Content

10.1

The Sub-Committee considered a
report of the Executive Director of Neighbourhood Services which
requested approval for the trustee to enter into a Tenancy at Will
(TAW), SLM Community Leisure Charitable Trust, who would oversee
operations of the golf course.

 

 

10.2

RESOLVED UNANIMOUSLY: That the
Charity Trustees Sub-Committee:-
(a) 
Notes the contents of this report;
(b) 
Agrees that the Council acting as the charitable trustee, enters
into a Tenancy at Will with SLM Community Leisure Charitable Trust
on the terms as set out in the closed Appendix 2 of this report;
and
(c) 
Notes that a further report will be brought back to this Committee
to seek the necessary approvals for the leasehold disposal once
these have been negotiated.

 

 

 

 

10.3

Reasons for
Decision

 

 

10.3.1

Entering into a tenancy at will with a SLM
Community Leisure Charitable Trust for the provision of golf
services at High Hazels Park offers several strategic and
operational benefits to the charity. It ensures the continuity of a
key recreational service that aligns directly with the
charity’s objective to provide accessible leisure
opportunities for the public. This arrangement allows the charity
to maintain public engagement and uphold its commitment to health
and well-being through sport. Financially, the tenancy reduces the
charity’s operational burden and potential liabilities, while
preserving the golf course as a valuable and active community
asset. The short-term, flexible nature of the agreement also
supports long-term planning, offering the charity adaptability as
it navigates future investment and development decisions for the
site.

 

 

 

 

10.4

Alternatives
Considered and Rejected

 

 

10.4.1

Do Nothing - do not enter into the TAW with
SLM Community Leisure Charitable Trust as the tenant. This option
was discounted for the following reasons:

If the High Hazels Park Charity
chooses not to enter into a TAW with SLM Community Leisure
Charitable Trust to provide golf services, several negative impacts
could arise, both operationally and strategically.
Disruption of Recreational Services:
Golf operations would likely cease, removing a key recreational
offering from the park. This would directly conflict with the
charity’s objective to provide and maintain public
recreational facilities that improve quality of life.
Reputational Damage: The closure of
the golf course could lead to public dissatisfaction, especially
among regular users and local community groups. It may also reduce
trust in the charity’s ability to manage and sustain
amenities, potentially affecting future support and funding.
Financial Implications: The charity
may incur additional costs to maintain the golf course in a dormant
state (e.g. groundskeeping, security), without generating any
benefit.
Underutilisation of Park Assets: The
golf course is a significant asset. Leaving it unused would
represent a missed opportunity to maximise the park’s value
and community impact. It could also lead to deterioration of the
course, increasing future restoration costs.
Strategic Inflexibility: Without a
tenancy at will, the charity loses a flexible, short-term solution
that allows services to continue while long-term plans for High
Hazels House are developed. This could delay or complicate future
redevelopment or partnership opportunities.