North Yorkshire Council – Leisure and Active Wellbeing Investment Strategy

SLC, supported by associates DB3 Architecture and cost consultants Press & Starkey, were commissioned by North Yorkshire Council in September 2024 to develop a new Leisure and Active Wellbeing Investment Strategy. This new strategy was required to support the Council’s wider ambitions linked to its transformation towards a new Active Wellbeing Service.

The overall aim was to identify the infrastructure improvements needed to support the emerging Active Wellbeing Service and the business case for future investment. It considered the current role of the Council’s portfolio of facilities in supporting health and wellbeing within communities across North Yorkshire and the opportunities for strategic investment to better meet local needs and secure a sustainable future for its key assets.

Development of the strategy was split into two distinct phases of work:

• Phase 1 involved an assessment of the 23-site portfolio to identify five sites with the potential to be transformed into flagship Active Wellbeing (AWB) Hubs. This also included exploration of the broader investment requirements and potential divestment options across all sites.
• Phase 2 focused on creating design options for the five AWB hubs identified in Phase 1 and developing the business case for investment.

Phase 1

SLC and DB3 completed site visits over two days to inform an understanding of the existing asset portfolio. This was supported by consultation with operational leads and analysis of key performance information for each facility.

An impact assessment was then developed to assess the potential role of each facility against a series of criteria including strategic location, local demand, asset condition, development potential investment and environmental sustainability.

SLC reviewed the results of the impact assessment with the Council’s project team to identify the future role of each facility and the Council’s subsequent approach to investment priorities.

A key output of Phase 1 was the identification of five facilities which had the strongest potential to become flagship AWB hubs and would be progressed for further exploration in Phase 2.

All outputs from Phase 1 were captured within a written report to support discussion with senior colleagues and decisions by elected Members.

Phase 2

The second phase of work identified the scope of investment for each of the AWB hubs, developed high level designs and budget cost estimates and explored the benefits of the proposed investments in terms of service delivery, revenue implications and social value improvements.

An options appraisal process was undertaken to inform the design briefs for each of the AWB Hubs in scope. This involved the development of outline designs, costings and revenue projections for each facility based on a longlist of “core” and “enhanced” elements.

Final design briefs were agreed and taken forward to the final stage of design, costing and business planning. SLC then pulled all of the key elements together into an overall business case for each of the proposed investments. This took account of the financial implications linked to capital repayments alongside the service benefits of investments in supporting wider active wellbeing and increasing social value.

In addition to developing the business case for investment into the AWB hubs, SLC considered the wider landscape of provision through a review of non-Council owned community facilities. This was in recognition of the supporting role these facilities will play as part of the Council’s broader, place-based Active Wellbeing Service.

During the latter stage of Phase 2, the Council faced a new challenge when Richmond Swimming Pool was forced to close due to a damaged ceiling. SLC was tasked with exploring a number of options for the facility ranging from essential maintenance works only to a full remodel and refurbishment of the site. This work has led to the implementation of the preferred option which will see the pool re-open in the future and safeguard this important community asset.

Project outcome

Based on the work undertaken to date, the Council’s project team has secured initial approval to progress with a £36M investment programme. The proposed leisure investment strategy was supported at a meeting of the Council’s Housing and Leisure Overview and Scrutiny Committee on 23 September. Views of the committee will then help to shape a report that is due to be presented to the Executive in November.

The executive member for culture, arts and housing, Cllr Simon Myers, whose responsibilities include leisure services, said: “We are committed to making sure that everyone in North Yorkshire has the best opportunities possible to stay active or take up exercise to help to promote both physical and mental health and wellbeing. This proposed investment is a massive statement in providing this commitment, and the plans would see funding made available to key sites across the county. An awful lot of work has gone into the proposals to make sure that we can provide our leisure services as effectively as possible through the new Active North Yorkshire banner, and we will consider the plans carefully when they are presented to the members of the council’s executive later this year.”

TESTIMONIAL