Sports Facilities Investment Plan (SFIP)

The decision to build a new facility for the city forms part of Brighton & Hove’s Sports Facilities Investment Plan. The plan was drawn up following an extensive online public consultation exercise in 2020.

In January 2021 we asked residents about their experiences of the existing facilities and their expectations for the future. 83% of respondents agreed that ‘the council should replace some of the older sports facilities in the city with better designed, more modern, more efficient, new ones'.

A swimmer does front crawl in a pool. They are between two blue lane ropes.

We approved the Sports Facilities Investment Plan in July 2021. With the council’s new cabinet system now established we have developed new governance arrangements for the King Alfred project and others within the SFIP through our lead cabinet member and involving local ward councillors.

We're working to make sure the new facility:

  • provides local residents with access to a high-quality facility that meets modern expectations and aligns with industry guidance from national governing bodies including Sport England and Swim England 
  • is accessible and sustainable so more people can take part in sport and physical activity all year-round, benefiting their physical and mental health, particularly those from underrepresented groups 
  • provides a venue able to host county and regional events and competitions
  • provides a financially sustainable facility which will help the council in attracting and securing a leisure operator to manage the facility on behalf of the council 
  • reflects best practice in sustainable construction and operation, minimising energy costs and helping achieve the city’s ambitions for net zero

Previous projects

Previous projects to replace the King Alfred Centre have not been successful. The last project ended when the developer, Crest Nicolson, withdrew in 2020.

The new project has been planned to take account of the lessons learned from those previous projects. Those projects and the lessons learned have highlighted the importance of:

  • prioritising financial viability and practical deliverability
  • retaining control of the project
  • keeping the delivery of the leisure centre separate from any future residential development on the existing site
  • taking a realistic view of what the development is being expected to deliver

Those lessons have informed the work we’ve done in developing the business case, and in shaping councillors’ decisions on the next steps for the project.