Shrewsbury Rugby Club

Laurence Gale enjoys a nostalgic trip back to Shrewsbury Rugby Club: Our personal sporting heritage in this country, nearly always starts from our introduction into sport during our schooling days and then more progressively by the good work done by hundreds, if not thousands, of community sports clubs. 

My own sporting career started in the same way, introduced to rugby by my maths teacher Mr Williams. After leaving school I joined the Woodrush Old Boys team club, Woodrush RFC, a community club run by ex-players and volunteers.

As a keen rugby player who went on to represent school, club and county levels, cumulating in the opportunity of playing for several senior clubs, namely, Moseley, Worcester, Birmingham, and Nuneaton, Portsmouth and Newport enabled me to play with some great players and more importantly enjoy the benefits of belonging to a community run rugby club.

After my playing days, I coached rugby at several clubs and recognise the valuable work these clubs do for their local community. Also, having spent 45 plus years working in the grounds industry as a ex-Greenkeeper/Groundsman coupled with my coaching roles I value the benefits of producing safe well, presented playing surfaces.

In the past it has often been difficult to encourage clubs to invest money and resources to maintain their pitches however, since the formation of the National Lottery in 1994, we are seeing a vast improvement in the investment in pitch and club facilities.

A recent trip to Shrewsbury Rugby Club, where I incidentally coached in 2004-2006, gave me a chance to catch up with some old familiar faces and have a few beers.

I was very impressed with the condition and presentation of the pitches at Shrewsbury. In fact, they were some of the best community pitches I had seen for several years.

I was so impressed I wanted to find out how the club had managed to achieves this major shift in attitude towards their pitch facilities.

Like most community clubs they are always run by a core group of committed individuals, often past players, who want to put something back. Shrewsbury have one such man in Glyn Jones, their current president and treasurer, who for 49 years has held many roles. He began his playing days in the late 1960s, went on to coach the club, held several key posts, however it was when he took over the role of Treasurer in 2004 that the clubs fortunes started to change, with a drive to improve the club facilities.

In 2004 they managed to raise £90,000 to self-fund the re-fabrication of the clubhouse, this was soon followed in 2006 by raising an additional £32,000 to complete the work adding new changing rooms and a new club house roof.

In 2007 the club managed to secure £15,000 to build a new gym and refurbish more changing rooms, with all the building works completed, it was mow time to focus on the grounds, with a programme to improve the pitches and install some new floodlights.

The first phase began with a small self-funding budget of £8000 to refurbish the first team pitch floodlights in 2008. Away from the club, Glyn runs his own landscape gardening business, with a very much hands on role, this affinity with grounds maintenance was one of reasons he wanted to oversee the larger project of improving the club’s four pitches/training areas.

The pitches at Sundorne have always been prone to drainage problems, due to their heavy soil make up, especially during the winter months, tasked with marking the pitches every week, Glyn knew only too well the work required and the significant investment that would be needed to improve the four pitches.

It was then a case of the club putting together a number of bids over several years, applying for appropriate funding via the RFU and Sport England.

In 2006/7 season the club acquired a grant of £65.000 from the RFU to primary drain the training pitch, the following year the club self-funded £15,000 to pay for secondary drainage (sand bands) for the training pitch.

This was soon followed up with another successful bid for £120,000 to fully drain (primary/ secondary drainage) and install a new set of floodlights on the second team pitch in 2012/13. 

Finally, in 2014/15 the club managed to get a further £145,000, with the club having to find 15% (£15,000) to undertake the installation of a primary and secondary drainage system to the first team pitch along with a brand new set of floodlights.

In total the club has managed to invest over £500,000 on both the clubhouse and grounds in the last 13 years and the net result has been the transformation of Shrewsbury Rugby Club.

With all the work complete it was now a case of ensuring an ongoing maintenance programme was implemented to insure the pitches remain playable and fit for purpose, especially when several senior teams and a large junior section using the pitches on most days of the week.

In fact, Glyn has taken on the role of maintaining the pitches himself. Glyn has put out the mowing of the pitches to the local council, who come in on a weekly basis, usually Wednesdays and cut all the main playing areas with an 18 ft wide Major rotary deck maintaining a height of cut of 75mm. He also gets the council to come in and aerate the pitches a couple of times a year using a combination of Vertidrain and Linear aerators.

He also gets the pitches sprayed with a selective weed killer, the marking out of the pitches is done by Glyn and Derrick on Thursday or Fridays using a spray jet line marker along with some pedestrian mowing/strimming of some amenity grass areas around the club house.

As for end of season renovations, it often depends on how much money there is left, but generally they allow enough to top dress all four pitches with 120 tonnes of sand and overseed any worn areas.

In total the club spend around £25,000 on annual maintenance work, most if not all this money comes from the generosity of local sponsors and any fundraising events.

It goes without saying these community clubs would not survive without the commitment and guile of these dedicated members. Having seen for myself at close hand the work Glyn has achieved over the last 20-plus years at Shrewsbury RFC is beyond belief. He and the rest of the dedicated members at Shrewsbury should without doubt be congratulated on these major achievements.

I just hope this next generation of players respect and enjoy what must be one of the best run clubs in Shropshire.

 

HISTORY OF SHREWSBURY RFC

Like all good clubs Shrewsbury can trace its origins to a bar, in this case the now demolished George Hotel. In 1908 a casual conversation between Freddie Richards, Bill Jones and a man called Deakin led to the formation of the club and a first fixture at Sutton (now Sutton Road) against Stafford. The pitch was rented from a farmer and attendances at the first game were sufficient to buy goal posts, jerseys and balls; how times have changed! The result of that first match remains a mystery, but obviously it was enjoyed by all who participated.

The ground had moved to Upper Road Meole Brace with the headquarters moving from various hostelry to hostelry dependant on the behaviour of the members and friendliness of the landlord. After the second World War a subsequent President Geoff Warn reformed the club with himself as Secretary and T. Gordon Hector as President. Matches were played at Longden Road or Shrewsbury School, until the club moved to the West Midlands Showground in the 1946/47 season. Bert Williams who was originally captain in 1938/39 then re-took over the Captaincy until 1955/56and followed Mr Hector as President in the early 1960s.

Then came the the highly successful years of the sixties during which time the 1st XV were virtually unbeatable. The playing success led to a very good club fund raising, through the Shrewsbury Amateur Sporting Guild run by Arthur Richardson, enabling the purchase of the present ground at Sundorne Castle in 1964. The early-1970s saw the club going through indifferent times with the loss of some familiar fixtures and sadly the death of Sir Derek Capper in his first year as President.

In the 1980s the club enjoyed further success under the captaincy of first Chris Pittaway and then Keith Faulkner. After some lacklustre years in the 1990s the club became regenerated with the enthusiasm of former coach and Chairman Alan Davies, Secretary Graham Jackson and Chairman David Brown. This work has been continued by Glyn Jones Chairman/Treasurer and Gary Dean, Secretary, who together with others have seen through the financing and construction of extensions to the club house and the improvement of facilities which have recently seen the addition of a gym. The club can now boast of a large and ever increasing mini and junior section, under the Chairmanship of Grant Mckelvie, assisted by Sam McKelvie, with James and Sarah Ballantyne.

World Class, without resting on their laurels

World Class, without resting on their laurels

Laurence Gale travels to Derby to see developments at Dennis and Sisis: It has been a couple of years since my last Dennis and SISIS factory visit and it’s always good to catch up to find out about any new developments and see what new products may be coming on to the market.

Like most proactive companies, R&D and product development are important in driving the company forward. It was at the recent IOG SALTEX show where we saw Dennis’ new PRO 34R rotary mower and a battery powered pedestrian rotary mower – and judging by those who saw them, it is safe to say that these products are highly anticipated. The rotary mower is a totally new concept for Dennis who, until now, have been renowned for producing their iconic range of cylinder mowers.

World Class, without resting on their laurels

Our visit started with a very warm welcome by company owner, Ian Howard, whose vision has been instrumental in the success of the Dennis and SISIS brands. It was apparent that Ian “along with his vastly experienced senior management team” have ensured that the company is in more than capable hands.

In 2011, SISIS was acquired by Howardson to sit alongside Dennis as a division providing the groundcare industry with a truly comprehensive range of British manufactured products. This monumental acquisition signalled the start of a perfect partnership in which the two brands are now synonymous with world class turf care equipment.

Without resting on their laurels, the Howardson company continues to work hard on improving the value and versatility of both Dennis and SISIS products. In the last seven years their machines have continued to gain UK and global recognition and this is supported by the robust and dedicated sales/marketing and demonstration team.

The further acquisition of Crocodile Precision along with continued significant investment by All British Precision in the engineering process of the components, has further enhanced the company’s ability to produce a larger range of quality British made products more efficiently.

In recent years we have seen the Dennis/SISIS branded machinery being used at many of the top-flight sporting venues for football, cricket, rugby and bowls both home and abroad.

One of the main reasons for this has been due to the fact Dennis/SISIS has listened to its customers and have taken the opportunity to redesign and develop new products. Take, for example, the new PRO 34R rotary mower, which the team have been working on for over two years to bring to the market. This was a direct result from listening to the requirements of many of the world’s top groundsmen.

This new 34-inch-wide machine offers a powerful vacuum and cutting unit that helps present and clean up sports pitches. This machine has been on trial at several Premiership football clubs thus enabling the company to thoroughly test the machine and Iron out any potential problems.

As with most Dennis products they are built to last, with a proviso it needs to be able to guarantee at least five years of untroubled service working on the harshest of terrains. This new machine sits nicely with the G860 range of mowers, designed with many similarities in terms of hand controls, engine and chassis and comes with a good back up service and a reputation of Dennis reliability.

It was apparent that Dennis are also very up-beat about the other rotary mower waiting in the wings, which was first seen at 2017’s SALTEX show. Their new battery powered pedestrian mower gained a lot of interest. It certainly looked a robust, well designed innovative machine from the Dennis stable and they have been working with Bosch for a while to bring this mower to fruition.

The concept of Dennis moving into battery powered machinery is no doubt in their minds, especially in the way the industry is starting to embrace these new technologies. There will certainly be plenty of opportunities to ‘battery-fi’ many of their products in the coming years.

The company were happy to share their sales figures in terms of positive growth year on year since 2010, which is testament to all the hard work being done by all parts of the business.

The current sales figures are split 60% UK and 40% overseas with the company having 30 dealerships servicing and distributing products in the UK, coupled with a further 45 dealerships worldwide. Sales abroad are growing all the time and Dennis will, for the third successive year, be supplying many of the venues in this year’s World Cup in Russia.

The sales team is backed up by a field support/demo team and the combination of experienced field staff, backed up by technicians and the support of all the factory staff, together with a renewed marketing strategy led by Roger are the reasons why Howardson Ltd is growing a reputation of building quality British made products for the professional turfgrass industry.

It was then time for our tour of the factory, beginning with a visit of the metal fabrication and tooling areas which feature in the All British Precision department. The investment in robotic milling and tooling systems has reduced waste and speeded up production of key parts.

We then visited the new powder coating paint shop, a very clean and appropriate facility that enables the company to be in control of the quality and number of parts being painted.

Finally, we saw the assembly area, where staff concentrate on assembling and putting together a range of Dennis and SISIS products, multi-tasking and sharing job roles so they can be more flexible to meet customers’ orders.

Dennis/SISIS are very proud of their business and are keen to continue to serve the turf grass industry with investment. In recent years we have seen the popularity of their free seminar and education days grow. The annual cricket day which now attracts well over 200 groundsmen.

All in all, Dennis and SISIS have been very busy in the last seven years and are beginning to see the fruits of their labour.

I would like to thank Dennis/SISIS for the opportunity to visit and see first-hand the work they do behind the scenes to ensure Dennis and SISIS remain one of the leading British manufacturers in the turfcare industry.

Demain’s the name

Demain’s the name: When the name of the Professional Groundman of the Year was announced at the IOG Awards Dinner in November, there was one man in the huge function suite in the National Motor Cycle Museum, in Birmingham, not paying too much attention.

Vic Demain, Head Groundsman at Durham County Cricket Club, in Chester-le-Street, was basking in the warm glow of success, having seen his team named Professional Cricket Grounds Team of the Year earlier in the evening and he had to be nudged to get on his feet to go collect the award.

“I looked to the stage and there was my name on the screen and my first thought was that this can’t be right, it has to be a mistake. But it slowly sunk in and I went up and collected the award,” recalled Vic.

To be fair to him his surprise had a degree of justification. A cricket groundsman had never won Professional Groundsman of the Year while, a mere six years before, Vic was a groundsman working in recreational cricket.

“My name is now engraved on the Cup alongside a host of legends in the world of groundmanship. Everyone on it is so deserving and I feel I shouldn’t be included among them, that I’m a bit of an imposter.

“That said it’s been absolutely brilliant. I still haven’t come down and I have to pinch myself that it’s happened,” said Vic, speaking to Turf Matters in his first interview since his success.

The story of how Vic came to join luminaries of the industry is remarkable and one which should provide inspiration to anyone who has been knocked back, got up, got knocked back again, yet still rose to the top of the tree.

He left school at 16 in Faringdon, located between Oxford and Swindon, and took up an apprenticeship at a local building company. Apprenticeship completed Vic launched his own business which he ran for 20 years until the housing market crashed in the mid-90s and his company folded.

“I’d always been a lover of cricket and was the sort of guy every club wants. I’d cut the grass, I’d do the fixtures, my wife would make the teas, I’d take coaching courses. Anything, so long as it was involved with cricket. On the field I wasn’t very good, but I was really keen and made the most of what limited ability I had. I just loved the game,” he explained.

Looking for employment, ideally in cricket, he applied for and eventually, at the second attempt, got the job of Cricket Manager on a private estate, where he learned rudimentary groundsmanship.

“I knew nothing about it whatsoever, and remember this was before the days of internet, so I got out and spoke to the old boys who were looking after their own grounds, and learned a lot from them.

“After about four or five years we got the ground up to Minor Counties’ standard and Buckinghamshire played there. It really was the best job in the world.”

Until the next set back.

“We had a change of management and the new manager decided that cricket was costing the Estate too much money and took the ground down the contractor route. I was made redundant.”

Next step was to Milton Keynes and Campbell Park working for a contractor but a yearning was growing for his own ground and when he saw an advert for a job at Uxbridge Cricket Club. He jumped at it and fortunately for Vic they jumped at him and it was there that he spent the next seven seasons as Head Groundsman, a ground where Middlesex played a number of games

Now this next bit is all-important for those of you feeling that life has passed you by and stretching out ahead is not so much a potential pathway to success, but a rut.

“It was the wet summer of 2012 and Nottinghamshire came down to play Middlesex. It never stopped raining, but we worked diligently and while we didn’t get a result in the end, we did manage to get quite a bit of play.”

Keep reading…

“At the end of the season Nottinghamshire were looking for a Deputy Head Groundsman and I thought, I’ve got no chance as I’d not worked at that level, but decided to throw my hat in the ring anyway. However, I’ve been told that when the Director of Cricket saw the applications and noticed the Uxbridge connection he said, ‘That’s the guy I want because when we went to Uxbridge they worked so hard to get the game on’,” said Vic. 

It’s a lesson for everyone.

“I try to impress upon people that if you work hard, put in the graft, don’t hide in the shed when conditions are bad, and always been seen to be doing your best, someone may notice you. That’s exactly what happened to me.

“Honestly, I was about 50 at the time and was beginning to think that it was time to start winding down a little, but my career has really taken off in the last five years. Look whats happened to me, these last five years have just been crazy. You couldn’t plan for it.”

The final piece in the career jigsaw came in 2015 when he applied for the vacancy at Durham.

“I guess I’m one of those people who always wants to test themselves and I wanted to work at the highest possible level and for me, at Durham, the biggest attraction of all was that I knew in 2016 there was going to be a Test Match. There are not many Test Grounds and not many people who have done a Test Match so for me that was huge.”

But Durham wasn’t a job for the feint hearted. The pitch was well known to be damp and bowler friendly. Also the club was experiencing financial difficulties, brought about by the contractual obligation when Durham became the latest addition to the County Championship in 1992 that the Riverside be developed as a Test and International venue. This is a part of the country not regarded as a cricketing hotspot.

“I started in March 2015 which was too late to do anything with the pitches. When I arrived I was concerned about the poor grass coverage on the pitches. We are lucky that we have a big square but five or six of those pitches were not going to be usable until July.

“The other issue I faced was that, for me, Nottingham had been the furthest I’d been north. I’d been used to working around the London areas which has a completely different climate. My pitch at Uxbridge was probably the most batsman-friendly you’d ever see so, in order to get the bowlers interested, I’d leave 10-12 mm of grass on each pitch.

“I tried to do that at Durham in my first season but the ball was going around corners and the batsmen were not happy at all. The one thing about that season was that the cricket was hugely entertaining for the person buying a ticket. No game ended in two days, but we had a lot of three day games and every game we played ended in a result.”

It wasn’t until the end of that first season that Vic finally got a handle of the pitch, and not before he sought the sage-like advice of the very man who would know.

“I couldn’t fathom out how pitches always seemed to be a on the damp side despite me trying to dry them out. All I could come up with was that water was coming up from underneath the surface. So what I did was track down Tom Flintoft, Head Groundsman here 30 years ago. He’s a lovely guy and I’ve spoken to him a lot since. I asked him if there was chance that my theory was correct and straight away he said to me that there was more water under the square than there was in the River Wear!”

Knowing the issue and resolving the issue are two completely different things however.

“In the short term there is really nothing you can do outside of digging up the pitch and putting in a membrane to prevent the water reaching the wicket but with our financial constraints that wasn’t going to happen.” Vic’s appreciation of what he was dealing with coincided with an instruction from the ECB to all Head Groundsmen that pitches should be more spinner friendly and the change to the toss rule which gave visiting Captains the option of bowling first.

“With the history at Durham no-one was ever going to say they were going to bat first so our pitches simply had to change. What I did was shave all the grass off and got them to be flat, white and reasonably hard so, after a game or two, we actually did see the away team wanting to bat first. The bowlers weren’t too happy and maybe it wasn’t as exciting cricket for the paying public. Perhaps there is still some middle ground to be had,” said Vic, who did become a hero to Keaton Jennings, who based on the amount of runs he has scored on Vic’s pitches, has since opened the batting for England.

Oh, that Test match and the reason Vic took that leap of faith north.

It was against Sri Lanka in May 2016 and to be honest that leap of faith Vic took in moving north looked decidedly misplaced when the week before a Sri Lankan team, shorn of its legendary batters and bowlers who had retired, were twice skittled out cheaply at Headingley in a match which barely lasted three days.

“People were saying that on our traditionally bowler friendly pitch that it could all be over in two days, but luckily England won the toss and batted, putting on over 400. Then having added to the run of low scores and being forced to follow-on the Sri Lanka’s showed some real mettle and batted well to overtake England’s first innings total and the match went into a fourth day.

“It was a reasonably good Test and all the reports were positive, but it was cold, mid-May, the weather wasn’t great and crowds weren’t huge.”

It tended to sum up the plight of Durham.

At the end of 2016 the financial problems came home to roost. Despite finishing fourth in the First Division Durham were relegated for financial reason and, to really kick them when they were down, they started each competition of the 2017 season on minus points.

The Board was removed and a new one put in place led by Chairman Sir Ian Botham, who has used his profile and contacts within the game to pull Durham through these immensely difficult times.

“A lot of people were very concerned about their jobs. My staff were worried, we were all worried and it was one thing after another – bad news after bad news after bad news – so, 12 months later, to be able to take these two wonderful awards back to the club was just fantastic.

“We knew that we were up for Headland Amenity Professional Cricket Grounds Team of the Year. We’d been short-listed along with Hampshire, as we had been the previous year when we lost out to Essex, so I was hopeful that we might have a chance. I was hugely delighted when we won not just for my team but for Team Durham back at the club – all the staff.

“It was brilliant for my small team – my Deputy Mark Patterson who has been at the club for over 15 years; Ben Hall, who has been here for eight years and for Amy McKewan, who is in her second season here and doing her apprenticeship. My coming in just three years ago was difficult for us all. I was joining a team which was already established and for Mark and Ben they had only ever worked for one boss and become used to doing things one way. I was never going to be the same and change is difficult to deal with, particularly with the wider issues going on.

“But three years on we’ve got there and our Award is a rubber stamping and recognition for what we have achieved. I think part of the reason we got the award was our ability to produce what we have done under financial constraints.”

An hour listening to Vic and you can fully understand why he also picked up the Ransomes/DLF Johnsons Alex R. Miller Groundsman of the Year award. His enthusiasm and drive are infectious and he possesses a can-do attitude which has survived through a number of career disappointments.

Five years on from the last of those disappointments, and a time when he was considering looking for a job to ease himself into retirement, he sits alongside the very best groundsmen that this country has produced.

Whether he believes it or not, he fully deserves that honour.

Vision of the future

Vision of the future: Laurence Gale finds out what’s behind Gloucester City Council’s successful PPS Initiative.

As an ex-local authority manager, I fully understand many of issues councils are facing in the light of the Government’s tight rein on council budgets and, notably, understanding the frustrations of many practising Parks Managers who for many years have been forced to reduce service delivery in their parks and amenity open spaces.

However, to combat these cut backs, councils are now seeking new ways of working and obtaining funding from other sources. Without doubt the National Lottery and Heritage Funding Schemes have helped enormously in recent years, with millions of pounds filtering down to councils who have been savvy enough to understand, and learn quickly, how to make the most of these funding opportunities.

Another way of saving money and operating effectively is by working with new partners who are willing to take on the maintenance and management of some of the land assets. For example, in recent years we have seen local councils pass on this responsibility of these to town and parish councils and local sports clubs.

However, this can only be achieved, after investing in a detailed survey and consultation with many organisations, sports clubs and evaluating current working practises and costing of any proposed schemes.

This usually is achieved by the process of the council formulating and producing a Playing Pitch Strategy (PPS) to evaluate the way ahead. This strategy is usually set between 5-10 years depending on the size and scale of the project.

The existence of a robust and up-to-date PPS will enable informed and evidence-based decisions and actions to be made across a range of agendas including sports development, strategic planning and planning applications, educational provision, funding, facility and asset management, public health and the management and maintenance of provision of high quality playing pitches and playing fields to meet the sporting needs of local communities. All local authority areas should have an up-to-date PPS. By providing valuable evidence and direction a PPS can be of significant benefit to a wide variety of parties and agendas.

A recent visit to Gloucester gave me the opportunity to meet up with a very forward thinking local authority which has initiated its own PPS and is now starting to see the fruits of its labours. In terms of having a vision, they now have a set of local projects to improve the delivery of better pitches and facilities in the Gloucester area.

I met up with two of the lead officers who have been working on the PPS, David Pritchett, Open Spaces

Strategy Officer, and Adam Gooch, Principal Planning Officer. Their PPS runs from 2015 -2025, a 10 year programme. Now well into its second year the council is starting to see the benefits of its actions, with plenty of improvements to the maintenance and management of its pitches.

Since the PPS was adopted in January 2016, improvements in some form or other have been made to over 40% of playing field sites. This includes things like verti-draining but also reconfiguring pitches to provide for the community’s needs.

One of the main reasons for the success is the Delivery Group, which meets at least every six months and has representation from Sport England, FA, RFU, ECB, England Hockey, Active Gloucestershire and Aspire Sports and Cultural Trust. The relationships they have built have been instrumental in developing a very positive and focussed partnership in delivering the aims and objectives of the PPS.

The key aims of the Gloucester PPS are:

  • To protect the existing supply of sports pitches for meeting current and future needs.
  • Secure tenure and access to sites for high quality, development minded clubs, through a range of solutions and partnership agreements.
  • Maximise community use of outdoor sports facilities where there is a need to do so.
  • To enhance outdoor sports facilities through improving quality and management of sites.
  • Adopt a tiered approach (hierarchy of provision) for the management and improvement of sites.
  • Work in partnership with stakeholders to secure funding.
  • To provide new outdoor sports facilities where there is a current or future demand to do so.
  • To achieve this, the PPS makes the following strategic recommendations: a) Secure planning gain for playing pitches from housing growth; b) Rectify quantitative shortfalls in current pitch stock; and c) Identify opportunities to add to the overall stock to accommodate both current and future demand.

Since the PPS was adopted the following projects or tasks have been completed or are being implemented by the Delivery Group:

  •  A range of improvements have been made to priority sites by the NGBs and/or sports clubs. In some cases this has included a visit from a specialist FA/RFU ‘Pitch Improvement Advisor’; this tends to be where the NGB funds the assessment and improvement measures in the first year, with a commitment from the club for the two following years.
  • Improvements works undertaken to pitches so far include top-dressing, verti-draining and over-seeding. Sites that have benefitted are Gala Wilton, Gordon League RFC, Hucclecote Playing Fields, Saw Mills End Playing Field, Longlevens Recreation Ground and Waterwells Sports Centre.
  • The FA, RFU and ECB have offered training courses for grounds men and women of Gloucester sports clubs to enable improved skills for maintaining and improving playing fields in the City and will continue to do in the future.
  • The Council has also worked closely with the local County Sports Partnership, Active Gloucestershire, in preparing workshops with local schools, to explore opportunities for increased community use of educational facilities.
  • A new multi-sports hub is being developed to the north of the city on land owned by the University of Gloucestershire and the City Council. This will include two 3G pitches, the first of their type in the city.

Looking ahead to the future, the Delivery Group has recently completed an Interim Review of the PPS to make sure it remains up-to-date. This has been endorsed by the City Council and will ensure that decisions are based on up-to-date evidence and reflect the needs of the local community.

Council Officers continue to work with the NGBs to identify priority clubs that would benefit from increased security of tenure on pitches that are in City Council ownership. This will enable those clubs to bid for funds for the improvement of pitches and/or facilities direct from the NGBs or Sport England. Whilst in the early stages, opportunities are currently being explored with Tuffley Rovers for changing rooms at The Lannett. i) Gloucester City FC has submitted funding bid to the FA’s Football Stadium Improvement Fund (FSIF) to assist towards the implementation of the new stadium.

To maintain the momentum that has been built up, and to ensure improvements to pitches continue in a sustainable way, the Council are also looking into a new ‘pitch improvement programme’. While in the early stages, the aim will be for the City Council and wider PPS Delivery Group to support sports clubs in undertaking improvements to pitches and facilities they use. One option being considered is based around community grants.

To date the Gloucester Playing Pitch Strategy is gaining momentum and has been looked upon favourably by Sport England, The Institute of Groundsman (IOG) and the Gloucestershire FA.

Matt Boucher, of the Gloucestershire FA, spoke well of the work being done to date.

“The Gloucester City Council PPS Delivery Group has been a pleasure to be involved with from developing the strategy through to now actively delivering. As the strategy was being developed it was clear that the quality of the pitches within Gloucester were poor and improving the pitch quality was going to be a key part of the action plan.

“Gloucestershire FA and the IOG have worked closely with Adam, Dave and the rest of the delivery group to review a number of local authority owned pitches and provide an increased level of maintenance. A year on and it is great to see some of the improvements at certain sites, feedback from clubs has been really positive,” explained Matt.

Say Goodbye To Standing Water With Apex Soil Solutions

Say goodbye to standing water with Apex Soil Solutions: There is always a conflict of interest when it comes to golf. Course Managers like to get as much air under their greens as possible, but golfers detest the disruption it causes to the surface. Apex Soil Solutions have been working in the industry to demonstrate the revolutionary Vogt GeoInjector. Here’s how they are changing the future of soil management.

How can you ensure greens are well aerated without the Course Manager and his team facing the wrath of the club golfer?
The Vogt GeoInjector system offers minimal disruption to the playing surface. In most cases the green is brought straight back into play, keeping everyone happy. An “average” size green of approximately 300 m2 takes us as little as five hours to complete. Decompaction without disruption. Aeration without aggravation!

What is the process and how do you stop standing water?
The process is completed in one motion with just a single probe. We penetrate the soil beyond the root size to a depth of one metre. We inject 100psi of high pressured, compressed air into the ground. While the probe is inserted into the ground, a natural underground void is created and then back filled with Terramol to the surface, creating a permanent drainage soakaway.

What depths can you reach and how fine are your tines?
The diameter of our injection probe is 25mm and can go to a depth of one metre.

Recovery times will vary depending upon time of year, weather conditions, and make-up of the soil profile but how long are the recovery times – thinking about those club golfers?
Once the process has been completed the green is ready to be played on immediately.

The equipment is equally adept at handling tree roots as it is aerating golf greens. Can you explain how your piece of kit works to achieve success in both areas?
The process is very similar. We fill the cavities with organic fertilisers, such as enriched Biochar to improve tree performance and stimulate root growth.

In an ideal world when is the best time of year to carry out a programme of aeration?
The GeoInjector can be used at anytime of the year but works best when there is moisture in the ground. We would not advise injecting in frosty conditions. The process can easily be incorporated into a Course Manager’s maintenance schedule between autumn and spring.

Do you have any advice for Course Managers in dealing with the membership prior, during and post an aeration programme?
The GeoInjector offers a service that is quicker than many others and offers minimal disruption to the green and play. The technique is innovative and from our experience most members that have been briefed on the process, welcome the programme, as it does not require a re treatment. The long-term benefits far out weigh the small period of time the green is out of play.

Apex is a new name to the industry. Can you tell us a little about yourselves?
Apex Soil Solutions is the sister company to Apex Tree Surgeons, a well-respected company which has been operating since 2002. With a varied client list including tree consultancies, golf courses, and councils we noticed an increasing demand to source alternative methods to improve trees in decline. We partnered with German company Vogt, who manufacture the GeoInjector to offer the solution to the rest of the UK.

There are some well established names within the aeration sector and in golf particularly, customers do have brand loyalty, what techniques do you employ to ensure that potential customers are aware of what you offer?
Although there are a multitude of companies that offer soil management solutions, we don’t just scratch the surface, the solutions are found deeper than that. Our product injects deeper into the problem area, breaking through grounds that have previously not been reached. This access allows us to combat problem areas more successfully, which have seen exceptional results.

What is it about Apex and the equipment that you manufacturer that means a potential customer should include you in their list of options?
The versatility of the product provides a solution to many issues where part solutions have been made previously, or where processes were lengthy, caused disruption, and were not completely reliable. We are extremely passionate about the product and the positive impacts it will have on professionals within the industry.

What are your aspirations for the company over the next five years?
We are keen to market our products throughout the Country and work within all industries that will benefit from this application. Apex Soil Solutions aims to leave all of our clients with 100% satisfaction of our products and services. We believe we can successfully support Course Managers.

Where can people see the equipment if they are interested?
We will be exhibiting at BTME in Harrogate at the end of this month. Our full range of injection equipment will be on display and our expert staff will be able to answer your questions.

We will be holding a demonstration day in the upcoming months to showcase the equipment and allow people the opportunity to see the equipment in action. If you are interest please do not hesitate to email us or visit us at the BIGGA event.