community? ii.What is required at the Club to meet the criteria of the Health Service provider? iii.How can the process of converting ideas into actions be streamlined? iv.How can we bridge the gap between the cultures of Sports Clubs and Health providers? v.What are the business models that will work for each type of service? vi.Develop a contact list. vii.Early adopters and followers. © STA Ltd.

5. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets 3.Football Clubs Economic Environment Experience with the FA enabled me to visit many Football Clubs in the top 350 and see how they operate and the mindset of their management. Although it is difficult to generalise with so great a sample of entities there are a number of common traits amongst Clubs. These are as follows: Short term planning horizons. A high-risk industry with considerable financial differences between success and failure. Small administrative staff usually too small or under-funded resulting in fire fighting. Managed and directed by dominant personalities usually successful entrepreneurs. Under severe cash flow constraints. Dependence upon bank debt and drip-feed capital injections. © STA Ltd.

6. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets Income streams that tend to be uncertain and highly volatile combined with a large fixed (and inflexible) overhead. Generally unprofitable. Legacy stadium assets built for capacity levels achieved on only a few occasions each year. Huge local (and in some cases national) media coverage. Dominant public relations issues. Often seen in this context as the largest local Community asset. At the higher levels of the Football pyramid Clubs are heavily dependent upon TV income. For example Football League Clubs income dramatically declined as a result of the collapse of ITV Digital. © STA Ltd.

7. Developing Partnerships between Football and Health Services Embedding Health Facilities into the Physical Stadia Assets 4.For any project to be successful from a Clubs perspective the following must apply: A Win/Win proposition. A quick lapse time from start to finish. Does not tie up management time for significant periods of time. A return from existing resources or a short time horizon for a return on new investments. External, but ring fenced, funding by project or a strong long term fixed income stream. © STA Ltd.