The Place and Environment Scrutiny Committee met to discuss the future management of leisure services, ultimately recommending an in-house delivery model. The committee also reviewed the Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030.

Future Options for Leisure Services Management

The committee extensively debated the future management of North Northamptonshire Council's leisure services, with a strong focus on transitioning to an all-in-house delivery model. This recommendation, which was ultimately supported by the committee, aims to bring all currently externally operated leisure centres under direct council management by 2027-2028, adopting a Community Plus service offer.

Key to this decision was the detailed financial modelling presented, which indicated that an in-house model would be more cost-effective in the medium to long term compared to outsourcing. This analysis took into account factors such as the impending Employment Rights Bill, which is expected to reduce cost advantages for external operators, and the VAT ruling that allows councils to reclaim VAT on sporting income.

Concerns were raised by Councillor Scott Brown and others regarding the marketing of existing services, with an emphasis on the need to amplify the reach of current initiatives. Councillor Leon Gibbs highlighted the importance of retaining good staff and suggested that marketing could be a key factor in reaching more people.

The issue of Kettering Leisure Village's¹ unique ownership structure was clarified, with officers explaining that it is not a council asset and therefore not included in the current review.

A significant point of discussion revolved around the Corn Market Hall² in Kettering. While acknowledging its underperformance as a leisure facility, there was considerable debate about its future. Councillor Emily Fedorowycz proposed an amendment to the report to clarify that the building would be released back to the council estate for future consideration, rather than implying an immediate sale or commercial let to fund the transition. This amendment was seconded by Councillor David Baker and unanimously approved by the committee. The amendment aimed to ensure that any decisions regarding the Corn Market Hall would involve further consultation and consideration of its heritage value and potential as a community asset.

The committee also discussed the proposed concession scheme, which includes discounts for priority groups such as those on low income, disability benefits, and council staff, as well as free provision for care-experienced young people and armed forces personnel. Councillor David Baker raised a point about the inclusion of armed forces veterans, suggesting that a percentage-based concession, with or without a health referral, could be beneficial and potentially offset reductions elsewhere.

The transition plan includes a phased approach, with existing contracts ending at different times, and aims to align services with the council's commitment to prevention and health and wellbeing. The report highlighted that the Community Plus service level was favoured over a Core Offer due to minimal additional cost and a significantly broader range of services, aligning with resident feedback from a visioning survey.

The committee also noted the potential for future capital investment and the need to balance affordability with service quality. The report acknowledged that while an in-house model offers greater control and flexibility, it also places all financial risk with the council.

The committee ultimately recommended that the Executive approves the phased transition of all currently externally operated leisure centres to an in-house delivery model, based on the Community Plus service offer, during 2027-2028.

Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030

The committee reviewed the proposed Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030. The strategy aims to reduce domestic abuse and sexual violence, support victims and survivors, and meet statutory duties related to safe accommodation.

Key objectives of the strategy include:

• Early intervention and Prevention: Focusing on stopping abuse before it occurs, identifying risks early, and challenging harmful behaviours through education and cultural change.
• Support and Protection for all victims/survivors: Ensuring timely and accessible support, regardless of protected characteristics, and building a whole-systems approach.
• Trust and Confidence in Services: Building trust through transparency, accountability, and consistent delivery of high-quality support.
• A Co-ordinated Community Response: Fostering collaboration between statutory services, voluntary organisations, and local communities.
• Holding Perpetrators to Account: Addressing abusive behaviour, providing interventions for behaviour change, and ensuring perpetrators face justice.

Members raised concerns regarding funding challenges, delivery risks, and the need for stronger key performance indicators. The importance of ensuring victim confidence and trust in services was also highlighted, along with the need to adequately address financial abuse and coercive control.

The committee made two recommendations: a) That officers present the Northamptonshire Domestic Abuse and Sexual Violence Strategy action plan to a future meeting for further scrutiny. b) That officers consider amending the 2030 target for victims reporting feeling believed, supported, and safe in the Victim confidence/satisfaction survey to 100%.