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Agenda item

Leisure Strategic Outcomes Planning Model

Purpose:

To consider the findings and recommendations proposed by consultants commissioned to develop a Strategic Outcomes Planning Model for the district.

 

Recommendations:

That the Executive resolves to:

1.    Endorse the findings of the consultants and approves the Strategic Outcomes Planning Model, including its recommended key interventions.

2.    Delegate authority to the Director of Place, in consultation with the Executive Member for Leisure and Major Projects, to work in partnership with other organisations and stakeholders to establish the feasibility and funding sources for the projects and interventions identified and to prepare business cases, where opportunities arise, to bring them forward for consideration.

3.    Delegate authority to the Director of Place, in consultation with the Executive Member for Leisure and Major Projects, to undertake a Leisure Management Options Appraisal to determine the most suitable delivery model, Contract scope and Contract terms for the Council owned leisure facilities, when the contract expires in July 2027, and allocate £15,000 from the 2025/26 leisure budget.

Minutes:

The Executive Member for Leisure and Major Projects introduced the report that considered the findings and recommendations proposed by consultants commissioned to develop a leisure based Strategic Outcomes Planning Model for the district.

 

It was explained what a vital role that Leisure Centres provided within communities, in many way including in health and social care savings etc.  Leisure and wellbeing services had historically operated on low margins to ensure inclusivity and accessibility to all sectors of the community. Although the pandemic, economic and budgetary pressures (cost of living crisis and rising utilities) have accelerated the need for Councils to adapt and re-evaluate its leisure and wellbeing services, so that  they are delivering the local community needs, whilst contributing to broader strategic outcomes to deploy and utilise resources effectively. In addition, the financial position that leisure operators are facing is having a knock-on effect in the services they provide, which could have a detrimental effect on the health and wellbeing of residents and the future viability of the sector.

 

Taking into consideration all the points above and that the current Leisure Management Contract with Greenwich Leisure Limited is due to expire 31st July 2027, the Council needs to ensure it has a clear strategic direction, in terms of outcomes, contract scope and preferred operating model for its leisure facilities going forward.

 

The model set out in further detail in the report followed a place-based approach, which builds on the Council’s Built Sports Facilities Strategy (2021) and Playing Pitch Strategy (2022 – refreshed 2024). It also considered physical activity opportunities linked to active travel and open spaces, as leisure centres are not the only assets people use to be active.

 

Members commended the report and its analysis into looking at where the need for services and for what demographic were greatest. The Leader added that communities did value Leisure and he commended Councillor Cooper for his diligence and work to save the Woodstock outdoor pool. It was also felt that the Council had acted proactively and sustainably in its approach to Leisure. Rachel Biles and her team were thanked for the work that was done around this and more detailed figures would be presented in the performance report at the next Executive meeting.

 

Councillor Tim Sumner proposed that the Executive agree the recommendations as listed on the report. This was seconded by the Executive Member for Climate Action and Nature Recovery, Councillor Andrew Prosser, was put to a vote, and was unanimously agreed by the Executive.

 

The Executive resolved to:

1. Endorse the findings of the consultants and approves the Strategic Outcomes Planning Model, including its recommended key interventions.

2. Delegate authority to the Director of Place, in consultation with the Executive Member for Leisure and Major Projects, to work in partnership with other organisations and stakeholders to establish the feasibility and funding sources for the projects and interventions identified and to prepare business cases, where opportunities arise to bring them forward for consideration.

3. Delegate authority to the Director of Place, in consultation with the Executive Member for Leisure and Major Projects, to undertake a Leisure Management Options Appraisal to determine the most suitable delivery model, Contract scope and Contract terms for the Council owned leisure assets, when the current contract expires in July 2027 and allocate £15,000 from the 2025/26 leisure budget.

 

 

Supporting documents:

 

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