Burgess Park is on a mission to become a highly connected, community inner city park. It is already a vibrant space, but busy roads cut through its disjointed facilities. The sports centre is in high demand; many of the facilities are bursting at the seams, running at 92% capacity during peak times. Phases One and Two have been completed and much welcomed by the community. Phase Three sees the revamp of the park’s west side and sports centre. Once complete, this section will match the prestige and functionality of the rest of the park.
Burgess Park aims to “future proof” the sports hub, helping it to meet the demands of its expanding sports clubs. The refurbishments will deliver greater flexibility and capacity for these activities. Two new all-weather 3G pitches will be suitable for club level football and rugby, as well as catering to lacrosse and other sports. The Plaza space generates opportunity for social engagement and healthy interaction.
Fujitsu is sponsoring this Burgess Park revolution. The IT company are ensuring that the city park uses the latest technology and are pushing the current facilities to “work harder” and work smarter. All seven clubs within the park will offer online bookings and memberships powered by OpenPlay. With many of the coaches and organisers working voluntarily, it is essential that they do not waste time punching numbers and filing paper. Online bookings free up their time to engage participants and actively contribute to the ethos of the park.
HighRise is a new feature that we, at OpenPlay, have developed specially for Burgess Park. The first of its kind, this model could be rolled out to all chain facilities and government councils. HighRise tracks anonymous data, helping venues to understand the demographics of their clientele. HighRise’s data analysis is a valuable tool for marketing to potential customers, but also to see what proportion of the population is absent from the park and what should be done to entice them in. OpenPlay HighRise offers daily, weekly, monthly, and yearly reports for each specific club. As this is a united and inclusive park, there is potential for the park’s managing directors to view the anonymous data of all of the clubs separately or combined. They can compare and contrast: see what works and what wastes resources. This knowledge will improve their services and increase participation.
This project creates a vibrant community for park users and a comprehensive data hub for park directors. It is an exciting venture that could pave the way for a more inclusive, business savvy approach to sports participation.
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