The Place and Environment Scrutiny Committee of North Northamptonshire Council met on Tuesday 28 July 2026 to discuss future options for the management of leisure services. The committee also reviewed the Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030.

Future Options for the Management of Leisure Services - Phase Two

The committee was scheduled to consider a report detailing work undertaken since the Future Leisure Management Options Phase One report was discussed by the Council Executive in February 2026. This report outlined a new service specification for leisure services at 'core' and 'community plus' levels, developed following a public and service user survey. The report also detailed modelling undertaken to assess the implications of delivering this new service specification under two remaining management options: an all-in-house model and an all-facilities outsourced model to an external leisure operator.

The report recommended bringing all leisure facilities and associated services in-house, to be directly delivered by the Council through a phased transition programme during the 2027-2028 financial year. This recommendation was based on an options appraisal conducted by industry expert Max Associates, which considered six management models. The appraisal found that the in-house option scored highest for delivering against the Council's corporate priorities and strategic outcomes.

The report highlighted that the current management of leisure facilities is mixed, with Corby operated in-house and other facilities contracted to external operators with varying end dates between March 2027 and March 2028. The proposed in-house model aims to create a consistent, quality leisure facilities and active communities service across North Northamptonshire, providing equality of access and experience for all residents. It also aims to balance affordability, service quality, prevention, council control, and future flexibility.

The report detailed financial modelling comparing the in-house and outsourced models, suggesting that the in-house option would be more cost-effective in the short and medium term, remaining within existing budget envelopes from year two onwards. It also noted that the Community Plus service level offer was favoured in a visioning survey and would enable an incremental expansion of the Active for Health programme.

The report also discussed the implications of the proposed changes, including potential impacts on staffing, the need for capital investment, and legal and governance considerations. It noted that the Council's Corporate Plan, adopted in 2025, includes commitments to promoting better health and wellbeing, encouraging physical activity, embedding prevention and early intervention, and supporting community life, leisure, and shared spaces, all of which align with the proposed leisure service management model.

Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030

The committee was scheduled to review the Northamptonshire Domestic Abuse and Sexual Violence Strategy 2026-2030. This strategy, developed by the Domestic Abuse and Sexual Violence Partnership Board, aims to reduce domestic abuse and sexual violence, support victims and survivors, and meet statutory duties for safe accommodation as required by the Domestic Abuse Act 2021.

The strategy outlines five key objectives:

• Early Intervention and Prevention: Focusing on preventing abuse before it occurs, identifying risks early, challenging sexist attitudes, and educating children and young people about healthy relationships.
• Support and Protection for all victims/survivors: Ensuring timely and accessible support for all victims and survivors, regardless of their background or circumstances, and building a whole-systems approach.
• Trust and Confidence in Services: Building trust so that victims and survivors feel safe and supported when seeking help, through transparency, accountability, and consistent delivery of high-quality support.
• A Co-ordinated Community Response: Bringing together statutory services, voluntary organisations, and local communities to work collaboratively, ensuring seamless support for victims and survivors and accountability for perpetrators.
• Holding Perpetrators to Account: Addressing the behaviour of those who cause harm through interventions that support behaviour change and prevent reoffending, while prioritising victim safety.

The report indicated that registered speakers Lyn Buckingham and Slyvia Parkes had raised points regarding the importance of recognising children within the strategy, their wellbeing, education, and safety, as well as the impact of housing suitability and support post-crisis. Concerns were also raised about the need for empathy, trauma-informed responses, and coordinated support.

Members were expected to discuss funding challenges, delivery risks, the need for stronger key performance indicators, and ensuring victim confidence and trust in services. The importance of adequately addressing financial abuse and coercive control, and learning from Domestic Homicide Reviews, were also noted as discussion points.

The committee was scheduled to consider recommendations for officers to present the strategy's action plan to a future meeting for further scrutiny, and to consider amending the 2030 target for victims reporting feeling believed, supported, and safe to 100%.