introduction - web viewsuggest using the word “alignment” rather than...

CONTENTS

Leisure Resources Strategy options document 2014Consultation report

Version 1Resources

Leisure Resources Strategy Consultation report

1Version 1.

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:

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 A one size fits all approach is not necessarily the way forward. There may well be other options.o The way forward should be based on a combination of options.o Private sector control involvement potentially brings a threat of greater interest in profit rather than serving the

community.o Mitigate the impact of Council actions on users.o Upgrade and improve facilities.o Increase the number of facilities.o 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.o Leisure facilities don’t have to be major buildings.o Work with sports clubs and other community organisations to increase income and/or reduce expenditure.

In terms of the question about what an organisations could do to respond positively to Cornwall Council’s situation, recurrent themes included:

Leisure Resources Strategy Consultation Report 3Version 1

o Help to generate more revenue.o Provide alternative leisure facilities (and activities) if a leisure centre closes.o Help to promote leisure opportunities.o Operate a leisure centre in partnership with the Council/work more closely with the Council.o Proffer advice.o Find alternative ways of sustaining leisure provision.o Participate in discussions/negotiations about future Council leisure provision.o 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).

Leisure Resources Strategy Consultation report 4Version 1.

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.

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.

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:

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 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:

Finance Implementation of the actions Economic development (including tourism) 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:

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:

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.

From a more negative perspective, the following identified potential negative impacts are summarised as:


Option 1(potential negative impacts)

Option 2(potential negative impacts)

Leisure Centre closure would mean longer travel times, which conflicts with Objective 2 in Connecting Cornwall:2030.

Leisure Centre closure would mean that there would be further to travel

Reduced accessibility to leisure services conflicts with Objective 15 of Connecting Cornwall:2030

Possible leisure centre closure.

Leisure Centre closure would mean that there would be fewer sports venues.

Lack of direction and investment.

Leisure Centre closure would mean that there was less advertising for newcomers.

Leisure Centre closure would mean that there would be fewer places in which to advertise for newcomers.

There would be fewer places for sports clubs to use. Sports clubs would be displaced and go elsewhere. Costs to undertake some activities would increase. Prices might increase and become unaffordable. There would be fewer young people with the ability to swim. Pitches likely to be fewer and even less well-maintained. Sport and recreation businesses would find it more difficult to

trade because there would be fewer local people with the requisite skills.

It would be more difficult to attract and/or retain external funding.

There would be a reduction in leisure provision. Fewer local jobs. There would be fewer local jobs. Less help and support. More medical intervention would be needed. Increased financial and risk liability. There would be fewer leisure services. 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.

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. Increased financial and risk liability. 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.

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:

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.

Written responses

Ref Responder Response and (Remarks) Comment LRS Ref1 Cornwall

Basketball Association

Use “snap shot” format (i.e., the really key points)

Consider identification of key points and reformat Leisure Resources Strategy (LRS).

“Leisure Issues”

Refer to competitive sport. Insert into text. p12, APCouncil leisure facilities are too costly for many Ensure that LRS text reflects point made, pp3, 4,


Ref Responder Response and (Remarks) Comment LRS Refmass participation indoor sports – primarily because participants have low incomes.

although subsidy (from a Council perspective) is unlikely.

6,

The target is unclear. Clarify LRS text. -Involvement of private sector organisations invariably increases user costs.

- -

Simplify/clarify by identifying key facets and linkages (where they exist).

Identify links between key issues and their potential impact in LRS.

-

Identify primary objective of each leisure/sport outlet.

Not possible/desirable in a mixed economy where leisure/sport outlets are trying to attract/generate income from many sources.

-

Prefer option 4 – primarily because it would be better after the recession.

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.

-

The links between sport, leisure and good health are well documented.

- -

We need a well-advertised 2, 5, 10 to 20 year plan, only.

LRS sets direction for period to 2050, plus actions for five years to 2020. Action Plan included. No amendments identified.

AP

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.

Issue should be addressed/considered as a result of implementation of an action in LRS Action Plan.

AP

Slightly confused by the statement to do with duplication of resources.

Clarify LRS text p11

2 Cornwall Council – Local Plans Team

Add a better understanding of how needs may have changed and how they may change in the foreseeable future.

There’s no additional intelligence to suggest how future demand ‘might look’.

p10,

Add a point about the steady increase in costs for new build and maintenance.

- p3

This housing figure is counting from 2010 and a significant number have already been built.

Reduce number of new house required. p6

Is there a hidden demand for swimming space? - -The term “catchment gap/s” is jargon. Amend LRS text accordingly. pp8, 9


Ref Responder Response and (Remarks) Comment LRS RefSuggested text: … use developer contributions to help pay for things...”

Amend LRS text accordingly. -

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)

- -

3 Carn Brea Leisure Centre

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.

Amend LRS text accordingly. p11

4 Newquay Tretherras School

Newquay Tretherras School is interested in ‘managing’ Newquay Sport and Community Centre.

-

5 Cornwall Council - People Management, Development and Wellbeing

There is no specific reference to provision for people with disabilities and the rural nature of Cornwall that are likely impact on accessibility.

Ensure that an issue re accessibility is referred to. Plus, insert text re disability.

pp1, 8, 13

Consider implications of Education Act 1996 section 507B

The Act is more relevant to youth services than it is to leisure services. Its implementation doesn’t need leisure centres.

-

Has any consideration been given to ways of encouraging different sections of the community to make greater use of facilities

Consideration has been given to increasing activity levels, but there are several issues:

The leisure centres are currently operating at capacity (at approximately 98%), which either would mean that current activity is displaced to make 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., mid-afternoon, late Friday evening etc), which is generally when the facilities

-


Ref Responder Response and (Remarks) Comment LRS Refare 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.

6 Newquay Hornets RFC

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.

- -

7 Sport England 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.

- AP

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.

- AP

Concerned that the two options are presented Identification of a preferred option now is -


Ref Responder Response and (Remarks) Comment LRS Refas being mutually exclusive. 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.

The Council has not established how efficient and/or efficient current leisure provision is.

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.

AP

The needs assessment has not identified any over-provision.

Any reductions are likely, therefore, to create catchment gaps.

AP

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.

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 leisure.

-

Sport England would support further work to make informed decisions.

- -

8 Cornwall Sports Partnership

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

Amend LRS ‘Introduction’ accordingly. pp3-5


Ref Responder Response and (Remarks) Comment LRS Refpicture of provision and impact.What is not identified is what the Council wants to achieve from the leisure assets it has.

Amend LRS vision and Council’s intentions. p4 & p14

There is no mention of the Community Leisure function.

‘Leisure outreach’ is referred to on page 9. Additional reference to it would be beneficial.

p12

Our view is that the best way of determining the most appropriate options would be obtained by initial informal market testing.

The intention is to do some market testing, if required, after the principle of whether Cornwall Council should be involved in leisure is determined.

-

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.

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?

-

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.

See a summary of the Council’s assessment of indoor leisure facilities on page 8.

-

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 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.

Alternative operation is required to reduce costs.

-


Ref Responder Response and (Remarks) Comment LRS RefWe 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.

Amend LRS ‘background’ section accordingly. p7

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.

Amend LRS section about ‘What the Council is going to do’ accordingly.

p15

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.

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.

pp3-5

9 Tempus Leisure executive email response

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.

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.

p3

Both options (and ENC Key Stage 2 PE programme) are ‘unlikely’ to result in a 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.

Agreed. Amend LRS vision accordingly. p4

The deprivation section does not clearly emphasise the problems associated with rural isolation and pockets of deprivation that remain

Amend LRS ‘Background’ section. p6


Ref Responder Response and (Remarks) Comment LRS Refin 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’?

Amend LRS based on Sport England’s ‘Economic Value of Sport’ tool.

p7

Our evidence as operators indicates that there is capacity for increased sport hall usage, particularly at off-peak times.

IFA reviewed with FPM data. Delete LRS ‘Indoor leisure facilities’ section.

pp8, 9

Our evidence and a recent Aquatic Business Review completed independently by the ASA suggest that supply of swimming activity is not meeting current demand.

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.

-

Falmouth Pavilions is Princess Pavilion – Falmouth.

Amend LRS accordingly p8,19, 26

What process and criteria have been used to determine that the contract in relation to (Princess Pavilions – Falmouth) could benefit from change?

It is the Council’s view that management arrangements for Princess Pavilions – Falmouth should be reviewed and could change.

-

It is considered that the text does not recognise the role and success of Tempus Leisure in delivering Council’s objectives.

Suggest that this is the role of the Council’s leisure contract. No amendments identified.

-

Under the section ‘Cornwall Councils’ leisure contract’ there is a reference to the Cornwall Sports Partnership.

There is unlikely to be any reference to “Cornwall Councils leisure contract” in LRS.

-

‘Performance’ ….. “we don’t have a detailed breakdown of who uses (our leisure centres), for 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.

Performance information discussed with Tim Webb.

-

It would be helpful to understand where you consider this duplication exists?

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

p10


Ref Responder Response and (Remarks) Comment LRS Refaccordingly.

“Some of the potential effects of choosing this option”

Option 1 and 2 are not part of final strategy. -

Will facility closure / reduction and increased travel time deliver against “The gap between a person’s good health and their life expectancy is increasing”?

Contradiction acknowledged and text amended accordingly.

Various (e.g., p15)

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.

The evaluation is not part of final strategy. -

10 Tempus Leisure board

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 required.

More information requested -

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 - -


Ref Responder Response and (Remarks) Comment LRS Refvery 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.

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.

-

Is there any indication about the Council’s thinking and appetite in relation to long term leases and/or asset transfer?

This issue is being discussed internally. -

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.

This is the Council’s preferred approach. -

11 Penryn University Campus

Option 1: there is a need for an additional 646m2 of pool water in Cornwall.

Acknowledged. This information will be 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.

-

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.

Pointed noted. -

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

- -


Ref Responder Response and (Remarks) Comment LRS Refcondition that transfer of ownership or provision is completed with robust service level agreements ensuring that Sport remains accessible to all.

Key

p = pagepp = pagesAP = Headline Action Plan“…” = section


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.


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) .


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b. Reduce the level of Council provision on the basis that there is alternative provision that the community could access.

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


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What is your name/organisation called? (Optional)

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


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mailto:[email protected]


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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 agree

Agree

Neutral

Disagree

Strongly 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


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Question Strongly agree

Agree

Neutral

Disagree

Strongly disagree

be appropriateI consider the vision to be right for the Council.

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)


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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

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 WoodsLeisure Strategy Officer3rd FloorSouth WingLeisure Resources Strategy Consultation report

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New County HallTreyew RoadTruroTR1 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


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Prepared by:

Jonathan Woods

Leisure Strategy Officer

Resources

6 May 2023

If you would like this informationin another format please contact:

Cornwall CouncilCounty HallTreyew RoadTruro TR1 3AY

Telephone: 0300 1234 100

Email: [email protected] Resources Strategy Consultation report

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mailto:[email protected]

www.cornwall.gov.uk


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introduction - web viewsuggest using the word “alignment” rather than...

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