Leisure Resources
Strategy options
document 2014
Consultation report
Version 1
Resources
CONTENTS
Leisure Resources Strategy Consultation report
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INTRODUCTION
The Cornwall Council Leisure Resources Strategy options document was
approved by the Partnerships PAC, Partnerships Portfolio Holder and Leisure
Resources Strategy Advisory Group. Pre-consultation with partners (e.g.,
town/parish councils, schools etc) provided an opportunity for initial
comment prior to summer holidays and targeted consultation that also
included voluntary sector organisations, leisure partners, research
consultees, sports clubs and National Governing Bodies of sport (NGBs)
during the period including August and up to 19 September 2014.
The Options Document presented two options relating to the difficult
decisions about council leisure resources that it needs to make. It sought to
set a strategic framework within which these (and future) decisions will be
made whilst meeting the Council’s aspirations of increasing participation in
leisure activity and contributing to health and wellbeing and the economy in
Cornwall. A Consultation Questionnaire was sent with the Options Document
to consultees.
This is a report of responses received.
Leisure Resources Strategy Consultation Report
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PRE-CONSULTATION
Pre-consultation questionnaire were sent to parish/town councils, primary, secondary, special and private schools and
voluntary sector sports clubs. It provided an opportunity for initial comment (from schools, parish/town councils and
sports clubs), about impending Cornwall Council leisure decisions, prior to the summer holidays. See Appendix 1 for the
pre-consultation questionnaire.
Responses
There were 172 responses from a variety of individuals (40%) and organisations (60%), which are summarised as:
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Responses came from across Cornwall (i.e., East Cornwall = 23%, Mid Cornwall = 43%, West Cornwall = 34%).
Six options were suggested and two were clearly identified by responders as preferred options: “Continue to provide
the current level of (Cornwall Council leisure) facilities” (46%) and “Transfer (leisure facility) provision out of Council
control on the basis of procuring a long term contract with new owners/leaseholders which guarantees a certain level
of provision” (34%).
The majority of responders (64%) agreed that the appropriate options were identified in terms of how the Council
uses its ‘leisure resources’. Recurrent themes included:
o
o
o
o
o
o
o
o
o
A one size fits all approach is not necessarily the way forward. There may well be other options.
The way forward should be based on a combination of options.
Private sector control involvement potentially brings a threat of greater interest in profit rather than serving the
community.
Mitigate the impact of Council actions on users.
Upgrade and improve facilities.
Increase the number of facilities.
Reduction in the number of leisure centres is inconsistent what the Council wants to achieve because it is
contrary to encouraging and promoting participation in leisure activities.
Leisure facilities don’t have to be major buildings.
Work with sports clubs and other community organisations to increase income and/or reduce expenditure.
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In terms of the question about what an organisations could do to respond positively to Cornwall Council’s situation,
recurrent themes included:
o
o
o
o
o
o
o
o
Help to generate more revenue.
Provide alternative leisure facilities (and activities) if a leisure centre closes.
Help to promote leisure opportunities.
Operate a leisure centre in partnership with the Council/work more closely with the Council.
Proffer advice.
Find alternative ways of sustaining leisure provision.
Participate in discussions/negotiations about future Council leisure provision.
Operate leisure facilities.
Responses indicate that understanding of the Council’s position in relation to its leisure provision is limited. This would
suggest that a comprehensive awareness raising and ‘educational’ campaign would be beneficial.
Information from the pre-consultation survey subsequently informed the targeted consultation (see responses below).
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TARGETED CONSULTATION RESPONSES
Targeted consultation was based on a questionnaire survey. It was sent to parish/town councils, schools (primary,
secondary, special and private), voluntary sector organisations, leisure partners, strategy research consultees, sports clubs
and National Governing Bodies of sport (NGBs). Cornwall Councils’ ‘leisure’ web page was also updated. It happened
during the period between 1 August and 19 September 2014. See Appendix 2 for the consultation questionnaire that was
distributed with the Options Document.
Responses
There were 215 questionnaire survey responses from a variety of individuals and organisations, although not every
response replied to every question. The responses are summarised below:
SurveyMonkey analysis
Part 1 – About you
All responses are from organisations, with the biggest proportion (41.3%) from people representing sports clubs. Further
analysis indicates a good geographic spread across Cornwall, with more responses from organisations in Mid Cornwall and
slightly fewer from West Cornwall (see figure below). The proportion of responses in relation to distribution of the options
document and its questionnaire is unknown (i.e., it has not been possible to keep track of who has received and reviewed
the options document), so it is assumed, for the purposes of this report, that partners and stakeholders have considered
the implications of the Council’s options for its leisure resources and that the responses are, therefore, suitably
representative. However, ‘pay and play’/casual leisure centre users are excluded. They are significant leisure centre users.
Consequently, promotion of the Council’s Leisure Resources Strategy in its leisure centres would help to inform this group.
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Figure: Where is the organisation that you are representing located?
Part 2 – About the document
Considerable investment has been made by the Council to insure that the document is clear and concise. It is, therefore,
pleasing to note that nearly three quarters (72.2%) of responses indicate that the document was clear and easy to
understand. However, less than a sixth (13.3%) didn’t. Some of the responders appear to have either misread the
document or to have assumed (or expected) that it was something different. Although a sixth is a significant proportion it
does not necessarily negate the validity of responses received. Because the proportion of responses received that either
disagreed or strongly disagreed with the view that the document was clear and easy to understand, it is not considered a
significant issue and the approach adopted will be maintained.
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The situation with regards to the vision (i.e., “To increase participation in leisure activity and contribute to improvement in
health and the economy in Cornwall”) is less clear. Whilst approximately 32% of responses indicate that it is right for the
Council, a similar proportion indicated that it isn’t. In addition, over a third were ‘neutral’. The principal concern of
responders is that a Council decision resulting in leisure centre closure would be inconsistent with the vision. However, the
majority (43.8%) of responses indicate that proposed criteria will help the Council to make consistent decisions. In
addition, over half (54.8%) of responders ‘skipped’ this question, so it is difficult to determine the probity of the proposed
vision. However, it is proposed to amend it.
Nearly two thirds f (i.e., 64.2%) of responders indicate that what the Council does in relation to leisure activity is identified
in the document. However, various omissions are identified, including:
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Discretionary Rate Relief
Outdoor bowls
Play
Public Rights Of Way
Countryside access
Links to housing, transport or community activity
The Leisure Resources Strategy will include reference to Cornwall Council’s work in these areas.
Responses indicate a general acceptance that the Council’s finances need to reduce but that approaches to how this is
achieved have not been adequately considered. This is a misconception, as illustrated by the pre-consultation
questionnaire and the options document (page 10), which explains why Options 1 and 2 are the focus. However, reference
to the council’s emerging strategy and corresponding budget in the Leisure Resources Strategy would be beneficial.
Although the majority (38.9%) of responses indicate that Options 1 and 2 are transparently and robustly evaluated there is
concern that the document doesn’t include sufficient explanation or any figures and that it doesn’t include what the Council
plans to do to mitigate the negative impact of either option. How the Council intends to address these issues should be
included in the Leisure Resources Strategy.
Responses also indicate disquiet that potential future impact of closing the council’s leisure centres is not considered in
preference to it’s short term objectives. Now that the council’s emerging strategy and corresponding budget have been
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published, the Leisure Resources Strategy would benefit from inclusion of greater detail and analysis, explanation of why
(and how) decisions have been made and any mitigating actions.
Survey responses indicate that Option 2 best fits their organisations’ aspirations (see figure below); about a half of
responders skipped this question. Consequently, the Leisure Resources Strategy will focus on this Option and identify how
it will be achieved.
Figure: Which option best fits your organisation's aspirations?
Part 3 - Action
More than twice as many responders agree that the things that Cornwall Council will do are identified. However, a third
(33.3%) of responses indicate that the list only partially identifies what the Council should do. Suggested omissions can be
divided into the following groupings:
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Finance
Implementation of the actions
Economic development (including tourism)
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Increase public awareness
Effective partnership working
Elite/performance sport
Impact
Improved transparency (in particular, relating to financial performance) would help to allay some of the fears expressed.
This could best be achieved by publishing (and distributing to partners, stakeholders and research consultees) the adopted
Leisure Resources Strategy.
Part 4 – Impact
Several responses indicated that there were no positive impacts on an organisation of choosing/implementing Option 1.
However, potential positive impacts included:
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Retention of Council responsibility (i.e., the leisure centres wouldn’t be privatised).
Continued ability (of the Council) to have a strategic influence.
Increased demand for private sector leisure based business and private clubs.
Accelerated search for /development of alternative markets.
Similarly, if Option 2 was chosen/implemented suggested potential positive impacts included:
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Improved leisure centre performance.
Increased likelihood that current leisure centre provision would be retained.
An increase in provision.
Easier communication/liaison (because there would be one organisation with responsibility, rather than two).
Increased recognition of the activities provided by voluntary sector organisations.
An external view of improvements needed.
Increased flexibility.
Greater autonomy.
Improved alignment between the facilities and community need which could result in increased usage by
beneficiaries.
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From a more negative perspective, the following identified potential negative impacts are summarised as:
Option 1
(potential negative impacts)
 Leisure Centre closure would mean longer travel times, which
conflicts with Objective 2 in Connecting Cornwall:2030.
 Reduced accessibility to leisure services conflicts with
Objective 15 of Connecting Cornwall:2030
 Leisure Centre closure would mean that there would be fewer sports
venues.
 Leisure Centre closure would mean that there was less
advertising for newcomers.
 There would be fewer places for sports clubs to use.
 Costs to undertake some activities would increase.
 There would be fewer young people with the ability to swim.
 Sport and recreation businesses would find it more difficult to
trade because there would be fewer local people with the
requisite skills.
 There would be a reduction in leisure provision.
 There would be fewer local jobs.
 More medical intervention would be needed.
 There would be fewer leisure services.
 Cornwall would fall further behind other counties who already
produce, on the whole, a far superior level of athlete due to
better and more extensive leisure facilities.
 Costs of health promotion/illness prevention would increase.
 Smaller facilities are likely to close.
 There would be a further deterioration in leisure services.
 There would be fewer resources to hire.
 The national and international competiveness of talented
players would be reduced.
 Activity levels would be reduced.
 There would be staff redundancies.
Leisure Resources Strategy Consultation report
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Option 2
(potential negative impacts)
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Leisure Centre closure would mean that there would be
further to travel
Possible leisure centre closure.

Lack of direction and investment.

Leisure Centre closure would mean that there would be
fewer places in which to advertise for newcomers.
Sports clubs would be displaced and go elsewhere.
Prices might increase and become unaffordable.
Pitches likely to be fewer and even less well-maintained.
It would be more difficult to attract and/or retain external
funding.
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Fewer local jobs.
Less help and support.
Increased financial and risk liability.
Reduced leisure activity in Cornwall.
Cornwall would fall further behind other counties who
already produce, on the whole, a far superior level of
athlete due to better and more extensive leisure facilities.
Increased financial and risk liability.
10
In essence, some of the negative impacts identified for Option 1 are also relevant for Option 2, as illustrated in the table
above; some of the potential negative impacts are paired.
Part 5 – Finally
In terms of whether there are any specific issues (relating to leisure provision in Cornwall) that aren’t included in the option
document (and/or should be considered), consultees identify the following:
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There’s nothing about transport.
There’s too much about buildings and not enough about community clubs and resources and people who can inspire
and involve others in activity.
A reduction in leisure services should carefully consider location of remaining services in relation to population and
public transport access to ensure that not only car users can access the remaining services.
The Council’s mitigation if there is a reduction in leisure centres.
More detail and greater transparency.
How opportunities for leisure activity could be available to as many communities as possible.
It would be beneficial to review other areas that have experienced a cut in leisure provision to benchmark against.
Potential ongoing negative political implications.
County wide operational issues (e.g., acceptance of qualifications).
A new swimming pool in Torpoint.
Support and advice available to/for voluntary sector sports clubs.
The potential health, social, cultural and education benefits of leisure activity.
More about elite sport.
The needs of disadvantaged/target groups.
The final Leisure Resources strategy will address some of these issues. Its implementation will address others.
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Written responses
Ref
1
Responder
Cornwall
Basketball
Association
Response and (Remarks)
Use “snap shot” format (i.e., the really key
points)
Refer to competitive sport.
Council leisure facilities are too costly for many
mass participation indoor sports – primarily
because participants have low incomes.
The target is unclear.
Involvement of private sector organisations
invariably increases user costs.
Simplify/clarify by identifying key facets and
linkages (where they exist).
Identify primary objective of each leisure/sport
outlet.
Prefer option 4 – primarily because it would be
better after the recession.
The links between sport, leisure and good health
are well documented.
We need a well-advertised 2, 5, 10 to 20 year
plan, only.
2
Cornwall
Council – Local
Split Educational/Community based facilities will
never really succeed in developing a holistic
commitment to sport and leisure if a sports hall
is not available for several weeks each year.
Slightly confused by the statement to do with
duplication of resources.
Add a better understanding of how needs may
have changed and how they may change in the
Leisure Resources Strategy Consultation report
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Comment
Consider identification of key points and
reformat Leisure Resources Strategy (LRS).
Insert into text.
Ensure that LRS text reflects point made,
although subsidy (from a Council perspective)
is unlikely.
Clarify LRS text.
-
LRS Ref
“Leisure
Issues”
p12, AP
pp3, 4,
6,
-
Identify links between key issues and their
potential impact in LRS.
Not possible/desirable in a mixed economy
where leisure/sport outlets are trying to
attract/generate income from many sources.
A stronger rationale/explanation would help to
clarify why options 3 and 4 are not considered,
but there is little benefit of doing so because
the LRS will focus on one option only.
-
-
LRS sets direction for period to 2050, plus
actions for five years to 2020. Action Plan
included. No amendments identified.
Issue should be addressed/considered as a
result of implementation of an action in LRS
Action Plan.
AP
Clarify LRS text
p11
There’s no additional intelligence to suggest
how future demand ‘might look’.
p10,
-
-
AP
12
Ref
3
4
5
Responder
Plans Team
Carn Brea
Leisure Centre
Newquay
Tretherras
School
Cornwall
Council - People
Management,
Development
and Wellbeing
Response and (Remarks)
foreseeable future.
Add a point about the steady increase in costs
for new build and maintenance.
This housing figure is counting from 2010 and a
significant number have already been built.
Is there a hidden demand for swimming space?
The term “catchment gap/s” is jargon.
Suggested text: … use developer contributions
to help pay for things...”
Consider national criteria in relation to the
assessment of options too.
There should be a gap between option 4 and
discussion of options 3 and 4 (see page 10)
Carn Brea Leisure Centre Trust Board of
Trustees is interested in ‘acquiring “the freehold
of the Carn Brea Leisure Centre site”.
Amend text relating to ‘subsidy’ of athletics
tracks.
Newquay Tretherras School is interested in
‘managing’ Newquay Sport and Community
Centre.
There is no specific reference to provision for
people with disabilities and the rural nature of
Cornwall that are likely impact on accessibility.
Consider implications of Education Act 1996
section 507B
Has any consideration been given to ways of
encouraging different sections of the community
to make greater use of facilities
Comment
-
p3
Reduce number of new house required.
p6
Amend LRS text accordingly.
Amend LRS text accordingly.
pp8, 9
-
-
-
-
-
-
-
Amend LRS text accordingly.
p11
Ensure that an issue re accessibility is referred
to. Plus, insert text re disability.
pp1, 8,
13
The Act is more relevant to youth services
than it is to leisure services. Its
implementation doesn’t need leisure centres.
Consideration has been given to increasing
activity levels, but there are several issues:
-

Leisure Resources Strategy Consultation report
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LRS Ref
-
The leisure centres are currently
operating at capacity (at approximately
98%), which either would mean that
current activity is displaced to make
13
Ref
Responder
Response and (Remarks)


6
Newquay
Hornets RFC
7
Sport England
The Club is interested in being involved in
discussions about operation of Newquay Sport
and Community Centre and the pitches it has an
agreement to use.
Supports the approach taken by the Council.
Will continue to work with the Council to support
its strategic thinking and decision making on
existing and future leisure provision.
Pleased to note that the Council has committed
in its Local Plan to develop a needs and
evidence base following the “Assessing Needs
and Opportunities Guidance” developed by Sport
England and its partners.
Leisure Resources Strategy Consultation report
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Comment
time available for “different sections of
the community” (which is undesirable
from an operator’s and political
perspectives) or that targeted groups
are encouraged to use leisure centres
during off-peak hours (e.g., midafternoon, late Friday evening etc),
which is generally when the facilities
are available. This is problematic from
the point of view of new users (why are
“different sections of the community”
being encouraged to use leisure centres
at times when they aren’t used?).
Encouraging “different sections of the
community” to use leisure centres
usually requires increased subsidy,
which is inconsistent with CC;s leisure
aspirations.
Even if it was possible, increasing use
wouldn’t generate sufficient income to
balance the Council’s leisure budget.
LRS Ref
-
-
-
-
-
AP
14
Ref
Responder
Response and (Remarks)
Also pleased to note that the Council is
committed to retaining specific leisure expertise.
Would like to be part of the discussions about
reducing potential duplication between Cornwall
Sports Partnership, Tempus Leisure and Health
Promotion.
Concerned that the two options are presented
as being mutually exclusive.
The Council has not established how efficient
and/or efficient current leisure provision is.
The needs assessment has not identified any
over-provision.
A soft market test which fully explores the range
of potential solutions to achieve the Council’s
outcomes for leisure will help establish the
realistic options available.
The options currently direct the Council in
choosing between two routes, whereas the best
solution may lie in a mixed economy of
provision.
Leisure Resources Strategy Consultation report
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Comment
LRS Ref
-
-
-
AP
Identification of a preferred option now is
needed because of the Council’s financial
situation and to ensure that an alternative is
developed for when the current leisure
contract expires in March 2017.
Improved efficiency and/or effectiveness is
unlikely to result in the financial savings
required. However, it would be useful to know
if a future operator tries to identify whether or
not efficiency and/or effectiveness could be
improved.
Any reductions are likely, therefore, to create
catchment gaps.
-
-
In order to reduce its costs, the Council is
likely to reduce its level of provision (i.e.,
Option 1) to include profitable leisure centres
and seek to either transfer or close the others.
It is unlikely that an alternative operator would
be interested in having unprofitable leisure
centres transferred to them (i.e., Option 2).
This effectively means that the options are
mutually exclusive. In addition the “mixed
economy” referred to is unlikely because
Cornwall Council is likely to withdraw from
-
AP
AP
-
15
Ref
8
Responder
Cornwall Sports
Partnership
Response and (Remarks)
Sport England would support further work to
make informed decisions.
The relationship between the Council’s assets,
other leisure assets and their respective
importance in achieving the Council’s vison of
increased participation needs to be further
developed in order to provide a balanced picture
of provision and impact.
What is not identified is what the Council wants
to achieve from the leisure assets it has.
There is no mention of the Community Leisure
function.
Our view is that the best way of determining the
most appropriate options would be obtained by
initial informal market testing.
We feel that there is an omission as the
evaluation is based in the present and has not
made any reference to a growing and ageing
population and the impact of this on the
demand for leisure facilities.
Any assessment of the future of council owned
facilities needs to be evaluated with a full
understanding of the total facility stock available
for public use both current and planned.
The option that best fits the aspirations of
Cornwall Sports Partnership will be the one
which achieves the greatest sustainable increase
in levels of physical activity. We would need
further information to answer this question fully.
We would be very pleased to assist CC with
strategic planning matters and would welcome
Leisure Resources Strategy Consultation report
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Comment
LRS Ref
leisure.
-
-
Amend LRS ‘Introduction’ accordingly.
pp3-5
Amend LRS vision and Council’s intentions.
p4 &
p14
p12
‘Leisure outreach’ is referred to on page 9.
Additional reference to it would be beneficial.
The intention is to do some market testing, if
required, after the principle of whether
Cornwall Council should be involved in leisure
is determined.
The text states that, “As the resident
population in Cornwall becomes older, demand
is likely to increase for low intensity activities
such as swimming”, see page 6. Is there
anyway of quantifying demand generated by a
growing and ageing population?
See a summary of the Council’s assessment of
indoor leisure facilities on page 8.
-
-
-
-
-
-
-
16
Ref
9
Responder
Tempus Leisure
executive email
response
Response and (Remarks)
discussions on how best to assist CC further.
With regards to 400m athletics tracks – the
intention here is not really clear? Further
information required. Again any decisions need
to be taken with reference to further detail than
is currently available.
We would welcome discussions to understand
the areas in which there is believed to be
duplication.
The total direct economic value of sport is worth
£156m to Cornwall, and to health £224m.
Employing nearly 6,000 people, the sport
economy of Cornwall is growing at a faster rate
than other areas of the country.
We feel that the impact on the people of
Cornwall needs to be given greater
consideration within the options appraisal
particularly with a view to the future population
and its needs.
There appears to be a stronger link to be made
between the leisure resources work and the
council’s corporate objectives including Public
Health which we hope will be taken into account
as part of this work.
While it is recognised that leisure delivers a
broad range of outcomes that cut across
different agendas, and it is perhaps not feasible
to reference all beneficiaries, it is surprising that
culture is not clearly referenced.
Both options (and ENC Key Stage 2 PE
programme) are ‘unlikely’ to result in a
Leisure Resources Strategy Consultation report
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Comment
LRS Ref
Alternative operation is required to reduce
costs.
-
-
-
Amend LRS ‘background’ section accordingly.
p7
Amend LRS section about ‘What the Council is
going to do’ accordingly.
p15
The issue is really about significantly reducing
Cornwall Council’s leisure costs. However, the
Strategy should emphasise how leisure
resources help the Council achieve its
corporate objectives. The LRS ‘Introduction’
will be amended accordingly.
In a Cornwall Council context ‘culture’ has
aligned itself with economic development over
several years, and is therefore, referred to in
that context. In addition, the LRS focuses on
those elements of leisure that the Council
doesn’t have an approach/policy for. Amend
LRS ‘Introduction’ accordingly.
Agreed. Amend LRS vision accordingly.
pp3-5
p3
p4
17
Ref
Responder
Response and (Remarks)
comprehensive network of facilities and/or
opportunities to swim 25m indoor …. (in reality
a reduction in swimming facilities). This
appears to be in conflict with the narrative.
The deprivation section does not clearly
emphasise the problems associated with rural
isolation and pockets of deprivation that remain
in the top ranked indices of deprivation for the
country.
Is there an opportunity to quantify this through
the application of the Sport England tool
‘Economic Value of Sport – local tool’?
Our evidence as operators indicates that there is
capacity for increased sport hall usage,
particularly at off-peak times.
Our evidence and a recent Aquatic Business
Review completed independently by the ASA
suggest that supply of swimming activity is not
meeting current demand.
Falmouth Pavilions is Princess Pavilion –
Falmouth.
What process and criteria have been used to
determine that the contract in relation to
(Princess Pavilions – Falmouth) could benefit
from change?
It is considered that the text does not recognise
the role and success of Tempus Leisure in
delivering Council’s objectives.
Under the section ‘Cornwall Councils’ leisure
contract’ there is a reference to the Cornwall
Sports Partnership.
‘Performance’ ….. “we don’t have a detailed
breakdown of who uses (our leisure centres), for
Leisure Resources Strategy Consultation report
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Comment
LRS Ref
Amend LRS ‘Background’ section.
p6
Amend LRS based on Sport England’s
‘Economic Value of Sport’ tool.
p7
IFA reviewed with FPM data. Delete LRS
‘Indoor leisure facilities’ section.
pp8, 9
This observation will be considered as part of a
refresh of the 2014 Indoor Facilities
Assessment (IFA) with Sport England.
Reference to the IFA will not be included in the
LRS.
Amend LRS accordingly
-
It is the Council’s view that management
arrangements for Princess Pavilions –
Falmouth should be reviewed and could
change.
Suggest that this is the role of the Council’s
leisure contract. No amendments identified.
p8,19,
26
-
-
There is unlikely to be any reference to
“Cornwall Councils leisure contract” in LRS.
-
Performance information discussed with Tim
Webb.
-
18
Ref
10
Responder
Tempus Leisure
board
Response and (Remarks)
what specific activities or where they come
from”. Please let me know what information you
would specifically like and we will try and
provide it.
It would be helpful to understand where you
consider this duplication exists?
“Some of the potential effects of choosing this
option”
Will facility closure / reduction and increased
travel time deliver against “The gap between a
person’s good health and their life expectancy is
increasing”?
Appreciate that the evaluation is not an exact
science but I would have anticipated that under
option 1 in the table the first three items
(physical activity, network of facilities, swim
25m) would have all scored a 1.
Broadly speaking, of the two options proposed,
we are more supportive of option 2.
The natural environment within Cornwall is a
fantastic and readily available resource; our
intention to grow this important element of our
business remains one of our key strategies.
The strategic review provides the opportunity
for a future provider to develop a solution which
meets the needs of our communities.
A model exists which could allow the Council to
retain ownership of the leisure assets through a
combination of external investment,
rationalisation and/or facility replacement, but
there would be no ongoing revenue commitment
Leisure Resources Strategy Consultation report
Version 1.
Comment
LRS Ref
Suggest using the word “alignment” rather
than “duplication”. A meeting between three
organisations identified could help to ensure
that resources are better aligned. Amend LRS
accordingly.
Option 1 and 2 are not part of final strategy.
p10
Contradiction acknowledged and text amended
accordingly.
Various
(e.g.,
p15)
The evaluation is not part of final strategy.
-
-
-
-
-
-
-
More information requested
-
-
19
Ref
Responder
Response and (Remarks)
required.
There are cultural services, assets, activity
delivery and aspects of public health which we
feel we could be well placed to deliver.
Diversification of the activities managed by
Tempus Leisure may enable us to better
manage our financial risk particularly in relation
to our weather dependant income streams.
We believe that as an existing provider we are
very well placed to understand the uniqueness
of Cornwall, and the challenges associated with
delivering sustainable services.
Fears about pools and sports halls being
transferred to private companies and/or sold for
development will require considerable PR and
communications activities.
We would like to seek clarification about the
Council’s position and approach to local
commissioning.
11
Penryn
University
Campus
Is there any indication about the Council’s
thinking and appetite in relation to long term
leases and/or asset transfer?
It is anticipated that the Council is seeking a
provider who will have a focus on quality and
accessible leisure provision, with robust financial
backing rather than it being predominantly a
financially focused deal with leisure as a
supplementary element. Confirmation that this
is the Council’s approach would be helpful.
Option 1: there is a need for an additional
646m2 of pool water in Cornwall.
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Comment
LRS Ref
-
-
-
-
-
-
-
-
Our preference is to commission local
companies, but this could be superseded if the
requisite expertise and/or finance is
unavailable/inappropriate. However, it is likely
to be part of the assessment proves.
This issue is being discussed internally.
-
This is the Council’s preferred approach.
-
Acknowledged. This information will be part of
a refresh of the 2014 Indoor Facilities
Assessment (IFA) with Sport England.
-
-
20
Ref
Responder
Response and (Remarks)
Option 2: The big concern … is keeping access
to sports facilities affordable and ensuring the
full range of sporting and activity options are
available to all.
Of the 2 options available Option 2 seems like
the option that would have the least negative
impact on Sporting provision in Cornwall on the
condition that transfer of ownership or provision
is completed with robust service level
agreements ensuring that Sport remains
accessible to all.
LRS Ref
Comment
Reference to the IFA will not be included in the
LRS.
Pointed noted.
-
-
-
Key
p = page
pp = pages
AP = Headline Action Plan
“…” = section
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21
CONCLUSION
Consultation comprised two stages; pre-consultation and targeted
consultation. Both sought the views of the Council’s leisure partners and
stakeholders about the direction the Council could/should adopt with
regards to its leisure resources.
Targeted consultation happened over seven weeks between 4 August and
19 September. Pre-consultation provided organisations that are
traditionally less active during the summer (e.g., town/parish councils etc)
with an opportunity to provide comments before the options document was
published. There was no public consultation due to the nature, and focus,
of options document.
The final strategy is based on amendments to the options document,
including key issues:
 Consultees highlighted a contradiction in the options document; the
options presented are inconsistent with the Council’s vision for leisure
(i.e., the aspiration to increase activity levels is contrary to the
options presented)
 Improved clarity so that individual leisure issues for Cornwall Council
are identified.
 Update information so that it is more contemporary.
Many consultees focused on the Council’s leisure centre provision, but
where additional council leisure provision is identified they are included in
the final strategy. There was also a general miscomprehension amongst
many consultees that the options document would result in leisure centre
closure, when it is primarily concerned with confirming:
 The leisure objectives that Cornwall Council will use in the future to
assess opportunities and challenges.
 The general direction of travel in relation to the Council’s leisure
provision so that its leisure costs are reduced.
To this extent responses indicate that the general format and approach of
the options document is acceptable. It is, therefore, utilised in the final
strategy. However, improved transparency (in particular, relating to the
financial performance of the leisure centres) would help to allay some of the
fears expressed. In addition, additional work is identified in the final
strategy that identifies how the preferred direction of travel will be
achieved.
Publication of a new strategy and budget for the Council during the targeted
consultation significantly changed the situation and the latitude available to
shape and influence what the Council does with its leisure provision. The
Council is now targeting a zero leisure budget in financial year 2017/18
(i.e., its leisure costs should be nil). The final Leisure Resources Strategy
reflects this aspiration and identifies how it will be achieved.
Leisure Resources Strategy Consultation report
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22
APPENDIX 1
PRECONSULTATION QUESTIONNAIRE
Cornwall Council is currently developing a Leisure Resource Strategy. This
strategy will help inform its Members’ decisions about how to make best use
of its resources such as the leisure centres, its funding and its staff to meet
the Council’s priorities.
Cornwall Council currently provides 14 leisure facilities via its contract with
a Leisure Trust (12 of which are leisure centres). It has a PFI contract with
Penzance Leisure Limited to provide Penzance Leisure Centre until 2035,
plus it leases land to Carn Brea Leisure Centre Trust. With the exception of
Penzance Leisure Centre, the Council-owned facilities require significant
ongoing investment to continue to be operational. The current level of
spending is not affordable within the budget allocated to the service and the
Council’s total funding is set to reduce over the next five years, which is
likely to impact further on this service. The Council also leases and
maintains land that is used for playing pitches and works with the Cornwall
Sports Partnership to increase the number of people who are regularly
physically active.
There’s strong evidence that being physically active improves health and
has economic benefits. Physical inactivity is the fourth leading cause of
global mortality. Many of the leading causes of ill health, such as coronary
heart disease, cancer and type 2 diabetes, could be prevented if more
inactive people were to become active. In addition to reducing premature
death and the incidence of disease, participating in physical activity also has
benefits for mental health, quality of life and wellbeing and maintaining
independent living in older age. It can also play a key role in reducing
health and social inequalities. NHS providers in England spent more than
£900m in 2009/10 in treating people with diseases that could be prevented
if more people were physically active.
There’s also evidence of the economic significance of leisure. For example, it
generates significant revenues every year, provides jobs (paid and unpaid),
supports Small and Medium-sized Enterprises (SMEs) and fosters a strong
business start-up rate. The workforce (in the UK) is predominantly female,
young, low-skilled, and part-time workers, which are generally
underrepresented in other industries. A significant proportion of
management positions in the industry are held by women and it employs
more than one in five of all 16-25 year olds. Finally, the development and
popularity of sport tourism and watersports in the South West is an
important selling point and contributor to tourism generally.
Potential options that Cornwall Council Members could consider include:
a. Continue to provide the current level of facilities (NB this would
require an increase to the leisure budget at a time when all budgets
are decreasing and would result in diverting funding from other
Council services) .
b. Reduce the level of Council provision on the basis that there is
alternative provision that the community could access.
Leisure Resources Strategy Consultation report
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c. Reduce the number of facilities but invest in other interventions such
as activities in village halls and public open spaces.
d. Transfer provision out of Council control on the basis of procuring a
long term contract with new owners/leaseholders which guarantees a
certain level of investment /provision.
e. Stop providing Council leisure facilities completely and invest in other
interventions such as activities in village halls and public open.
f. Stop providing Council leisure facilities and close them so that the
budget can be used for other non-leisure Council services.
We are currently gathering and reviewing evidence before preparing options
to present to the Partnerships PAC in July and then carrying out a
stakeholder consultation during August and September. It is planned that
the strategy will be ready for adoption by the Cabinet in November 2014.
We are acutely aware that August is not a good time of year for you(or the
organisation you represent) in terms of thinking about and responding to
consultation documents and surveys and would be very grateful for your
views at this stage. Please can you complete and submit this brief
preconsultation survey, it should only take a few minutes before the end of
July, so that we can take your views into consideration. If you have any
queries please contact Jonathan Woods on 01872 323149 or email him on
[email protected]
Please submit your completed preconsultation survey questionnaire by 25th
July 2014.
It would also be good to receive a completed consultation questionnaire
(some of which will be similar to this preconsultation questionnaire) from
you in September.
PART 1 – About you
Are you responding to this survey as an individual or on behalf of an
organisation?





Individual
Organisation in the voluntary and community sector
School
Town or Parish Council
Other type of organisation (please specify)
Where are you/is the organisation that you are representing located?
 East Cornwall
 Mid Cornwall
 West Cornwall
What is your name/organisation called? (Optional)
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PART 2 – Options
Do you agree that the appropriate options have been identified in terms of
how the Council uses its ‘leisure resources’ ?
 Yes
 No
 Partially
If partially, what’s missing?
Which option would you recommend?
Why?
PART 3 – Implementation
What could you/the organisation that you’re representing do to respond
positively to Cornwall Council’s situation?
THANK YOU
Please submit your completed questionnaire.
Please contact Jonathan Woods on 01872 323149 or email him on
[email protected] if you have any questions about this
preconsultation questionnaire and/or the Leisure Resource Strategy.
Data Protection Statement
The information you have submitted on this form will be used by Cornwall
Council. We will treat your information confidentially. Cornwall Council
adheres to all the principles of the Data Protection Act 1998 - our Data
Protection policy can be viewed at www.cornwall.gov.uk/dataprotection
Leisure Resources Strategy Consultation report
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APPENDIX 2
CONSULTATION QUESTIONNAIRE
We want to find out what our partners and stakeholders think about our
thoughts and ideas of the options we think are realistic in relation to our
Leisure Resources Strategy. The questions below will help us find out what
you think.
PART 1 – About you
Are you responding to this survey on behalf of an organisation? (Please tick)
 Yes
 No
If yes, what type of organisation are you representing? (Please tick)





School
Parish/town council
Sports club
National Governing Body (of sport)
Other type of organisation (Please specifiy)
Where are you/is the organisation that you are representing located?
(Please tick)
 East Cornwall
 Mid Cornwall
 West Cornwall
What is your name/organisation called? (Optional)
PART 2 – About the document
Please indicate the extent to which you agree or disagree with the questions
listed below
Question
Strongly
Strongly
Agree Neutral Disagree
agree
disagree
I found the document
clear and easy to
understand.
I found the document
informative and useful.
I found the things to
think about section to
be appropriate
I consider the vision to
be right for the
Council.
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Question
Strongly
Strongly
Agree Neutral Disagree
agree
disagree
The principles (see
‘What we think our
leisure provision
should do’ section) will
help Cornwall Council
make consistent
decision.
Comment
Do you agree that what the Council does in relation to the sectors
identified? (Please tick)
 Yes
 No
 Partially
If no, what do you think should be included?
Do you agree that the options are appropriate? (Please tick)
 Yes
 No
 Partially
If no, what options do you think should be considered?
Do you think the options have been transparently and robustly evaluated?
(Please tick)
 Yes
 No
 Partially
If “no” or “partially”, how do you think it could be improved?
Which option would you choose? (Please tick)
 Option 1
 Option 2
PART 3 – Action
Do you agree with the things that Cornwall Council will do listed in the
‘What Should Happen?’ section? (Please tick)
 Yes
 No
 Partially
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Comment/What do you think is missing?
PART 4 – Impact
Option 1
 If this is what Cornwall Council decides to do, what would the positive
impacts be on your organisation?
 If this is what Cornwall Council decides to do, what would the
negative impacts be on your organisation?
 How would your organisation respond, if this was the preferred option
and what Cornwall Council decided to do?
Option 2
 If this is what Cornwall Council decides to do, what would the positive
impacts be on your organisation?
 If this is what Cornwall Council decides to do, what would the
negative impacts be on your organisation?
 How would your organisation respond, if this was the preferred option
and what Cornwall Council decided to do?
PART 5 – Finally
Are there any specific issues (relating to leisure in Cornwall) that you think
we should be aware of?
THANK YOU
Please email your completed questionnaire to …
Alternatively post your response to:
Jonathan Woods
Leisure Strategy Officer
3rd Floor
South Wing
New County Hall
Treyew Road
Truro
TR1 3AY
Data Protection Statement
The information you have submitted on this form will be used by Cornwall
Council and Visit Cornwall. We will treat your information confidentially.
Cornwall Council adheres to all the principles of the Data Protection Act
1998 - our Data Protection policy can be viewed at
www.cornwall.gov.uk/dataprotection
Leisure Resources Strategy Consultation report
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Prepared by:
Jonathan Woods
Leisure Strategy Officer
Resources
14 July 2017
If you would like this information
in another format please contact:
Cornwall Council
County Hall
Treyew Road
Truro TR1 3AY
Telephone: 0300 1234 100
Email: [email protected]
www.cornwall.gov.uk
Leisure Resources Strategy Consultation report
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