Cornwall Council
Leisure Resources
Strategy
Background information
Version 1
CONTENTS
SECTION 1
Introduction
Profile of Cornwall
Policy context
SECTION 2
Context
Profile of leisure in Cornwall
Leisure facilities
Sport and recreation development
SECTION 3
Leisure’s potential impact in Cornwall
Crime and community safety
Planning
Play
Health and wellbeing
Economic development
Tourism
Transport
Environment
Social inclusion
Education
Appendices
Appendix
Appendix
Appendix
Appendix
Appendix
3
4
6
7
7
23
26
30
30
31
33
34
37
38
39
40
43
45
47
1
2
3
4
5
Reviewed material
Policy context
NGB Whole Sport Plans
Maps
Profiles of Cornwall Council’s leisure centres operated by Tempus
Leisure (2014)
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48
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SECTION 1
INTRODUCTION
This evidence base has been produced by Cornwall Council’s Leisure
Strategy Officer. It underpins Cornwall Council’s Leisure Resources
Strategy and its options document.
The Council recognises the need to identify its role in the future of leisure
provision within the County. This evidence base is, therefore, set in a
context of declining public sector financial resources, ageing Council leisure
facilities, and changes in demand by the community, along with the
opportunities and competition posed by other providers in the market place.
A new strategy is needed to help identify where opportunities exist in the
County, and how Council leisure resources will be deployed to develop a
long term approach to meeting future needs. A comprehensive picture of
indoor sport and recreation provision will assist in Cornwall Council’s
‘leisure’ decisions.
How the evidence base is structured?
The purpose of this evidence base is to present key information related to
leisure provision in Cornwall. It collates information that helps to inform
improvement and investment that (directly or indirectly) benefits leisure in
Cornwall. To this end, it has three sections plus appendices, as follows:
Section
1. Introduction
2. Context
3. Leisure’s
potential
impact in
Cornwall
Appendices
Description
Outline of the scope of the study. Details of the brief
and methodology used and background information.
Brief background, profiling demographic, health,
sport and recreational activity and policy (etc.)
characteristics of the area.
Identification of the current situation in Cornwall
and potential leisure contribution(s) to specific
published sector aspirations.
Including summaries of national and local policy and
NGB aspirations.
How has it been prepared?
Over 40 meetings with service managers identified key issues and helped to
determine the impact(s) of leisure services provided by Cornwall Council.
Surveys of National Governing Bodies (of sport), Cornwall Marine Network
members, Community Network Manages, sports clubs and Cornwall Council
elected Members also helped verify information garnered from other
sources.
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Profile of Cornwall
Demographics
Cornwall Council came into existence on 1 April 2009 as a result of the
amalgamation of the previous six district/borough councils in Cornwall and
Cornwall County Council. It is located in the South West peninsular of
England and shares a single boundary with Devon. It encompasses a
diverse environment that attracts people and businesses alike. It is an area
of many contrasts and varied landscapes with remote rural, coastal and
environmentally sensitive areas, interspersed with villages and historic
market towns. Many areas are affluent contrasting with some areas being
among the most disadvantaged areas in the UK.
The area is characterised by a dispersed settlement pattern. There are nine
towns with a population of over 10,000 (five over 20,000) while a further
seventeen small towns have around 5,000 residents, plus numerous villages
and hamlets.
As a peninsula, Cornwall does not and cannot rely on neighbouring areas to
supplement many infrastructure requirements such as health, employment
and education. While this geography creates challenges for economic
growth and convenience it also provides opportunities. It has helped create
some of Cornwall’s distinctiveness and cultural identity.
The following factors also influence current and future supply and demand
for sport and recreation facilities in the County.
Population
The total population in Cornwall, derived from census 2011 data, was
532,273 people. In 2011 there were more females (274,468) than males
(257,805), and more 60-64 year olds than any other age range.
Consequently, consideration should be given to how services might be
orientated (at this stage) to cater for the short and medium term needs and
demands of older people.
Projections show that, if current trends continue, the population in Cornwall
will require an estimated 47,500 additional houses between 2010 and 2030
and the population will become older. According to ‘Local Plan Proposed
Submission’, 25,411 ‘completions’ have occurred since 2010 and 22,089
dwellings are required. This equates to a projected increase of 31,200
adults (i.e., a 5.9% increase) by 2017. Not only is the population in
Cornwall projected to grow, it is expected to become older.
Economic activity
The 2011 Census identified that the total number of economically inactive
people in Cornwall in 2011 was 129,374 (i.e., a third of the working age
population). In 2011, 3.3% of the economically active working age
population in Cornwall were unemployed. Cornwall also has a higher
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proportion of households with no adults in employment and dependent
children (3.1%) than the South West average (3.0%).
Cornwall Council analysis identifies that “the most common occupation is
‘Skilled Trades and Occupations’”, which includes skilled agricultural,
electronic, construction, textile and printing trades. In fact, Cornwall is
reported to have the 10th highest percentage of males employed in skilled
trades and occupations and the 9th highest percentage of females working
16 to 30 hours of the 348 local authorities in England and Wales. Gross
annual incomes are also relatively low, with the largest proportion being
below £20,000, and the cost of living and inequalities are increasing.
Cornwall’s levels of economic growth are good, but it is still perceived to be
under performing despite significant investment.
Deprivation
In 2010, Cornwall’s overall deprivation score (as indicated by the Indices of
Multiple Deprivation) was 22.51, which ranked it 110 out of 353 areas in
England. However, there is concern that the relative affluence of some
areas masks the poverty of others.
Health
A range of indicators suggest that a significant proportion of the County’s
population has health problems. For example, in 2012/13 69.8% of adults
in Cornwall were overweight or obese, and in 2011/12 there were 16.6%
obese children in the County. Both of which were significantly higher than
the national average, which were 63.8% and 19.2% respectively.
Over three quarters of the population in Cornwall (419,564) in 2011
identified their health as ‘good’. This reflects an increase of 12.6% in the
population who identified their health as ‘good’ between 2001 and 2011.
Conversely, there were 33,528 people in Cornwall who identified their
health as ‘bad’ in 2011 equating to 6.3% of the population (2011 census).
The percentage of the population in Cornwall who identified their health as
limiting their day to day activities a little or a lot rose to 21.4% (113,715
people), which was an increase of 13,114 people (1.1%) between 2001 and
2011. In addition, 63,192 (11.9%) people in 2011 undertook unpaid care
every week in Cornwall compared to 55,580 (11.3%) in 2001.
According to Public Health England (‘Health Impact of Physical Inactivity’),
in 2010, 434 deaths could have been prevented by increasing levels of
physical activity among 40-79 year olds. In addition, physical inactivity in
Cornwall is estimated to have cost £11,947,128 in 2009/10.
Life expectancy for both men and women is higher than the England
average. However, life expectancy is 5.9 years lower for men and 5.2 years
lower for women in the most deprived areas of Cornwall compared to the
most affluent areas.
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The cost of health inequalities in Cornwall is rising, costing the local
economy £610 million a year (Health and Wellbeing Strategy 2013 – 2015).
Policy context
The policy context relevant to sport and recreation facility provision in
Cornwall is summarised as follows:
Policy area
Summary and implications
National
Planning Policy
Framework
(NPPF)
NPPF provides guidance to Local Authorities about planning and
providing for sport and recreation facilities, in particular the need
to undertake robust quantitative and qualitative assessments.
This assessment is consistent with the guidance and could help to
secure developer contributions to part finance new and/or
improved sport and recreation facilities.
National policy
Government policy provides a general framework for significantly
increasing levels of participation/physical activity and support for
elite sport. Sports facilities in Cornwall should underpin these
objectives via the creation of a network suitable for sports
development and, where appropriate, elite sport.
The benefits of increasing participation in sport and active
recreation are both explicit and implicit in much government
policy. A network of appealing, accessible sport and recreation
facilities should embrace, and demonstrate contribution to, these
wider social objectives.
There is recognition, amongst policy makers, that “(people in)
rural areas (generally) demand improved sport and recreation
facilities near to where they live”. Development of sustainable
communities (comprising appropriate, accessible sport and
recreation facilities that are in good condition) will help to address
this issue. Consideration should also be given to how sport could
benefit from tourism.
Integration of planning and transport is particularly significant in
terms of access to services in rural areas. Development of
appropriate minimum provision standards comprising an
convenience component is important in addressing this issue.
Local policy
The 2014 indoor leisure facilities assessment will contribute to
development of an evidence base for inclusion of in Cornwall
Council’s planning documentation. However, sport and recreation
facilities do not feature in countywide policy documents. There is,
however, general recognition that sport and recreation facilities do
contribute to increasing and sustaining activity levels,
achievement of targets and local economic performance.
The relevant policies are reviewed in Appendix 1.
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SECTION 2
CONTEXT
Profile of leisure in Cornwall
Sport and recreation participation
The first Active People Survey (Active People Survey 1) was carried out on
behalf of Sport England between October 2005 and October 2006 and was
the largest sport and active recreation survey undertaken in Europe. The
survey provides statistics on participation for all 354 local authorities in
England. In total 363,724 adults were interviewed (a minimum of 1,000 in
each local authority area). The data can be used to identify how
participation varies from place to place and between different groups in the
population. The survey has been repeated regularly since then (e.g., Active
People Survey 2 = 2007/08, Active People Survey 3 = 2008/09).
Active People Survey analysis reveals that activity levels (e.g., 30 minutes
moderate intensity activity once a week) in Cornwall were lower than
regional averages. According to results published in 2005/06, 30.9% of
adults in Cornwall are considered to achieve one instance of 30 minutes
moderate activity. This increased to 34.7% in 2013/14 (i.e., Active People
Survey 7). Although the change is less than five percent it is statistically
significant and reverses the previous regional average (i.e., 33.8% and
35.7% in 2005/06 and 2013/14 respectively). The implication of this is that
activity levels in Cornwall are increasing.
Other Active People 2011/12 headline participation results for Cornwall
include:



More males (38.3%) were regularly active than females (31.8%).
Participation by 16-25 year olds was the highest age segment in
Cornwall, reflecting the national profile.
Weekly volunteering in sport was higher (12.5%) than regionally
(8.9%) and nationally (7.6%).
These results should be interpreted in the context of local populations
profiles and could influence the orientation of sport and recreation facilities
(i.e., how they are managed and operated).
As well as identifying local activity rates the Survey in 2011/12 identified
that 22.8% of respondents in Cornwall were members of a club, which is
lower than the regional average (24.0%) and the same as the national
average (22.8%).
Market segmentation
Sport England’s segmentation model includes 19 ‘sporting’ segments to help
better understand attitudes, motivations and perceived barriers to
participation.
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Knowing which one is most dominant in the local population is important as
it can help direct provision and programming. For example, whilst the needs
of smaller segments should not be ignored, it is useful C to understand
which sports are enjoyed by the largest proportion(s) of the population.
Segmentation also enables partners to make tailored interventions,
communicate effectively with target market(s) and better understand
participation in the context of life stage and lifecycles.
Across Cornwall, Active People data indicates higher proportions of people in
segments C13 (i.e., Roger and Joy), D19 (i.e., Elsie and Arnold) and C11
(i.e., Philip).
Sport England market segmentation
Code
A01
A02
A03
A04
B05
B06
B07
B08
B09
B10
C11
C12
C13
C14
C15
C16
D17
D18
D19
Name
Ben
Jamie
Chloe
Leanne
Helena
Tim
Alison
Jackie
Kev
Paula
Philip
Elaine
Roger & Joy
Brenda
Terry
Norma
Ralph & Phyllis
Frank
Elsie & Arnold
Description
Number
Competitive Male Urbanites
19.3
Sports Team Drinkers
15.7
Fitness Class Friends
19.9
Supportive Singles
13.3
Career Focused Females
20.2
Settling Down Males
35.3
Stay at Home Mums
15.9
Middle England Mums
20.4
Pub League Team Mates
16.3
Stretched Single Mums
11.6
Comfortable Mid-Life Males
41.4
Empty Nest Career Ladies
31.3
Early Retirement Couples
43.3
Older Working Women
16.1
Local ‘Old Boys’
13.3
Later Life Ladies
7.1
Comfortable Retired Couples
29.9
Twilight Year Gents
19.3
Retirement Home Singles
37.3
Total
427.3
Source: Sport England and Experian Ltd, 2010, Measure: Sport Market
Segmentation
Rate
4.5%
3.7%
4.7%
3.1%
4.7%
8.3%
3.7%
4.8%
3.8%
2.7%
9.7%
7.3%
10.1%
3.8%
3.1%
1.7%
7.0%
4.5%
8.7%
100%
Definitions of the most significant market segments are as follows:
Ref.
C11
Market
segment
Philip,
comfortable
mid-life
males
Key characteristics
Philip is 48 and married with
two older children. Whilst
there are still some
university fees to pay, Philip
is at the height of his
career, enjoying a
comfortable salary at an
established firm.
He enjoys participating in a
number of activities; likely
% of
Cornwall
population
Activities/sports
that appeal to
segment
9.1%
Sailing
Gym
Football
Jogging
Badminton
Golf
Cycling
Cricket
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Ref.
Market
segment
C13
Roger and
Joy, early
retirement
couples
D19
Elsie and
Arnold,
retirement
home
singles
Key characteristics
to be a member of
fitness/sports clubs.
Motivated by meeting
friends, taking the children,
improving performance and
enjoyment. Help with
childcare may encourage
this type to participate more
although lack of time is a
significant factor.
Roger is 57 and Joy is 51.
Last year Roger’s took early
retirement and Joy works as
a receptionist in the local GP
surgery.
They participate one/two
times a week; enjoy low
impact activities and are
likely to be a member of a
sports club. Their
motivations include keeping
fit, to help with injury and
because they generally
enjoy sport. Better facilities
and improved transport may
encourage greater
participation.
Relatively low participation
rates. Poor health and
disability are major
inhibitors. Participation
mainly in low intensity
activity. Safer
neighbourhoods or people to
go with would encourage
participation. Organised,
low-impact, low intensity
events would be welcomed.
% of
Cornwall
population
Activities/sports
that appeal to
segment
9.3%
Swimming
Sailing
Walking
Golf
Aqua aerobics
Shooting
Bowls
Fishing
8.9%
Walking
Bowls
Dancing
Further market segmentation is available from Experian in the form of
Mosaic, which classifies all consumers in the United Kingdom in 61 types
aggregated into 11 groups. The result is a classification that paints a picture
of UK consumers in terms of their socio-demographics, lifestyles, culture
and behaviour to provide a view of UK consumers at the start of the 21st
century. The table below shows the top five mosaic classifications in
Cornwall in 2009, compared to the country as a whole:
Mosaic group
description
1 - Ties of
Community
Population in
Cornwall (2009)
Percentage
(2009)
25,881
25.3%
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National
Percentage
(2009)
16.5%
9
Mosaic group
description
Population in
Cornwall (2009)
Percentage
(2009)
2 - Grey
Perspectives
3 - Happy Families
4 - Rural Isolation
5 - Suburban
Comfort
24,702
24.1%
National
Percentage
(2009)
6.8%
12,282
11,971
11,824
12.0%
11.7%
11.5%
11.9%
5.3%
15.7%
The Groups are described as follows:
Mosaic
category
Ties of
Community
Grey
Perspectives
Happy Families
Rural Isolation
Suburban
Comfort
Description
People whose lives are mostly played out within the confines of
close knit communities. Living mostly in older houses in inner
city neighbourhoods or in small industrial towns, most of these
people own their homes, drive their own cars and hold down
responsible jobs. Community norms rather than individual
material ambitions shape the pattern of most residents'
consumption.
Mostly of pensioners who own their homes and who have some
source of income beyond the basic state pension. Many of these
people have, on retirement, moved to the seaside or the
countryside to live among people similar to themselves. Today
many of these people have quite active lifestyles and are
considered in their purchasing decisions.
People whose focus is on career, home and family. These are
mostly younger age groups who are married, or at least in a
permanent relationship, and are now raising children in post war
family houses, often in areas of the country with rapidly growing
populations. The focus of expenditure is on equipment for the
home and garden, and the immediate family unit is the principal
focus of leisure activities.
People whose pattern of living is distinctively rural. They live not
just outside major population centres but also deep in the
countryside, in small communities which have been little
influenced by the influx of urban commuters. These are places
where people with different levels of income share attachments
to local communities, and where engagement with the
community and with the natural environment is more important
to most residents than material consumption.
People who have successfully established themselves and their
families in comfortable homes in mature suburbs. Children are
becoming more independent, work is becoming less of a
challenge and interest payments on homes and other loans are
becoming less burdensome. With more time and money on their
hands, people can relax and focus on activities that they find
intrinsically rewarding.
The 2009 assessment identified that the largest segment profiled for
Cornwall is the ‘Ties of Community’ group, which accounted for 25.3% of
households in the area. Neighbourhoods of ‘Ties of Community’ are very
old established communities that have, by tradition, relied on manual rather
than white-collar jobs for employment. As a result, in past generations,
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relatively few children have been motivated to stay on at school to obtain
technical qualifications and the labour force has little to offer employers
other than craft skills. Communities of this type contain a younger than
average population, with many young married couples and co-habiting
partners bringing up young children benefiting from social support
networks. Many people are likely to live out their entire life in these
neighbourhoods. This situation is not considered to have changed since
2009.
The view that Cornwall has an elderly population is borne out to some
extent by identification of the ‘Grey Perspectives’ category as second largest
group. It also has the greatest differential from the ‘National Percentage’,
and, therefore, should be considered to have a relatively elderly population.
Management and operation of sport and recreation facilities will need to be
cognisant of the profile of both categories to maximise their impact and
enhance financial viability.
To this extent, the mosaic profile of Cornwall would suggest that sport and
recreation facilities should be well targeted, affordable and cater for a mass
market by intrinsically rewarding a range of tastes. Further (spatial)
analysis would help to identify synergies between participation levels and
communities/areas with specific characteristics (i.e., how individual facilities
should be programmed and marketed).
Top 5 sports
Active People Survey 6 (APS6) and population data from the ONS Annual
Population Survey 2012 identify that the top five participation sports in
Cornwall are swimming, cycling, athletics, gym and football as illustrated
below. Participation rates for swimming and cycling s are higher than
regional and national figures, athletics is about the same and in the case of
gym and football the rates are lower.
Top 5 sports in Cornwall with regional and national comparison
Sport
Swimming
Cycling
Athletics
Gym
Football
Cornwall
Number
Rate
67.3
15.2%
54.1
12.2%
30.6
6.9%
26.6
6.0%
23.6
5.3%
South West
Number
Rate
546.1
12.7%
428.0
10.0%
301.7
7.0%
367.4
8.6%
259.1
6.0%
England
Number
Rate
4,870.4
11.6%
3,486.0
8.3%
2,915.7
6.9%
4,475.7
10.6%
3,018.2
7.2%
Source: Active People Survey 6, Population data: ONS Annual Population Survey 2012
Sport and recreation facilities
Active Places Power (APP) allows sports facilities in an area to be identified.
Nationally, it contains information about over 50,000 facilities, across
eleven facility types. The 2014 assessment or indoor leisure facilities
focuses on seven facility types. These are:
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






Sports halls
Swimming pools
Squash courts
Indoor tennis courts
Indoor bowls facilities
Health and fitness gyms
Studios
Indoor leisure facilities provided by Cornwall Council are:
Name
Dragon Leisure Centre
Helston Sports Centre
Lux Park Leisure Centre
Newquay Sports Centre
Newquay Water World
Penzance Leisure Centre
Phoenix Leisure Centre
Polkyth Leisure Centre
Saltash Leisure Centre
Ships & Castles Leisure
Pool
Splash Leisure Pool
St Ives Leisure Centre
Truro Leisure Centre
Wadebridge Leisure Centre
Facilities
Sports Hall, Swimming Pool, Artificial Turf Pitch,
Health and Fitness Gym, Studio and Indoor Tennis
Swimming Pool, Health and Fitness Gym, Studio
Sports Hall, Swimming Pool, Artificial Turf Pitch,
Health and Fitness Gym, Studio and Indoor Bowls
Sports Hall, Health and Fitness Gym and Studio
Swimming Pools and Health and Fitness Gym
Sports Hall, Swimming Pool, Health and Fitness Gym
and Studio
Sports Hall, Swimming Pool and Health and Fitness
Gym
Sports Hall, Swimming Pool, Health and Fitness Gym
and Studio
Swimming Pool, Health and Fitness Gym and Studio
Swimming Pool, Health and Fitness Gym and Studio
Swimming Pool
Swimming Pool, Health and Fitness Gym and Studio
Sports Hall, Swimming Pool, Health and Fitness Gym
and Studio
Sports Hall, Swimming Pool, Health and Fitness Gym
and Studio
Partnership working
In recent years, previous Local Authorities in Cornwall have built strong and
important partnership-based relationships both internally and externally.
This could have significant benefit for development of sport and recreation
and in the context of future facility development. Key to this is ensuring
that a justified and agreed approach underpins future decisions with regard
to sports and physical activity across the County.
Positioning of current sport and recreation facilities
The County comprises several areas that exhibit different characteristics
(e.g., the China Clay area is one of the most disadvantaged). Each has
significantly different profiles in terms of population density and ‘make up’.
The East - West divide (as identified by many people that live and work in
the County) is another significant characteristic. The location and facility
mix of sport and recreation opportunities should reflect this as demand and
convenience is likely to differ considerably from place to place.
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Current sport and recreation provision in Cornwall is the result of a
combination of differing priorities, policies, political decisions and
opportunism during two tier local government. Fortunately, this has
resulted in a fairly balanced distribution of indoor sport and recreation
facilities across the Area. Cornwall Council currently operates 12 bespoke
sport and recreation/leisure facilities through a contract with Tempus
Leisure. It is also responsible for Penzance Leisure Centre under a PFI
agreement, provides two 400m all-weather athletics tracks and leases or
maintains several grass pitch sites.
Management arrangements
Cornwall Council inherited a variety of different arrangements for managing
sports facilities. They are summarised below:
Method
Dual-use
(school)
Venue(s)








Dual-use
(college)


External
operator
Contract/lease
duration
Budehaven Leisure Centre
Camborne Science and
Community College
Helston Community
College
Liskeard School and
Community College
Wadebridge Leisure
Centre
Penair School
Truro School
Truro High School
-
-
Truro and Penzance
College (Truro and
Penzance)
Cornwall College
(Camborne)
-
-
Dual-use
(university)

Tremough Campus
FX Plus
Trust


Truro Leisure Centre
Ships & Castles Leisure
Pool
Dragon Leisure Centre
Helston Sports Centre
Lux Park Leisure Centre
Newquay Sports Centre
Newquay Water World
Phoenix Leisure Centre
Polkyth Leisure Centre
Saltash Leisure Centre
Splash Leisure Pool
St Ives Leisure Centre
Carn Brea Leisure Centre
Tempus
Leisure
Trust
Until March 2017
Carn Brea
Leisure
Trust
Until 2099











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Method
Private Finance
Initiative (PFI)
Venue(s)
External
operator
Contract/lease
duration

Camelford Leisure Centre
Camelford
Leisure
Trust
-

St Just Leisure Centre
St Just and
District
Sports
Association
Limited
-

Penzance Leisure Centre
Parkwood
Leisure
Until 2036
Although technically not ‘public sector sports facilities’, Carn Brea Leisure
Centre, Camelford Leisure Centre and St Just Sports Centre are operated by
‘community groups’ for local benefit. They are operated by ‘not-for-profit
companies’ and generally operate with small margins and limited reserves.
Recent local authority funding is likely to extend the facilities operational
life, but this should be considered to be exceptional (or one-off). Carn Brea
Leisure Centre is the largest indoor sports facility in Cornwall and contains
the only 8-badminton court sports hall in Cornwall. Its redevelopment (and
relocation) has been included in various plans to regenerate the Camborne,
Pool and Redruth area.
St Just Sports Centre is managed and operated by St Just and District
Sports Association Limited. The principal user of the facility (and an
important source of income) is Cape Cornwall School. The Centre’s
catchment area is rural and the resident population relatively small. It
doesn’t have a sinking fund and its financial situation is precarious, with
expenditure regularly exceeding income. Consequently, fund raising,
voluntary work and grants from external organisations have helped to
improve the Centre’s financial viability. Under the terms of lease, however,
the facility would ‘return to’ Cornwall Council if the Centre ‘failed’.
Fowey Community Leisure Centre is also part of a secondary school (i.e.,
Fowey Community College), and although not operated by Cornwall Council
(it’s managed by the Community College) it is also considered to be a
‘public sector dual-use centre’. The Centre’s catchment is also rural and
relatively small.
The variety of management arrangements is complex and cumbersome and
reduces the efficiency and effectiveness of ‘public sector sports’ facilities.
There would be significant benefits from adopting a single approach to
management of public sector sports facilities, including:




Efficiency savings (e.g., reduction in duplication).
Increased collective purchasing power (i.e., larger bulk orders).
More effective targeting of subsidy.
Opportunities to ‘standardise’ fees and charges.
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14

A single approach to performance measurement and demonstrating
the cultural and social value of public sector sports facilities.
Consequently, it would be prudent to progressively bring all public sector
sports facilities ‘under one roof’ so that they are managed under the same
arrangements.
Age of facilities
A significant proportion of Cornwall Council managed and operated sport
and recreation facilities were built (or converted) between the late 1970s
and early 2000s. A substantial proportion of its stock will reach the end of
its ‘shelf life’ and need to be refurbished in the short to medium term. A
staged approach to rebuilding/refurbishment of these facilities is required.
Dual-use sport and recreation facilities
Schools can provide an environment to promote the foundation for a lifelong
involvement is sport and recreation. The importance of the delivery of
sporting opportunity through curricular and extra-curricular activity and the
linking of school based experience into voluntary sector participation cannot
be over-estimated.
Dual-use facilities (whether provided for community use by Cornwall Council
or individual schools) are an important element of the sports facilities
network in Cornwall. A more commonly adopted and understood definition
of ‘dual/community use’ would provide greater consistency and potentially
help to reduce increasing use of school sports facilities (e.g., sports halls)
for non-sports activities (e.g., exams), to the detriment of sustained PE and
community sport activities. A potential definition is identified below:
“The efficient, effective programming of sport and recreation facilities for
the benefit of the local community”.
Greater consistency with regards to the following areas of operation would
also be beneficial:









‘Community’ hours (i.e., when sports halls will be available for
community use).
Fees and charges, so that the cost of an activity is similar throughout
Cornwall.
Commitment to achievement (awareness and understanding of) local
authority aspirations.
Programming of facilities that is developmental as opposed to ‘static’.
Awareness of and overall understanding of local need (and how
sports halls could help to address locally significant issues).
Knowledge/understanding of clubs, leagues etc., in the community.
Clear revenue income and expenditure models (e.g., what is a
justifiable cost/expense).
Appropriate staffing levels.
How affordability can be optimised/justified.
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Perceptions of leisure services
There is no contemporary information about perceptions of leisure services
provided by Cornwall Council. This situation will soon be rectified with
results from the recently commissioned household survey.
Priority afforded leisure (by Cornwall residents and/or Cornwall Council
Members) in previous surveys has invariably been low, with good health
and wellbeing, affordable housing, activities for young people, tourism and
the environment amongst the priorities.
The inference is that the provision of Cornwall Council leisure facilities is a
relatively low priority, although it could contribute towards other priorities
(e.g., health and wellbeing, tourism etc.).
Voluntary sector sports clubs
There appears to be a relatively strong tradition of club membership/loyalty.
The range of opportunities is generally good. However, with a few
exceptions, there appears to be a relatively strong tradition of informal
activity (i.e., activity that is not club based). The net effect is a vibrant
voluntary sport and recreation sector that has limited capacity and is reliant
on the dedication of a few individuals.
A survey in 2014 of voluntary sector sports clubs in Cornwall in association
with Cornwall Sports Partnership identified that:

The majority (i.e., about three quarters) of sports clubs either hire or
lease facilities.
Does your club own, lease or hire the main leisure facilities it uses?
Own
Lease
Hire

Facilities used by sports clubs are generally provided by Cornwall
Council and schools.
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16

Parish Council are also identified as sport and recreation facility
providers.
If you lease or hire your facilities, who is this from?
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
School



Cornwall
Council
Parish Council Leisure Centre
Private
Provider
A significant number of respondents are facility owning clubs (i.e.,
they own the facilities that they use). This tends to be outdoor
sports.
The majority of facilities are reported to be in either good or
adequate condition that could be improved by redecorating the
facility.
Club membership has generally increased (in all categories) over the
last three years. Reasons for this were identified has greater health
awareness and an ageing population.
Overall, has this increased or decreased over the last 3 years?
60
50
40
30
20
10
0
Increase
Leisure Resources Strategy Background information (v1)
October 2014
Active
officials/umpires/refe
rees
Active Volunteers
Active Qualified
Coaches
Disabled
Adults
Children/Young
people
Decrease
17


Access to facilities is identified as a main challenge, albeit relatively
insignificant, for sports clubs.
Increased funding and easier access and availability to facilities are
identified as potential improvements that could be of greatest help to
sports clubs.
Links to
Schools
Inspire
volunteers
Recruit
volunteers
Encourage
sports coach
training
Encourage
more sports
coaches
Encourage
club
membership
Increase
access to
funding
Advocate
better quality
sports facilities
Improve the
availability of
facilities for…
Improve
access to
facilities for…
What do you think Cornwall Council and Cornwall Sports Partnership
could do to help sport and recreation clubs in Cornwall?
National Governing Bodies of sport (NGBs)
The general aspiration of NGBs is to increase activity levels. Consideration
of their facility aspirations is limited. A review of Whole Sport Plans for
NGBs responding to the Council’s (and Sport England’s) survey identifies
that:






Generally, no capital funding is available.
Facilities used by indoor facility dependent sports (plus 400m allweather athletics tracks) need work doing to them.
The unavailability of facilities adversely impacts on sustaining growth
in participation.
The transition of young people to regular club participation is
problematic.
There is an aspiration (amongst some NGBs) to increase the number
of dedicated/specialist facilities.
Access to multi-use facilities, particularly in the public sector (e.g.,
leisure centres) is problematic.
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Views of Cornwall Councils’ elected Members
A survey of 123 Cornwall Councils’ elected Members in June 2014 identified:


Activities for Young People (52%), Improving Health and Wellbeing
(53%) and Opportunities to learn to swim in an indoor pool (34%)
were their primary objectives for providing sport and recreation
facilities.
Increasing physical activity levels and improving physical and mental
wellbeing was the most important objective for the Council providing
sport and recreation – as illustrated in the figure below.
Figure 1: What objectives do you think Cornwall Council should have in
providing sport and recreation?



In terms of the Councils’ emerging strategic priorities, increasing
physical activity levels and improving physical and mental health and
wellbeing (i.e., Healthier Communities) was the principle justification.
In terms of providing facility based activities, providing activities for
young people (55%), followed by sport and recreation for disabled
people (29%), were the primary reasons for the Council to provide
sport and recreation facilities.
Provision of 25m swimming pools (36%) and sports halls (34%) were
rated highest in terms of the types of sport and recreation facility, as
illustrated in the figure below:
Leisure Resources Strategy Background information (v1)
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Figure 2: Rating of indoor sport and recreation facilities.

The transfer of sport and recreation facilities out of Council control
was the preferred statement in relation to what the Council could do
(see below). Other options were:
o Cornwall Council should continue to provide the current level of
facilities.
o Cornwall Council should reduce the level of provision.
o Cornwall Council should reduce current facilities but invest in
other interventions.
o Cornwall Council should stop providing leisure facilities and invest
in other interventions.
o Cornwall Council should stop providing leisure facilities and close
them.
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Figure 3: Rating of options.
Views of service users
Information about/from leisure facility users is limited and anecdotal.
Tempus Leisure has consistently operated Council facilities so that they are
well used, customers are satisfied and membership has increased.
However, there isn’t a detailed breakdown of who uses them, for what
specific activities or where they come from. Tempus Leisure’s monthly
reports are based on the following performance indicators:






Total throughput of in-house leisure facilities (which is a cumulative
measure)
Customer Satisfaction
Display Energy Certificate
Utilisation of Facilities
Adult participation in sport and active recreation
Management Fee per user
Views of service non-users
The main surveys that have gathered the views of people in Cornwall to
highlight priorities and key cross cutting issues for all services are:





Place Survey (2008)
Young People’s Manifesto (2011)
Community Network Area Issues (2009/10)
Partners and Communities Together (PACT)
Quality of Life Survey (2007)
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
Tell Us Survey of children and young people (2009)
Four issues come out consistently across each of the studies: income and
jobs, affordable housing, activities for children and young people and
traffic/transport.
The Place Survey (conducted in 2008) was the biggest public survey on
record (with the exception of the census). Its findings remain of critical
importance as the response rate was very high and it explored what was
important to people. It identifies ‘affordable decent housing’ as the main
concern of local people.
‘Having a place to go with friends’ featured in the top five priorities from the
Tell Us survey, Place Survey, Quality of Life Survey and in community
networks.
Contemporary information in relation to identification of key issues was
based on a survey (in April/May 2014) of Community Network Managers.
They identified key characteristics that affect participation in leisure
activities as:








The distances between facilities.
The cost of using leisure facilities is relatively expensive.
A diversity of attitudes towards leisure and health.
High levels of unemployment.
High levels of abuse, neglect and food poverty.
Transport.
Low wages.
High levels of anti-social behaviour, domestic violence teenage
pregnancies and obesity.
Communities are concerned about:







Access to services, which is becoming more problematic for some.
The reduction in services.
Rural isolation.
Beach cleaning and the maintenance of promenades.
Debt, poverty, poor housing and lack of well paid jobs.
The living wage and finding time for leisure.
Development and access to leisure facilities.
In terms of whether or not volunteers should be involved in operating
leisure centres, Community Network Managers unanimously felt that they
should.
In addition, Cornwall Marine Network members, in a survey in May 2014,
identified that participation in marine sport and recreation has, in general
and in their view, increased in the last three years, primarily because of
improved marketing and product development (particularly in water sports).
More of the same is (in their view) required to sustain the increase.
Leisure Resources Strategy Background information (v1)
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However, Network Members also thought that developing local capacity and
increasing funding are important to achieve.
Facility improvement is identified as a key area for development, as are
engaging with schools, reduced fees and charges and improved transport.
Keeping costs (to users and non-users) to a minimum is a concern of many
respondents, and something that Cornwall Council should be aware of and
could (potentially) do something about.
Leisure facilities
Condition of Cornwall Council’s leisure centres
A survey of electrical, mechanical, building fabric and swimming pool
elements (excluding Penzance Leisure Centre) of Cornwall Council’s indoor
leisure facilities was carried out in at the end of 2013. It assessed elements
of the buildings and or their systems which currently or are likely in the
foreseeable future to cause a problem, which without improvement, pose a
risk of closure or sudden failure of the facility’s operations.
The condition survey identified that a significant amount of work is required,
immediately and in the future, to improve the Council’s facilities. The
Council’s elected Members subsequently approved immediate expenditure
for the most urgent works.
Indoor leisure facilities
The Council’s assessment of indoor leisure facilities in 2014 included indoor
leisure space regardless of who provides it. Please see the Indoor Facilities
Assessment report for details, assessment and findings.
The Council owns Princess Pavilions Falmouth, Gyllyngdune Gardens and
the Garden Rooms. They are part of the same leisure complex that provides
a varied programme of entertainment and events throughout the year. Our
leisure contract with Tempus Leisure requires them to operate it for us.
Leisure membership
Tempus Leisure operates the ‘Breeze’ card scheme that is used to gain
admission and other advantages (such as early booking) at 14 leisure
facilities. Fees and charges (in July 2014) are as follows:
Breeze Membership Type
Breeze Active membership
Age
Range
Annual
Charge
4 - 18
years
£165.00
Monthly
Direct
Debit
£15.00
4 - 11 years (Site specific rules apply)
 Unlimited swimming during public sessions
 Unlimited selected fun swim sessions
12 - 15 years (Site specific rules apply)
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Monthly
Direct
Debit
Age
Range
Annual
Charge
19 59 years
£365.00
£33.50
N/A
£23.00
Breeze Senior membership
60+ years £286.00
 Free Induction
 Unlimited use of fitness suite
 Unlimited swimming during public sessions
 Unlimited fitness classes (except courses)
 Unlimited pool classes and fit swim
 Free programmed assessments
Breeze Swim membership
19+ years £231.00
 Unlimited swimming during public sessions
Breeze Swim Plus membership
19+ years £302.50
 Unlimited swimming during public sessions
 Unlimited pool classes and fit swim
 Parent and toddler sessions
 Online booking (as available)
 Coached / Lead / Advanced sessions (as
available)
£26.00
Breeze Membership Type
 All of the above plus
 Junior gym induction
 Junior gym sessions
16 - 18 years (In full time education)
 Full Breeze Adult membership benefits
Breeze Adult membership






Free Induction
Unlimited use of fitness suite
Unlimited swimming during public sessions
Unlimited fitness classes (except courses)
Unlimited pool classes and fit swim
Free programmed assessments
Breeze Learn and Swim membership
under 16s
 Weekly swimming lesson
 Intensive swimming courses
 Unlimited swimming during public sessions
 Fun swimming sessions
 Holiday activities priority booking
 Wave Rave sessions (Ships & Castles only)
 Free swimming hats
£21.00
£27.50
In April 2014 there were 5,375 Breeze members and 1,365 swim members,
which is an increase of approximately 500 members during the previous
year. Analysis identifies that members are associated with the following
facilities:
Facility (Location)
Splash Leisure Pool(Bude)
Dragon LC (Bodmin)
Breeze
Members
Swim
Members
2
476
83
101
Leisure Resources Strategy Background information (v1)
October 2014
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Facility (Location)
Helston LC
Lux Park (Liskeard)
Phoenix (Launceston)
Polkyth LC (St Austell)
Saltash
Ships & Castles LC (Falmouth)
St Ives
Truro LC (Truro)
Wadebridge
Waterworld (Newquay)
Total



Breeze
Members
Swim
Members
554
608
360
730
468
436
633
541
56
511
108
82
69
183
115
28
98
317
58
123
5,375
1,365
The largest number of combined memberships is associated with
Polkyth Leisure Centre (in St Austell), which is also the facility with
the largest number of Breeze Members associated with it.
The facility with the fewest number of combined memberships
associated with it is Splash (in Bude). This facility also has the
fewest Breeze Members associated with it.
Some facilities, and their associated geographic areas, have
significantly higher membership levels than others.
Utilisation
Utilisation of the Council’s leisure facilities operated by Tempus Leisure is
reported (by Tempus Leisure) to be above target at 86.40%. This is
considered (by the Council’s Leisure Strategy Officer, and others) to be a
crude measure that is based on whether or not a facility within a leisure
facility operated by Tempus Leisure is used or not. In addition, there is no
data available that would enable geographic and/or usage analysis.
Playing pitches
Cornwall Council owns, manages, maintains, licenses or leases 41 grass
pitch sites, which is about 6.5% of the total number of grass pitch sites in
Cornwall. In other words, the Council only has a minor role to play in the
provision of grass pitches. Unfortunately, there are declining financial
resources for grass pitches, ageing facilities and changes in demand. Added
to which, the Council has limited scope to change its arrangements.
Cornwall Councils’ athletics tracks
Demand for, and use of, all-weather 400m athletics tracks is based on the
availability of two in Cornwall (i.e., at Par Recreation Ground and Carn Brea
Leisure Centre). The Council subsidize both of them, albeit through
different arrangements.
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Fees and charges
The original intention of Discretionary Rate Relief (DRR) was to support
charities and non-profit making organisations in their work in the local
community and to help and support the Council’s corporate objectives. The
cost of relief is currently borne jointly by Central Government and the
Council.
Changes to DRR administration by Cornwall Council, so that it is consistent
with the Council’s budget strategy, require applicants to achieve three
levels. Assuming these are achieved a voluntary sector sports club are
most likely to receive the following DRR:


Up to 35% for a club with a rateable value of over £20,000.
Up to 75% for a club with a rateable value of £20,000 or less.
Anecdotal information would suggest that, as a result of changes (i.e., most
voluntary sector sports clubs previously received 100% DRR), costs for
sports clubs have significantly increased and that some sports clubs could
be financially unsustainable as a result.
Disability
Leisure interests are often at the core of healthy lifestyles and quality of life.
They provide opportunities for disabled people to develop personal
interests, talents and abilities. Significant numbers of disabled people in
Cornwall are referred to Leisure Centres. However, physical access to
Centres (including proximity/condition of parking) is often poor. In
addition, access to outdoor leisure activities (e.g., footpaths, beaches) can
be problematic, particularly for wheelchair users.
Providers of leisure facilities are responsible for Disability Discrimination Act
compliance. Consequently, Cornwall Council is responsible for ensuring that
discrimination does not occur. This includes the need to make reasonable
adjustments for people with disabilities.
Sport and recreation development/Community leisure
Cornwall Council’s leisure contract
Our leisure contract with Tempus Leisure Limited is based on operation of
12 leisure centres, two other leisure facilities and providing leisure outreach
programmes, for which we pay an annual management fee. We also pay
the utility costs and facility maintenance costs. The cost of the annual
management fee has reduced significantly and will continue to fall.
The Council’s primary leisure contract is with Tempus Leisure Limited. It is
for five years from December 2011, with an option to extend it for a further
five years. The Contract based on operation of 14 leisure facilities.
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The Council also has a Private Finance Initiative (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, including contracted leisure facility utility and
maintenance costs.
The current level of Council spending is not affordable within the budget
allocated to the service and the Council’s total funding is set to reduce
significantly over the next five years. 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.
Tempus Leisure has consistently operated our facilities to our satisfaction,
so that they are well used, customers are satisfied and membership has
increased. However, we don’t have a detailed breakdown of who uses
them, for what specific activities or where they come from.
Several of the outcomes specified in Cornwall Council’s leisure contract with
Tempus Leisure are delivered via the charity’s Community Leisure activities.
Cornwall Sports Partnership (CSP)
The Cornwall Sports Partnership represents a group of organisations that
have joined forces to make sport and physical activity a part of everyday
life in Cornwall. It is run by a core team based in New County Hall, Truro
and hosted by Cornwall Council. The main funding for the team comes from
Sport England, and the Council provides most of the employment and office
services that the team uses.
The Partnership is a key link in the chain between Cornwall and national
policies. Its main aim is to make a marked difference in participation in
sport in Cornwall. The Partnership’s strategic director is line-managed by a
council officer and it has a Board that is advisory. It doesn’t appear to be
involved in the Council’s reporting mechanisms. Its performance
management arrangement systems are different too.
Cornwall and Isles of Scilly Health Promotion Service
Health promotion activity in Cornwall and Isles of Scilly aims to help people
to live longer and raise life expectancy to that of the best levels in Europe,
whilst reducing the gap between the health of the wealthiest and poorest.
The Health Promotion Service in Cornwall and Isles of Scilly aims to provide,
support and encourage good health promotion practice across Cornwall and
Isles of Scilly. This is achieved through the provision of:



Projects delivered directly to the public
Training
Advice and consultancy
Leisure Resources Strategy Background information (v1)
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

Resources
Information and key health messages
The key areas of work include:









Healthy weight – healthy eating and physical activity
Sexual health, including teenage pregnancy
Smoking and tobacco control
Alcohol
Skin cancer
Mental/emotional health including suicide prevention
Healthy Schools
Healthy Workplaces
Learning Disabilities
The Service works to ensure that information is available in a range of
formats and languages, and reasonable adjustments made to training and
service delivery to ensure it is accessible to a broad range of people. Work,
where appropriate, is focused in areas of highest deprivation.
There is potential duplication between what the Council pays Tempus
Leisure to do, what Cornwall Sports Partnership does and some activities
that Health Promotion are involved in.
Town/Parish councils
There are 213 Town and Parish Councils within Cornwall. They have a
variety of powers and duties vested in them through Acts of Parliament.
However not all Parish and Town Councils decide to exercise all these
powers.
Devolution and active partnering gives Parish and Town Councils a bigger
role in delivering local services. Devolution can be in several forms, ranging
from devolved local management arrangements, delegation of a service for
which a fee is paid, through to full devolution of the responsibility for a
service that Cornwall Council will no longer have responsibility.
Some Councils focus on their representative role, campaigning on local
issues and lobbying other agencies to take action. Others carry out an
enabling role, funding local projects and organisations, whilst some provide
services and amenities from allotments to bus shelters, recreational areas
and play areas. Parish and Town Councils in Cornwall differ in size and
capacity and this has been acknowledged in the Active Partnering
framework.
Talent development
Talented young people in Cornwall find it harder to realise their sporting
potential, primarily because:

Travel costs for training and competition are relatively high.
Leisure Resources Strategy Background information (v1)
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



Accommodation costs associated with training and competing out of
County are also high.
Opportunities to attract private sponsorship are limited.
Travelling times and distances associated with training and
completion out of County are problematic for young people involved
in examinations.
Facilities available for competition are generally considered to be
poor. For example, there are no 8-lane pools, suitable for county
competition (and above), in Cornwall.
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SECTION 3
LEISURE’S POTENTIAL IMPACT IN CORNWALL
Crime and community safety
What is the current situation?
The Devon and Cornwall Constabulary covers the largest geographical police
area in England, extending 180 miles from the Dorset and Somerset
borders in the east to the Isles of Scilly in the west. The Forces’ objective is
to remedy the root causes of crime and disorder rather than just tackle
symptoms as they appear. It aims to work in partnership with other
agencies to:




Address alcohol related violent crime
Reduce Anti-Social Behaviour
Curb domestic abuse
Reduce re-offending
What are the issues?
Currently, Safer Cornwall Partnership has 8 ‘priority’ towns








Penzance
Camborne
Redruth
Bodmin
Newquay
Liskeard
Falmouth
St Austell
These are the towns which have the highest rate per 1000 rate for the
stated priorities and generally have higher issues than the other towns.
What are the implications for Cornwall Council’s leisure provision?
The debate about the relationship between participation in sport and
recreation and crime tends to focus on ‘prevention’ or ‘diversion’ and the
‘rehabilitation of offenders’. The former tends to be based on relatively
large-scale sports programmes targeted at specific areas, or during specific
periods (e.g., summer sports programmes). The ‘rehabilitation’ approach
tends to be much smaller scale, concentrating on offenders. It tends to be
much less ‘product-led’ and be based on an intensive counselling approach,
in which the needs of offenders are identified and programmes adapted to
suit their needs.
There is evidence that participation in leisure (particularly sport and
recreation programmes) can help to reduce crime and disorder by
contributing to increased self-esteem, improved control and increased social
skills. However, there is no demonstrable relationship between participation
and outcome.
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Cornwall Council leisure provision could help to:





Reduce repeat offending.
Reduce anti-social behaviour.
Provide ‘diversionary’ activities.
Identify and develop ways of addressing concerns.
Refer people at risk of committing crime into leisure activities.
Planning
What is the current situation?
In March 2014 the ‘Proposed Submission Document’ of the Council’s Local
Plan advocates a ‘plan, monitor and manage approach’ for effective landuse in Cornwall. Its vision is to “achieve a leading position in sustainable
living”. Its overall aim is to support economic growth in Cornwall by
providing a positive planning policy framework. New development is
planned that will deliver:







422,400m square of employment floor space
Renewable and low carbon energies
Increased energy efficiency
Reduced resource consumption
47,500 homes at an average rate of about 2,100 2,300 per year
Affordable housing
Economic regeneration and economic growth
Towns and villages are central to the Plan. Outside of the main towns
vibrant local communities are encouraged to reinforce their role as
providers of employment; community; leisure; and retail facilities. The
main towns are:
















Camborne with Pool, Illogan and
Redruth;
Falmouth with Penryn;
Penzance with Newlyn;
St Austell;
Truro with Threemilestone;
Newquay;
Bodmin;
Launceston;
Bude with Stratton and Poughill;
Helston;
St Ives with Carbis Bay;
Saltash;
Hayle;
Liskeard and
Wadebridge
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According to the Plan community facilities are essential for local residents.
Any growth in jobs and homes needs to be supported by adequate
infrastructure provision.
As part of its supplementary planning guidance the Council will be producing
a Design Standards Supplementary Planning Document which will include
provisions for open space, sports and recreation and when published should
be used in conjunction with Sport England’s Technical Guide for Assessing
Needs & Opportunities regarding sport.
Development will be permitted where it supports the vitality and viability of
town centres and maintains and enhances a good and appropriate range of
community facilities. Community facilities should, wherever possible, be
retained and new ones supported. Loss of provision will only be acceptable
where the proposal shows:



no need for the facility or service;
it is not viable; or
adequate facilities or services exist or are being re- provided that are
similarly accessible by walking, cycling or public transport.
Although reducing a need to travel is central to the Plan, infrastructure and
services to enable movement will still be required and will be retained (i.e.,
the key transport network and associated infrastructure). The way the
public sector provides services will also be reviewed to complement this
approach. However, it puts considerable importance on finding viable
solutions to service provision and transport.
The Community Infrastructure Levy (CIL) is a means of collecting developer
contributions. It will sit alongside the Local Plan and help to provide funds
for infrastructure required over the next 20 years, which includes
development of sport and recreation facilities.
CIL will become the main source of developer contributions towards
infrastructure beyond the immediate needs of a development site. Section
106 (S106) obligations will remain, alongside the CIL, for infrastructure
requirements linked to the development site itself. S106 agreements will
also remain the vehicle through which affordable housing is delivered.
Developments will not be charged for the same item of infrastructure
through the S106 and the CIL.
CIL will be the only means of pooling infrastructure contributions from more
than five development sites.
Economic viability of development, and therefore the ability to afford a CIL
charge, varies across Cornwall for residential development. The County is
split into different five price zones for housing development.
Leisure Resources Strategy Background information (v1)
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32
What are the issues?
It is unlikely that the CIL will be able to provide the entire funding for a
scheme/project. The Council and its partners will have to continue to
identify alternative sources of funding and prioritise its CIL revenue
spending to ensure that those infrastructure schemes it considers most
important are prioritised.
The Council has very limited capacity in terms of ensuring that leisure and
achieving sports development outcomes are part of its strategic and
infrastructure planning.
What are the implications for Cornwall Council’s leisure provision?
Although predominantly a rural area there are local distinctions between
urban and rural areas. Construction of new/additional leisure facilities
should be ‘main town’ focused. Leisure facilities are important in terms of
adequate infrastructure provision.
Policy 17 is the most directly relevant policy (to the Council’s leisure
provision) in the Local Plan. This policy aspires to improve the health and
wellbeing of Cornwall’s communities, residents, workers and visitors, by
maximising opportunities for physical activity through the use of open space
indoor and outdoor sports and leisure facilities and travel networks
supporting walking, riding and cycling.
Play
What is the current situation?
In 2006 the Cornwall Play Strategy Partnership came together to create a
Play Strategy for Cornwall with the aim of constructing a coherent strategy
for improving free, outdoor play opportunities for all children in Cornwall. In
2007 Cornwall’s strategy “Positive About Play” was completed and as a
result Councils across Cornwall were able to draw down £1.2million for play
projects from the government’s Children’s Play Initiative administered by
the Big Lottery. Cornwall’s Play Strategy was produced in 2010 and has not
been adopted by Cornwall Council.
What are the issues?
Barriers to play in the 2010 strategy are identified as:
Barrier
Places to play
Comment
The Cornwall Council Play Value Audit in 2010 found some
excellent and some very poor play areas. In general,
many of the existing parks are doorstep parks that are in
desperate need of refurbishment.
Doorstep parks are very often the only place that children
living on housing estates have to play, other than the
street. However, many cases the evidence points to the
Leisure Resources Strategy Background information (v1)
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Barrier
Travel
Parental fear
Attitudes to children in
public places
Comment
fact that many children would rather play in the street
than in the park consistently claiming that the parks are
boring.
The lack of pavements is a significant factor undermining
parental confidence and preventing children from travelling
independently at times of their choosing to playgrounds
and other playable spaces in their own neighbourhoods.
This particularly affects households without access to a
car.
Fear of strangers, of danger from peers, of traffic, of being
seen as a bad parent, of children making a mess of
expensive designer clothes, these are all cited as barriers
to outdoor play.
No comment.
What are the implications for Cornwall Council’s leisure provision?
Development of appropriate doorstep parks and pavements are important in
terms of reducing some of the barriers associated with outdoor play.
Health and wellbeing
What is the current situation?
Health and wellbeing has many influences. Cornwall’s Health and Wellbeing
Board aims to make good health and wellbeing an integral part of services
in Cornwall.
A range of indicators suggest that a significant proportion of the County’s
population has health problems. For example, in 2012/13 69.8% of adults
in Cornwall were overweight or obese, and in 2011/12 there were 16.6%
obese children in the County. Both of which were significantly higher than
the national average, which were 63.8% and 19.2% respectively.
Over three quarters of the population in Cornwall (419,564) in 2011
identified their health as ‘good’. This reflects an increase of 12.6% in the
population who identified their health as ‘good’ between 2001 and 2011.
Conversely, there were 33,528 people in Cornwall who identified their
health as ‘bad’ in 2011 equating to 6.3% of the population (2011 census).
The percentage of the population in Cornwall who identified their health as
limiting their day to day activities a little or a lot rose to 21.4% (113,715
people), which was an increase of 13,114 people (1.1%) between 2001 and
2011. In addition, 63,192 (11.9%) people in 2011 undertook unpaid care
every week in Cornwall compared to 55,580 (11.3%) in 2001.
According to Public Health England (‘Health Impact of Physical Inactivity’),
in 2010 434 deaths could have been prevented by increasing levels of
physical activity among 40-79 year olds. In addition, physical inactivity in
Cornwall is estimated to have cost £11,947,128 in 2009/10.
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Life expectancy for both men and women is higher than the England
average. However, life expectancy is 5.9 years lower for men and 5.2 years
lower for women in the most deprived areas of Cornwall compared to the
most affluent areas.
The cost of health inequalities in Cornwall is rising, costing the local
economy £610 million a year (Health and Wellbeing Strategy 2013 – 2015).
The ‘Health Inequalities Strategy 2011 0 2016’ identifies five themes to
narrow and reduce inequalities in Cornwall. One of which is “increasing
active lifestyles”.
What are the issues?
It is well accepted that the habit of regular physical activity can be
beneficial. Since there is a high rate of inactivity in the population, the
majority of the population could benefit from increasing activity. The
benefits of a physically active lifestyle include:
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Reduced risk of osteoporosis, type 2 diabetes and heart attack.
Improved self-esteem.
Improved community cohesion.
Preventing ill health and reducing the number of people dying
prematurely.
Enhancing mental health, quality of life and self-reported wellbeing.
Delaying the need for care in older adults (age 65+).
Reducing health inequalities and improving wider factors of health
and wellbeing.
There is, however, limited evidence t (or local knowledge) that leisure
centres help to increase levels of physical activity.
The Cornwall Health and Wellbeing Board’s strategy identifies:

Four guiding principles:
o
o
o
o
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All actions to be geared towards people being encouraged and
supported where appropriate to lead as independent lives as
possible.
Encourage opportunities for integrated delivery.
Promote and encourage innovation and creative solutions.
Use the planning system to enhance health and wellbeing.
Three outcomes:
Outcome 1: helping people to live longer, happier and healthier lives
– aspires to increasing physical activity in Cornwall to reduce allcause mortality and improve life expectancy. Actions include:
o Significantly increasing the number of people in Cornwall taking
the recommended level of sport and physical activity.
Leisure Resources Strategy Background information (v1)
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35
o
Map and co-ordinate the provision of leisure and recreation
facilities etc.
Outcome 2: improving the quality of life - helping people in Cornwall
to live healthy lifestyles, make healthy choices and develop local
environments that support good health and wellbeing. Actions
include:
o Invest in preventative and early intervention approaches that
show.
o A demonstrative improvement in independent living and a
reduction in the need for health, social care and other
interventions.
Outcome 3: fairer life chances for all – aspires to tackle issues which
reduce healthy life expectancy. A factor that will help achieve this is
keeping physically active.
Actions identified above are responsive to identified issues.
Although health in Cornwall is generally good, when compared to the rest of
the country people in Cornwall typically live longer. The leading causes of ill
health and shortened life expectancy are:
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Heart attacks
Chronic heart disease
Cancer caused by smoking
Obesity
Drinking too much
What are the implications for Cornwall Council’s leisure provision?
The Health and Wellbeing strategy has two performance measures that
leisure facilities could contribute to:

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Reducing excess weight in adults (PHOF2.12)
Increasing the proportion of physically active adults (PHOF2.13)
Appropriate programming, pricing and referrals are required to increase and
sustain performance in these areas. With Cornwall Council’s Leisure
Centres operating at, or near, capacity increased use would be difficult to
accommodate without displacement of use. It also requires improved
confidence between referrers and facility operators.
However, there is limited evidence t that leisure centres help to increase
levels of physical activity.
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36
Economic development
What is the current situation?
Cornwall is an established major tourist destination and agriculture and
fishing are important industries. However, the area has low wages and low
household incomes. In addition, the area has consistently had some of the
highest rates of unemployment in the South West.
The 2011 Census identified that the total number of economically inactive
people in Cornwall in 2011 was 129,374 (i.e., a third of the working age
population). In 2011, 3.3% of the economically active working age
population in Cornwall were unemployed. Cornwall also has a higher
proportion of households with no adults in employment and dependent
children (3.1%) than the South West average (3.0%).
Cornwall Council analysis identifies that “the most common occupation is
‘Skilled Trades and Occupations’”, which includes skilled agricultural,
electronic, construction, textile and printing trades. In fact, Cornwall is
reported to have the 10th highest percentage of males employed in skilled
trades and occupations and the 9th highest percentage of females working
16 to 30 hours of the 348 local authorities in England and Wales. Gross
annual incomes are also relatively low, with the largest proportion being
below £20,000.
In addition, the area’s population has grown significantly. This expansion is
largely through inward migration, the majority of which has been people of
working age. This expansion masks an outward migration of young people
as a result of career and education opportunities elsewhere.
What are the issues?
Relatively low incomes significantly affect the ability of sections of the
resident community to participate in leisure (particularly sport and
recreation) on a regular basis. However, improved standards of living
resulting from more and better paid employment could help to improve this
situation.
Cornwall enjoys a distinct and strong cultural identity. This is accompanied
by a small but vibrant leisure sector. In 2004, research into “The sport
Economy in Cornwall and the Isles of Scilly” identified that:
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There were around 4,000 full-time equivalent jobs in the sports
sector.
Sport employment was split 50:50 between full-time and part-time
employment.
Sport employment was split 50:50 between male and female jobs.
There was a small but rapidly growing sport manufacturing sector
that concentrated on diving equipment, wetsuits, surfboards and boat
equipment.
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37
This research was updated in 2014 using a different and up to date data
source. It found that:

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
Employment had increased to an estimated 4,700 employees.
Cornwall and the Isles of Scilly had a higher percentage of people
employed in the sports sector than the average for England.
Gross Value Added (GVA) was estimated at £87million or 1.2% of
total output in 2011.
In a different study (the Watersports Participation Survey 2013 produced by
Arkenford Ltd.) found that participation in both boating and watersports
activities is increasing nationally. Participation in Northern Ireland (70%),
London (27%), South East (37%) and Wales (34%) were at an all-time high
for ‘any activity’. However, participation in the North East and East England
fell. In addition, and although activity using inland water is becoming more
significant, the coast continues to be a significant venue, particularly for
boating activities.
Leisure events can also have a positive financial impact on local economies.
It can also help to attract inward investment and enhance an area’s image.
But, without a ‘leisure product’ these potential benefits are not possible.
What are the implications for Cornwall Council’s leisure provision?
Sport and recreation make significant contributions to national, regional and
local economies. For example, small and medium enterprises (SMEs)
providing services to the leisure sector provide employment and generate
income into the local economy.
Sport and recreation are key components in the development of healthy
workplaces, which can help to reduce employment cost and improve
productivity.
Leisure could become a more valued ‘market segment’ that will help to
enhance the Area’s competiveness and promote it as high quality visitor
attraction.
Additional revenue generated through the staging of events can be
attributable to the additional expenditure generated in a local economy as a
result of an event. The additional expenditure generated by visitors is an
economic benefit that would be unlikely to occur without the event.
Tourism
What is the current situation?
The visitor economy continues to be a significant contributor to the Cornish
economy. It is increasingly a higher value, lower volume and multi niche
market that is far less seasonal. Cornwall is ranked number one for visitor
satisfaction, brand ranking, repeat business and loyalty.
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The draft Cornwall Visitor Economy 2014 - 2020 Strategy identifies the
Area’s strengths as landscape, coast, beaches, heritage and culture.
Surveys confirm that visitors see the Area as having a unique identity. The
Area’s weaknesses are identified as traditional low pay, low output, reliance
in part time, seasonal employment affordability and the strain on public
services due to the 4.5 million staying visitor trips.
What are the issues?
Whilst the areas’ coastal towns and beaches get most of the visitors, the
product elsewhere in Cornwall is less well developed and resourced.
Aspirations in the Cornwall Visitor Economy 2014 – 2020 are to make the
visitor economy high quality, highly productive and more resilient.
What are the implications for Cornwall Council’s leisure provision?
The Strategy’s’ aspirations will be achieved, in part, by developing the
cultural product (which includes “sports and active leisure, water sports,
nature-based country sports and fishing) and improving the year round
offer. Anecdotal information from leisure facility operators and Town
Council officials suggest that leisure centres contribute to the tourist offer
and help to increase visitor spend, improve employment, maintain
Cornwall’s destination and brand and to increase participation.
Transport
What is the current situation?
Transport is a major barrier to accessing services, employment and
training. In many of the sparsely populated rural areas, transport is a
necessity for obtaining even the most basic of services. However, over
16% (Census 2011) of the resident population in Cornwall do not have
access to a car.
The number of people who rely on public transport, walking or cycling is
probably even higher because even in those homes with a car not everyone
has access to it. In some places the lack of a car and poor public transport
combines to produce social exclusion.
The public transport network is poorest in East Cornwall than it is in West
Cornwall primarily because the local bus service network is more sparse.
Connecting Cornwall: 2030 is the key strategic policy tool through which the
Council exercises its responsibility for planning, management and
development of transport in Cornwall, for the movement of both people and
goods.
The identified challenges and opportunities are: climate change, peak oil,
economic downturn and deprivation, an ageing and inactive population, an
outstanding natural and built environment, delivering a sustainable
transport system, congestion, inter-urban travel, dominant private car use,
Leisure Resources Strategy Background information (v1)
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39
walking as a mode of travel and increasing bus use. It has six goals that
create a framework to address these issues:
1.
2.
3.
4.
5.
6.
Tackling climate change
Supporting economic prosperity
Respecting and enhancing the environment
Encouraging healthy active lifestyles
Supporting community safety and individual wellbeing
Supporting equality of opportunity
What are the issues?
The lack of access to services particularly affects young people. Unless
their parents or careers own cars, and are prepared to act as a ‘taxi
service’, young people are restricted in what leisure experiences they can
take part in. This situation is most acute in the most sparsely populated
areas. This situation is more of an issue in East Cornwall than West
Cornwall were the local bus service network (i.e., the primary means of
transport reported to be used by young people to travel to/from leisure
facilities) is poorest.
What are the implications for Cornwall Council’s leisure provision?
A fit-for-purpose network of leisure centres is required that helps to tackle
climate change (by helping to reduce motorised travel), supports economic
prosperity (through indoor facilities that enhance the tourist offer) and
encourages healthy active lifestyles. This is difficult to achieve particularly
in sparsely populated areas where it is more difficult to generate sufficient
income to cover expenditure.
Environment
What is the current situation?
Cornwall and the Isles of Scilly was chosen by the Government as a one of
the country’s first new Local Nature Partnerships. The Cornwall and Isles of
Scilly Local Nature Partnership was launched in October 2013.
Green infrastructure is an integrated network of multifunctional spaces
within and linking urban and rural environments which collectively have
significant environmental, social and economic benefits. It is a vital element
of sustainable communities. Networks of green spaces and corridors
provide opportunities for recreation, walking and cycling and also benefit
wildlife by conserving and enhancing habitats, and providing buffers from
development to important wildlife sites and watercourses.
Leisure Resources Strategy Background information (v1)
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Countryside Access
Access to the countryside in Cornwall in the past has largely been shaped
by land use needs, geography, distribution of natural resources and
settlement patterns. More recently access has been influenced by changes
in use such as recreation and tourism, the green transport agenda, and by
law specifically designed to enhance access, such as the Countryside Rights
of Way Act 2000. In addition, designations such as the Cornwall Area of
Outstanding Natural Beauty, with specific management plans that promote
access, have, together with externally funded initiatives enabled
enhancements to access.
Open spaces
Open space is land that is regularly available for recreational or sporting use
by the community, and also includes cemeteries and churchyards.
According to the draft 2014 Open Space Strategy for Larger Towns in
Cornwall strategy, open spaces are valued community assets improving
public health, wellbeing and quality of life, and bringing regeneration
benefits to an area.
Playing pitches
Cornwall Council owns, manages, maintains, licenses or leases 41 grass
pitch sites. This is approximately 6.5% of the total supply of grass playing
pitches in Cornwall. In addition, there are two 400m outdoor all-weather
athletics tracks.
While there are running clubs providing opportunities for jogging and road
running in most areas of Cornwall, access to specialist athletics facilities in
the County is more limited. There is a need for:


A comprehensive network of 400m, all-weather athletics tracks in
Cornwall.
An 8-lane 400m, all-weather athletics track capable of hosting
national and international competition.
What are the issues?
Countryside Access
Issues relating to countryside access include:
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Deliver improvements that enhance the links to and from the coast.
Continues to maintain and enhance the South West Coastal Path.
Manage and develop inland public rights of way.
Produce an e-Definitive Map.
Ensure that the Definitive Map reflects Public Right of Way network
priorities.
Improve Public Paths.
Leisure Resources Strategy Background information (v1)
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Protect the public rights of way network from the negative effects of
development.
Develop multi-use trails where they enhance recreational
opportunities, economic development and deliver environmental
benefits.
Increase and improve countryside access.
Ensure that there is sufficient capital and revenue costs agreed and
available before developing open spaces and/or multi-use trails.
Increase opportunities for access to and on inland waterways in
Cornwall.
Increase carriage driving routes where practicable.
Improve countryside access for cyclists.
Enable off road motorcycle use.
Ensure that legal use of byways continues.
Improve countryside access so that it continues to support tourism.
Open spaces
Research for the draft Strategy indicates that the community would be
satisfied with a small and proportional reduction in quantity of open space
categories where other types are available in abundance. The Strategy also
recommends that savings made by a spatial reduction should be used to
improve the quality of the open space that is available.
The Strategy identifies that “users of outdoor sports spaces are far better
served by larger strategic sites of a minimum of 1 hectare”.
Playing pitches
The Council is experiencing declining financial resources, ageing facilities,
and changes in demands that its current grass playing pitch and athletics
track provision is increasingly unable to satisfy.
What are the implications for Cornwall Council’s leisure provision?
Countryside Access
The current need for access to the Cornish countryside is assumed to be
largely lifestyle and leisure orientated. This access is vital to the health and
well-being of the resident population as well as the visitors that enjoy the
Cornish countryside all year around. The assumption should be
comprehensively and robustly tested.
Open spaces
There are several implications:


The quantity standard for children’s equipped play space per person
should be 40% higher than the current average.
The quantity standard for equipped youth facilities should be
approximately twice the current average.
Leisure Resources Strategy Background information (v1)
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
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Additional playing pitches (public, school and club), a child’s equipped
play and/or teen provision is required in all major towns in Cornwall.
Securing developer contributions as part of Section 106 and CIL
agreements to address are identified future shortfalls are identified as
Cornwall Council’s principal delivery/funding mechanisms.
Development of a network of multi-pitch sites (based on local need)
would be appropriate.
Playing pitches
Cornwall Council has limited scope in terms of addressing, changing and/or
influencing it license and lease arrangements and limited capacity in terms
of achieving sports development outcomes. But where appropriate (and
possible), the Council will strive to:

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
Address deficiencies in the number and quality of pitches and
ancillary facilities.
Enhance existing provision to support participation (within a
prioritised provision hierarchy).
Maximise access to its grass playing pitch facilities.
Support participation in pitch sports by working collaboratively.
Ensure the establishment and maintenance of a suitable structure to
ensure the implementation of the Playing Pitch Strategy.
There is limited justification for an additional 400m, all-weather athletics
track in Cornwall, although maintenance of existing facilities could be
improved.
Social inclusion
Social inclusion is a shorthand term for what can happen when people or
areas suffer from a combination of linked problems such as unemployment,
poor skills, low incomes, poor housing, high crime environments, bad health
and family breakdown. Access to services and opportunities is also
important.
The Indices of Multiple Deprivation (IMD) is a measure of how local areas
compare with others, and helps to understand a justification for providing
services.
What is the current situation?
In 2010, Cornwall’s overall deprivation score (as indicated by the Indices of
Multiple Deprivation) was 22.51, which ranked it 110 out of 353 areas in
England. However, there is concern that the relative affluence of some
areas masks the poverty of others.
The IMD is likely to underestimate the extent of deprivation in the Area.
For example, much of east and north Cornwall is sparsely populated with
the result that deprived individuals are less likely to be concentrated in
geographical clusters and consequently underrepresented by the IMD.
Leisure Resources Strategy Background information (v1)
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Where geographical concentrations of deprivation do exist in rural areas,
the problems can be ‘lost’ in the average for the ward. This is because rural
wards tend to be physically large and diverse in nature.
There is a long history of community action and self-help in Cornwall.
Nearly all organisations and initiatives operating in disadvantaged areas in
Cornwall employ professionals to work with communities. However, very
few use leisure (and in particular, sport and recreation) as a ‘development
tool’.
In 2010, the 20 most deprived wards in Cornwall (identified by IMD scores)
were:
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Camborne South Ward North Central
Penzance Treneere
Redruth North Ward West Central
Camborne West Ward West Central
Illogan Highway South
Penzance Central Ward East
Falmouth Penwerris Ward North
St Austell Gover Ward South East
St Blazey West
Bodmin St Mary’s Ward South East
Penzance Lescudjak and Ponsandane
Camborne West Ward East Central
Newlyn East
Liskeard North Ward Central
Penzance Town Centre Central
St Austell Poltair Ward South East
Falmouth Trescobeas Ward North
St Austell Mount Charles Ward North West
Penryn South
Redruth North Ward South West
Leisure centres that have catchments covering these areas that Cornwall
Council has an interest in are:
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Poltair Leisure Centre
Carn Brea Leisure Centre
Ships and Castles Leisure Centre
Dragon Leisure Centre
Penzance Leisure Centre
What are the issues?
The challenge for Cornwall Council’s leisure provision is to ensure that it is
truly accessible and that leisure is one of the interventions used to reduce
social exclusion. Accessibility to leisure centres should not only be seen in
terms of affordability and transport (although these are both important and
require targeted interventions), but should also be seen in terms of skills
development, crime reduction and health improvement.
Leisure Resources Strategy Background information (v1)
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What are the implications for Cornwall Council’s leisure provision?
One of the implications is that individuals and communities should be
engaged and help shape leisure provision where they live. Another is the
flexibility that leisure centre managers have in terms of providing facility
use for social inclusion interventions at times when demand is high without
losing income or that isn’t cost prohibitive for the intervention provider.
This would enable residents of deprived areas to use leisure facilities when
it is likely to be convenient for them to do so, rather than at less convenient
times when demand is less and costs can be reduced.
Education
What is the current situation?
Schools and colleges
There are 272 state-funded schools in Cornwall, comprising; 236 primary
schools, 32 secondary schools and four schools for children with special
needs. There are also two colleges and a university. There is reported
community use of sport and recreation facilities at several primary schools,
secondary schools, the colleges and university. Dual use arrangements
exist at the following (Cornwall Council/Tempus Leisure operated) leisure
centres:


Wadebridge School (Wadebridge Leisure Centre); and;
Helston School and Community College (Helston Leisure Centre).
Anecdotal information suggests that as well as site security, pupil safety
and operating costs, a barrier to increasing community use of school sport
and recreation facilities is their long-term maintenance and replacement.
Several operators have indicated that they don’t generate sufficient income
from community-use or have enough capital funding to be able to afford
major items of expenditure (e.g., roof replacement, boiler replacement),
that, if not fixed, could result in facility closure.
Adult education
According to Cornwall Council’s website, Cornwall Adult Education Service is
a community based organisation which currently makes use of over 350
venues across the County to reflect its commitment to make learning as
accessible as possible. The service seeks to provide a learning programme
which enables all adults in the County to develop their skills, knowledge,
judgement, interests and creativity, whatever their particular needs.
Link into Learning is the specialist ‘Skills for Life’ provider within Cornwall
Adult Education Service. It offers adult literacy, numeracy, English for
speakers of other languages and basic ICT skills.
Leisure Resources Strategy Background information (v1)
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What are the issues?
Low educational attainment underpins factors such as poor skills levels,
unemployment and low income. In addition, there is substantial evidence
that criminality is strongly associated with educational under-performance.
There is, however, little research that explores the precise relationship
between leisure and educational performance and evidence of the
relationship between physical activity and academic performance is
inconclusive.
There is also a potential overlap/duplication in some types of activities
provided as part of the adult education programme and those available at
some leisure centres in Cornwall. For example:

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
Yoga
Keep fit through dance
Badminton
Development of a ‘joint offer’ between the adult education service and
Tempus Leisure will help to minimise any duplication.
What are the implications for Cornwall Council’s leisure provision?
Cornwall Council leisure provision could contribute to:



Increasing opportunities for vocational training.
Helping to attract and engage under-achieving/disaffected people to
training programmes.
Helping to maintain/increase retention rate of local people accessing
training and education programmes.
Leisure Resources Strategy Background information (v1)
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APPENDICES
Appendix 1
Reviewed material
Information used comes from a variety of sources, including:
Strategy documents and files reviewed
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CIL_preliminary_draft_charging_schedule_CIL_WEB_Mar_14[1]
Cornwall Council Strategy 2014-18 Report
Cornwall Countryside Access Strategy 2007
Cornwall Physical Activity Strategy 070114
Cornwall Play Strateg2
Cornwall Visitor Economy 2014-20 Consultation
Cornwall's_CYP_Plan_2013-14[1]
Corporate_asset_management_plan_2010[1
Designed_Green_Infrastructure_Strat[1]
Economy_and_Culture_Strategy[1]
Future_Cornwall_24-1-11[1]
Health inequalities Strategy 2011 – 2016
Health_and_Wellbeing_strategy_WEB[1]
IC Inclusion Strategy March 2014.
LEP_Strategy_Document_2012-2020
Local_Plan_Proposed_Submission[1]
Local-Plan-Full-Council-Jan-14-General-Policies-v3
LTP3_Executive_Summary_proof_310311[1]
Maritime_strategy_2012[1]
Open Space Strategy for Larger Towns in Cornwall: recommendations
for future provision standards (DRAFT Mar 2014 v.8)
Sport England Strategy 2012-17
Reviewed evidence documents
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Active recreation in Swindon
BitesizeIMD[1]
BusTransportMap[1]
Census 2011
Cornwall PHOF February 2014
Cornwall's Joint Strategic Needs Assessment
Customer Access Programme/Strategy: Facts and Figures (2013)
improving-the-publics-health-kingsfund-dec13
makingthecase[1] (for physical activity)
Moving_living_more_inspired_2012
National curriculum in England physical education programmes of
study
Sport Economy in Cornwall and the Isles of Scilly (2004)
Tempus Leisure Review 01/12/2011 – 31/05/2013
The Sports Economy in Cornwall & the Isles of Scilly – Update (2014)
Watersports_survey_Market_Review_2013
Leisure Resources Strategy Background information (v1)
October 2014
47
Appendix 2
Policy context
The following section outlines a series of national and local policies
pertaining to the study and which will also be important in developing the
Strategy.
Strategy
Physical Activity
Strategy
Economy and
Culture Strategy
(2013 – 2020)
Cornwall Visitor
Economy 2014 2020
Summary and implications
(for the Council’s leisure provision)
This strategy aims to change people’s lives by creating
opportunities for physical activity at every life stage,
making it easier for more people to be healthy, fulfil their
potential, get involved in their local community and to be
more productive in the workplace. A wide range of
partners will be required to work together in a sustained
commitment.
Achieving this strategy will require the sustained
commitment of the local authority.
This strategy sets out the economic ambition for Cornwall
Council until 2020. It focuses on priorities over the next
four years. It builds upon Cornwall’s strengths and
provides a strategic direction linked to both established
and developing delivery mechanisms. The key impacts
that are aimed for are:

An economy that is resilient and draws upon our
strengths

Economic progress that has positive outcomes for
people and supports an improved quality of life

Responsible use of the natural environment as a key
economic asset

More local people employed in prosperous
businesses

An increase in skill levels, offering opportunities for
higher incomes

Business inter-connectivity supporting business and
employment growth

A vibrant business base where business can innovate
and flourish

An exemplar council, leading in the areas of business
friendly procurement, planning, regulation and using
the economic footprint to support local business.
CC’s leisure provision could contribute to Strategic Issue
3 (Creativity and cultural heritage) by helping to increase
levels of tourism business.
This strategy strives to ensure that the visitor economy
continues to be a significant contributor to the Cornish
economy. This will be achieved (in part) by making the
visitor economy more resilient. This will be achieved, in
part, by developing the cultural product, which includes
“sports and active leisure, … water sports, nature-based
country sports (and) fishing”. This will help to make
tourism less seasonal, increase visitor spend, improve
employment, maintain Cornwall’s destination and brand
and increase participation.
Leisure Resources Strategy Background information (v1)
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48
Strategy
Connecting
Cornwall: 2030
Positive About Play
2010 (Cornwall
Play Strategy) –
not adopted
Playing Pitch
Strategy
(emerging)
Summary and implications
(for the Council’s leisure provision)
Connecting Cornwall is the key strategic policy tool
through which the Council exercises its responsibility for
planning, management and development of transport in
Cornwall, for the movement of both people and goods.
The identified challenges and opportunities are; climate
change, peak oil, economic downturn and deprivation, an
ageing and inactive population, an outstanding natural
and built environment, delivering a sustainable transport
system, congestion, inter-urban travel, dominant private
car use, walking as a mode of travel and increasing bus
use. It has six goals that create a framework to address
these issues:
1. Tackling climate change
2. Supporting economic prosperity
3. Respecting and enhancing the environment
4. Encouraging healthy active lifestyles
5. Supporting community safety and individual wellbeing
6. Supporting equality of opportunity
This strategy aims to improve the experience of
childhood in Cornwall and support healthy, inclusive and
cohesive communities.
The implication for CC’s leisure provision is that it should
provide activity that is appropriate for children.
Cornwall Council owns, manages, maintains, licenses or
leases 41 grass pitch sites. It is experiencing declining
financial resources, ageing facilities, and changes in
demand by the community along with the opportunities
and competition posed by other providers in the market
place. The Playing Pitch Action Plan is based on a review
of the 2009 playing pitch assessment. It identifies how
Cornwall Council’s grass playing pitch resources will be
deployed.
Cornwall Council will seek to operate its ‘playing pitch
stock’ as effectively as possible. It will not proactively
seek to operate grass playing pitches in geographic areas
where it doesn’t currently have an operation, or
elsewhere. In addition, Cornwall Council has limited
scope in terms of addressing, changing and/or
influencing it license and lease arrangements and limited
capacity in terms of achieving sports development
outcomes.
The Council will strive to:
 Address deficiencies in the number and quality of
pitches and ancillary facilities.
 Enhance existing provision to support participation
(within a prioritised provision hierarchy).
 Maximise access to its grass playing pitch facilities.
 Support participation in pitch sports by working
collaboratively.
 Ensure the establishment and maintenance of a
suitable structure to ensure the implementation of the
Playing Pitch Strategy.
Leisure Resources Strategy Background information (v1)
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49
Strategy
Summary and implications
(for the Council’s leisure provision)
Athletics addendum: The Addendum identifies that there
are two 400m outdoor all-weather athletics tracks in
Cornwall (one at Par Recreation Ground and the other at
Carn Brea Leisure Centre) and that there are two clubs
based at them; Newquay and Par Athletics Club and
Cornwall Athletics Club. While there are clubs providing
opportunities for jogging and road running in most areas
of Cornwall, access to specialist athletics facilities in the
County is more limited. The addendum also details a
need for:
 A comprehensive network of 400m, all-weather
athletics tracks in Cornwall.
 An 8-lane 400m, all-weather athletics track capable of
hosting national and international competition.
Cornwall
Countryside
Access Strategy
(2007)
In conclusion, the addendum states that there is limited
justification for an additional 400m, all-weather athletics
track in Cornwall, although maintenance of existing
facilities could be improved.
The aim of this Strategy is to manage and enhance
access opportunities to Cornwall’s countryside.
Relevant leisure policies and actions relating to the coast,
public rights of way, footpaths, bridleways, promoted
trails, the definitive map, planning, permissive access,
information and awareness and meeting the needs of
users and managers are:
 Deliver improvements that enhance the links to and
from the coast.
 Continues to maintain and enhance the South West
Coastal Path.
 Manage and develop inland public rights of way.
 Produce an e-Definitive Map.
 Ensure that the Definitive Map that reflects Public
Right of Way network priorities.
 Complete the Public Paths Improvement
 Programme.
 Protect the public rights of way network to be from
the negative effects of development.
 Develop multi-use trails where they enhance
recreational opportunities, economic development and
deliver environmental benefits.
 Increase and improve countryside access.
 Ensure that there is sufficient capital and revenue
costs are agreed and available before developing open
spaces and/or multi-use trails.
 increase the
 Increase opportunities for access to and on inland
waterways in Cornwall.
 Produce an information strategy to meet the needs of
countryside access information provision.
 Increase carriage driving routes where practicable.
 Improve countryside access for cyclists.
Leisure Resources Strategy Background information (v1)
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50
Strategy
Towards a more
inclusive Cornwall
Summary and implications
(for the Council’s leisure provision)
 Enable off road motorcycle use.
 Ensure that legal use of byways continues.
 Improve countryside access so that it continues to
support tourism.
Inclusion Cornwall is a partnership of cross-sector
organisations dedicated to eradicating social, economic,
political, environmental or cultural exclusion in Cornwall.
Since 2004 it has challenged exclusion.
The Inclusion Strategy aims to:
1. Prevent exclusion from happening
2. Re-integrate those who have become excluded
3. Work continuously to deliver equality of
opportunity for all
4. Challenge bad practices to ensure inclusion for all
It has four themes:
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
Cornwall
Community
Infrastructure
Levy (draft
charging schedule)
Access information and support
Active Communities
Leadership and systems
Prevention
The challenge to CC’s leisure provision is to transform so
that it doesn’t have a detrimental impact, that access is
equitable and that active lifestyles are the norm.
One of the implications is that individuals and
communities should be engaged and help shape leisure
provision where they live.
The Community Infrastructure Levy (CIL) is a means of
collecting developer contributions. It will sit alongside the
Local Plan and help to provide funds for infrastructure
required over the next 20 years, which includes
development of sport and recreation facilities.
It is unlikely that the CIL will be able to provide the
entire funding for a scheme/project. The Council and its
partners will have to continue to identify alternative
sources of funding and prioritise its CIL revenue spending
to ensure that those infrastructure schemes it considers
most important are prioritised.
CIL will become the main source of developer
contributions towards infrastructure beyond the
immediate needs of the development site. Section 106
(S106) obligations will remain, alongside the CIL, for
infrastructure requirements linked to the development
site itself. S106 agreements will also remain the vehicle
through which affordable housing is delivered.
Developments will not be charged for the same item of
infrastructure through the S106 and the CIL.
CIL will be the only means of pooling infrastructure
contributions from more than five development sites.
Economic viability of development, and therefore the
ability to afford a CIL charge, varies across Cornwall for
Leisure Resources Strategy Background information (v1)
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51
Strategy
A Green
Infrastructure
Strategy for
Cornwall (2012)
Open Space
Strategy for
Larger Towns in
Cornwall
Summary and implications
(for the Council’s leisure provision)
residential development. The County is split into
different five price zones for housing development.
Green infrastructure is an integrated network of
multifunctional spaces within and linking urban and rural
environments which collectively have significant
environmental, social and economic benefits. It is a vital
element of sustainable communities. Networks of green
spaces and corridors provide opportunities for recreation,
walking and cycling and also benefit wildlife by
conserving and enhancing habitats, and providing buffers
from development to important wildlife sites and
watercourses.
This strategy guides and shapes the planning and
delivery of Cornwall’s green infrastructure up to 2030. It
provides a strategic framework to enable a focus on the
two main areas which are best able to develop and
deliver a well-planned and functioning green
infrastructure resource. These areas are:
 Where new housing and employment growth is likely
to be delivered through allocation of housing growth
and distribution options, as set out in the Core
Strategy.
 On a catchment level to increase the ability of natural
systems to function more effectively.
Open space is land that is regularly available for
recreational or sporting use by the community, and also
includes cemeteries & churchyards. Open spaces are
valued community assets improving public health,
wellbeing and quality of life, and bringing regeneration
benefits to an area.
16 urban areas based around the largest towns
estimated to have the greatest level of growth were
identified (as per the Local Plan). All open spaces
deemed as strategic and in most cases over a minimum
size, were mapped and categorized into one of 8 different
types including equipped children’s play, facilities for
teenagers, cemeteries & graveyards and allotments.
Evaluations and local consultations form the evidence
base for the setting of new quantity, accessibility and
quality provision standards. These standards are
necessary to inform town framework plans, etc and to
provide consistent guidance to developers.
12 key policies are recommended that support the
delivery of the provision standards and establish
principles for future residential development and for the
preparation of an Open Space Adoptions Policy.
Provision of playing pitches will help to achieve a balance
of open space provision.
Provision for teenagers is considered by local residents as
the type of open space that is most inadequate or
unavailable.
Report findings identify significant variations of provision
between the different areas. Children’s play and Teen
Leisure Resources Strategy Background information (v1)
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52
Strategy
Children and
Young People’s
Plan 2013/14
Summary and implications
(for the Council’s leisure provision)
provision are particularly low.
The research indicates that the community would be
satisfied with a small and proportional reduction in
quantity of open space categories where other types are
available in abundance. The Strategy recommends that
savings made by a spatial reduction should be used to
improve the quality of the open space that is available.
The Strategy identifies that “users of outdoor sports
spaces are far better served by larger strategic sites of a
minimum of 1 hectare”, which highlights that
development of a network of multi-pitch sites (based on
local need) would be appropriate.
The Strategy assumes that the existing quantity standard
of other sports (e.g., tennis and bowls) per person will
remain the same as currently exists in each of the major
towns.
The Strategy finds that “with the exception of a few
towns exhibiting very high levels of outdoor sports space,
it is essential that existing sports pitches are protected,
or replaced with the equivalent or better nearby, to avoid
an under provision”.
In terms of play the quantity standard for children’s
equipped play space per person is found to be 40%
higher than the current average. A value of 0.7m2 per
person of children’s equipped play space per person
would be appropriate. However, “the presence of a good
quality beach can reduce the need for some equipped
play”. Consequently, the recommended standard is
reduced by 5% – 15%.
Similarly, the Strategy shows that the quantity standard
for equipped youth facilities should be approximately
twice the current average.
Additional playing pitches (public, school and club),
children’s equipped play and/or teen provision is required
in all major towns in Cornwall.
Securing developer contributions as part Section 106 and
CIL agreements to address identified, future shortfalls
are identified as Cornwall Council’s principal
delivery/funding mechanisms.
The Plan sets out the Children’s Trust approach to the coproduction of strategy with young people, communities
and partners.
Its priorities are to:
 Provide good quality, consistent and multi-disciplinary
practice in the help and protection we provide to
children and young people.
 Develop and deliver family centred and outcome
focussed early help services that are responsive to
need and achieve value for money through effective
partnership working.
 Ensure healthy pregnancy from conception to birth,
improving emotional wellbeing and mental health,
Leisure Resources Strategy Background information (v1)
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53
Strategy
The Cornwall
Maritime Strategy
2012 - 2030
Corporate asset
management plan
2010
Future Cornwall
2010 - 2030
Summary and implications
(for the Council’s leisure provision)
access and quality of services to children, young
people and their families, reducing hospital
attendances and admissions.
 Enable children and young people to fulfil their
academic potential and make informed choices about
their futures by raising aspiration and enabling
pathways into high quality opportunities in education,
training and employment.
 Develop a confident and competent workforce across
the partnership.
Although leisure is not identified by young people in
Cornwall as a priority for them (although “saving youth
services” is), it could help to achieve some of the
abovementioned priorities, particularly those relating to
improved health and educational attainment.
Cornwall Council has adopted this Maritime Strategy to
guide the development of policy and programmes across
its operations and in its work with other organisations,
stakeholders and the community. Its vision is for a
sustainably managed maritime environment that
supports Cornwall’s economy, is rich and enviable,
healthy and has distinctive, well-connected communities
that are resilient in the face of change.
Leisure facilities potentially enhance the tourism offer,
and could help achievement of the strategy’s aspirations.
This plan sets out:
 How Cornwall Council plan to use property assets in
innovative, flexible and efficient ways.
 How the Council will identify property assets which no
longer effectively support front line services and can
have the leases terminated or can be sold so that the
proceeds can be reinvested.
 How Cornwall Council will identify areas where
investment would improve service outcomes.
It is due to be replaced later this year and will take into
consideration the Council’s new leisure aspirations.
The Future Cornwall Strategy sets out the direction for
change and guides the local development framework and
the local transport plan. It provides a framework for
sustainable development, which means making
improvements for people, the local economy and the
local environment in a way that is mutually reinforcing.
The key long term objectives of the Future Cornwall
Strategy are to:

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Become a market leader in innovative business and
low carbon technologies; increase productivity and
raise quality across the economy.
Enhance and build a robust network of small and
Leisure Resources Strategy Background information (v1)
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Strategy

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Cornwall Council
Strategy 20142018
Cornwall Local
Plan 2010 - 2030
Summary and implications
(for the Council’s leisure provision)
medium businesses to secure Cornwall’s economic
stability.
Improve our communities through quality building,
using housing development to meet local need and
drive the regeneration and sustainability of
communities, promoting smaller settlements to be
centres of employment and services and set an
example in design for sustainable living.
Promote equality of opportunity and well-being,
improve access to quality services, increase
participation in influencing local decision making and
encouraging individuals to engage in shaping and
delivering services in their communities.
Leisure facilities have a role to play in helping to ensure
the deliverability of Future Cornwall’s objectives.
The Strategy is emerging. It will establish a strategic
direction for the Council over the next four years. It is
likely to comprise a set of values and principles that will
guide how the Council operates and its decision-making.
The Strategy will also guide the development of the
Council’s medium term financial budget.
Deployment of the Council’s leisure resources will be
guided and shaped by this strategy.
In March 2014 the ‘Proposed Submission Document’
advo0cates a ‘plan, monitor and manage approach’ to
effective land-use in Cornwall. Its vision is to “achieve a
leading position in sustainable living”. Its overall aim is
to support economic growth in Cornwall by providing a
positive planning policy framework. New development is
planned that will deliver:

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422,400 sq m of employment floorspace
Renewable and low carbon energies
Increased energy efficiency
Reduced resource consumption
47,500 homes at an average rate of about 2,100
2,300 per year
Affordable housing
Economic regeneration and economic growth
Towns and villages are central to the strategy. Outside
of the main towns vibrant local communities are
encouraged to reinforce their role as providers of
employment, community, leisure, and retail facilities.
The main towns are:
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Camborne with Pool, Illogan and Redruth
Falmouth with Penryn
Penzance with Newlyn
St Austell
Truro with Threemilestone
Newquay
Bodmin
Leisure Resources Strategy Background information (v1)
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Strategy

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

Summary and implications
(for the Council’s leisure provision)
Launceston
Bude with Stratton and Poughill
Helston
St Ives with Carbis Bay
Saltash
Hayle
Liskeard and Wadebridge.
According to the Plan community facilities are essential
for local residents. Any growth in jobs and homes needs
to be supported by adequate infrastructure provision.
As part of its supplementary planning guidance the
Council will be producing a Design Standards
Supplementary Planning Document which will include
provisions for open space, sports and recreation and
when published should be used in conjunction with Sport
England’s Technical Guide for Assessing Needs &
Opportunities regarding sport.
Development will be permitted where it supports the
vitality and viability of town centres and maintains and
enhances a good and appropriate range of community
facilities. Community facilities should, wherever possible,
be retained and new ones supported. Loss of provision
will only be acceptable where the proposal shows:



no need for the facility or service
it is not viable, or
adequate facilities or services exist or are being reprovided that are similarly accessible by walking,
cycling or public transport.
Although reducing a need to travel is central to the Plan,
the way the public sector provides services is important.
However, it puts considerable importance on finding
viable solutions to service provision and transport.
Cornwall and the
Isles of Scilly Local
Enterprise
Partnership
Economic Growth
Strategy for
Cornwall & Isles of
Scilly 2012 - 2020
Policy 17 is the most directly relevant policy (to the
Council’s leisure provision) in the Plan. This policy
aspires to improve the health and wellbeing of Cornwall’s
communities, residents, workers and visitors, by
maximising opportunities for physical activity through the
use of open space, indoor and outdoor sports and leisure
facilities and travel networks supporting walking, riding
and cycling.
The Cornwall and Isles of Scilly Local Enterprise
Partnership (LEP) is a private sector led partnership
between the private and public sectors. This strategy will
be a key element in determining the usage of future
European support for Cornwall. It comprises a four
prioritised objectives, which are:
1. Inspiring business to achieve their national and global
Leisure Resources Strategy Background information (v1)
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Strategy
Local Nature
Partnership
Health and
Wellbeing Strategy
2013 - 2015
Summary and implications
(for the Council’s leisure provision)
potential.
2. Creating great careers here.
3. Creating value out of knowledge.
4. Using the natural environment responsibly as a key
economic asset.
Provision of leisure facilities, plus their operation and
management, will be informed by this strategy.
Strategy thought to be emerging and not included here.
Health and Wellbeing Boards are responsible for
establishing and refreshing a joint strategic needs
assessments (JSNA) for the Area the Board covers, which
it should use to develop a Health and Wellbeing Strategy.
Cornwall’s Health and Wellbeing Strategy informs and
influences commissioning decisions in Cornwall. The
foundation of the strategy is the JSNA. Its outcome are:
1. Helping People to Live Longer, Happier and Healthier
Lives
2. Improving the Quality of Life
3. Fairer Life Chances for All
Sport England
Strategy 20122017
The Board has adopted the `Changing Lives’ approach,
which is aimed at improving the health and wellbeing of
the people by creating a culture where communities take
control and responsibility. The Strategy uses indicators
from the National Outcomes Frameworks for the NHS,
adult social care and public health to monitor progress.
The Council’s leisure facilities most obviously contribute
to encouraging and sustaining activity levels so that
there are more active people who live longer, happier
and healthier lives.
Sport England is working to increase the number of
people who play sport regularly and aims to make lives
better through sport. They are particularly focused on
getting more 14-25-year-olds and disabled people
playing sport once a week.
The Strategy aspires to:
 See more people taking on and keeping a sporting
habit for life.
 Create more opportunities for young people.
 Nurture and develop talent.
 Provide the right facilities in the right places.
By 2017 they will have:
 Invested around £500 million in 46 national governing
bodies of sport to help them increase the number of
people who play their sports and improve how they
support their talented athletes
 Offered every secondary school in England a
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Strategy







Summary and implications
(for the Council’s leisure provision)
community sport club on its site with a direct link to
one or more sports
Helped secondary schools open up their sports
facilities for local community use
Provided at least 150 further education colleges with a
full-time sports professional
Given three-quarters of university students aged 1824 the chance to take up a new sport or continue
playing sport while they study
Encouraged 2,000 young people on the margins of
society to take part in sport to help them gain new life
skills
Established enhanced England Talent Pathways in at
least 30 sports to ensure young people fulfil their
potential.
Invested £265 million into facilities for the most
popular sports, building on the success of Places
People Play, our London 2012 legacy programme
Invested £10 million in projects targeting disabled
people
Support from Cornwall Council will be helpful to achieve
targets and unlock local leisure resources.
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Appendix 3
NGB Whole Sport Plans
Summary of NGB Whole Sport Plans for NGBs that responded to the
Council’s (and Sport England’s) survey:
Sport
NGB
Angling
The Angling Trust
Athletics
England Athletics
Badminton
Badminton England
Basketball
England Basketball
Boccia
Boccia England
Bowls
Bowls Development
Alliance
Comment
To increase the number of regular anglers and
support for talented young anglers at regional
and national level across the disciplines of
game, course and sea angling.
No capital funding available.
The aspiration for the sport through the WSP is
to make athletics the most popular individual
sporting pursuit by 2017 with 1m more people
doing athletics 1x30 minutes a week by the end
of this cycle.
£750,000 capital investment is likely to be
focused in urban areas.
There are two outdoor, 400m all-weather
athletics tracks in Cornwall at Carn Brea LC (8
lanes) and Par Recreation Ground (6 lanes).
Both tracks are reported to need maintenance
work doing to them.
Capital investment (£2m) will underpin the
operations of County badminton associations,
performance centres and community
badminton networks. In addition, investing in
leisure provider sites to underpin the play
badminton programme. West Cornwall is
identified as a ‘Priority Two’ area in BE’s
Facilities Strategy.
Sufficient facilities reported, but availability
impacts on BE’s ability to sustain growth in
participation.
A four year investment of £1.2m into satellite
clubs will help grow the game and facilitate the
transition of more young people into regular
participation in more formal club basketball.
No capital funding available in Cornwall.
The investment will enhance the sporting
opportunities not only for its core Paralympic
classifications but also for a wide range of
disabled participants. New club established in
Truro. Leisure Centres reported to be in good
condition.
No capital funding available.
The BDA will continue to work in partnership
with Bowls England and EIBA Ltd to ensure that
nationwide recruitment coverage is across all
ages with the BDA focusing on the 55+ age
group.
No capital funding available or facilities
strategy. The BDA considers that there are
sufficient Indoor Bowls Facilities in Cornwall. A
purpose built Indoor Bowls Green in the
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Sport
NGB
Canoeing
British Canoe Union
Cricket
England and Wales
Cricket Board
Golf
England Golf
Partnership
Gymnastics
British Gymnastics
Handball
England Handball
Hockey
England Hockey
Board
Comment
Redruth/St.Ives/Hayle area is proposed,
although a 4-Rink privately owned Indoor
facility at Hayle closed in 2004.
Lux Park indoor bowls facility is in poor
condition.
Swimming Pools play a key role in developing
paddlesport skills and are the main facility for
Canoe Polo.
Sport England’s investment includes £1.5
million for improving canoeing facilities.
Capital Investment is aligned across 3 major
participation programmes:
 Installation of non-turf pitches to support
the scaling up and delivery of LMS.
 Making clubhouses and grounds more fit for
purpose and appealing to support the
revenue focus of the Player Retention
programme.
 Capital investment to support delivery of
the South Asian Communities programme.
The County Golf Partnerships which bring
together the local golf bodies will remain at the
heart of the EGP participation plans. They will
deliver a range of activities under the ‘Get into
Golf’ brand. This will include programmes to
attract people to the game as new players or
encourage those who have played to get back
into the sport.
No capital funding available.
British Gymnastics aspiration is to increase the
number of dedicated facilities and improve
existing facilities and increase access to spaces
in non-dedicated venues. There is £2,275,000
capital funding. The Leisure Centre Scheme
(LCS) is designed to enable, encourage and
actively support Leisure Centres to develop
their recreational programme.
Capital investment from British Gymnastics will
also invest in to the development dedicated
gymnastics centres to help increase
participation.
£1.2 million funding from Sport England will
help to capitalise on the interest generated by
the Olympic Games.
No direct capital or revenue investment is
planned for Cornwall, although it is identified as
a middle priority by EH.
Funding for participation is focused on the
retention of players at key life transitions and
the acquisition of lapsed players back into the
sport. Capital funding is primarily focused on
the formal club structure through the provision
of new / refurbished Artificial Grass Pitches.
Leisure Resources Strategy Background information (v1)
October 2014
60
Sport
NGB
Judo
British Judo
Lacrosse
English Lacrosse
Netball
England Netball
Rowing
British Rowing
Sailing
Royal Yachting
Association
Squash
England Squash
and Racketball
Comment
No specific capital or revenue investment
earmarked for Cornwall.
English Lacrosse aim to increase its club
membership by 45%.
No capital funding available.
England Netball will be established as a top
performing, financially sustainable National
Governing Body that promotes ‘Netball for Life’
and develops more world class athletes.
No capital investment earmarked. A small
amount of revenue investment is available to
help support the delivery of EN programmes.
Gaps in indoor facility provision in West and
(some parts of) East Cornwall. Costs of facility
hire reported to impact negatively on
participation levels, despite increasing demand.
£830,000 capital funding available.
British Rowing will expand its rowing offer to
reach more people, particularly young and
disabled people, and help gym-based rowers
explore rowing on the sea, rivers and lakes.
British Rowing capital will be spent on club
improvement projects including enhanced
clubhouses, changing rooms, boat storage
extension or refurbishment or slipway/pontoon
development. It will also provide equipment
packages which include stable rowing boats and
trailers. Both capital elements support delivery
of the Explore Rowing Programme.
The RYA will invest in the following activities to
get more people involved in sailing:
 Clubs Programme.
 Expanding the On Board programme.
 Investing in the Active Marina programme.
 Continuing the successful Sailability
programme.
 Talent programme
No capital funding available.
England Squash and Racketball aims include:
 Making better use of courts stock and
encourage recreational occasional players
who play during the day to play more often
 Encouraging a mix of new build and
refurbishment projects through targeted
capital grant awards to meet identified
demand for additional courts.
£400,000 capital funding (for one year)
available.
There are concerns about the quality of
available provision, specifically in the public
sector. To this extent, investment in the public
sector is required to improve provision and
support development programmes.
Leisure Resources Strategy Background information (v1)
October 2014
61
Sport
NGB
Comment
Swimming
Amateur Swimming
Association
Table
Tennis
England Table
Tennis Association
Taekwondo
GB Taekwondo
Triathlon
Triathlon England
Waterskiing
British Water ski
and Wakeboarding
The ASA seeks to achieve the development of a
strategic network of accessible and financially
sustainable pools across England. The ASA
aims to give advice and guidance to Local
Authorities to achieve well designed and
managed pools catering for demand across the
development continuum of swimming.
ASA analysis identifies that, although there are
enough sites, there is not enough time and site
space for swimming in Cornwall.
The WSP advocates development of one 25m x
8-lane pool for County competition, with
additional 25m community pools for the
significant identifiable population areas.
It argues for a 25m x 8-lane pool to be sited
either at St Austell, Truro, Falmouth or
Penzance, and that the ages of the current
pools suggest St Austell or Redruth as the best
geographically and demographically placed to
accommodate a County 8-lane pool.
The ASA Strategic Facilities Plan for
Competition requires a 25m x 8-lane pool in
Cornwall.
Sport England has also agreed a single
investment of £250,000 into the successful
Ping! Project.
Ping! is a National programme with significant
strategic input and a high level of creative
input. It increases awareness by linking Sports
and the Arts, taking sport to the community
and reaching new audiences in a nontraditional way. It focuses on acquisition and
retention of participants through free play,
events and different exit routes. Following
Ping!, table tennis facilities in Cornwall are
considered adequate.
GB Taekwondo (formerly STUK) is a
performance-centred organisation with a
mission to become the world leader in talent
development as well as in elite performance.
No capital funding available.
Working closely with the commercial sector,
Triathlon England’s plans to increase
participation in the sport centre on improving
the quality of events and a strong
understanding of existing and potential
triathletes and how people’s loyalty can be built
and maintained.
No capital funding available.
The plan contains four programmes which are
designed to improve work with clubs, facilities,
coaches, volunteers and other partners to
benefit the 14+ age group.
No capital funding available.
Leisure Resources Strategy Background information (v1)
October 2014
62
Sport
NGB
Wheelchair
basketball
British Wheelchair
Basketball
Wheelchair
rugby
Wheelchair Rugby
Comment
British Wheelchair Basketball will lead work
with a number of other sports on a new
Capture programme, which will be a key route
for disabled people to get involved in sport. The
Capture programme will improve links between
sports and organisations that already support
disabled people such as wheelchair services,
rehabilitation services and health service
education. This approach aims to greatly
increase awareness of sporting opportunities
among disabled people.
No capital funding available.
Using Sport England’s four-year funding,
Wheelchair Rugby will seek to capitalise on the
interest generated by the Paralympics to get
more people playing the sport.
No capital funding available.
Leisure Resources Strategy Background information (v1)
October 2014
63
Appendix 4
Maps
Current and with Cornwall Council facilities (operated by Tempus Leisure) removed
Health and fitness gyms: current
Leisure Resources Strategy Background information (v1)
October 2014
64
Health and fitness gyms with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
65
Indoor bowls: current
Leisure Resources Strategy Background information (v1)
October 2014
66
Indoor bowls with CC facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
67
Indoor tennis centres: current
Leisure Resources Strategy Background information (v1)
October 2014
68
Indoor tennis centres with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
69
Learner, teacher, training swimming pools: current
Leisure Resources Strategy Background information (v1)
October 2014
70
Learner, teacher, training swimming pools with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
71
Main/general swimming pools: current
Leisure Resources Strategy Background information (v1)
October 2014
72
Main/general swimming pools with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
73
Activity sports halls: current
Leisure Resources Strategy Background information (v1)
October 2014
74
Activity sports halls with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
75
Main sports halls: current
Leisure Resources Strategy Background information (v1)
October 2014
76
Main sports halls with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
77
Squash courts: current
Leisure Resources Strategy Background information (v1)
October 2014
78
Squash courts with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
79
Studios: current
Leisure Resources Strategy Background information (v1)
October 2014
80
Studios with Cornwall Council facilities (operated by Tempus Leisure) removed
Leisure Resources Strategy Background information (v1)
October 2014
81
Optimum location for new leisure centres
Option A: four leisure centres
Leisure Resources Strategy Background information (v1)
October 2014
82
Option B: two leisure centres
Leisure Resources Strategy Background information (v1)
October 2014
83
Appendix 5
Profiles of Cornwall Council’s leisure centres
operated by Tempus Leisure (2014)
Dragon Leisure Centre
Town
Telephone No.
Managers Name
E-mail Address
Facilities
25m x 13m Swimming Pool
Bodmin
01208 75715
Martin Mullin
mmullin@tempusleisure.org.uk
9m x 3.5m Learner Pool
40m Flume with aquacatch
Pool Spectator Area (310 people approx)
Indoor Tennis Hall (3 Courts)
2 Squash Courts
All Weather Pitch (inc floodlights)
2 Conference Rooms (14x6m and 7x6m)
Annual Throughput
Age of Facility
40 Station Fitness Suite and integrated free
weights room
Dance Studio
Full Size Grass Football Pitch
2 Mini Soccer Football Pitches
4 Outdoor Tennis Courts
Cafeteria
Changing Provision including pool changing
village, multiple team changing rooms and
squash changing rooms
200 Free Car Parking Spaces
Aerobiking Studio
190,000
Half of the centre was opened in 1989 with the swimming pools,
squash courts and conference rooms being added in 1996
Issues
Originally an Lawn Tennis Association (LTA) funded Integrated Fitness Initiative (IFI) centre, the
IFI agreement has been reviewed following the funding of 4 additional outdoor courts which has
reduced the amount of free hours allocated to the LTA. The tennis hall is used for sports other
than tennis although it is not purpose built for other activities. The mini soccer pitches drainage
is inadequate so maintenance is very difficult, this means they are used very rarely.
Leisure Resources Strategy Background information (v1)
July 2014
84
Helston Sports Centre
Town
Helston
Telephone No.
01326 563320
Managers Name
Chris Perry
E-mail Address
cperry@tempusleisure.org.uk
Mobile Tel No.
07891085663
Facilities
6 lane 25 metre indoor swimming pool
Gym (30+ Stations)
4 badminton Court Sports Hall (evenings and
Heavy Weights Room
weekends)
4 outdoor tennis courts (evenings and
2 x Changing Rooms
weekends)
1 half size MUGA (evenings and weekends)
Parking on roadside
Dance Studio
Annual Throughput
120,000
Age of Facility
28 years old
Issues
Helston Sports Centre is located on a school site, there are major issues with parking as there is
no designated parking for users of the facility. The Centre is not DDA compliant as the changing
rooms do not have any disabled facilities. We have an ongoing issue with the hot water system
within the building, on most days due to the increased usage that the Centre now has the
showers are cold. This is awaiting rectification by the Council. Due to the age of the building it is
need of refreshment of décor in some areas for example the wet change areas and showers.
The Centre commenced a joint use agreement to manage the School’s Sports Hall, MUGA and
Tennis Courts in April 2009, usage is average but a big marketing campaign is required to
maximize the use of facilities. Communication with the School is still an issue as both have
different mandates with regards to sporting facilities.
There is no public viewing area for the Swimming Pool, most people stand outside and brave the
weather. A capital scheme to install an extension to the swimming pool to enable better viewing
has not come to fruition. The Centre’s poor IT provision has been improved by a recent upgrade
of the Server.
Helston Sports Centre is located in a naval town where large numbers of the local community
enjoy free access to outstanding sports facilities at RNAS Culdrose (4 lane 25 metre indoor pool
with diving boards, 40+ station gym, spinning studio, rehab studio, squash courts, sports hall,
tennis courts & fitness studio). There has also been a new gym opened up locally in May 2014
which will impact on membership numbers.
Leisure Resources Strategy Background information (v1)
October 2014
Lux Park Leisure Centre
Town
Liskeard
Telephone No.
01579 342544
Managers Name
Brett Price
E-mail Address
bprice@tempusleisure.org.uk
Mobile Tel No.
07739 089605
Facilities
Leisure Pool including: 25m pool, 40m flume,
Astro Turf Pitch. Jointly managed with Liskeard
splash pool, learner pool, and health suite
Comprehensive School.
(sauna, spa, and steam room).
4 court sports hall
Multi Purpose Room
Indoor Bowling green
Members Changing Rooms (2)
Fitness suite (55 stations)
Westside changing rooms (2)
Restaurant
Exercise studio
Squash Courts (2). Managed on behalf of
Tennis Courts (2). Managed on behalf of tennis
sports association.
club.
Annual Throughput
Age of Facility
Issues
515,457
24 years
There are currently no major issues to report regarding this site
Leisure Resources Strategy Background information (v1)
October 2014
Newquay Sports & Community Centre
Town
Newquay
Telephone No.
01637 875533
Managers Name
Tim Webb
E-mail Address
twebb@tempusleisure.org.uk
Mobile Tel No.
07528 983339
Facilities
4 court sports hall
2 football pitches (Autumn/Winter)
10 station gym with small free weight section
2 cricket pitches (Summer)
2 glass back squash courts
Climbing wall
Male & Female Changing Rooms
Committee Room
Male & Female Overflow Changing Rooms
Function room
12 outdoor sport changing rooms
Club room
1 training pitch (Rugby)
Sports Bar
2 mini pitches (on request Autumn/Winter)
Catering unit
2 senior rugby pitches (1 All year round)
Rifle range
Free Car parking – 200 cars
Annual Throughput
108 474
Age of Facility
October 2004 – clubhouse 1972 (refurbished in 2004)
Issues
Leisure Resources Strategy Background information (v1)
October 2014
Phoenix Leisure Centre
Town
Launceston
Telephone No.
01566 772551
Managers Name
Martin Mullin
E-mail Address
mmullin@tempusleisure.org.uk
Mobile Tel No.
07900 814809
Facilities
25m x 8.8m Swimming Pool
26 station Fitness Suite
8.8m x 3.2m Learner Pool
Squash Court
Activity Hall (1 Badminton Court)
Outdoor hard games area (tennis, 5-a-side
football, basketball)
Separate male and female changing rooms
Use of Coronation Park for outdoor activities
Large Reception Area with vending machines
Free Car Park, with 78 car and 2 coach spaces,
and glazed screen overlooking Swimming Pool
shared with Coronation Park plus 3 disabled
driver spaces for users of the Centre
Small first floor viewing area overlooking
Swimming Pool
Annual Throughput
Age of Facility
110,000
The Centre was officially opened in 1981 with extensions and
additions since that date
Issues
The complex was built by the former Manpower Services organization and there are some
inherent building problems, the age of the building means that ongoing maintenance costs could
escalate. The Centre does not have a dance studio/conference room/training room which limits
the opportunity to run certain activities. The first floor Swimming Pool viewing area does not
have access for those with mobility difficulties and is not therefore DDA compliant. Areas of the
car park traffic and parking control lines have worn away.
Leisure Resources Strategy Background information (v1)
October 2014
Polkyth Leisure Centre
Leisure Centre Name
Telephone No.
Managers Name
E-mail Address
Mobile Tel No.
Facilities
Main Pool 25m by 12.5m
Teaching pool 10m by 7m
Diving Pit 10m by 7m
6 court sports hall
2 squash courts
53 Station Fitness Suite
Dance Studio
Sauna
01726 223344
Amelia Kitchen
akitchen@tempusleisure.org.uk
07970565145
Sauna and changing facilities
Village style changing facilities
Reflections Cafe
Conference Rooms
Car Parking for 400
Hydrotherapy Pool and changing area
Annual Throughput
315,000
Age of Facility
1974 main facility, 1991 hydro pool
Issues
Property Maintenance – challenge of ongoing repair and maintenance of a well used but dated
leisure facility.
Car Parking – problems with the car park scratch card scheme.
Leisure Resources Strategy Background information (v1)
October 2014
Saltash Leisure Centre
Town
Telephone No.
Managers Name
Saltash
01752 840940
Lee Russell Assistant Manager & Brett Price Leisure Facilities
Manager
lrussell@tempusleisure.org.uk
07837973490
E-mail Address
Mobile Tel No.
Facilities
25m x 9m Main Swimming Pool
14m x 12m Fun/Learner Pool with small flume
and water features
Bubble Pool
Wet side Changing Village
101 Free car park spaces - 8 Disabled, 6
parent and baby, 2 coaches and 88 standard
Annual Throughput
Age of Facility
Issues
Café, seating 60 & Vending
57 station Fitness Suite
Multi Purpose Room 10m x 8m
Male and Female Dry side changing rooms
300,663
18 years old
Leisure Resources Strategy Background information (v1)
October 2014
Ships & Castles Leisure Centre
Town
Telephone No.
Managers Name
E-mail Address
Facilities
Freeform leisure pool
Wave machine
Rapid river run
70 metre flume
Jacuzzis
41 station fitness suite
Fitness studio
Vending area
Free car parking 168 cars
Falmouth
01326 212129
Mary Ward
mward@tempusleisure.org.uk
Annual Throughput
Age of Facility
Issues
204,157
Opened January 1993
Leisure Resources Strategy Background information (v1)
October 2014
Splash Leisure Pool
Town
Bude
Telephone No.
01288 356191
Managers Name
Martin Mullin
E-mail Address
mmullin@tempusleisure.org.uk
Mobile Tel No.
07900814809
Facilities
33m x 11.5 m swimming/leisure pool with
wave machine
30m flume with aqua catch
Well stocked shop
Spectator area
Completely refurbished changing village
Patio area
Multi use /community room
Free car park
Annual Throughput
90,000
Age of Facility
Opened April 1990
Issues
The centre car park is shared with the Harlequins 10 pin bowling alley.
The pool is very popular during wet days and can fill to capacity within a very short time.
However, we do run a band system which limits the length of time anyone can swim.
Leisure Resources Strategy Background information (v1)
October 2014
St Ives Leisure Centre
Town
St Ives
Telephone No.
01736 797006
Managers Name
Chris Perry
E-mail Address
cperry@tempusleisure.org.uk
Mobile Tel No.
07891085663
Facilities
Main Swimming Pool (25m x 13m)
Air conditioned Gym & Studio (64 stations)
Children’s Pool
Sports Café
Dance Studio
Function Room
Annual Throughput
Approximately 150,000
Age of Facility
13 years old
Issues
Timing system requires replacement. Pressure from Swimming Club. £15k spend.
Leisure Resources Strategy Background information (v1)
October 2014
Truro Leisure Centre
Town
Truro
Telephone No.
01872 261628
Managers Name
Mary Ward
E-mail Address
mward@tempusleisure.org.uk
Facilities
25 metre 6 lane swimming pool
Teaching pool
36 station fitness suite
Vending area
Lynher 23 station gym (in association with
Truro College)
Dance studio
6 court sports hall
Spinning studio
Climbing wall
Free car parking – 60 cars
Annual Throughput
256,708
Age of Facility
Opened September 1997
Issues
Leisure Resources Strategy Background information (v1)
October 2014
Wadebridge Leisure Centre
Town
Wadebridge
Telephone No.
01208 814980
Managers Name
Maureen Trevenna
E-mail Address
mtrevenna@tempusleisure.org.uk
Facilities
25m x 8.5m Swimming Pool
20 Station Fitness Suite
6.8m x 5m Learner Pool
Squash Court
Sports Hall (4 Badminton Courts)
Wet side changing village with additional male
and female group changing rooms
Climbing Wall (in Sports Hall)
Male and female dry side changing rooms
Viewing area in gallery overlooking Sports Hall Free 51 space Car Park shared with
Wadebridge Comprehensive School
Viewing area in gallery overlooking Swimming
Pool through glazing
Annual Throughput
Age of Facility
130,000
The dry side facilities were officially opened as a joint use Centre
with Wadebridge Comprehensive School in 1988. The Swimming
Pool was added in 1994.
Issues
The complex is structurally very sound having been built using traditional materials and
systems. Being a Joint Use Centre, however, results in very heavy all day usage which sees a
high level of wear and tear. Therefore, ensuring a satisfactory level of decorative appearance
can present challenges. Some of the areas of activity are badly located. The fitness suite is not
readily visible, there is no dance studio/conference room/training room, which restricts the
range of opportunities on offer, and offices and staff welfare facilities are not adequate. Being
located on the school site can be intimidating for some customers and the Centre is also isolated
from the town’s central area.
Leisure Resources Strategy Background information (v1)
October 2014
Waterworld
Town
Newquay
Telephone No.
01637 853829
Managers Name
Maureen Trevenna
E-mail Address
mtrevenna@tempusleisure.org.uk
Facilities
Freeform Leisure Pool – with flumes & features Vending service (no café or bar)
25m Swimming pool – 6 lanes
Small Spectator areas in both pools
Life Fitness 50 station Gym
Reception, offices & first aid room
Fitness Studio 1 – aerocycle, softplay &
Refurbished changing rooms – male, female &
training room
family areas
Fitness Studio 2 – various fitness & dance
classes
Annual Throughput Fitness 75,000 Swimming 105,000
Age of Facility
1974 - 25m pool & 33m outdoor swimming pool & 2 squash courts.
1990 - Leisure pool replaced outdoor pool, café & bar opened upstairs.
1992 – 1st Squash court conversion into gym & aerobic studio on 2
floors.
1994 – 2nd squash court conversion to double fitness space
2006 – Gym moved upstairs to replace café & bar. Old gym area used
as 2nd fitness studio, meeting/training room & softplay
2009 – Changing room refurbishment
Issues
The site uses Gladstone MRM point of sale system which is merged with all Tempus sites. The
energy saving measures on site include: lighting, variable speed drives and insulation. The site
has had access audits as part of the IFI accreditation (Inclusive Fitness Initiative) and is DDA
compliant.
Waterworld is a major tourist attraction and has achieved the tourist board ‘Visit Attraction
Quality Assurance Scheme’ (VAQAS). The ‘learn to swim’ scheme was the first in the South
West to achieve the ASA ‘Aquamark’ quality award. Waterworld had the highest score in
Cornwall for the leisure industry quality scheme Quest and was in the ‘highly commended’
category with a percentage of 82% on the last assessment. (60% is a pass).
The main current issue that needs addressing is the car park which is mainly grass. During the
very wet season last year the grass was churned up into a mud bath and still has not recovered
due to the high usage. The worst area is the lower end where most people park and to tarmac
75 spaces here would alleviate the problem of mud being brought into the building. This poses a
health and safety risk as it is unhygienic for people to walk around the muddy changing rooms
with bare feet and if the mud entered the pool it could cause contamination of the pool water.
Leisure Resources Strategy Background information (v1)
October 2014
Prepared by:
Jonathan Woods
Leisure Strategy Officer
Resources
9 February 2016
If you would like this information
in another format please contact:
Cornwall Council
County Hall
Treyew Road
Truro TR1 3AY
Telephone: 0300 1234 100
Email: enquiries@cornwall.gov.uk
www.cornwall.gov.uk
Leisure Resources Strategy Background information (v1)
October 2014