Agenda item

Considered – A report of the Assistant Director for Culture and Leisure introducing a new draft Leisure Investment Strategy for North Yorkshire Council.

David Ashbridge – Head of Operations for Active North Yorkshire introduced the report and provided a presentation on the Leisure Investment Strategy which included an overview of the associated workstreams detailed at paragraph 3.4 of the report.  He drew attention to the proposed works and the summary of the financial modelling for each of the proposed four Active Wellbeing Hubs (AWBs), and the list of the remaining retained sites included in the Strategy.

In response to Members’ questions on the Strategy, David Ashbridge confirmed:

·          Due to the level of demand, the planned increase in floorspace at Craven Leisure Centre was expected to generate double the income.

·          The proposed four Active Wellbeing Hubs would each require a detailed business case, with a focus on delivering a balance between commercial interest and serving their community.

·          The needs of local residents (20 mile radius) were taken into consideration i.e. analysis of latent demand.

·          Robust asset condition survey had been completed for all Leisure Centres which identified the ongoing maintenance work required at each site and the challenges they face.

·          The need to encourage greater use of leisure facilities by those living in rural areas

·          Inclusivity had been a key factor in developing the Strategy, with planned investment in improving access for those with disabilities and engagement with disability groups etc.

·          A harmonised pricing structure and memberships was to be introduced in March 2026 – it was noted that in some areas discounts were currently being offered to those 66+, and some areas had waiting lists for young people.

·          A schedule for the planned refurbishment works had yet to be devised.

·          Inflation had been taken account of as part of the cost profiling.

·          The option of replacing the Derwent facility with a new build at Malton had been considered but not progressed due to the level of investment it would require.

Nic Harne, Corporate Director for Community Development drew attention to the longer term planned investment work detailed in the Strategy, which included works to Richmond Pool.  Specifically in regard to the options appraisal review for Richmond Pool, Members noted the responses given to the public questions asked at the start of the meeting and suggested it may have been helpful to separate the longer term planned investment from the emergency work required for Richmond Pool.

Overall, Members welcomed the Investment Strategy noting the wellbeing benefits gained from leisure activities. They also acknowledged there were gaps in the provision of leisure facilities across the county.  Officers recognised the challenge of introducing new facilities and confirmed work was underway to identify those gaps.  It was suggested that communities needed to help identify where there were bespoke needs.

The Chair thanked David Ashbridge for his overview of the Strategy, noting it was scheduled to be considered by the Executive on 4 November 2025.  He drew attention to the recommendations to be proposed to the Executive and sought the Committee’s endorsement of those recommendations.

Resolved – That:

i.      The draft Leisure Investment Strategy be noted

ii.     That recommendations (i) – (iv) as listed in paragraph 15 of the report, be referred to the Executive as part of their consideration of the draft Leisure Investment Strategy.

iii.    That an update on the implementation of the Investment Strategy be added to the Committee’s work programme for 2026-27.