COMMITTEE REF:

O&SB/02/15

NOTICE OF MEETING

OVERVIEW AND SCRUTINY BOARD

Date : WEDNESDAY, 18 FEBRUARY 2015

Time : 18:00

Place : COMMITTEE ROOM 3 TOWN HALL, LUTON, LU1 2BQ

Councillors: Hinkley (Chair) T. Malik Garrett (Vice-Chair) Moles O’Callaghan (Vice-Chair) Rivers Franks Roden Gale

*Statutory: B. O’Byrne (Diocesan Representative) Diocesan Representative – Vacant Co-Optees: Mr. A. Anwar (Parent Governor Representative) Mrs. M. Syeda (Parent Governor Representative)

* Statutory co-optees are entitled to vote on items relating to education functions that are the responsibility of the Executive.

Quorum: 3 elected Members

Contact Officer: [Eunice Lewis] (01582 54 7149)

EMERGENCY EVACUATION PROCEDURE

Committee Rooms 1, 2, 4 & Council Chamber: Turn left, follow the green emergency exit signs to the main town hall entrance and proceed to the assembly point at St George's Square.

Committee Room 3: Proceed straight ahead through the double doors, follow the green emergency exit signs to the main Town Hall entrance and proceed to the assembly point at St George's Square.

Page 1 of 207 AGENDA

Agenda Subject Page Item No.

1 APOLOGIES FOR ABSENCE

2 MINUTES 2.1 14th Jan 2015

4 - 11

3 CHAIR'S UPDATE Chair to report on issues since the last meeting.

4 DISCLOSURES OF INTEREST

Members are reminded that they must disclose both the existence and nature of any disclosable pecuniary interest and any personal interest that they have in any matter to be considered at the meeting unless the interest is a sensitive interest in which event they need not disclose the nature of the interest.

A member with a disclosable pecuniary interest must not further participate in any discussion of, vote on, or take any executive steps in relation to the item of business.

A member with a personal interest, which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice the member’s judgment of the public interest, must similarly not participate in any discussion of, vote on, or take any executive steps in relation to the item of business.

Disclosable pecuniary interests and Personal Interests are defined in the Council’s Code of Conduct for Members and Co- opted members.

5 URGENT BUSINESS The Chair to report on any business which is considered to be urgent and which should be discussed at the meeting in accordance with Section 100B(4)(b) of the Local Government Act 1972 and to determine when, during the meeting, any such business should be discussed.

6 REFERENCES FROM COMMITTEES AND OTHER BODIES

7 Quarter 3, 2014-15 Performance Report 12 - 45 REPORT BY: HEAD OF POLICY AND PERFORMANCE

8 Educational Outcomes in Luton Schools - 46 - 46 Presentation REPORT BY: HEAD OF SUPPORT, CHALLENGE & INTERVENTION

Page 2 of 207 9 Term-time Leave from School and the Use of 47 - 55 Penalty Notices REPORT BY: HEAD OF PREVENTION AND EARLY INTERVENTION

10 Indoor Leisure Facilities Strategy Cover Report 56 - 194 REPORT BY: HEAD OF COMMUNITY LIVING

11 Domestic Violence Scrutiny Task and Finish 195 - 195 Group - Final Report on Recommendations Feb 2015 - TO FOLLOW ITEM REPORT BY: CHAIR OF OSB AND THE DEM SERVICES OFFICER

12 Report - OSB Work Programme 196 - 207 REPORT: BY HEAD OF POLICY AND PERFORMANCE

13 LOCAL GOVERNMENT ACT 1972, PART VA To consider whether to pass a resolution under Section 100A(4) of the Local Government Act 1972 to exclude the public from the meeting during consideration of any item listed above if it is likely that if members of the public were present during those items there would be disclosure to them of exempt information falling within the Paragraphs of Part 1 of Schedule 12A to the Local Government Act 1972.

Page 3 of 207 AGENDA ITEM

2

OVERVIEW AND SCRUTINY BOARD

14TH JANUARY 2015 at 6.00 pm

PRESENT: Councillor Hinkley (Chair), Councillors Franks, Garrett (Vice Chair), Moles, T. Malik, Rivers and Roden

01. APOLOGIES FOR ABSENCE (REF: 1)

Apologies for absence from the meeting was received on behalf of Councillors Gale and O’Callaghan.

02. MINUTES (REF: 2)

Resolved: That the minutes of the meeting held on 25th November 2014 be taken as a correct and accurate record and the Chair be authorised to sign them.

03. GOVIA THAMESLINK – FUTURE PLANS (REF: 7)

Larry Heyman, Integration & Partnership Manager and Stuart Cheshire, Passenger Service Director gave a powerpoint presentation on Govia Thameslink future plans and included the following:

 Recent performances  New trains  More reliable and faster services  Easier journeys and better information  Responsive to customers priorities  On station and on train  Investing in engaged and developed staff

The following further points were made:

 There would be no Bedford to Brighton Thameslink trains calling at London Bridge Station from 5th January 2015 for the next three years until January 2018.  A reduced service would operate between Brighton and London Bridge during off peak and a very limited service would run during peak periods.  Thameslink would continue to operate services between Bedford, Three Bridges and Brighton which would be diverted via an alternative route between London Blackfriars and East Croydon

Page 4 of 207 and not call at London Bridge. However, some services may call at Elephant and Castle.  Thameslink services to and from Luton Airport Parkway would not call at London Bridge  From 2016 the first new trains would start to run on the Thameslink route between Brighton and Bedford  From 2018 the East Coast Mainline Great Northern route from Peterborough and Cambridge stations would be connected to the Thameslink route via tunnels at St Pancreas station.

The following questions/comments were made:

Questions/comment Answer Have the cross London services Some signalling work would been difficult to achieve since the continue overnight and we intend closing of London Bridge station. to retain some London services And are there any planned and timetables showing those diversion services for passengers services would be made available. that need to get across London? You said planning and finances We are worked closely with were in place for lifts at Luton Officers within the Environment Station. Can you give assurance and Regeneration Directorate to these plans will go ahead? put in a strong bid which has been accepted. The work is expected to be completed in 2016-17 and further ongoing discussions are taking place on the positioning of the lifts. Are the refurbishments of Luton I cannot speculate on the ultimate station going to be more than lick of design but there will be new ticket paint? boards etc. but it’s unlikely all the buildings in that area will be demolished. Where can we find further The programme of works is information on the plans for Luton available on the following website Station? www.thameslinkprogramme.co.uk Are there plans to install escalators There are for escalators as there at the new station? is no budget. All platforms will be accessible by lifts that will hold between 8 to 12 people and a full size bicycle Will the new trains accommodate Yes, the new trains will have wheelchair users? raised platforms for disabled passengers. Are there any plans for curved No. platforms at Luton Parkway? What is the procedure for booking Luton Airport Parkway is fully wheelchair assistance at Luton staffed 24 hours a day, and if the Parkway and the assistance does wheelchair assistance is booked it not turn up? should be provided.

Page 5 of 207 How do you monitor train services All ticket revenues go to the and performance? Department of Transport. We monitor our service on train time performance and have a zero allowance for shortfall trains. There are opportunities to receive modest bonuses from the Department of Transport when targets are met but if missed incur heavy penalties. Is the ticket office at Leagrave I can only apologise for the ticket Station usually closed on Sundays office being closed and can’t see a and what do you do if the machines reason why this has happened. If are not working. the machines are not working and the ticket office is closed this is a legitimate reason to purchase a ticket on the train.

Will we see an improvement in There are no plans to change the service in the new station? opening hours which are available on the website. Are there contingency plans in There are a number of drivers in place when trains are delayed due training which takes around 14 to drivers not turning up? months to complete. There are no instant solutions and we are in the process of recruiting more train qualified train drivers. Will the new trains have free Wi-Fi? Yes, this facility would be available at some stations but not on the trains. Most customers have laptops or phones with built-in Wi- Fi. Network rail are in discussions with a number of providers to provide lines connections. What is your promotion strategy? I’ve mentioned the station travel plan in the presentation and ongoing work is continuing with Officers in the Environment and Regeneration Team at the council. It is in everyone’s interest that Luton is promoted as a town to put their business and as promoters of Plus Plus want to encourage this. Are there any plans to run a We will be consulting with trains national campaign to inform the users and none users to raise public of these plans? awareness to encourage more usage of trains as an alternative form of transport. Can you give assurance when the I would like to say yes, and hope lifts breakdown they will be fixed our Network Rail colleagues quickly? recognise their importance. Similar

Page 6 of 207 issues did occur at Bedford and St Albans statins and were resolved quickly. There is an agreement with the maintenance provider for them to come out and fix the lifts as soon as possible and to keep a log of all calls and work previously carried out.

Resolved: (i) That thanks to the Integration & Partnership Manager and Passenger Service Director is recorded.

(ii) That Govia be invited to a future meeting to give a further update.

04 INDEPENDENT INQUIRE INTO CHILD SEXUAL EXPLOITATION IN ROTHERHAM –PREVENTION MEASURES IN LUTON AND LESSONS LEARNT (REF: 8)

Sally Rowe, the Director for Children and Learning and Councillor Akbar, Lead Executive Member for Children Services advised good progress had been made in relation to the nine key lines of enquiry regarding Child Sexual Exploitation (CSE).

The following points were made:

 The front door is being aligned to ensure staff in the referral and assessment teams are more sensitive too and better equipped to identify and respond to signs and risks relating to CSE;  The recruitment of more social workers including an Admin worker which will reduce the point of contact with the Police and minimise risks of child exploitation was agreed by the Executive;  All social workers were required to complete a specialist assessment once CSE is suspected and to ensure child protection plans are appropriate and child focused;  A strategic group is looking at links with children that go missing from home or when in placement and are visited and a return interview is conducted. Any intelligence gathered concerning potential perpetrators will be passed to the Police. Performance management systems are in place to report missing children and be overseen by the Director for Children and Learning;  Training programmes are continuing to be reviewed to test staff on their knowledge and understanding, and looking at ways of extending the training to taxi drivers, hotels etc. which is being carried out jointly with the Luton Safeguarding Board;  The safeguarding website now includes information on child sexual exploitation with links to resources available and accessible to the public and parents;  The CSE Panel had been operational since 2013 and developed a suite of performance management data to review intelligence and

Page 7 of 207 possible activity indicating sexual exploitation and the profile of perpetrators. All referrals made to the CSE panel are recorded on the Social Care database;  A national working group for the CSE panel has been set up to evaluate performance and to identify where improvements can be made;  Relationships are improving with Bedfordshire Police and other local authorities;0 and looking at setting up a MASH which will be a hub specifically for safeguarding children;  A draft CSE strategy and action plan is shortly to be signed off by partners in February 2015 to ensure there is a cohesive and collective approach with clear lines of responsibility to address and respond to any CSE activity in Luton.

The following questions/comments were made:

Question/Comments Answer The verbal feedback from Ofsted Yes, the performance data at the was it helpful, and were there any time when Ofsted came was not particular implications for Luton? where it needed to be. We are now more conscious of the way data is monitored and our understanding of profiling is better in terms of online knowledge of the system. Other areas identified were the lack of prosecution and disruption activity which did not lead to prosecution. The numbers of referrals to the CSE panel were small and this has been referred to the Police. Work in this area has now increased to focus our council activity around licensing and other areas. We are also working with the Head of Business and Consumer Services about using wider licensing powers that lead to prosecution. In terms of the 3 minute briefing The training and skills is all about what can practitioners do. And how identifying the signs and putting can we possibly understand what these together. We are causes changes in young people or encouraging people to take a case whether they a natural process that they are worried about to Panel teenagers go through? and discuss with groups of other people with expertise in child exploitation.

Can the 3 minute briefing be I will send the link to the DSO to emailed to Board members? email to members. Is there a safe place where young There is the TOKKO centre for

Page 8 of 207 people can go? And are there any young people and the youth voluntary organisations which you service where all staff have can recommend? received training. There is also the Brook Advisory Service who engages with young people and trained counsellors and support is also provided for professionals working with young people. Are Officer sufficiently trained? Most have received basic training and we are looking at improving this through the Luton Safeguarding Board, and recently appointed a Safeguarding and Education Coordinator. What about primary schools are The focus had been on high they being targeted? schools and discussions with Primary Head Teachers who agree years 5 and 6 should be targeted.

Resolved: (i) That thanks to the Director of Children and Learning and the Lead Executive Member for Children Services be recorded.

(ii) That the OSB endorses the approach adopted by LBC following the publication of the independent inquiry completed by Professor Alexis Jay, OBE and more recently, the thematic Ofsted Inspection and subsequent report, ‘The Sexual Exploitation of Children: it couldn’t happen here, could it’ (November 2014).

(iii) That the Director of Children and Learning reports back in 6 months to a future meeting.

05. LUTON LOCAL FLOOD RISK MANAGEMENT STRATEGY (REF 9)

Keith Dove, Service Manager for Transportation and Regulation and Kat Wysocka, Strategy and Sustainable Officer gave a powerpoint presentation on the draft Local Flood Risk Management Strategy (LFRMS).

The following questions/comments were made:

Questions/Comments Response Will the consultation go to the Yes, it will go the next round of all Area Boards? Area Boards and Ward Forums. Are there flood plans for Yes contributions to the planning Bramingham and Lewsey areas. process in Central Beds had been And is the council contributing to made and a report is going to the the planning process in Central February Executive meeting. A key

Page 9 of 207 Beds. risk assessment was carried out which will inform on the Local Plan.

Resolved: (i) That the Draft Flood Risk Management Strategy (LFRMS) for public consultation between late February and late May 2015, subject to the approval of the Executive at its meeting on 9th February 2015 be endorsed.

(ii) That the new powers under the Flood and Water Management Act 2010 be noted.

(iii) That Officers bring a report back on an annual basis.

06 PROGRESS UPDATE ON MANAGED REPEAT PRESCRIBING AND RECOMMENDATIONS FROM THE SCRUTINY HEALTH AND SOCIAL CARE REVIEW GROUP (REF 10)

Councillor Foord, the Chair of the Health and Social Care Review Group made the following key points:

 The report was not discussed at the last Health and Social Care Review (HSCRG) meeting which was specifically arranged to receive the Luton Safeguarding Boards Annual Report.  The HSCRG received a formal referral from Luton’s Healthwatch which highlighted concerns in relation to the Luton Clinical Commissioning Group’s (LCCG) proposal to discontinue managed patient repeat prescribing by community pharmacists  Luton Healthwatch requested scrutiny review the decision of the CCG and make recommendations in light of the proposals to ensure the proposed changes to the repeat prescribing system was in the best interest of Luton patients.  The HSCRG met with key partners on 8th October and Luton Pharmaceutical Committee strongly objected to the decision as it was felt it was not in the best interest of patients and carers.  The key areas of disagreement were: o The CCG have a robust audit process attached to protocol/standard operating procedure to ensure accountability and to provide adequate level of assurance; o The LPC preferred a guideline/standard operating procedure/memorandum of understanding, which their members have signed up to and monitored by the LPC who would address any non-compliance; o GPs were responsible and accountable for every prescription they signed and issued and concerned with the current system

Page 10 of 207  The CCG sent out a letter dated 17th December 2014 to all GPs practice managers and community pharmacists in Luton advising that from January 2015 the majority of pa  Local GP practices had the last say and they can if they want to discontinue with the dispensing of repeat prescribing but had been persuaded by the CCG to give up their relationship with local pharmacists.  The report is on the agenda of the Health and Wellbeing Board and an update will be

07 WORK PROGRAMME AND EXECUTIVE FORWARD PLAN (REF: 11)

Resolved: That the work programme be noted.

Note: The meeting ended at 8.15p.m.

Page 11 of 207

OVERVIEW AND SCRUTINY BOARD AGENDA ITEM: 7

DATE OF MEETING: 18th February 2015

REPORT AUTHOR: Israr Siddique

SUBJECT: Quarter 3, 2014-15 Performance Report

PURPOSE:

1. For the OSB to understand and challenge the Council’s performance against the key strategic priorities set out in the Prospectus.

RECOMMENDATIONS:

2. The OSB considers the attached report on performance and identifies any comments it wishes to relay or refer to the Executive. The Executive will consider the Quarter 3 performance report at its meeting on the 9th March 2015.

REPORT:

3. The performance management framework has been developed to ensure a clear strategic link and golden thread from the high level priorities within the Prospectus and Corporate Plan, to specific tasks and actions within team plans and individual staff Personal Performance Appraisals. The indicators and targets being reported will ensure the Council is achieving its overall goals and priorities.

4. Where a target has been set either locally or nationally the outcomes have been RAG (Red Amber Green) rated. Where the current status is shown as “purple” no target has been set and the measure serves as an indicator of current performance.

5. Highlighted below are some key measures and trends which are provided in detail at Appendix A:

Page 12 of 207 Business & Growth

To measure the percentage of decent streets (including litter), the Local Environment Quality Standards Survey was carried out in January 2015 (completed twice a year). There was a reduction of 13.67% (down to 86%) in clean streets from the last survey in July 2014 which was 99.67% good and .33% bad. There were several reasons for the reduction in cleansing standards at this time of year. Firstly, the inspection was carried out in early January, on the back of three bank holidays over Xmas and New Year. Secondly, due to the cold weather, street cleansing staff had been deployed to cover gritting/salting duties within the town, which meant they were not available for street cleansing duties. Finally, the cleansing division have reduced its front line workforce from 104fte down to only 68fte. The next survey is planned for July 2015 (weather dependent).

In this quarter a total 703 people were assisted to move closer to the job market (against a quarterly target of 125 (annual target = 500)), of those 162 have achieved positive outcomes and either entered into education, employment, training or volunteering. From the Prince’s Trust Projects between April to end of Quarter three (December), 215 young people were supported. Of those 82 achieved positive outcomes and either entered into education, employment, training or volunteering. The Groundwork project started and finished in quarter three (Oct-Dec 2014), 7 unemployed people have been trained on the project, 3 of whom have found employment, 1 is going into further learning and 3 achieved a qualification. European Social Fund (ESF) has helped 276 new starters on ESF projects last quarter, which included 72 Not in Education, Employment or Training (NEET) and 204 adults. 38 young people moved into employment, education or training, and 21 adults obtained sustainable paid employment. With the Hire Me project, 27 people were supported on the project, of those 14 found employment. The Luton Employment Training (LETs) Fair in September contributed to 178 people in quarter three coming off the DWP benefits system and either entered into education, employment or training.

There were no jobs created or safeguarded in Luton this quarter as a result of Economic Development (ED) interventions. However a number of businesses have been assisted, and should see the results in the coming months. For example Hayward Tyler will be creating additional jobs as a result of a successful Regional Growth Fund bid, aided and supported by the ED service. ED also helped Isuzu Bedford Company Limited (IBC) in submitting a Regional Growth Fund application. This was also successful and should lead to the creation 250 new jobs in the near future. Currently, ED are engaging with Gulfstream (an aerospace firm based near the airport), where a number of jobs will be created in the near future. Over the next 4 months the ED team have various priorities, including running and updating the Think Luton website, engaging with businesses through social media, a business breakfast, promoting good news stories about Luton, publicising and disseminating a new brochure on key developments in Luton, and dealing with inward investment enquiries. Please note, the numbers now reported for E&R ED3 are as direct intervention of the ED team and not the result of third parties such as Basepoint which was what we were previously counting. This is the why the numbers being reported were so high in previous years.

There were no businesses assisted in locating or expanding in Luton this quarter. However the ED team have been providing on-going support to 12 businesses looking to move to Luton or wanting to expand. This has involved carrying out premises searches, providing business support information, and helping to find funding opportunities. Previously, the reporting of this indicator included all general business enquiries, and

Page 13 of 207 those that attended various business events held by the team. We no longer count these as part of the reporting. Only those businesses that have had some kind of intervention from the ED Service are included in the reported figures.

For the first time this year, Luton’s youth unemployment is lower then both the East of England average and GB Average, unlike the Aged 25-49 unemployment which remains higher than the East of England and GB Average. While Luton’s working age unemployment has decreased from 2.6% to 2.1% compared to the previous quarter, and is lower compared to the same period last year (3.1%). These published figures are taken from the NOMIS (National Statistics) website.

Amount of Non Domestic Rates (business rates) collected is continuing at record high collection levels for Luton and is 0.03% behind the target set for the end of December but compared to last years record high collection rate it is 0.02% above or in monetary values we have collected £505k more this year at this time. Collection continues to be challenging with business not really feeling any sign of economic recovery and some business properties being converted to housing.

Amount of council tax collected remains at an all time high collection rate despite the difficult economic circumstances for residents. Our internal enforcement officers are now collecting debt and are showing good results but it is still too early to tell what impact this will have on collection rates. The collection rate was 0.03% behind the target set for December but still 0.29% ahead of the record high achieved last year. In monetary values we have collected £2m more this year at this time.

The indicator measuring time taken to process Housing Benefit and Council Tax Support claims is currently in red at 15.8 days in comparison to 19 days at the same time last year. Historically, due to the type of work processed, the speed of processing is always faster in the final quarter and we are likely to hit the target. The work that we do at this time of the year includes a lot of housing association and housing rent increases from April. This forms part of our year end updating process and is automated. As it is done in advance of 1st April, these all count as a single day stat, bringing our average down. We are also notified of Pension Credit changes in advance of April. As with rent increases, these are also processed pre April and count as a single day statistic. There is nothing we can do to control this as the information comes from a third party and they themselves will not know the increase to rents/pension credits until the final quarter. In addition to this, there are some service improvements due to be introduced from February 2015. We are bringing in risk based verification which will reduce the documents a customer needs to provide. This, along with a new improved Benefit claim form, will reduce the amount of time assessors need to spend on a new claim and will improve processing times. We are also looking at bringing in a fast track process for claims brought in to the office that are assessed as complete by a customer advisor and finally, we are looking at an integration process which means information on the form will automatically populate the back office software. This will again reduce the amount of time assessors spend on a claim and improve speed of processing. However, due to ICT issues, this integration has been delayed. Recent figures indicate a change in strategy is resulting in an increase in staff productivity. Individual performance continues to be monitored and each member of staff has specific targets linked to speed of processing.

Net profit achieved through external trading measures the profit made through trading across the three areas (BTS, LTS and STS). No target has been set as we need to understand our true costs for the organisation and ensure all units are costing in exactly

Page 14 of 207 the same way. The overall strategic direction is a focus on trading with other public sector organisations. Please note the figure for qtr 3 is not currently available, the first draft isn’t due back until 17th February 2015.

Building Technical Services (BTS) are responsible for managing repairs and maintenance of Luton Borough Councils dwellings. The additional income through non-HRA growth and Improvement measures the extra income generated from completing work from external organisations in Luton and the surrounding areas. In December £346,241 income was generated against a projected target for the same period of £357,458. The annual target is £476,000 but the current trends show a positive month on month increase so we are likely to achieve the year end target.

Rent collection remains stable, even with the changes implemented as a result of Welfare Reform. The Spare Room Subsidy for the number of under-occupying households has reduced by 211 households. We continue to support existing tenants to sustain their tenancies, secure mutual exchanges and transfers.

There has been an increase in the number of affordable new homes. In the last quarter we delivered 72 new homes principally Roebuck and Bradley Road (new homes for Luton sites) and a further buy back. Neither Inkerman nor Rothesay (Omega) came forward. Therefore with these two sites, Grosvenor House and the 3 Highways Properties we are likely to look at a further 46 by the end of the financial year. This will provide an overall total of 142 for the year, against a target of 125.

Education & Lifelong Learning

Education Attainment data for the 2013/14 academic year was reported in quarter 3 2014- 15.

In Luton, 52% of children achieved a good level of development compared to 60% nationally.

The percentage of pupils achieving 5+ A*-C including English and Maths decreased from 59% in 2013 to 54% in 2014. Nationally pupils achieving 5+A*-C including English and Maths decreased from 61% in 2013 to 57% in 2014.

% of children attending a school which is ‘good or better’ is a new indicator being reported by OFSTED. The information is published via their data view website, and gets updated 3 times a year. The percentage of pupils whom attend a good or better school in Luton is 79%; this includes all phases and all academies. As at the end of January, the information is yet to be refreshed by OFSTED. The date of which this percentage was published was 31 August 2014.

The quarter 3 data for raising the participation age (RPA) which currently only applies to young people in their first year after leaving school was 93.5%. This figure matches that of the England average in June 2014 (last government national figures), and compares favourably to the figure of 87.6% achieved at the same point in 2013/14.

Percentage of 16-18 year olds, who are not in employment, education or training (NEET) figure for December 2014, is 4.3%. This is a very positive and marked decrease from that at the same point in 2013/14. The Youth Advice tracking team continues to be

Page 15 of 207 successful with both functions of tracking and positive intervention work. The tracking team has reduced these figures through a prioritisation approach.

Reporting of 16 – 18 Apprenticeship funding is based on the Academic year. Qtr 1 data was reported from September to November when the Academic year begins. The measure is the amount of funding drawn down from the Skills Funding Agency to support apprentices. Different apprenticeships have different values but the current funding is enabling us to train and employ 200 apprentices with around a third employed by LBC.

Safe, Supported & Healthy

Levels of all crime in Luton were 3,887 in qtr 3 (compared to 3,893 in the previous qtr). Looking at offence levels over the whole of 2014 compared to 2013 shows an increase of 7% (1,013 offences). Luton is slightly above average compared to other members of our Most Similar Group (as defined by the Home Office) and we are fifth highest (out of 15). Projected levels of offences are increasing.

By the end of December, we had stabilised approximately 82 households being accommodated in Bed & Breakfast (B&B) accommodation. Numbers have been at or around this level since the Authority lost in excess of 30 units of Temporary Accommodation (TA) at Milliners Court due to the sale of the building. Strenuous efforts have been made to procure additional TA in order to reduce the numbers accommodated in B&B and we are currently awaiting handover of 24 units of accommodation that the Council is entering into lease arrangements to secure. These schemes will contain 2 studio apartments; 12 one bed apartments; 9 two bed units & 1 three bed unit. In addition, negotiations are currently in place to secure a lease on approx 133 units in the town centre. All of these TA developments will initially be allocated to household’s currently occupying B&B accommodation. On this basis, should all of these schemes come to fruition, numbers in B&B will be dramatically reduced although not entirely eradicated as the units to be made available will not suit the household composition of all current residents.

The number of children in care (looked after children (LAC)) has increased again this quarter, with fewer children leaving care in the period than normal. There have been three big sibling groups and six children coming in on remand, which the LA has no control over. Actions to review all current children looked after are in place, with an audit of all care plans and pathway plans commencing 9th February to identify any actions required to ensure planning and permanency for the child are on track and take any action required. Audit work has already been completed by Safeguarding & Quality Assurance Service Manager on all Section 20 cases for children under the age of 5. Monitoring and support of care proceedings continues to be actioned to reduce delay. High caseloads within neighbourhood teams in some cases, is affecting social worker ability to undertake case work in a timely manner.

At 3420 in qtr 3, the take up of health checks delivered was lower than the quarterly target (of 5021). To address this, Public Health is focusing on workplace health checks and actively increasing engagement and support with the community provider and GPs to improve the number of health checks delivered over the final quarter. The targets also do not take into account the increase seen in the final quarter, based on previous trends. Profiling for future years will take this into account.

Page 16 of 207 Local alcohol 3 is a new indicator as the previous definition of alcohol related admissions was limited to alcohol-related primary diagnosis but this now includes both alcohol-related primary diagnosis and alcohol related external cause. The provisional qtr 1 figure reported (161) has since been updated and increased to 190.7; data for qtr 2 shows a provisional reduction to 156.17. Data is provisional and subject to change. LDAP commission outreach services in the Luton & Dunstable hospital and so far this year it is estimated that their interventions have reduced the number of Alcohol related admissions by 68 equating to a saving of £48k.

Number of adult users in effective treatment at 866, shows current provisional performance (July 2013-June2014) is just below target. With new contracts and new providers implemented on 01/10/2014, this may impact on performance in the next two quarters, as they become familiar with the processes and procedures. However, a transformation project is underway which will see the focus of drug treatment shift towards a more outcome rather than output focus, which will generate more successful exits from structured treatment

New Horizons continues to support adults with learning disabilities in paid employment. Along with this we endeavour to direct and support people into community based activities that promote their independent skills and prevent them from building dependencies on services. This has been one of the key areas over the last 12 months reflecting the demographics of referrals. We have developed through pilot stages the Apprentice Steps scheme that is now into its second cohort of learners. The aim of establishing a clear pathway into Adulthood remains a key objective for the scheme. We have been liaising with local education providers to stimulate the referral routes into the programme straight from Pathfinders and Pathways courses. The scheme is currently being used by Ofsted as a case study due to it being deemed “Good Practice”. We have also begun working more with individuals in the Autism field and continue to work closely with Autism Beds. The service is set to change with the possibility of charity status being explored. If this becomes a reality then our client potential could open up and allow us to focus on preventative strategies and intervention programmes.

For Proportion of adults in contact with secondary mental health services in paid employment, SEPT is performing just below target. SEPT is currently negotiating the 10% target but Luton still requires an outturn of 10% for 2014-15.

The Proportion of people using social care who receive self-directed support and those receiving direct payments saw a sharp increase in December’s performance compared to November. The increase is due to an influx of Carer Direct payments in December, which were added due to the January Liquid Logic go live deadline.

Carers receiving needs assessment or review has seen consistent performance over the past few months and are now about 8% away from achieving out annual target of 50%

Page 17 of 207 Risk Assessment & Risk Management

 The risk owner is responsible for setting the frequency of reviews. The majority of risks however are reviewed at least every 3 months but it can be more often or less frequently subject to what the risk is about and the risk score. Reports are produced monthly on corporate risks for the Director of Commercial and Transformation Services, and every quarter the Risk and Internal Control Group meet to review and monitor risks and discuss potential new risks. Departmental risks are also discussed at the quarterly Delivery and Accountability meetings. A report is submitted to Members annually.

Please refer to the LBC Corporate Risk Report for further information.

 The following are regarded as high risk and mitigation is in place to manage and control them: Council’s reputation including image and perception Failure to keep to the approved budget Decrease in volume of airport traffic Significant project failure Safeguarding of vulnerable children and adults Significant welfare reform changes

Page 18 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Business & Growth

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R 21a-1 Litter - Percentage of decent streets N/A N/A Actual (%) 98.33 97.00 86.00 99.67 86 GREEN

Target (%) 87.50 87.50 87.50 87.5 87.5

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R ED2 Number of people assisted to move closer to N/A N/A Actual N/A 1394.00 1351.00 185 463 703 GREEN the job market Target N/A 500.00 375.00 125 125 125

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R ED3 The number of jobs created or safeguarded in N/A N/A Actual N/A 100.50 2.00 0 2 0 RED Luton linked to Economic Development Service interventions Target N/A 100.00 15.00 5 5 5

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Page 1 of 11 Page 19 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Business & Growth

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R ED4 The number of businesses assisted in locating N/A N/A Actual N/A 1254.00 3.00 1 2 0 RED to or expanding in Luton Target N/A 200.00 3.75 1.25 1.25 1.25

*RRG3HUIRUPDQFHLV+,*+ 4WUUHVXOW DJDLQVWDTXDUWHUO\WDUJHWRI DQQXDO 

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R 11 Youth Unemployment - JSA (Job Seekers 2.4 - NOMIS 3.0% (GB) - Actual (%) 6.1 4.1 2.2 3.1 3.1 2.2 PURPLE Allowance) Claimants Aged 18-24 (quarterly) December NOMIS 2014 December 2014 Target (%) 6.8 N/A

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R 12 Age 25-49 unemployment - JSA (Job Seekers 1.5% (East) - 2.1% (GB) - Actual (%) 4.8 3.5 2.2 3 2.7 2.2 PURPLE Allowance) Claimants Aged 25-49 (quarterly) NOMIS NOMIS December December 2014 2014 Target (%) 5.2 N/A

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Page 2 of 11 Page 20 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Business & Growth

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R 11a Working age Unemployment - JSA (Job 1.4% (East) - 1.9% (GB) - Actual (%) 4.7 3.3 2.1 2.9 2.6 2.1 PURPLE Seekers Allowance) Claimants aged 16 to 64 NOMIS NOMIS December December 2014 2014 Target (%) 5.1 N/A

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2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

CTS 15b Amount of NDR (business rates) collected as Actual (%) 96.09 96.66 84.41 9.70 19.51 29.24 38.61 47.59 56.83 GREEN percentage Target (%) 96.00 96.50 84.44 11.42 20.67 29.87 38.79 47.73 57.07

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 65.93 75.48 84.41

N/A N/A Target (%) 66.11 75.46 84.44

Good Performance is HIGH. Broadly on track, but this is a demanding target. Currently at 84.41% compared to 84.39% last year, so slightly up on previous year.

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

Former LBC 4b Amount of council tax collected as a Actual (%) 96.18 96.46 84.29 11.28 20.64 29.83 40.09 49.35 58.98 GREEN percentage. Target (%) 96.50 96.50 84.26 11.28 20.64 29.81 39.99 49.19 58.85

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 65.82 75.12 84.29

N/A N/A Target (%) 65.94 75.33 84.26

Good Performance is HIGH. Continued good performance with expectations to achieve target by year end.

Page 3 of 11 Page 21 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Business & Growth

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

Former NI 181 Time taken to process Housing Benefit & Actual 13.9 13.0 15.8 12.5 14.2 14.3 14.1 14.1 14.3 RED Council Tax Support claims and changes (average number of days to process) Target 10.0 13.0 13.0 13.0 13.0 13.0 13.0 13.0 13.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual 14.7 15.2 15.8

N/A N/A Target 13.0 13.0 13.0

Good Performance is LOW. The service continues to be stretched as a result of the increase in work. This now seems to be reducing but the complexity is increasing. We are introducing service improvements from Feb 15 that should see this target improve. There are some parts of the year that are busier than others and the current processing times are following the trends of previous years. We expect to be on target by the end of the year. The benefits service has in January 2015 come second in a mystery shopping survey with other London Boroughs, a good measure of customer satisfaction.

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R Trade 1 Net profit achieved through external trading N/A N/A Actual N/A N/A 469107.0 349152 119955 PURPLE

Target N/A N/A

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Page 4 of 11 Page 22 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Business & Growth

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

H15 (RF) BTS - Additional Income through non-HRA Actual 237023.0 430000.0 346241.0 82603.0 117107.0 147677.0 194366.0 227366.0 GREEN growth & Improvement. Target 17500.0 333000.0 357458.0 40417.0 80833.0 121250.0 158870.0 198588.0 238305.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual 250726.0 305646.0 346241.0

N/A N/A Target 278023.0 317740.0 357458.0

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

66A (JJ-L) Rent collected as a percentage of rent owed N/A N/A Actual (%) 98.3 98.4 97.7 98.1 97.8 97.7 GREEN

Target (%) 98.6 98.0 98.0 98 98 98

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

Former NI 155 Number of Affordable new homes N/A N/A Actual 508 392 96 9 15 72 GREEN (AT) Target 800 750 94 31 31 31

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Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

New KPI Edu 1 Increase the percentage of children achieving 55% (DfE Oct 60% (DfE Oct Actual (%) N/A 47.1 51.6 PURPLE a good level of development in the prime 2014) 2014) areas of learning and in the specific areas of literacy and mathematics Target (%) N/A N/A

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Page 5 of 11 Page 23 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Education & Lifelong Learning

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Former NI 75 Increase the percentage of children achieving 54% (DfE Jan 57% (DfE Jan Actual (%) 57.7 58.7 54.1 PURPLE 5 A*-C GCSEs (or equivalent) at Key Stage 4 2015) 2015) (including English and Maths) Target (%) 56.0 N/A

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Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

New KPI Edu 5 % of children attending a school which is 76% August 78% August Actual (%) N/A N/A 79.0 PURPLE 'good' or 'better' 2014 2014 Target (%) N/A N/A

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2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

RPA 1 Raising of the Participation Age (RPA) - All 16 Actual (%) N/A N/A 93.5 86.9 87.4 95.9 92.7 91.6 72.9 AMBER year olds (and extend up to 18th birthday from September 2015) required to stay in appropriate education, employment or training upon completing statutory education Target (%) N/A N/A 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 81.1 82.7 93.5

89.8% as at 89.8% as at Target (%) 100.0 100.0 100.0 Dec 2014 Dec 2014 *RRG3HUIRUPDQFHLV+,*+ 7KHTXDUWHUGDWDIRUUDLVLQJWKHSDUWLFLSDWLRQDJH 53$ ZKLFKFXUUHQWO\RQO\DSSOLHVWR\RXQJSHRSOHLQWKHLUILUVW\HDUDIWHUOHDYLQJVFKRROZDV7KLVILJXUHPDWFKHVWKDWRIWKH(QJODQGDYHUDJHLQ-XQH ODVWJRYHUQPHQWQDWLRQDOILJXUHV DQG FRPSDUHVIDYRXUDEO\WRWKHILJXUHRIDFKLHYHGDWWKHVDPHSRLQWLQ

Page 6 of 11 Page 24 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Education & Lifelong Learning

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

Y2 Percentage of 16-18 year olds who are not in Actual (%) N/A N/A 51.3 6.5 6.5 6.0 6.4 6.5 5.2 GREEN Education, Employment or Training (NEET) Target (%) N/A N/A 58.5 6.5 6.5 6.5 6.5 6.5 6.5

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 4.8 5.1 4.3

4.6% as at 4.7% as at Target (%) 6.5 6.5 6.5 Dec 2014 Dec 2014 Good Performance is LOW.

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Former NI 163 Qualifications in working age population (NVQ 72.7 (East 72.5 (GB Actual (%) 64.1 64.1 65.2 PURPLE 2 and above) 2013) 2013) Target (%) N/A N/A

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Sep-Nov Q2 Dec-Feb Q3 Mar-May Q4 Jun-Aug Current Status

ACL 4 academic 16-18 Apprenticeships - funding N/A N/A Actual 187987 343628 311265 311265 GREEN (TM) Target 176346 234525 193812 96906 96906

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Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

E&R 19 All Crime in Luton (soLUTiONs) N/A N/A Actual 15786 16088 11988 4207 3894 3887 PURPLE

Target 17820 N/A

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Page 7 of 11 Page 25 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Safe Supported & Healthy

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

Housing 1 (MD) Bed and breakfast placements (numbers) Actual 34 86 82 59 54 51 53 71 76 RED

Target 0 0 0 0 0 0 0 0 0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual 98 101 82

N/A N/A Target 0 0 0

Good Performance is LOW.

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status local CIC 1 Number of children in care (LAC) Actual 388 397 415 399 392 397 399 396 405 PURPLE

Target N/A N/A

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual 392 395 415

620 (2013) 68110 (2013) Target

Good Performance is N/A.

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Former NI 55 Obesity in primary school age children in 11.1% 9.5% Actual (%) 11.2 10.9 10.5 GREEN Reception Percentage (Birmingham, Bradford, Slough, Enfield) Target (%) 11.0 11.0 10.5

Good Performance is LOW. Data for 2013-14 school year is reported in 2014-15. Final results show Luton's rate (10.5%) is significantly higher than the national rate (9.5%) but similar to statistical neighbours (11.1%).

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Former NI 56 Obesity among primary school age children in 23.5% 19.1% 2013- Actual (%) 23.2 23.1 23.7 GREEN Year 6 Percentage (Birmingham, 14 Bradford, Slough, Enfield) Target (%) 21.0 20.0 23.0

Good Performance is LOW. Data for 2013-14 school year is reported in 2014-15. Final results show Luton's rate (23.7%) is significantly higher than the national rate (19.1%) but similar to statistical neighbours (23.5%).

Page 8 of 11 Page 26 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Safe Supported & Healthy

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Public Health 1 Infant (less than 1 year) mortality rate (rate N/A N/A Actual 7.2 5.2 5.0 GREEN per 1000 live births) Target 7.2 5.4 5.3

Good Performance is LOW. 2011-13 data is provisional and unpublished but showing a reduction on the previous year and below target

Statistical

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Current Status

Former NI 126 Under 18 conception rate (rate per 1,000 15- 25.1 24.8 per 1000 Actual 29.9 29.3 GREEN 17 year females) (Birmingham, Dec 2012 to Slough, November Enfield and 2013 Bradford) Target N/A 28.8

Good Performance is LOW.

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

Public Health 7 Take up of NHS Health Check Programme N/A N/A Actual 4897 7415 3420 1011 2302 3420 RED

Target 7018 7018 5021 1674 3347 5021

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Page 9 of 11 Page 27 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Safe Supported & Healthy

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

Local Alcohol 3 1XPEHURIDGPLVVLRQVLQYROYLQJDQDOFRKRO 4 4 Actual 683 719 347 191 156 PURPLE UHODWHGSULPDU\GLDJQRVLVRUDOFRKROUHODWHG VWDWLVWLFDO (QJODQG H[WHUQDOFDXVHSHUSRSXODWLRQ DJH QHLJKERXUV  VWDQGDUGLVHG %LUPLQJKDP 5ROOLQJ :ROYHUKDPSWR DYHUDJH Q+LOOLQJGRQ 2FWREHU 5HGEULGJH WR6HSWHPEHU 6ORXJK  5ROOLQJ DYHUDJH 2FWREHU WR6HSWHPEHU  Target N/A N/A

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

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status local Drug 2 Number of adult users in effective treatment N/A N/A Actual 882 876 866 880 866 GREEN

Target N/A N/A 880 880 880

Good Performance is HIGH. Q3 data available March 2015.

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

ASCOF 1E (NI 146) 1E - Proportion of adults with learning Actual (%) 14.7 13.0 14.9 13.0 14.1 14.8 13.7 14.3 GREEN disabilities in paid employment Target (%) 11.0 13.0 13.0 13.0 13.0 13.0 13.0 13.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 14.3 12.8 14.9

  Target (%) 13.0 13.0 13.0 DYHUDJH DYHUDJH   Good Performance is HIGH.

Page 10 of 11 Page 28 of 207 Summary Performance Report Reporting Period: 2014 Group Type: Executive Report 2014-15 Green Performance is good: At least 95% target Amber Performance is satisfactory but requires Red Performance requires serious action: More Purple Performance cannot be measured: No target achieved corrective action: Within 10% of target than 10% outside target was supplied so the RAG status could not be calculated Safe Supported & Healthy

Statistical 2014/15

KPI Name Description N'bour National State 2012/13 2013/14 2014/15 Q1 Apr-Jun Q2 Jul-Sep Q3 Oct-Dec Q4 Jan-Mar Current Status

ASCOF 1F (NI 150) 1F - Proportion of adults in contact with   Actual (%) 6.0 8.4 9.2 9.1 9.3 9.2 AMBER secondary mental health services in paid DYHUDJH DYHUDJH employment   Target (%) 11.0 10.0 10.0 10 11 10

Good Performance is HIGH.

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

ASCOF 1C part 1 1C - Proportion of people using social care Actual (%) 73.0 77.9 62.2 36.1 38.7 42.7 47.2 51.8 GREEN (NI 130) who receive self-directed support, and those receiving direct payments Target (%) 85.0 80.0 60.0 13.3 20.0 26.6 33.3 40.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 52.8 54.2 62.2

  Target (%) 46.7 53.3 60.0 DYHUDJH DYHUDJH   Good Performance is HIGH.

2014/15

KPI Name Description State 2012/13 2013/14 2014/15 Apr May Jun Jul Aug Sep Current Status

Former NI 135 Carers receiving needs assessment or review Actual (%) 41.0 47.0 41.7 10.3 14.9 21.2 24.6 30.0 GREEN & a specific carer's service, or advice & information (Actual) Target (%) 43.0 50.0 33.3 8.3 12.5 16.6 20.8 25.0

Statistical Oct Nov Dec Jan Feb Mar

N'bour National Actual (%) 34.5 37.5 41.7

Target (%) 29.2 29.2 33.3

Good Performance is HIGH. The 2014-15 target is 50%

Page 11 of 11 Page 29 of 207 Risk Assessment & Control Measure Update Report

Luton Borough Council

Details Details 2 Details 3 Current Controlled Risk Risk Assessmen Assessmen

LBC0003 Image and perception of the a) Lack of confidence in High Medium Council reputation with all Council & the Town not always services by the public... Next Review Last Review Days Risk Owner Date Date Overdue stakeholders & wider reputation of positive locally. Issue could be b) Difficulties recruiting staff. 8 6 Luton as a place to live, work, learn made worse if there are any c) Difficulties finding business and visit cases of abuse or scandal , or partners. Corporate Risk if Councillors lose confidence in d) Lack of engagement from the Impact Impact 14/02/2015 14/08/2014 0 Chris Hall officers. community when trying to 3 3 TLargelyype of this risk stems from the councils engage their views. Major Likelihood Likelihood Reputation scandal is revealed in Media. 2 1 Potentially a major abuse case could result in: i) Central government investigation & intervention. ii) Significant amount of officer resources. iii) Adverse impact on staff morale. iv) Media attention. v) Loss of credibility.

Risk Review Update Review Summary: This risk remains at the same level

Whilst there are ongoing mitigation measures and a continuing trend of ongoing proactive positive communications resulting in higher levels of positive media coverage we cannot control the likelhood of every possible negaitve event or story breaking. Over the next 8 months political influences will be higher than ever. Updated on 21/10/2013 17:45:09

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

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LBC0003/003 Review Summary: In Progress 75 0 30/05/2015 Chris Hall communications strategy The risk remains as previously.

As part of the review it is worth noting that the election next year provides further opportunities for political positioning which has the potential to impact on the council reputation as other seek to play down achievements. We have also recently noticed political sniping from neighbouring councillors adding to the mix.

There are ongoing community and cohesion issues in the town which further lend themselves to negative media coverage.

The ongoing proactive communication work has helped us deal with these issues and this will continue. Weekly meetings with the Leader, Deputy Leader and Chief Executive help to maintain a flexible and nimble approach so that the communications approach can be adapted to suit events. Good media relationships have been developed and press take up of press releases is high at 95%

A communication review is ongoing which aims to further centralise our communications approach and strengthen our ability to market Luton positively Updated on 01/12/2014 16:38:39

LBC0003/004 Review Summary: With the abolition of the LAA, In Progress 75 0 14/02/2015 Chris Hall The Sustainable Community Strategy greater focus is possible on the locally identified priorities. The Luton Forum meeting on 17 Junre will undertake further work on these. Updated on 14/08/2014 11:32:48

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Luton Borough Council

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LBC0006 Cannot keep services within a) Further cuts to services. High Medium Failure to keep to Approved budget, budget parameters and b) Adverse impact on service Next Review Last Review Days Risk Owner Date Date Overdue particularly re: demand - led identified budget savings or delivery. 9 6 services, new requirements, income targets are not realised c) Adverse publicity. savings targets, loss of income. fully. This could occur as a d) Increase in Council Tax. result of national or local e) Demoralisation of staff. Impact Impact 19/02/2015 13/10/2014 0 Dave Kempson changes. See below for f) Impact staff performance. 3 3 Type of risk effects:- g) Failure to keep a balanced Likelihood Likelihood Budget control failure budget. 3 1 h) Breaches of Health & Safety Law.

Risk Review Update Review Summary: currently underspending

Budget predictions showing overall underspend prior to any dividend adjustment Updated on 14/04/2014 12:09:32

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0006/002 Review Summary: currently underspending per In Progress 90 0 19/02/2015 Dave Kempson Budget Monitoring period 5 predictions

Quarter 5 review showing £3.5m underspend prior to any amendment to dividend entitlement Updated on 13/10/2014 12:05:45

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Luton Borough Council

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LBC0007 Some staff unable to manage a) Adverse impact on staff High Medium Staff Performance - increasing work loads with welfare. Next Review Last Review Days Risk Owner Date Date Overdue Overload/stress. competing priorities during times b) Adverse impact on service 9 6 of financial austerity and delivery. ongoing reductions. the is could c) Increase in staff absenteeism. result in:- d) Increase in employment Impact Impact 04/02/2015 04/08/2014 0 Angela Claridge tribunal claims. 3 3 Type of risk e) Increase in employers liability Likelihood Likelihood Insufficient staff resources/capacity claims. 3 1 f) Deteriorating PI's. g) Increase in accidents h)A reduction in productivity in some work areas.

Risk Review Update Review Summary: Continues to be a concern and features in wellbeing initatives. Mindfulness taster sessions held in last review period. Updated on 06/01/2014 11:29:04

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0007/002 Review Summary: Mental Health continues to be In Progress 100 0 14/02/2015 Angela Claridge Performance Appraisal & a priority. The Public Health Responsibility Deal Management Supervision also addresses, Mindfulness taster sessions held for employees during last period. Updated on 14/08/2014 13:01:21

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Luton Borough Council

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LBC0013 Hardware, software or network Hardware/software/network High Medium Loss or collapse of key IT failure. failure Next Review Last Review Days Risk Owner Date Date Overdue application/hardware or data Unauthorised access to a) impact on reputation 8 6 corruption. personal data trough hacking or b) adverse impact on service Unauthorised access to personal other breaches of systems delivery data on Council Systems. security. c) adverse impact on finances Impact Impact 13/02/2015 13/08/2014 0 Whitworth, Davina d) Unauthorised access 3 3 Type of risk e) Hardware/software/network Likelihood Likelihood Loss of IT / Communication facilities failure 2 1 a) adverse impact on finances b) adverse impact on reputation c) failure to comply with legislation

Risk Review Update Review Summary: The PSN compliance initiative for 2013 has ensured that the Councilnow has acceptible levels of controls and anagement systems in place to manage this risk Updated on 15/07/2013 10:07:02

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0013/002 Review Summary: This hasn't been implemented, Proposed 5 114 13/10/2014 Whitworth, IPS (Intrusion prevention systems) instead other controls to comply with PSN have £50,000 Davina and network access control (NAC) been implemented such as a APN and airwatch to manage mobile devices Updated on 13/08/2014 16:09:37

LBC0013/003 Review Summary: This piece of work has not Proposed £0 0 83 13/11/2014 Hazel Martin Review and rationlaise file been completed in this format. Instead £60,000 permissions and associated AD information asset owners have been identified groups against an asset register.

Implementation of W2 as a records management system has been delayed, as it is dependant on Civica and its PMO projects. i will review this progress at the end of the year. Updated on 13/08/2014 16:08:59

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Luton Borough Council

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LBC0025 Loss or failure of key supplier, Effect on value of money, active High Medium Loss or failure of key supplier, could impact on: in partnerships. If reputation Next Review Last Review Days Risk Owner Date Date Overdue provider or partner. a) adverse impact on service adversely affected as a result 8 5 CSCF0032 - Failure of key supplier delivery then also potential effects of loss (Corporate Finance Risk) b) impact on reputation and of reputation. CS0014 - Failure of key supplier credibility Impact Impact 12/04/2015 12/01/2015 0 Chris Addey (Customer Services Risk) c) adverse impact on finances 3 2 THC0009ype of risk- Failure of key supplier ( Lack of clarity in partnership & Likelihood Likelihood Failure of key supplier interagency working or 2 2 contractual arrangements can result in a) adverse impact on service delivery b) adverse impact on finances c) project failure d) agency do not meet quality standards e) accountabilities are unclear f) opportunities for fraud & corruption

Risk Review Update Review Summary: Ongoing monitoring of key suppliers ,currently reviewing a new source of information re companies entering liquidation to provide an even earlier warning than publicly available data Updated on 24/10/2014 15:42:32

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0025/001 Review Summary: Centralisation includes a In Progress 100 0 22/03/2015 Chris Addey Tender/procurement process review of all corporate documentaton and ongoing review procedures Updated on 22/12/2014 09:31:55

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Luton Borough Council

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LBC0028 Industrial action could result in: a) adverse impact on service High Medium Industrial Action. See below:- delivery Next Review Last Review Days Risk Owner Date Date Overdue b) impact on staff well-being 8 5 c) adverse impact on reputation d) adverse impact on health/welfare of clients. Impact Impact 04/02/2015 04/08/2014 0 Angela Claridge Value for money, valuing 3 2 Type of risk workforce. If action extended it Likelihood Likelihood Conflict between national/regional agendas & local priorities will affect the achievement of all 2 2 corporate priorities in the year concerned, and make achieving medium term objectives more difficult.

Risk Review Update Review Summary: Increasing incidents of industrial action occurring in 2014. Updated on 06/01/2014 11:26:01

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0028/001 Review Summary: Industrial action held on Implemented 100 0 04/02/2015 Angela Claridge Good relationship with TU's 10.07.2014, approx 8% of workforce took action. Further action planned for 14.10.2014. Updated on 04/08/2014 09:25:38

LBC0028/002 Review Summary: Most recent industrial action Implemented 100 0 06/07/2015 Angela Claridge Contingency Planning (scheduled for Oct 2014) was cancelled. Authority has a good procedure in place for managing strikes, last utilised Summer 2014. Updated on 12/01/2015 09:25:49

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Luton Borough Council

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LBC0034 Collapse of banker or fraud Value for money High Low Treasury Management. within the investment business Next Review Last Review Days Risk Owner Date Date Overdue Also managed by Corporate Finance could result in 8 3 - CSCF0008 a) adverse impact on finances b) impact on low level of council ta Impact Impact 14/04/2015 13/10/2014 0 Dave Kempson Xc) adverse impact on service 3 2 Type of risk delivery Likelihood Likelihood Loss of revenue/income generation d) service cuts 2 1 A reduction in interest rates/investments will also have an adverse reaction on the Council's finances

Risk Review Update Review Summary: Operating within budget and approved limits

Treasury management operating within budget and approved investment limits Updated on 14/04/2014 12:07:51

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0034/001 Review Summary: Continuing a cautious Approved 100 0 02/01/2016 Dave Kempson Treasury Management Policy approach to investments with banks and money market funds, supplemented with lending to London Luton Airport Limited and potentially other public sector bodies in Luton Updated on 02/01/2015 14:57:04

LBC0034/002 Review Summary: Implementation team set up In Progress 20 0 02/04/2015 Dave Kempson Implementation of new banking and meeting weekly contract Key risk idenitified to date is Civica's Financials team's approval Updated on 02/01/2015 14:54:14

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Luton Borough Council

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LBC0044 1. More extremes of weather 1. See individual Heads of High High 1. Failure to Plan for Extreme are expected, thus making it Service Climate Change Severe Next Review Last Review Days Risk Owner Date Date Overdue Weather Events and also Changing essential to plan ahead Weather Risk 9 8 Climate 1a. Gradually changing climate 2. See Carbon Reduction 2. Failure to sufficiently reduce trends, including milder drier Commitment Risk Energy use such that the Council winters and wetter summers 3 See BEAa Project Risk Impact Impact 30/03/2015 14/10/2013 0 Brennan, Trevor has to buy Carbon Credits will affect some activities 3 3 T3.ype Failure of risk to reduce waste adversely (though some Likelihood Likelihood Climate change issues activities may be affected in an 3 2 advantageous way) 2. The Carbon Reduction Commitment Regime requires that the Council reduce its use of energy to ensure it does not suffer financial penalties 3. The amount of waste generated in Luton and collected by the Council must continue to reduce to ensure disposal costs including levies & fines do not

Risk Review Update Review Summary:

LBC has a corporate commitment to managing a changing climate via its published climate change adaptation plan. The associated action plan is maintained corporately but co-ordinated by the Strategy & Sustainability Team. Outcomes from this plan are incorporated into the existing work programmes of LBC teams. Updated on 18/10/2012 08:55:03

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0044/001 Review Summary: Implemented 0 Brennan, Trevor Climate Change Team Updated on 14/10/2013 10:43:02

LBC0044/003 Review Summary: no issues to report Implemented 100 Neil O'Connor Carbon Reduction Commitment Updated on 29/02/2012 15:31:08

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LBC0044/006 Review Summary: LBC has a corporate Implemented 0 Brennan, Trevor Climate Change Adaptation Plan commitment to managing a changing climate via its published climate change adaptation plan. The associated action plan is maintained corporately but co-ordinated by the Strategy & Sustainability Team. Outcomes from this plan are incorporated into the existing work programmes of LBC teams. Updated on 14/10/2013 10:42:22

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Luton Borough Council

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LBC0057 Major Projects Board and project Would depend upon on the type High Low Significant Project Failure data available. and extent of the failure and Next Review Last Review Days Risk Owner Date Date Overdue whether there is a corporate 9 3 prioriy reliant on a particular project. Impact Impact 05/04/2015 05/01/2015 0 Laura Church 3 2 Type of risk Likelihood Likelihood Failure to deliver services at agreed cost/specification/quality 3 1

Risk Review Update Review Summary: Major Projects Board is continuing to meet and review programme. Updated on 12/08/2014 09:21:41

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0057/002 Review Summary: quarterly project management In Progress 75 0 05/07/2015 Laura Church Project Review on a quarterly basis takes place Updated on 05/01/2015 16:10:14

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Luton Borough Council

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LBC0061 More poverty/increased debt High High Significant Welfare Benefit process Homelessness Next Review Last Review Days Risk Owner Date Date Overdue changes due to government More crisis intervention required 9 8 legislation in 2013. More expenditure for LBC There are 7 workstreams in the Fine due to Welfare Reform non-compliance/breach of Impact Impact 29/05/2015 18/11/2014 0 Kevin Stewart statutory duty. 3 3 Type of risk Likelihood Likelihood Failure of internal controls 3 2

Risk Review Update Review Summary: Welfare Reform legislation has been delayed and the introduction of Universal Credit will not take place until at least April 2015 for Luton BC. We are also bringing in the DWP PDT to make our benefit service fit for the future. Updated on 17/07/2014 15:45:07

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0061/001 Review Summary: Regular board meetings and Implemented 0 Kevin Stewart Implementation of Planning & Strategy welfare reform groups continue to take place. It is now more about managing the impact of Welfare Reform. A financial inclusion strategy is currently in the process of being put together to propose to members as well as an up to date IIA for Welfare Reform Updated on 29/04/2014 08:41:16

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Luton Borough Council

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LBC0062 Damage to Council reputation. High Medium Failure to report, or correctly report Fine due to breach of statutory Next Review Last Review Days Risk Owner Date Date Overdue in line with multi agency procedures duty. 8 6 for safeguarding alerts leading to death or serious harm to an adult at risk. Impact Impact 26/04/2015 26/01/2015 0 Patricia Jennings 3 3 Type of risk Likelihood Likelihood Failure of internal controls 2 1

Risk Review Update Review Summary: More focus needs to be given to ensure that safeguarding concerns that are appropriate are made to the safeguarding team thus ensuring limited resources are targetted at the those at risk of abuse. Updated on 20/10/2014 10:25:56

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0062/001 Review Summary: Work needs to be done In Progress 75 6 29/01/2015 Patricia Jennings Awareness & Training through the LBC Learning and Dev Team to ensure that the Safeguarding Training is Care Act ready.

Safeguarding awareness training identified in 2015/16 WNA. Training to be Care act proofed. Updated on 29/12/2014 10:22:11

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Luton Borough Council

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LBC0063 LBC is responsible for providing 1. Authority in breach of High Medium Safeguarding of Vulnerable effective arranagements for statutory obligation. Next Review Last Review Days Risk Owner Date Date Overdue Children. safeguarding children. Failure of 2. Loss of reputation. 9 6 internal controls can lead to 3. Loss of life system failure and avoidable harm to children Impact Impact 14/04/2015 14/01/2015 0 Joanne Fisher 3 3 Type of risk Likelihood Likelihood Failure of internal controls 3 1

Risk Review Update Review Summary: QA and Safeguarding meetings in place; regular Safeguarding Data and audit processi n place. Updated on 15/08/2014 18:13:39

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0063/001 Review Summary: Action plans in place In Progress 85 0 14/04/2015 Joanne Fisher Policies & Procedures Applied Updated on 14/01/2015 11:39:08

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Luton Borough Council

Details Details 2 Details 3 Current Controlled Risk Risk Assessmen Assessmen

LBC0064 1. Loss of Reputation. High High Public Health is not embedded within 2. Financial impact of increasing Next Review Last Review Days Risk Owner Date Date Overdue LBC services and staff are not health costs by not focussing on 8 8 aware of the impact of their prevention and early intervention. services on population health 3. Increasing health inequalities and reduced healthy life Impact Impact 13/07/2015 13/01/2015 0 Kelly O'Neill expectancy. 3 3 Type of risk Likelihood Likelihood Service Improvement/Best value - failure to demonstrate 2 2

Risk Review Update Review Summary: Working across council services to embed public health in council business highlighting the impact of services delivered by LBC on health and wellbeing. Updated on 04/06/2014 10:32:40

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0064/001 Review Summary: Planning for PH grant to Proposed 70 0 13/07/2015 Kelly O'Neill Service Plan is kept up to date and support the health impact of council services reviewed quarterly with information and focus on embedding PH wider in everyday shared during accountability business. meetings Updated on 13/01/2015 13:13:37

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Luton Borough Council

Details Details 2 Details 3 Current Controlled Risk Risk Assessmen Assessmen

LBC0067 This new Legislation will affect 1. Financial - Funding High High Impact of the Care Bill and everyone from birth through to 2. Resouces Next Review Last Review Days Risk Owner Date Date Overdue implications for the Authority to death. 3. Information 9 8 provide a number of facilities to The aim is to help better paln for 4. IT systems service users and rights of Carers. the future. 5. Communication must be clear Impact Impact 13/07/2015 13/01/2015 0 Pam Garraway 3 3 Type of risk Likelihood Likelihood Government policy/legislation changes 3 2

Risk Review Update Review Summary: Formal risk management via dedicated Project Manager on dedicated risk log. Updated on 17/07/2014 11:30:25

Control Measure Control Review Update Status Cost to Date % Complete Days Review Date Control Owner Est. Cost Overdue

LBC0067/001 Review Summary: Formal risk management via In Progress 50 0 13/07/2015 Pam Garraway See Departmental Risks dedicated Project Manager on dedicated risk log. Updated on 13/01/2015 13:52:36

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OVERVIEW AND SCRUTINY BOARD AGENDA ITEM: 8

DATE OF MEETING: 18th February 2015

REPORT AUTHOR: Joanne Fisher

SUBJECT: Educational Outcomes in Luton Schools - PRESENTATION

PURPOSE:

1. To inform the OSB of: Foundation Stage to KS4 – Luton Schools Outcomes from Barnfield and Luton V1 Form College and Academies Update on Apprenticeships

RECOMMENDATIONS:

2. For the OSB to consider the presentation on the outcomes and make comments accordingly.

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OVERVIEW AND SCRUTINY BOARD AGENDA ITEM:

9

DATE OF MEETING: 18th February 2015

REPORT AUTHOR: Jo Fisher, Head of Prevention and Early Intervention

SUBJECT: Term-time Leave from School and the Use of Penalty Notices

PURPOSE:

 To provide an overview to the Board of the current position regarding the issuing of penalty notices for irregular attendance and term-time leave in Luton.

 To enable scrutiny of the relevant data and its implications.

RECOMMENDATIONS:

1. That the Board provide scrutiny of the current approach in Luton to issuing penalty notices.

2. That the Board supports a review of the current protocol and guidelines for term- time leave, based on further consultation with schools and in view of guidance from the National Association of Head Teachers.

REPORT:

Background

3. Penalty Notices were introduced in the Anti-Social Behaviour Act 2003 as a way of dealing with low-level unauthorised absence including unauthorised term-time holidays. Local authorities retain the power to prosecute parents under the Education Act 1996 for failing to ensure the regular attendance of their children at the school at which they are registered. Further to this, penalty notices were introduced as a speedy way of holding parents to account in law for their children’s absences from school.

4. The Anti-Social Behaviour Act sets out the protocol for issuing penalty notices. In accordance with this, penalty notices are issued separately per parent, per child; and at a level of £60 if paid within 21 days, rising to £120 if paid between 22 and 28 days. If the notice is not paid after 29 days, then the local authority should begin proceedings in magistrates’ court; not for the non-payment but for the original offence of non-attendance. These proceedings are under section 444 of the

Page 47 of 207 Education Act 1996 and constitute criminal proceedings, which mean that a parent who is convicted will have a criminal record.

5. Penalty notices can be issued by a police constable, an officer of the local authority who is authorised to do so, or a headteacher or someone authorised by the headteacher. All penalty notices for non-attendance in Luton schools are presently issued by the Education Welfare Service (EWS).

Relevant legislation

6. Guidance issued by the DfES at the time the Anti-Social Behaviour Act was introduced sets out the following:

7. “The normal response to a first offence should be a warning rather than a penalty. However, authorised officers have the discretion to issue a penalty notice for a first offence in exceptional circumstances. This could be where the unauthorised absence was for an extended period and condoned by the parent, for example where the parent has chosen to take their child on holiday during term time without authorisation.”

8. The Education (Pupil Registration) Regulations 2006 set out guidance for schools on the authorisation of absence.

9. Under these regulations, head teachers had the discretion to grant up to 10 days leave of absence in a school year in exceptional circumstances. Exceptional circumstances are not defined, on the basis that head teachers are best placed to make a judgement in this regard.

10. These regulations were amended in September 2013 to provide further clarity on holidays in term-time. This made the rules more stringent. The guidance that enabled schools to allow a holiday of up to 10 days if an application was made in advance, owing to special circumstances, was removed. This had the effect of reducing term-time leave authorisation even further. However, it should be noted that even prior to this Luton took a firm approach to authorisation, resulting in high numbers of penalty notices being issued. This was partly in response to schools’ frustration at the amount of term-time leave requested, and partly in order to send a firm message to families about the importance of regular school attendance and the potentially damaging effects on children of missing too much school.

11. Since 2005/6, Luton Education Welfare Service has in recent years made extensive use of the penalty notice process, including warnings, for lower level and sporadic unauthorised absence; but more significantly for unauthorised term-time leave, for which warning notices are not issued. Practice across local authorities varies in this respect. While in Luton penalty notices for term-time leave are issued for minimum periods of 5 consecutive days, Hertfordshire issues a penalty notice for term-time leave where the cumulative unauthorised absence in any one term is a minimum of 10 days.

Responsibilities

12. Parents are required to make a request for term-time leave in advance to the head teacher. The head teacher is then responsible for deciding whether or not to agree

Page 48 of 207 the request, the number of days agreed if applicable, and to inform the parent of their decision. Head teachers should take into account factors such as the reason for the request; the time of year at which the leave is requested; the impact on the child’s education; the individual circumstances surrounding the request; the possible benefits to the child to be gained from the leave; and of course any relevant considerations in the school’s own absence and term-time leave policies. In cases where there are mitigating factors, schools may take advice from their allocated Education Welfare Officer.

13. In Luton, the local authority then takes on the responsibility for issuing a penalty notice if the unauthorised absence is for 5 days (10 sessions) or more. Education Welfare Officers will accept the head teacher’s decision on whether or not to authorise the leave, so that all cases of unauthorised leave over 5 days result in a penalty notice being issued.

Benefits of Penalty Notices

14. Penalty Notices offer parents an early and speedier way of discharging liability for school attendance offences that does not involve a court appearance or the possibility of a criminal record. They provide an early way of holding parents to account legally for their children’s non-attendance, and help to ensure that problems are addressed early thereby reducing the chances of non-attendance becoming entrenched.

Indeed, experience indicates that attendance problems tackled early are more likely to be resolved satisfactorily, and that low-level unauthorised absence is effectively addressed through the penalty notice process.

The rising attendance levels in Luton, and the fact that our attendance is the joint highest in the Eastern region, arguably indicates that Luton’s approach is effective. In the first two terms of 2013/14, the primary attendance level in Luton was 95.8%, compared with a national average of 96.1%. In Luton secondary schools it was 95.1%, compared with a national average of 94.9%. Persistent absentee levels (those pupils with less than 85% attendance) are also the lowest in the region; and were 3.4% in Luton primary schools over the same period, compared with a national average of 3.6%, and 5.3% in Luton high schools, compared with a national figure of 6.5%.

15. LBC has been issuing penalty notices since 2005/6. It is worth noting that the school attendance levels have not increased so significantly to indicate a direct correspondence with an increasing number of penalty notices year on year; and rather suggests a range factors impacting on good school attendance and persistent absenteeism rates, including – as would be expected - school standards, quality of teaching, and leadership. Penalty notices can been seen as one contributory factor towards this, and a means of addressing unauthorised attendance levels early on.

Page 49 of 207 Breakdown of penalty notices issued over the last three years

16. The local authority collects figures for penalty notices issued by ethnicity. Below is shown the number of penalty notices issued over the last 3 years, both holiday and unauthorised absence penalty notices, together with the ethnicity of recipients. Holiday penalty notices (PNs) refers to any period of term-time leave of 5 consecutive days or more that is not authorised. Unauthorised absence PNs are those issued for sporadic absence.

2011/12 2012/13 2013/14

Ethnicity Holiday Unauth Total Holiday Unauth Total Holiday Unauth Total PNs abs 2011/12 PNs abs 2012/13 PNs abs 2013/14 PNs PNs PNs White 139 34 173 184 64 248 357 91 448 British White Irish 6 0 6 3 0 3 10 3 13 Irish 1 0 1 4 6 10 12 0 12 Traveller Any other 129 17 146 150 36 186 231 36 267 white Gypsy/Roma 0 0 0 0 9 9 2 2 4 White and 5 4 9 16 18 34 36 10 46 Black Caribbean White and 4 0 4 2 2 4 30 0 30 Black African White and 6 3 9 17 7 24 22 2 24 Asian Any other 11 4 15 11 2 13 20 3 23 mixed Indian 39 0 39 48 0 48 71 1 72 Pakistani 525 24 549 579 25 604 926 24 950 Bangladeshi 175 0 175 129 7 136 164 4 168 Any other 97 3 100 127 9 136 201 10 211 Asian Black 14 5 19 21 15 36 44 15 59 Caribbean Black 25 4 29 61 6 67 61 1 62 African Chinese 0 0 0 1 0 1 5 0 5 Any other 6 2 8 29 0 29 29 1 30 ethnicity Refused 5 0 5 13 3 16 3 0 3

Totals 1287 1604 2427

Commentary

17. In 2013 the BBC submitted a FOI to councils across the country regarding the number of parental fines issued for pupil non-attendance in 2012/13 and 2013/14 following the Government's tightening of regulations in relation to penalty notices.

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18. Luton's figures for the number of fines issued - 1,604 in 2012/13 and 2,427 in 2013/14 - were by far the highest in the Eastern region and the 4th highest in the country. Only 3 local authorities issued more penalty notices than Luton, including Kent and Leicester, which issued 3,994 and 2,728 respectively. This was a straightforward numerical comparison and is not comparative to the number of school age children in the area.

19. In comparison, the average number of penalty notices issued in 2012/13 was 325. Bedford's figures showed an increase in the same period from 39 to 432 (which is a greater percentage increase than in Luton), and Hertfordshire 207 to 319. Central Beds and notable authorities including a number of London boroughs, Northants, Newcastle, Birmingham and Nottingham City did not respond

20. The figures in the table above show that Pakistani families are disproportionately over-represented in the issuing of penalty notices for holidays, a trend which appears to be increasing.

21. It is worth noting that the term “holiday” in the table below can be misleading because it covers extended term-time leave for any reason. Many of the requests received by Luton schools for extended term-time leave involve visits to country of origin, for family occasions and often in response to family crises or other personal reasons. These include the opportunity for children to learn more about their country of cultural origin.

Penalty Notice Numbers by School

Secondary 2012/13 2013/14 2014/15 to date

Holiday Unauth Holiday Unauth Holiday Unauth PNs abs PNs PNs abs PNs PNs abs PNs C Newman 37 5 52 6 14 0 Putteridge 29 9 22 7 6 0 Lealands 21 19 29 14 2 0 Lea Manor 21 11 35 51 14 0 Barnfield 24 29 57 12 37 1 South Icknield 51 6 115 0 6 0 Barnfield 31 9 54 6 13 0 West Denbigh 55 8 60 0 12 0 Ashcroft 10 22 56 10 8 0 Stopsley 2 8 15 15 15 0 Challney 23 6 66 3 17 0 Boys Challney 36 2 87 7 42 0 Girls Barnfield 0 2 0 10 2 0 Skills Academy

Page 51 of 207 Primary and Special

2102/13 2013/14 2014/15 to date

Holiday Unauth Holiday Unauth Holiday Unauth PNs abs PNs PNs abs PNs PNs abs PNs Sacred 6 2 25 0 8 0 Heart St Josephs I 4 0 17 0 0 0 St Josephs 8 0 37 0 2 0 J St Margaret 19 0 41 0 3 0 St Martin de 18 0 32 0 4 0 Porres Cheynes I 16 4 26 2 3 0 Leagrave 14 11 33 4 26 0 Pirton Hill 17 7 20 3 6 0 Sundon 17 2 21 12 4 0 Park Crawley 4 0 6 0 0 0 Green I Wenlock 4 2 13 0 1 0 Someries I 12 0 3 0 0 0 Someries J 4 0 2 0 0 0 Wigmore 2 0 26 0 0 0 Whipperley I 16 0 22 0 4 0 Waulud 16 0 23 0 3 0 Farley 30 0 18 0 14 0 Foxdell J 20 2 35 3 24 0 Hillborough 9 0 8 3 1 0 I Hillborough 13 2 15 5 7 0 J Surrey 16 2 16 7 7 0 Street Tennyson 4 0 19 1 10 0 Road Icknield 47 0 51 0 0 0 Warden Hill I 10 0 6 0 0 0 Warden Hill 9 2 22 1 6 0 J Beechwood 72 0 160 0 16 0 Maidenhall 72 0 87 0 0 0 Chantry 0 0 12 0 13 0 Bramingham 13 0 41 1 20 0 Dallow 42 0 89 0 30 0 Putteridge 4 0 23 7 6 0 Ferrars I 17 0 0 0 0 0 Ferrars J 18 0 41 2 8 0 Stopsley 41 6 26 5 6 0 Ramridge 18 12 34 3 9 0 Bushmead 26 0 26 0 5 0 Southfield 10 0 9 2 39 0 Downside 74 1 88 2 18 0 Norton Road 9 0 16 17 9 0

Page 52 of 207 Wm Austin I 38 0 6 0 8 0 Wm Austin J 25 0 22 0 30 0 Whitefield 13 3 32 5 0 0 Foxdell I 17 0 20 3 0 0 Barnfield 10 0 0 2 0 0 Moorlands Beech Hill 91 0 88 1 12 0 The Meads 14 6 36 11 21 0 Denbigh 64 1 58 1 20 0 St Matthews 25 0 53 11 40 0 Lady Zia 0 0 2 0 2 0 Wernher Richmond 14 0 13 0 0 0 Hill Woodlands 0 0 1 0 0 0

Local practice

22. Most Luton schools are firm about what they will and will not authorise, although this is not always consistent across schools. The fact that Luton issues more than most authorities suggests our advice and approach is more robust than other authorities.

23. The National Association of Head Teachers (NAHT) has recently drawn up guidance for schools and academies about the relaxing of rules concerning the authorisation of term-time leave. The Local Government Association has expressed its view that head teachers should be able to take a “common-sense approach” to term-time holidays. The new Secretary of State for Education also appears to be in favour of a less rigid approach.

24. Currently schools might authorise a family funeral abroad, but not take account of the travelling time and other time required for the family to attend to personal matters whilst abroad. Our advice suggests that a day’s leave might be reasonable for a funeral but this can be construed as unfair if families have to travel. There is also a view that time off for family weddings should not exceed one day, regardless of where the wedding takes place.

25. Examples of exceptional circumstances for term-time holidays would include members of the armed forces, where a parent can prove their company policy allows them only to have holiday at a particular time, or where a holiday is recommended by a medical professional as part of a child’s recovery from an illness.

Income from penalty notices

26. Guidance issued by the DfES at the time the Anti-Social Behaviour Act 2003 came into force states that ‘Regulations provide that the LEA can retain revenue from their penalty notice scheme to cover the costs of issuing or enforcing notices, or the cost of prosecuting recipients of who do not pay.....the LEA are required to produce an auditor’s statement as part of the usual audit procedure showing that income received from fines does not exceed enforcement as defined. The surplus, if any, must be surrendered to the consolidated fund.’

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27. The Education (Penalty Notices) (England) Regulations 2004 say something similar: ‘Any sums received by local education authorities by way of penalties must be applied in issuing and enforcing notices, or the cost of prosecuting recipients who do not pay’.

28. Practice within Luton in terms of use of penalty notice income appears to be consistent with practice elsewhere; and we are currently working with audit to ensure that Luton is complying with the regulations.

29. Luton schools are charged for the issuing of penalty notices through a trading arrangement with the Education Welfare Service. Income received from penalty notices over the last three years:

Year Income from PNs 2011/12 £42,309 2012/13 £71,050 2013/14 £110,800

30. The income is currently reinvested back into the EWS budget but has not previously been set against salaries or functions related to penalty notices. It has rather shown as an under-spend against the overall C&L budget.

31. From 2015/16 the EWS core budget is required to make a saving of £110,000, from an overall base budget of £268,000. This proposal will mean that the core budget for EWS from 2015 is £158,000, and this will be comprised of both penalty notice income and LA funding. This allows for 4 FTE posts and all functions in relation to penalty notices and prosecutions. In addition, the service has a traded income target of £440,000, which funds 9.1 posts that are fully traded with schools.

Schools’ views

32. Schools were consulted (via a questionnaire) at the end of 2014 on the guidance they currently receive from the local authority in relation to penalty notices and on whether this guidance should be reviewed.

33. 29 responses were received from schools, a 41% return rate. The majority of responses indicate an overall view that the current system works reasonably well, although there were some variance: some respondents thought the local authority should provide clearer or more stringent advice or direction to Heads on individual cases, and indeed a few would welcome the removal of Head Teacher discretion (note, the legislation does not allow for this, as the school is the final decision making on authorisation of absence); others appreciated the opportunity to exercise discretion within the parameters of the guidance. A significant number of schools would welcome more consistency both in the advice from the local authority and the approach that schools take across the borough.

34. Some schools report that the number of requests for term-time leave has reduced since the regulations were tightened in 2013, although the figures above suggest that more families are taking leave regardless of the fact that it is not authorised.

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35. Broadly, the majority of schools that responded support find the current system helpful in managing non-attendance. This equates to approximately 35% of schools in Luton. Further and more in-depth consultation with schools will be needed as part of any future review of practice.

Further considerations and recommendations

36. The local authority has received a small number of complaints on the issuing of penalty notices in the past two years; and there has been some criticism from families and representative groups across England that local authorities use penalty notices as an income generator. Luton has consistently held that penalty notices contribute towards raising attendance year on year, although the overall success in driving up attendance in Luton schools is likely to be a result of factors in combination with penalty notices, such as early intervention principles applied by schools and support services, good publicity around attendance issues, and good teaching and learning.

37. The data indicates that the vast majority of penalty notices in Luton are issued for holiday or extended term-time leave; and that, in comparison with both regional and national rates, Luton’s approach is more robust than elsewhere.

38. Based on this, it is recommended that: the Board support a review of the current approach to issuing of penalty notices, to provide assurance to schools, Luton’s residents and the Council itself that best practice in this respect is applied. Any review should take account of legislation, further consultation with schools, and the interests of Luton’s pupils and their families; and should aim to provide greater clarity and consistency in relation to the issuing of penalty notices for unauthorised term-time leave.

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OVERVIEW AND SCRUTINY BOARD AGENDA ITEM: 10

DATE OF MEETING: 18th February 2015

REPORT AUTHOR: Adam Divney/Michael McMahon

SUBJECT: Indoor Leisure Facility Strategy – COVER PAGE

PURPOSE:

1. To inform the OSB of proposals to consult with local organisation regarding delivery of indoor sports facilities.

RECOMMENDATIONS:

2. For the OSB to consider the attached Report due to be submitted to the Executive on 9th March 2015 for comments on the overall proposals of the Indoor Sports Facility Strategy. Comments will be collated and reviewed as part of the overall consultation with local organisations (involved with the delivery of indoor sport) on the finalised document. For the OSB to understand and challenge the Council’s performance against the key strategic priorities set out in the Prospectus.

REPORT:

5. Full Report attached at Appendix A – Report to Executive on 9th March 2015.

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LUTON COUNCIL: INDOOR SPORTS FACILITIES STRATEGY AND ACTION PLAN 2015 - 2021

FINAL STRATEGY: JANUARY 2015

Integrity, Innovation, Inspiration

1-2 Frecheville Court off Knowsley Street Bury BL9 0UF T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk Page 57 of 207

Page 58 of 207 LUTON COUNCIL FACILITIES STRATEGY

CONTENTS

STRATEGY VISION AND OBJECTIVES ...... 1 CONTEXT ...... 3 ASSESSMENT REPORT CONCLUSIONS...... 6 STRATEGIC PRIORITIES ...... 9 STRATEGY OBJECTIVES ...... 10 ACTION PLAN ...... 16

January 2015 3-046-1314 Strategy: Knight Kavanagh & Page 3 Page 59 of 207 LUTON COUNCIL FACILITIES STRATEGY

January 2015 3-046-1314 Strategy: Knight Kavanagh & Page 4 Page 60 of 207 LUTON COUNCIL FACILITIES STRATEGY

STRATEGY VISION AND OBJECTIVES

“To create a high quality and sustainable indoor sports facility offer which provides accessible and inclusive activities for all Luton citizens leading to increased participation and active lifestyle, thereby meeting community need.”

This Strategy Vision for Luton builds upon the conclusions identified in the Assessment Report (March 2014). It is a plan for the Borough and whilst Luton Borough Council (LBC) has been the key driver, it is expected that plans and actions emanating from it can only be delivered in partnership with other key stakeholders. It provides a clear, coherent way forward for the management and delivery of sports facilities in Luton. The primary focus is to give residents leisure facilities of which they can be proud and ensure that sport and physical activity programmes lead to increases in regular participation, especially amongst the Authority’s most deprived communities.

This Strategy has been developed and will be delivered with the community and partners, working together to achieve Luton’s Sustainable Community Strategy Vision (2008-2026). This has four themed areas for delivering the vision:

 Stronger and Safer Communities  Health and Well Being  Environment and the Economy, and  Children and Young People.

Further, the Asset Management plan (AMP) identifies that: ‘Luton Borough Council is committed to providing property assets, which are in good condition, fit for purpose and in the best location to support good quality, accessible services to its customers and represent value for money.’ It is expected that all facilities identified within this Strategy are DDA compliant and any improvements necessary are covered by the Equality Act 2010 and other LBC strategies. . The vision is also reflective of the wider aspirations of other strategic documents which are considered to be:

 The need for high quality sports facilities.  Facilities placed in the right location to be accessible to the whole community.  Facilities and programmes of activity which contribute to reducing health inequalities across the Borough for all age groups.  Facilities which contribute to local economic development.  Understanding that service delivery may vary to ensure fair health and wellbeing.  Facilities and programmes which contribute to the education and skills development of the local population.  Facilities which better meet the needs of under-represented and vulnerable people in the Borough including, for example, people with disabilities.

Partners

The strategy has been developed through ongoing engagement with a range of key partners including Active Luton, Luton sports clubs, Sport England, Team Beds and Luton, national governing bodies of sport (NGBs), Luton schools, and Luton Borough Council. Its delivery is predicated on partners accepting and taking responsibility for different aspects of its implementation.

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Strategic objectives

The above vision is based upon a clear, achievable framework of strategic objectives (not in any priority) and summarised in the boxes below. The three main themes of the strategy reflect Luton’s priorities emanating from Sport England’s planning aim and objectives for sport; namely:

 Protect: The current facility infrastructure, by establishing a facility infrastructure which establishes defined roles and functions for specific facility types leading to sustainable facility development across Luton.

 Provide: Access to high quality sports facility infrastructure for all residents regardless of personal circumstances.

 Enhance: The programming and animation of facilities in order to meet the changing sport and physical activity needs of local residents.

Figure 1: Sport England Planning for Sport

It is recommended that the Council and its partners adopt the following strategic objectives (as policy) to enable the above vision to be achieved:

OBJECTIVE 1: PROTECT Protect the current facility infrastructure, by establishing a facility infrastructure which establishes defined roles and functions for specific facility types leading to sustainable facility development across Luton.

OBJECTIVE 2: PROVIDE Provide a coherent range of good quality, accessible facilities reflecting the hierarchy and serving key communities across Luton

OBJECTIVE 3: ENHANCE Based on identified strategic need, enhance the opportunities by developing a borough-wide approach to sports facility programming leading to an increase in physical activity outcomes.

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CONTEXT

As the commissioning body for the Strategy, Luton Borough Council has identified a number of priorities which align to its Community Strategy:

 Promoting healthy living and tackling the key risk factors which affect health.  Focusing on prevention and early intervention.  Improving leisure and cultural opportunities for all, and better access.  Understanding that different service delivery will be necessary to ensure fair health and wellbeing outcomes for all.  Improving the health of children and young people.  Supporting children and young people to achieve skills and experience to enhance their prospects for the future.  Providing positive activities for young people and reducing anti-social behaviour.  Better meeting the needs of children and young people with disabilities/learning difficulties.

Building on the completion of ‘Luton’s Strategic Vision for Sport and Physical Activity’ (2013) and ‘Luton’s Playing Pitch Strategy’ (2014), a strategic alliance of key ‘sport and physical activity’ partners in Luton is to working collaboratively towards the achievement of agreed aims and outcomes of the aforementioned documents and will also lead on delivery of the Indoor Sport Facility Strategy via the four newly established delivery groups, including the following:

 PE and School Sports Strategy Group (PESS) – leading delivery on the PE and School Sports Strategy and driving community access and community use of school sites.  Health and Well-Being Group (HWB) – leading on public health, co-ordination of health programmes and increasing physical activity and participation in sport.  Sport and Skill Development Group (SSD) – leading on sport development and NGB engagement, supporting the voluntary and professional sports infrastructure, co-ordination of sport participation programmes and workforce/ skills development.  Sport and the Environment Group (SEG) - leading on the recommendations and implementing the Playing Pitch Strategy (2014) and will also lead on the delivery of the Indoor Sports Strategy.

Local context

The Indoor Sport Facility Needs Assessment found the following contextual challenges to be relevant:

 Luton Council has recently invested in Inspire, which opened in 2012. It is based in the North East of the Borough and comprises an eight court hall, 50m swimming, diving and teaching pools, dry diving, significant health and fitness capability and a range of studios. This is considered to be a high quality regionally significant facility.  The unemployment rate in Luton is higher than the national figure of 7.7% at 8.4% and Luton has a much higher rate of residents with no formal qualifications than national and regional figures, 16.1% compared to 9.7% nationally1.  Gross disposable household income (GDHI) - the amount of money that individuals have left to save or invest after deductions such as taxation, property and social contributions – is 22% less than the national average.1

1 Office of National Statistics GDHI Figures April 2012

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 Office of National Statistics data indicates that Luton is the most densely populated authority in the East of England. It has the highest average household size (2.7 people).  There is very limited space in the Borough on which to develop new housing.  The most deprived and densley populated areas are based around Luton town centre. There are also high levels of deprivation in the south of the Borough. The areas in the Borough with lower population density tend to be the ones with lower levels of deprivation.  Sports facilities are a key component in the drive to address health inequalities.  It is predicted that Luton will experience significant changes in its population structure over the next 8-10 years. This is specifically relevant to the 0-15 age group, which is expected to increase by 20.8% and both the 55-64 and 65+ age groups which are expected to grow by 21.9% and 15.9% respectively. This may well lead to an increase in demand for activities throughout week day periods.  Taking advice from LBC officers (Department of Environment and Regeneration, LBC) this study applies a variety of projections to derive the respective outputs which are identified as 18,000; 20,000 and 32,000 households up to 2031. Sport England’s local sports profile for Luton forecasts population growth through to 2021 but not 2031.  There is a significant BAME community within Luton. The White British segment is the single largest group (45% of the total); Asian residents account for 30% of the population (significantly higher than the national average of 7.8%). As a result there are lower proportions of white and black residents compared to national figures.  Luton currently has lower participation levels than the regional and national figures for each key performance indicator. For example, the percentage of adults doing at least 1 x 30 minutes exercise has increased marginally to 28.1%; it is, however, still more than 6% lower than the national and regional averages.  Club membership rose from 12.4% to 19.2% from 2010 to 2011 but is still lower than the national average of 21%.  Given the range of access required for those with sensory disabilities or those with who are wheelchair users a full audit of access and inclusiveness is required to give a fuller picture of this need in the Borough, particularly as there is a legal duty to ensure access and not to discriminate on the grounds of a person’s disability.

This strategy thus looks to address a range of fundamental challenges; not just their existence; but how they are used to meet the needs of:

 A growing population especially school age and the ‘grey market’, the requirements of whom may be very different.  Cultural differences which result in different pressures on facilities by specific groups.  Residents (who may reside in areas of high deprivation) who are currently inactive and need to become more active and healthy.  Increased demand for facilities given the proposed increase in population.

Planning

NPPF paragraph 74 states that existing open space, sports and recreational buildings and land, including playing fields, should not be built on unless:

 An assessment has been undertaken which has clearly shown the open space, buildings or land to be surplus to requirements; or  The loss resulting from the proposed development would be replaced by equivalent or better provision in terms of quantity and quality in a suitable location; or

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 The development is for alternative sports and recreational provision, the needs for which clearly outweigh the loss.

Given the nature of potential developments in Luton it is important that the Council’s Planning Department retains oversight with regard to potential facility developments across the Borough. This includes policies and supplementary planning documents setting out the approach to securing sport and recreational facilities through new housing development. It also includes Planning’s approach to ensuring that community use of new facilities is agreed at the outset so as to ensure that they contribute to the wider sport and physical activity aspiration of the Council and its partners.

The approach taken by the Council’s planning department will be pivotal to the longer term delivery of this strategy over the coming years. As well as securing sports provision in new housing and securing community use, local plans/supplementary planning document policies have a key role in protecting, enhancing and providing/delivering sport/recreation facilities.

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ASSESSMENT REPORT CONCLUSIONS

The following section summarises the key findings of the Assessment Report. These enable key conclusions to be drawn:

Sports halls

 Luton has 15 sports hall (3 court and above) sites providing 62 badminton courts.  These provide a total of 11 community accessible venues with 49 badminton courts.  Sport England FPM analysis indicates unmet demand of 4.28 courts. The assessment undertaken would suggest that this is higher due to the inaccessibility of a number of 3 and 4 court sports halls identified in the assessment report. The FPM model does not, however, specify where these should/could be.  Projected population increases will put further pressure on existing facilities.  The quality of sports halls is variable in the Borough; the majority are rated as good or above average. Those identified as poor tend not to currently offer committed community use.  The amount of community use available at school sites varies, depending on the approach each school takes to community access.  There is demand for indoor cricket. The relationship with Bedfordshire Cricket Board and Luton 6th Form College is developing. This site is identified as a strategic priority in the Borough Playing Pitch Strategy 2014-2021.It is hoped/expected that this will increase indoor opportunity in the near future.  The programming of adult football does not appear to be limiting opportunity for other sports in indoor facilities. Cost appears to be more of an issue, especially with regard to the hire of school facilities.  Given the fragmented nature of management arrangements for sports halls; no single organisation is taking a lead on programming activity (including ensuring equitable access for the BAME community and people with disabilities) across the Borough, although Active Luton does have a good understanding of current activity.  The proposed population increase is likely to put more strain on the current stock of facilities. Further investment will be required in the sporting infrastructure if it is to keep pace with projected demand.  Facility developments in Central Bedfordshire at Houghton Regis and Dunstable may offer alternatives for residents of Luton and are accessible via personal and public transport e.g. through use of the Luton and Dunstable Guided Busway.

Swimming pools

 The Assessment Report identifies six swimming pools across five sites in the Borough. This excludes (due to their size and restrictive access arrangements): the pools at Bannatynes, David Lloyd and the Waves Health and Leisure Club.  The FPM assessment estimates that there is an over provision of water in the Authority area (equating to approximately 2 lanes of 25m swimming pool). The main facility is located in the North East of the Borough. There is, however, reported over- demand at peak times with all sectors of the community concurrently competing for water space.  Based upon a population increase of 18,000 dwellings in Luton, Sport England’s Sports Facilities Calculator models additional demand equivalent to a need for a six lane 25m pool.  Inspire Luton Sports Village in the North East of the Borough draws users from a wide area from within the Borough and from further afield.

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 The Council’s main swimming pool provision is generally of good quality; Inspire Luton Sports Village is brand new and its quality is high. Investment in other facilities has also contributed to them having been maintained to a good standard.  Significant investment was made in Lea Manor in 2014 (roof and electrics). However, it still has wasted space, which cannot be used for classes or other activities, due to weak design. This will require further investment if it is going to optimise use and attract higher levels of custom.  Denbigh High School is strategically placed, has high community use and will need investment to help it maintain standards. It is reportedly well used by the local community.  In general, community pools coverage in the Borough is adequate; 62.1% of residents live within one mile of a swimming pool. This catchment coverage reduces to 35% of residents if Denbigh High School is taken out of the equation. In this instance, 76% of those in the higher areas of deprivation would, on the basis of the one mile catchment, be unable to access swimming.  Denbigh High School Pool is strategically important as its location appears to serve the main deprived areas of the Borough.  The current water space is not evenly spread throughout the borough and the projected increase in growth in Luton and Central Bedfordshire is likely to increase pressure on water space over time.  Denbigh High School, Lewsey, Lea Manor and Inspire all offer women’s only sessions but still face particular challenges in respect of their capacity (upskilling enough women to become lifeguards) to meet the needs of women and girls and specific religious and cultural groups. This policy is being extended to men only as demand has been identified within specific community groups.  Team Luton Swimming Club is aware that it has the use of a high quality facility. It has close links and good relationships with Active Luton, using the Active Luton Swim School for talent identification. It attracts very few members from the BAME community.  Facility/swimming pool developments in Central Bedfordshire at Houghton Regis and Dunstable may offer alternative facilities for residents of Luton (and are accessible via personal and public transport e.g. through use of the Luton and Dunstable Guided Busway).

Indoor bowls

 Bowls is a particularly popular sport amongst older age groups.  As noted, the older population (55-64 years) is expected to increase substantially in number and as a proportion of the total number of residents in Luton up until 2021.  Luton Indoor Bowls Centre, opened in 1988, is a reportedly vibrant club with 500 members. The NGB considers this site to be strategically significant although it does not have funds to invest in it.  This is a strategically significant site which has the potential to offer and support physical activity in older people.  It is situated in an area of high population density. It has good parking and access, is close to a bus route and has a significant population within walking distance.  It is in need of some repair especially to the roof to remain fit for purpose.  Support should/could be offered to the Club to assist it to work more effectively in the context of attracting new members. There is currently an under representation from the wider BAME community, in particular. Increased membership should lead to increased financial viability and support the health and well-being agenda by increasing physical activity among different sections of the local community.  The facility is potentially at risk from being sold for housing development.

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 Consideration should be given to either protecting the existing facility or to replacing it in full pending decisions about the potential alternative uses of the site.

Indoor tennis

 Venue 360 is clearly a site of strategic importance for Luton. It incorporates an indoor sports hall, indoor tennis centre and outdoor courts, fitness facilities and social areas. It has excellent parking but access on foot is not easy.  It is managed and operated by a not for profit organisation but is under increasing commercial pressure as the subsidy it receives from Vauxhall has been removed.  The geographic spread of the tennis membership suggests that most people travel to the venue by car, but it does not draw significantly from outside Luton  The LTA Whole Sport Plan emphasises the importance of increasing membership, particularly via the use of community facilities in parks. It is reportedly unlikely to be able to offer funding to invest in the site.  Management at Venue 360 has succeeded in securing funds from the LTA (to improve the lights) and from Badminton England for indoor matting enabling higher level participation in both sports.  The facility is used extensively by the University. The University suggests that participation could increase further if improved lighting is invested in, between it and the adjacent student accommodation. The University needs to explore the option and extent to which it might be able to make a financial contribution to this.  Bedfordshire Cricket Board is actively considering whether the indoor facility has capacity and would be suitable for developing an inclusive indoor cricket league.  Venue 360 is also mentioned by Luton Town FC which has aspirations to develop an indoor 3G on site ( ¾ of full size) to enable it to become a Category 2 youth football deliverer, as defined by the Premier League  LBC needs to consider how it can best support Venue 360 to continue to offer the current, wide range of sports. Venue 360 is likely to need to consider other sporting options (as it seeks to maximise income) which will serve the needs of the local sporting population. As an example, it is thought that indoor cricket will service local need and lead to increases in participation in the local population.

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STRATEGIC PRIORITIES

The following key strategic priorities should be considered in delivering this strategy:

 It is clear that the investment in Inspire has created energy in the Borough with regard to sport and physical activity. Whilst this facility is important and satisfies a substantial volume of demand it also has the potential to more starkly highlight the divide between those who can and cannot gain access to facilities. It is essential that Active Luton continues to monitor usage (on behalf of the Council) to ensure that this facility remains genuinely available to people from all sections of the local community.  The FPM identifies that there is unmet demand for 4.28 badminton courts which Sport England’s Sports Facility’s Calculator estimates will rise by 13 courts if the projected increase of 18,000 dwellings in the Borough. The opening of Stopsley has the potential to redress the balance slightly in the short term, assuming that appropriate community use agreement can be put in place. There is also the potential to negotiate a community use agreement at Cardinal Newman High School.  Developing better community use agreements is a key tenet of the PESS group in attempting to encourage improved access. It is, however, unlikely to fully redress the balance of sports hall availability during the day, which is of increasing significance with the projected ageing population.  Driving participation up will entail different actions/resources for different sections of the community in particular for vulnerable and hard to reach groups, including people with disabilities.  The amount of current water space in the Borough is considered adequate. The projected growth in population (up to 18,000 dwellings) is likely to place the current facilities under increasing pressure. LBC needs to consider how its planning policies support the development of swimming in the future and which partners it can realistically work with in the future.  The importance of Denbigh Swimming Pool cannot be underestimated as it serves a deprived local catchment. Although daytime community use is limited, due to it being a school pool, this site remains strategically significant.  The flexibility of Venue 360, range of sports on offer, its links with the University, good road access and car parking confirms its importance as a strategic indoor venue in Luton.  The indoor bowls centre is another significant site with a current membership of over 500. Consideration needs to be given to making equivalent provision available should this site be given over to housing development.  Working with and through NGBs and linking with local clubs is key to driving up participation in sport and physical exercise in the Borough.

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STRATEGY OBJECTIVES

OBJECTIVE 1 - PROTECT Protect the current facility infrastructure, by establishing a facility infrastructure which establishes defined roles and functions for specific facility types leading to sustainable facility development across Luton.

Facility hierarchy

To implement objective 1, it is necessary to develop a hierarchy in which specific facilities have distinct roles and functions; carry differing levels of operational weight and related staffing.

It is important that they have a defined function from the users’ perspective. In Luton, core facilities deliver orchestrated physical activity geared to extended participation and improving health whilst key neighbourhood facilities offer this alongside and opportunity for accredited clubs to cater for their membership and further develop their sports. This also has the benefit of linking to the Vision for Sport and Physical Activity (2013) which clarifies the authority’s focus on increasing participation, volunteering and coaching and supporting voluntary sports clubs and developing the skills of individuals. Key principles (and a suggested hierarchy of provision) are as shown in the table overleaf, whilst broad principles are illustrated in the hierarchy diagram shown below:

Figure 1.1 Facility hierarchy – core principles

Facilities high in the Facilities lower down the hierarchy: hierarchy:  Are strategically  Are more likely to be significant with a Borough locally significant wide range of activities Wide  Tend to cater for smaller catchments  Cater for a larger Provision catchment  Do/should focus on needs of local users/ Require (multi-sport  clubs and comprehensive facilities) programmed to management and accommodate this. are therefore fully Dedicated Community staffed.  Require a more provision limited management  Are a focus for presence participation, (stand-alone facilities) sports  Can, at the smaller development and end, only be staffed competition Neighbourhood provision when required  May still be  Make a key (schools and converted schools) contribution to predominantly quality of life in accessed by car/ Luton Local provision public transport but more accessible on  Offer access by car (community centres, small/local halls) foot/by bike or public transport   It is worth noting that facilities identified in level 4 below are generally smaller than those identified within the scope of this commission. They are, however, often valuable assets for the local community offering either a range of recreation/participation opportunities or, in some instances, offering beginner to performance opportunities. A map of these facilities is provided as Appendix 1.

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Table 1.1: Proposed facility hierarchy – site designation and definition

Designation Role and function Sites

Level 1:  Provides a Borough significant facility which is the  Inspire Key Borough primary performance venue for a single or select  Venue 360 facilities number of priority sports.  A venue with the potential to host sub-regional, county, Borough-wide and local events.  Provides a wide a range of opportunities for residents and visitors to participate in sport and physical activity, contributing significantly to the quality of life of residents across the whole of Luton borough.  Provides/programmes opportunities for local people to try new activities, develop their skills and progress to a higher performance level.  Is a core venue for training and development of teachers, coaches, volunteers, officials and others in key sports organisations

Level 2:  Contribute to quality of life of residents in the local  Lea Manor Dedicated community served and provide a range of opportunities Recreation community to participate in sport and physical activity. Centre facilities  Generally a combination of stand-alone community  Lewsey Park facilities and sports facilities on school sites (where this Park Pool is the primary facility within the locality).  Hightown  Is a venue with potential to host Borough-wide, Community community/local events. Sports and  Provides a base for the provision of opportunity Leisure Centre (delivered by a range of providers) for local people to  Luton Indoor develop their skills and try new activities. Bowls Club th  One of several core venues offering health/fitness  Luton 6 Form provision and activity across the Borough. College  Core venue accommodating the Borough’s Learn to Swim programmes (where a pool is incorporated).  Provides options for a range of sports organisations to participate, compete and develop skill within their chosen activity (where a sports hall is available).  Supports voluntary sports sector to cater for club activity and raise standards in respect of coaching, coach education, administration and volunteer development in chosen sport.  Facility use should reflect the demographic profile of the local community  If applicable, increases/ improves quality of PE and school sport opportunity for young people attending the school at which it is based.

Level 3:  Where within the vicinity of a ‘community sports facility’ it  Lealands High Neighbour- should complement the programming and opportunities School hood offered to the local community.  Denbigh High facilities  Contributes to quality of life of the neighbourhood, School accommodating a range of opportunities to participate in  Ashcroft High sport and physical activity. School  Either stand-alone smaller dry-side community facilities  Barnfield South or sports facilities on school sites which operate within a Academy

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Designation Role and function Sites

lettings policy  Barnfield West  Provides opportunities for range of sports organisations Academy to participate, train and compete in their chosen activity.  Cardinal  Facility use to reflect demographic profile of the local Newman High community School  Challney High School for Boys and Girls  Stopsley High School  Putteridge High School  Icknield High School

Level 4:  Tend to be stand-alone small dry-side  Community Local community/sports facilities which operate centres (see facilities independently. appendix 1)  Contributes to quality of life of residents within the locality providing a limited range of opportunities to participate in sport and physical activity.  Provides opportunities – often for just for one or two dedicated sports organisations to participate, train and compete (e.g. boxing, martial arts).  Programming generally appeals to a specific demographic e.g. young people or faith groups

Strategic priorities

Within the prioritisation list the facilities and actions concerning them have been grouped into low medium and high strategic priorities, based on the immediate impact of the actions being undertaken. The priorities have been identified on the basis of the impact that the site will have on addressing the issues identified in the assessment. For example, Inspire and Venue 360 are considered to be of Borough Wide importance due to the variety of offer at both sites and their prospective impact on high numbers of the public. Another example of a high priority is enabling/supporting Icknield High School to develop a minimum of a four court hall, which has the potential for a positive impact on both educational attainment and increase the availability for community use significantly.

Specific prioritisation list

The prioritisation list has been created to be delivered over a ten year period. The information within the Assessment Report, Strategy and Prioritisation List will require updating as developments occur. It is not feasible to include all facilities with identified development issues. Only facilities, which meet the criteria listed above, have therefore been included. The timescales relate to delivery times and are not priority based.

Timescales: (S) -Short (1-3 years); (M) - Medium (4-7 years); (L) - Long (7+ years).

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Facility development

The following section identifies the major investment requirements over the life of this Strategy. It describes what is needed in order to ‘protect’, ‘enhance’ and ‘provide’ sport and leisure facilities for the residents of Luton and enable the Council to meet its wider objectives. It first considers the two of the more important facilities in the Borough.

Inspire

The Assessment Report identifies the importance of Inspire both for residents and non- residents. All areas of Luton Borough are covered in the membership of Inspire Luton Sports Village. As noted in the FPM, there is significant travel to the facility from people resident outside the Borough and this contributes to the financial viability of the site.

There is increasing pressure on the 8 courts sports hall and the site could clearly fully occupy 12 courts. Although it is unlikely that the Council will invest in increasing provision, but were it to do so, this further growth would need to be carried out alongside improved parking provision.

The dry diving is significant. Were this to be invested in and increased in scale, it could offer a vastly improved gymnastics offer which would complement the gymnastics offer presently made by SALTO.

The Council needs to continue to work with Active Luton to ensure that this facility remains accessible to the local community as well as functioning a flagship venue serving a wider than Luton remit. Inspire’s location is outside the densely populated areas of the Borough, but this does not appear to be hindering usage and access. Now that the Council has such an exemplary facility it needs to ensure that it is maintained at a high standard and that it continues to offer a high level of access to all Borough residents.

Venue 360

This is a strategically significant facility with good access to main transport routes, good parking facilities which draw in members from outside the Borough. It is a stand-alone venue operated by a not for profit organisation. It has good links with the University which uses it for home fixtures in BUCS competitions. It has benefitted from significant investment over the past few years but reports its main challenge being the increasing competition from budget gyms in the town centre and the reduction in the use of its conference facilities (mainly due to austerity measures per se).

The key stated aim of site managers is to sustain the business for sport and recreation and to continue to function as a high quality sporting venue. It is, therefore, keen to develop in a number of ways (both indoor built and outdoor) and is in talks with a range of organisations (including Luton Town FC, LTA, Badminton England and the University of Bedfordshire) to maximise investment and usage.

It is therefore, imperative that Luton Council has a coordinated approach to liaison (i.e. planners, community officers and Active Luton) with Venue 360 in order to stay abreast of potential developments ensuring that they are commensurate with the indoor built facilities strategy.

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Planning

It is important that the Council’s Planning Department uses the above requirements to develop supplementary planning documents (SPDs) by setting out an approach to securing sport and recreational facilities through new housing development. Local plans also have a key role to play in protecting, enhancing and providing sport and recreation facilities. Guidance should form the basis for negotiation with developers to secure contributions to include provision and/or enhancement of appropriate indoor facilities.

Section 106 contributions or CIL (Community Infrastructure Levy) should be used to improve the condition and maintenance regimes of existing indoor facilities to maintain quality and increase capacity to accommodate more usage, enhancing their capacity to increase participation. It will be necessary for Luton Council to establish a formula for collating developer contributions for indoor facilities which is demand based. This should be co-ordinated with the approach taken to outdoor sport in the Playing Pitch Strategy.

OBJECTIVE 2 - PROVIDE Provide a coherent range of good quality, accessible facilities reflecting the hierarchy and serving key communities across Luton

In delivering the above the Council and partners will need to how:

 They can work with all stakeholders, such as schools, to deliver new and/or refurbished facilities which will address the current undersupply in sports halls.  They can work with partners, stakeholders and other local authorities to provide increased water provision as the population increases.  The facilities management contract with Active Luton is used to ensure that price does not become a barrier to participation; especially for young people and economically challenged residents.  The facilities management contract is used to ensure that where possible income from health and fitness cross-subsidises other activities; especially those that address local physical inactivity, obesity and health related challenges.  LBC engages with schools and academies to make their facilities available for community use; and to ensure that this reflects the needs of local residents, pupils and local sports clubs within the catchment. This should be enshrined in community use agreements across as many schools as possible.  To define the role of key school sites and coordinate programming and management across Luton.  How partners can understand and secure better access to smaller community halls.  How partners can agree bespoke, high level interventions to help shape the delivery of services across all facilities to meet Luton’s wider health and well-being objectives.

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OBJECTIVE 3 - ENHANCE Based on identified strategic need, enhance the opportunities by developing a borough-wide approach to sports facility programming leading to an increase in physical activity outcomes.

In delivering the above the Council working through Active Luton and partners should:

 Continue to define, develop and work through the four emerging work groups of PE and School Sport Strategy, Health and Wellbeing, Sport and the Environment and Sport and Skill Development. It should use these as a reference point for marrying Luton’s sports club infrastructure and physical activity initiatives with key facilities in order to achieve identified sports development and physical activity objectives.  Ensure that these work groups take account of facility development and ensure an holistic approach to both strategic programming (across all sites) and input into capital developments required for development.  Develop an agreed approach and Luton definition of community use to which all partners sign up and agree to implement; this should build on the good work already being undertaken by Active Luton.  Continue to be cognisant of the needs of hard to reach groups such as Black and Minority ethnic groups and people with disabilities in ensuring facilities and programming, therein, are fit for purpose.

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ACTION PLAN

The following actions are relative to the overall management and programming of key facilities in Luton. Importance is determined by a number of key factors which consider the impact on participation and the estimated timescale of delivery (this is subject to change). All actions identified below should take account of accessibility issues (hearing, visual and wheelchair) and cultural sensitivities (including the opportunity, where possible, for gender specific activities).

Strategic Challenges Recommended actions Facilities Time- Partners Aim Importance function scale Consider current programming across the Borough.

Ensure that membership data is

scrutinised thoroughly to continue to PESS and Enhanc Ensuring that facilities monitor users and, therefore, non -users All so that programming is dynamic and is Active Luton e High are programmed to Borough wide ensure maximum and relevant to BAME and people with Short programming complementary activities disabilities. taking account of talent Define the role of each facility within the development. wider community use offer across Luton. Develop a site by site action plan (taking account of the above) for improving programming across the Borough Increasing the Working through Active Luton and availability of the current Community PESS, identify key schools to work with stock of sports halls to use to extend community use. Provide them Short PESS and more sections of the agreements with up to date and relevant community key schools Enhanc High community on a more Key use agreement. e regular basis schools Improving access to On a site by site basis (starting with Sports halls facilities during the day more modern schools) consider different Short time given the current solutions to extending day time access,

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Strategic Challenges Recommended actions Facilities Time- Partners Aim Importance function scale reliance on educational such as: Level 2 facilities  Key holder access to specific sports facilities PESS Enhanc Medium groups e  Designing in good access to new

facilities  Understanding disability access by All conducting an audit of all sports facilities facilities.  Identify a coordinator to lead on this element of work  Undertake review of level 4 facilities

Incorporating to see which are able to increase Community level 4 Ensuring that there is an programming time for physical Level 4 and cultural facilities into understanding of the activity during the day. facilities Medium groups the broader importance of level 3  Consider how the programming of activity facilities these facilities fit into the wider portfolio programming offer  Identify improvements which can be made to level 4 facilities (ensuring that they are fit for purpose).  Prepare planning policies to protect Planning High existing facilities, which have been Department To recognise the Short shown to be essential for meeting importance of this study current and future need. and ensure Planning  Develop developer contributions recommendations are acted upon. formulae, in order that it will be possible to

 LBC to adopt the recommendations Short in this Study and ensure that they

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Strategic Challenges Recommended actions Facilities Time- Partners Aim Importance function scale are encapsulated in planning policy documents (Local Plan)  Develop standards to assist LBC to identify highest priority developments with a view to ensuring that they have an improved chance of securing developer contributions.  Ensure that the Study undergoes a Keeping the Facilities light touch review annually and is Review Strategy relevant and up Medium LBC completely reviewed within 5 years to date of its implementation.

The following actions relative to each of the Borough’s key facilities is identified below. Importance is determined by a number of key factors which consider the impact on participation and the estimated timescale of delivery (this is subject to change).

Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale The facility’s strategic and borough Short Ensuring that the facility role must be balanced against the

remains accessible to needs of local residents. residents from the more

deprived areas of Luton On- Active Key Inspire: as well as those that can Continued investment to ensure it going Luton Enhan High remains a high quality destination is Borough Luton Active afford it. ce and Sports imperative. Luton The site would benefit Protect Village Consideration of extending to from additional indoor Long courts due to demand. include 4 more courts

There is also demand for more gymnastics Development and extension of the dry dive area for gymnastics. Long

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale A stand-alone facility Ongoing engagement between LBC which is home to and Venue 360 is required. Bedfordshire University Venue Sport. Its main challenge Identify the facility’s role within the 360, Enhan High is ensuring financial Key wider hierarchy of opportunity. University ce sustainability as it is under Borough and increasing pressure due PESS Private to low budget gyms and Consider how access to facility can be improved by University students. increased conferencing. Mediu Venue 360 It is working with the m University to identify how Explore potential (feasibility) as to it might develop another 4 how the site can be extended to court sports hall. include another 4 court hall (in association with the University). Consideration of how this facility fits into wider programming and talent Work with Venue 360 to identify development across the funding opportunities at the site is Borough. commensurate with this Strategy. A joint-use site that allows Consider further investment to improve the aesthetics of the daytime community use. It has had significant recent building and extend the current studio space. investment (in the roof). The pool was assessed Lea Manor as below average and the Undertake feasibility to determine Mediu Recreation main hall; above average. long term options for the site, m Centre Dedicated It is a busy popular site including whether to extend current Active Protect Medium community Active but spaces in the building levels of water and hall provision, Luton and and facility Luton / need to be better due to local population growth. LBC PESS Enhan Educati developed to ensure to consider whether to secure a ce on maximum use of the site, significant contribution from Luton

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale especially with increasing North towards major long term demand for studio replacement/refurbishment or classes. whether Mid Beds will meet the Projected population demand through existing/ proposed increases in the local area facilities. are likely to put increased Be cognisant of the AGP pressure on the facilities development and ensure that sufficient parking spaces are available in the future. Ensure both programming and physical access issues are understood and acted upon for BAME and disability groups. Management has recently Continue to develop relationships Short with community groups to ensure won an award for access Dedicated Active Enhan that programmes are relevant to the of hard to reach groups community Luton and ce Medium local population and based on but acknowledges more facility PESS community need. Active can be done. Enhan Luton Short Low Use of the specific boxing Management to consider new ce boxing products to be used to facilities by the local Lewsey engage with new markets. Park Pool boxing community is particularly difficult and Sports although Active Luton has Centre extended classes in the centre

Proposed increase in Undertake feasibility to determine Mediu Protect housing in the area could long term options for the site and m Medium put increased pressure on and consider bringing into one building pool in particular. Despite Provid to reduce long term running costs. recent investment in this It should further examine whether e

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale site there is still difficulty the current level of provision is Mediu in engaging with the local satisfactory for the projected m community and driving up increase in population locally for

participation. both hall and pool provision.

Ensuring that the facilities Protect Medium remain high quality to Ensure both programming and ensure regional physical access issues are tournaments can continue understood and acted upon for to be held at the site. BAME and disability groups.

Engage with Mitie to establish how The site has an above the community can access the average 3 court activity indoor facilities. Active Educa- hall but has no community Consider this within the wider Neighbour- Luton and Enhan High Lealands tion use. The relationship with programming of the sports halls hood facility Short PESS ce High School Mitie is identified as a key across the Borough. stumbling block regarding Define the role of the facility within use of the site. the wider community use offer across Luton Ensure improved or equivalent . This venue faces ongoing facilities are provided as close to Dedicated Planners, Enhan Medium Luton issues in respect of the this location as possible (if the site community Developer ce Indoor quality of the roof and the is given over to housing) facility Short , and/or Bowls Private site is under threat of Engage with the landlord of the site Cooperati Provid

Centre redevelopment for to discuss the most appropriate ve e housing way of retaining or re-providing an Society equivalent facility and Club Denbigh This facility offers It is essential that community Short High School important swimming access is maintained due to the

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale Educa- opportunities for the local strategic positioning of this pool. community. It is, however, tion Explore how the swimming not always straightforward Neighbour- School Protect High programme at this pool can to make contact with the hood facility managem complement the wider borough management. ent and swimming offer. Where possible PESS offer support to the volunteers and coaches who work out of Denbigh Pool. Identified as available for community use the costs Establish links with the school and of using it are considered explore alternative (cheaper) Educa- prohibitive by users. methods of community access e.g. Neighbour- School Enhan Low tion key holders. hood facility managem ce Ashcroft Ensuring that facility Mediu High School m ent and programming at the Engage with the School to try and PESS school is part of a wider coordinate what it delivers within coordinated approach to the wider sporting offer made sport development across across Luton. the Borough Maintain links with the school to Neighbour- Ensuring that the maintain and reinforce the good hood facility programming at the School Barnfield community access it currently school is part of a wider Mediu managem South Educa- offers. . Engage with it to try and Low coordinated approach to m ent and Academy tion coordinate what it delivers with the sport development across PESS wider sporting offer made across the Borough Luton. Neighbour- Barnfield Ensuring that the Maintain links with the school to hood facility Mediu West programming at the retain the good community access School Enhan Low school is part of a wider it currently offers. Engage with it to m managem ce Academy coordinated approach to try and coordinate what it delivers ent and

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale Educa- sport development across with the wider sporting offer made PESS the Borough across Luton. tion

The sports hall is Engage with the School to explore

identified as a poor with whether it is prepared to open its Active

Cardinal Educa- no known community use. facilities to community use (without Neighbour- Luton, Enhan Medium

Newman tion Many pupils travel from incurring additional cost) and help hood facility PESS, ce Short Catholic further afield to this school develop a Community Use School

School due to its religious Agreement which is aligned to other

background. developments/ programming across

the Borough

Continue to engage with the school Challney Increasing community use to identify how it might increase the High School Short / Educa- to the levels offered by current level of community use. Neighbour- Active Enhan High for Boys & mediu tion other Luton secondary Define the role of the facility within hood facility Luton, ce Community m schools. the wider community use offer PESS, College across Luton School

Continue to engage with the school Increasing community use Active Enhan to identify how it might increase the Challney Educa- to the levels offered by Neighbour- Short / Luton, ce High current level of community use. High School tion other Luton secondary hood facility mediu PESS, Define the role of the facility within for Girls schools. m School the wider community use offer

across Luton

Continue to engage with the Operated by Active Luton Hightown University and local community to Active this is a joint use site Short / Community help drive up participation, in Dedicated Luton and Protect Low situated in an area which mediu Sports and Active particular, during the day whilst community PESS faces access difficulties. m Arts Centre Luton taking account of the newly block facility

booked activities for people with

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale learning disabilities. The site is identified as Completely refurbish or replace the Neighbour- Mediu Educa- having two very poor two three court halls with one Icknield hood facility m to tion three court halls, which do six/four court hall, ensuring Education Provid High High School Long not host any community community use agreements are in e term use. place. Ensuring that this relatively new, high quality High Educa- facility is programmed 6th Form Support School to work with tion effectively by appropriate Borough Managem Bedfordshire Cricket and basketball sports e.g. basketball and wide ent, BCB, Enhan representatives to ensure that its cricket local ce facilities are utilised to full There appears to be clubs, High th advantage within a wider Luton Luton 6 some VAT implications Short / PESS context. Form associated with the hire of mediu Support College to find a solution to College facilities. m High the VAT issue which affects its There is a an opportunity lettings policy. for a cricket academy Improved partnership working facility which will need the between all parties led by the full support and College. partnership working of ECB, BCB and the College.

Ensuring that the main Help the School to develop a

Stopsley hall becomes available community use agreement linked to Educa- Neighbour- Short PESS, Medium High School for community use when it and coordinated with the wider tion hood facility Active Enhan is built programming in Luton Luton ce Putteridge High School Work with the School to understand Mediu Putteridge has opened its new 4 how its hiring policy can m to High School Educa- court sports hall in 2014 complement and link with the wider longer PESS,

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Facility Manage Challenges Recommended actions Hierarchy Time- Partners Aim Importance ment scale tion programme of activities across the Neighbour- Active Enhan High Borough which will result in a hood facility Luton ce comprehensive community use agreement, especially given its close proximity to Inspire. A commitment to understanding the Site venues are known, sporting offer of these sites needs however, the quality and to be agreed. availability of them is not. LBC, Enhan Medium Local Consultation indicated A forum for regular communication ce Smaller Various facility Active that some sites more (say, once per quarter) with venue Short community Luton, important/greater use in providers should be instigated to: to facilities PESS areas of high deprivation  Understand who is using the Mediu (see than others. facilities. m Appendix 1) Communication with  Identify opportunities for an management at some of integrated programme. these facilities is  Increase physical activity in challenging Luton. Ensuring that facility LBC, needs in the growth areas Undertake appropriate feasibility Dedicated developer Provid around Luton, which are studies of the key public halls and community s, Active e HIgh proposed for Luton’s pools close to the growth areas facility Luton, New Not population growth needs such as Luton North (e.g. Lea Long PESS facilities known (but lie outside LBC’s Manor/Lewsey) to see if they can boundaries), could be met be replaced/ expanded and/or in terms of sports halls consideration of new facilities to and swimming pools. complement existing ones.

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Sport specific recommendations

Facility Challenges Recommended actions Lead Partners Time- Aim Agency scale Work with Luton 6th Form College as the Team Beds Basketball appears to be preferred venue for Basketball development in Basketball & Luton/ Medium Enhance fragmented across clubs the Borough. This will take account of ensuring SSD PESS/ clubs and operators in Luton. facility provision is commensurate with relevant / NGB league standards. Active Luton should continue to work with Boxing is an important partners to monitor boxing activity and its sport in the area which has development in the Borough; with a view to Medium Enhance a range of clubs but offers encouraging and increasing participation, both Team Beds Active to long Boxing no overall clear pathway for at clubs and at Lewsey Park. & Luton/ Luton / boxers. Getting clubs to PESS/ clubs Active Luton is aware of the under-utilisation SSD use the excellent facilities by clubs of the excellent facility and should / NGB at Lewsey Park is proving therefore continue to encourage the use of the difficult. increased range of ABAE boxing opportunities for the wider population at Lewsey Park. There is significant Badminton England needs to continue to badminton activity in the support local development working through the Borough, but it does not Sport and Skill Development Group and the Team Beds appear to be joined up. Community Badminton Network to support Active Badminton & Luton/ coordination of activity in different venues Luton/ Medium Enhance There are good school PESS/ clubs SSD facilities for badminton with Venue 360 is key to this development as it is a / NGB access to them limited. recognised performance centre and is the Programming is an ongoing Chair of the Community Badminton Network. issue. Cricket is considered a Bedfordshire Cricket Board needs to harness PESS, Active Cricket highly sensitive and political the enthusiasm for cricket and work BCB/ Luton, Venue sport within Luton. There is management at different facilities to help 360, Luton

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Facility Challenges Recommended actions Lead Partners Time- Aim Agency scale unmet demand for indoor coordinate indoor cricket activity across the 6th Form Short Enhance training facilities across the Borough. College, local Borough although activity All parties need to work towards the provision clubs does take place in a of an indoor cricket venue in Luton which is number of venues. Better accessible to all. coordination is required. There is a level of LBC needs to engage with the developers to uncertainty in the club due understand their intentions for the site. Cooperative to ongoing discussion and The Club should be supported to produce a Society, speculation regarding the development plan to improve its sustainability, Indoor future of the current site Active Luton, Medium Enhance and increase its chances of retaining and LBC bowls and the requirement for Team Beds driving up participation. Planners ongoing repairs in the roof. Consideration/feasibility of where to locate a & Luton, There is also a need to new facility is required and in depth EIBA support the Club to improve consultation undertaken with the Club Club its offer to members of the BAME community. The NGB suggests that Continue to engage with netball leagues and training indoors is not a clubs to ensure netball needs are met. Local clubs Short Enhance priority and it would prefer PESS/SS Netball and Netball to focus on developing a D England good Central Venue League outdoors. The Club based at Lewsey Squash courts will need further investment in Park is particularly pro- the next few years if the quality of facility is to Short Protect Squash active and works well with be maintained to its current regional standard. Active SSD, the NGB and Active Luton. More partnership working and enhanced Luton, NGB/Club Other squash courts, such competitive opportunities between clubs based Short Enhance as those at Venue 360 and at different sites Putteridge School could be

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Facility Challenges Recommended actions Lead Partners Time- Aim Agency scale better utilised as part of a wider package. Swimming Maintaining the current Maintain dialogue between the facility and other good relationship between operator, ASA and Club to ensure that the Active the Club, Active Luton and needs of the Club are considered in the Luton / aquatic Short Enhance sports ASA to ensure that the context of the wider swimming programme. clubs / comprehensive swimming NGB/SSD and diving offer is retained A local development plan for tennis needs to LTA, Venue be coordinated which will take account of all 360, local types of tennis in the Borough. Team tennis clubs Beds and As a two court indoor tennis Continue to support Venue 360 to host venue the site is not large Luton Enhance tournaments and appropriate events and to Medium enough to generate high County continue to invest in facilities levels of income. It Tennis therefore relies on other Associatio sports, such as badminton Indoor n and is a multi-functional

Tennis space.

NGB’s priorities tend to be more to do with community

tennis in parks (Venue 360

is not in an LTA priority

area).

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Appendix 1: Map of strategically placed community halls in Luton

Total population within a 10 minute walk access to a community hall = 124,510

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Luton community halls with useable space Luton indoor sports halls 3+ courts

Useable Map Space - Map Site Site Type Condition Courts ID Square ID Metres C1 Bramingham Day Centre 213 2 Ashcroft High School Main Above average 4 C2 Bury Park CC 124 3 Barnfield South Academy Main Good 4 C3 Bushmead CC - Hall1 145 4 Barnfield West Academy Main Good 4 C3 Bushmead CC - Hall 2 104 6 Cardinal Newman Catholic School Main Poor 4 8 Challney High School for Boys & Main Above average 4 262 C4 Chaul End CC Community College C5 Dallow Community Centre 281 10 Challney High School for Girls Main Good 4 C6 Farley CC 127 12 Denbigh High School Main Above average 4 C7 Futures CC – Hall 1 103 15 Hightown Community Sport & Arts C Main Above average 3 C7 Futures CC – Hall 2 103 16 Icknield High School Hall Poor 3 C7 Futures CC – Hall 3 103 18 Icknield High School Hall Poor 3 C8 High Town Sports Centre – Hall 1 405 22 Inspire: Luton Sports Village Main Good 8 C8 High Town Sports Centre – Hall 1 232 25 Lea Manor Recreation Centre Main Good 4 C9 Hockwell Ring CC 127 27 Lealands High School Main Above average 3 C10 Lewsey CC - Hall 1 217 29 Luton Sixth Form College Main Above average 6 C10 Lewsey CC Hall 2 124 30 Venue 360 Main Above average 4 C11 Lewsey Learning Trust 230 C12 Lea Manor old youth building 174 C13 Parktown CC 85 C14 Raynham Way CC – Hall 1 137 C14 Raynham Way CC – Hall 2 94 C15 Saints CC 132

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LUTON BOROUGH COUNCIL

INDOOR SPORT FACILITY NEEDS ASSESSMENT

FINAL REPORT

APRIL 2014

Integrity, Innovation, Inspiration

1-2 Frecheville Court off Knowsley Street Bury BL9 0UF T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk Page 91 of 207

Quality assurance Name Date Report origination AQ/CML 21.03.14 Quality control DM 24.03.14 Client comments KF 04.04.14 Final approval Page 92 of 207 LUTON BOROUGH COUNCIL INDOOR SPORT FACILITY NEEDS ASSESSMENT

CONTENTS

PART 1 : INTRODUCTION 1

PART 2: BACKGROUND 3

PART 3: INDOOR SPORTS FACILITIES ASSESSMENT 29

PART 4: SPORTS HALLS 33

PART 5: SWIMMING POOLS 47

PART 6: INDOOR BOWLS 62

PART 7: INDOOR TENNIS 65

PART 8: CONCLUSION 69

Page 93 of 207 LUTON BOROUGH COUNCIL INDOOR SPORT FACILITY NEEDS ASSESSMENT

PART 1: INTRODUCTION

This is the final report by Knight, Kavanagh & Page (KKP) to deliver an Indoor Sport Facility Needs Assessment for Luton Borough Council. It focuses on reporting the findings of the research, consultation, site assessments, data analysis and mapping that underpins the study and uses this evidence to inform future development.

We have developed the Assessment Report to provide a detailed explanation of the following:

 Audit of all facilities by type including strategic scale indoor sports facilities.  Assessment of demand for indoor sports facilities across Luton based on population projections through to 2031, participation increases and development proposals (supplied by Luton Borough Council officers).  Supply and demand analysis to determine potential surpluses and deficiencies of indoor sports facilities in terms of quantity, quality and accessibility.  Identification of the main challenges from the assessment and recommendations on how shortfalls and future needs should be addressed; and if appropriate the general location of new facilities.  Identification of the potential scale of investment required to deliver and potential sources of finding including, but not limited to planning obligations/CIL.  Recommendations for local standards of provision to be adopted by LBC for planning purposes, to include strategic recommendations relating to:

 Surpluses or deficiencies  Existing provision to be protected  Existing provision to be enhanced  Opportunities for relocation  Proposals for new provision and including measures in relation to the quality of provision required.

1.1 Scope of the project

The Assessment Report provides the detail as to what exists in the Borough, its condition, distribution and overall quality. It also considers the demand for facilities based on population distribution, planned growth and also takes account of other factors such as health and economic deprivation. The Assessment will provide direction on the future provision of accessible, high quality, financially sustainable facilities for sport and leisure in Luton.

The indoor sports facility assessment incorporates 3 court+ sports halls, swimming pools, indoor bowling halls and tennis courts. Particular consideration will also be taken to boxing, indoor cricket, indoor bowls and indoor tennis as these are sports which are of particular interest in Luton from participation and planning perspective at present.

This factual report provides a quantitative and qualitative audit based assessment of indoor sports facilities. It provides a robust and up-to-date assessment of the needs for indoor sports facilities and opportunities for new and rationalised provision. Specific deficiencies and surpluses are identified to inform what provision is required. The specific objectives of this audit and assessment are to:

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 Identify local needs and quantify levels of demand  Audit existing local indoor sports provision

The specific tasks to be addressed as part of this strategy include:

 Review of relevant Council strategies, plans, reports, corporate objectives;  Review of the local, regional and national strategic context;  Supply and demand analysis;  Analysis of the demographics of the local population;  Consideration of potential participation rates and modelling of likely demand for leisure facilities;  Detailed audit of indoor leisure facilities provided by public, private, voluntary and education sectors;  An understanding of outdoor leisure facilities provided by public, private, voluntary and education sectors;  Analysis of the balance between supply of and demand for leisure facilities and identification of potential under and over provision;  Recommendations in respect of the size type and location of leisure provision required in the Borough over the life of the Strategy and beyond.

1.2: Report structure

This report considers supply and demand issues for indoor sports facilities in Luton. Each part contains specific data relevant to a range of types of indoor sports facilities. Descriptions of the methodologies used are detailed within Part 3 of this report. The report as a whole covers the predominant issues for each of the following types of built facilities:

 Sports halls  Swimming pools  Indoor bowls  Indoor tennis

It, further, takes into consideration the needs of the sports of boxing, indoor cricket, indoor bowls, squash and indoor tennis as these are sports which are of particular interest in Luton. The resulting document considers the sports development requirements and also takes into account other significant factors such as competition and performance needs, training requirements, health challenges, deprivation and funding drivers.

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PART 2: BACKGROUND

It is important to be aware of relevant local and national documents to be taken into consideration during this assessment. The following section outlines a series of national, regional and local policies pertaining to the study, which are of significance in the development of the Strategy

2.1: National context

Sport England: A Sporting Habit for Life (2012-2017)

In 2017, five years after the Olympic Games, Sport England aspires to transform sport in England so that it is a habit for life for more people and a regular choice for the majority. The strategy will:

 See more people starting 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.  Support local authorities and unlock local funding.  Ensure real opportunities for communities.

The vision is for England to be a world leading sporting nation where many more people choose to play sport. There are five strategic themes including:

 Maximise value from current NGB investment.  Places, People, Play.  Strategic direction and market intelligence.  Set criteria and support system for NGB 2013-17 investment.  Market development.

Launched in January 2012, it sets out how Sport England will invest over one billion pounds of National Lottery and Exchequer funding during the five year plan period. The investment is to be used to create a lasting community sport legacy by growing sports participation at the grassroots level following the 2012 London Olympics. Two key areas for this strategy are identified as:

 £292m is allocated for local investment. This will include investment in sprt in further education colleges ; a new community sport activation fund to promote sports participation in local communities; door step clubs and get on track programmes in disadvantaged communities and; pilot work on health related sports programmes and commercial market development to drive participation growth.  Facilities still play a key role in the Strategy with £249m set aside to provide new or upgraded facilities in line with current Places People Play facility investment and a new mid-range (£50,000-£500,000) funding programme.

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National Planning Policy Framework

The National Planning Policy Framework (NPPF), the government’s planning policy, recognises the clear link between sport and health. It is a key part of the government’s reforms to make the planning system less complex and more accessible. The framework acts as guidance for local planning authorities, both in drawing up plans and making decisions about planning applications. Improving health, social and cultural wellbeing is one of its twelve core principles. Paragraph 171 places health considerations and by extension participation in sport, as a key consideration in the planning process, it states:

‘Local planning authorities should work with public health leads and health organisations to understand and take account of the health status and needs of the local population (such as for sports, recreation and places of worship), including expected future changes, and any information about relevant barriers to improving health and well-being.’

Meeting the needs of local communities through the provision of accessible, high quality facilities which provide opportunities to participate in sport is therefore a critical part of good planning. The efficient and effective delivery of sports facilities depends on understanding the nature of current provision and assessing what will be required in the future by taking account of demographic and sports participation changes and trends. The NPPF makes this clear in paragraph 73, which states:

“Access to high quality open spaces and opportunities for sport and recreation can make an important contribution to the health and well-being of communities. Planning policies should be based on robust and up-to-date assessments of the needs for open space, sports and recreation facilities and opportunities for new provision. The assessments should identify specific needs and quantitative or qualitative deficits or surpluses of open space, sports and recreational facilities in the local area. Information gained from the assessments should be used to determine what open space, sports and recreational provision is required.”

It further emphasizes that: “Existing open space, sports and recreational buildings and land, including playing fields, should not be built on unless:  An assessment has been undertaken which has clearly shown the open space, buildings or land to be surplus to requirements; or  the loss resulting from the proposed development would be replaced by equivalent or better provision in terms of quantity and quality in a suitable location; or  the development is for alternative sports and recreational provision, the needs for which clearly outweigh the loss.

Sport England therefore aims to ensure ‘positive planning for sport to increase participation and maximise the health benefits, enabling the right facilities to be provided in the right places, based on robust and up-to date assessments of need for all levels of sport and all sectors of the community.’

The Local Authority however remains at the centre of the local facility network as the sport and planning authority. From a local authority perspective the need to work with partners across the public, private, education and voluntary sector to plan sports facility provision is central to the NPPF.

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Investment in school sport

In March 2013 the Government announced its funding for school sport (Sport Premium) which sees £150 million per annum invested over the next two years. This will be made up of funding from various Government departments including Department for Education (£80m), the Department of Health (£60m) and the Department for Culture, Media and Sport (£10m). The Government’s strategy will see funds go directly into the hands of primary school head teachers for them to spend on sport.

Schools will be measured by Ofsted on how well they use their Sport Premium to improve the quality and breadth of PE and sporting provision, including increasing participation in PE and sport so that all pupils develop healthy lifestyles and reach the performances levels they are capable of.

2.2: Luton context

Luton Borough Council Corporate Plan 2011-2014

The Corporate Plan sets out the corporate priorities for Luton Borough Council which link to the 32 priorities in the Sustainable Community Strategy, which also provides the wider vision for Luton up until 2026. The eight key strategic priorities also link to key partnership plans – such as the refreshed Children and Young People’s Plan. The Strategic priorities are to:

1. Empower, support and protect the vulnerable 2. Improve health and promote health equality 3. Improve life and learning opportunities for all 4. Create a vibrant environment where businesses thrive and prosper 5. Reduce crime, antisocial behaviour and the fear it causes 6. Protect and enhance the quality of the natural and built environment 7. Strengthen community cohesion 8. Ensure a financially sound and efficient Council

Luton Borough Council Prospectus 2013-2016

As detailed in the Luton Borough Council Prospectus 2013-16, the backdrop to the development of the Indoor Sport Facility Needs Assessment is that for the next three years, the Council must manage on much less funding from Government than in the previous three years. Increased pressures are likely to flow from changes to welfare benefits, greater need for social care and a new duty to improve the public’s health. LBC has committed to a three point plan:

 To increase income from business growth (Business and Growth).  To better equip residents of all ages to get jobs through investment in education and training (Education and Lifelong Learning).  To work efficiently with other organisations to ensure the most vulnerable in Luton are safe and supported (Safe, Supported and Healthy).

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Luton Local Plan 2001-2031

As stated in the Luton Local Plan, 2001 – 2011, Luton is now generally developed up to its administrative boundary and a central issue is the ‘extent to which the conflicting needs for various uses and facilities are to be balanced.’ In relation to an Indoor Sport Facility Strategy, the use of land for formal sport must be set in the context of the other potential uses.

There will be a need for consistency and coordination with the emerging Luton Local plan 2011-31. This plan will reflect and help set the corporate agenda for service delivery by setting out the future housing, population and economic growth of the Town over a 20 year period. The spatial development strategy in the plan seeks to establish and nurture a network of new and existing District and Neighbourhood Centres across the Borough. These will act as a foci for housing and development as well as to enable and facilitate the delivery of linked and shared facilities of co-located service hubs (including leisure and recreation) at the heart of local communities. These will be accessible by walking and cycling and public transport as well as the car, and for linked trips which will make the development pattern more sustainable.

Community Priorities documents, developed as part of the Your Say, Your Way programme

A key part of the Community Involvement Strategy is the “Your Say, Your Way” programme. This involves a wide range of citizens in influencing and agreeing local priorities, and co-ordinates partnership and community led responses to this agenda. It was piloted in Luton’s West Area in 2009/10 and extended to the South Area in 2010/11. The programme is being rolled out across the rest of the Borough.

Luton Borough Council Housing Strategy 2012-2015

Luton is faced with significant housing problems. It has a number of characteristics which are shared with many of the London boroughs including overcrowding, high levels of homelessness, variable conditions in the private rented sector and shortage of good quality land suitable for house building. Luton is one of the largest towns in South East England, with a population of 205,000 residents in 2010 (mid year estimates), and about 77,500 households. The population is projected to rise to 220,350 by 2030, a rise of 7.5%.

The Key strategic priorities for housing in Luton are:

 Place-shaping and maintaining sustainable communities.  Improve housing conditions across all tenures.  Meeting Housing Need.  Tackling homelessness.

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Corporate Asset Management Plan and Capital Strategy 2010- 2015

Our Luton in 2026’, Luton’s Sustainable Community Strategy is the foundation upon which Luton’s other strategic plans are built. The plan sets out four themed areas for delivering the vision:

 Stronger and Safer Communities  Health and Well Being  Environment and the Economy, and  Children and Young People.

The key objective of the AMP is summarised in the Mission Statement:

‘Luton Borough Council is committed to providing property assets, which are in good condition, fit for purpose and in the best location to support good quality, accessible services to its customers and represent value for money.’

The overall objectives of the AMP are to ensure that all operational assets must be:

 Able to make a positive contribution to the Council’s purpose, vision, strategic aims, corporate objectives and service priorities.  In good condition to the extent that services can be provided from them in a comfortable environment for both staff and customers without interruption.  Suitable and sufficient for the purpose for which they are being used in terms of size, type and layout of accommodation – including accessible to people with disabilities.  In the right location to allow customers to access the services and staff who deliver it – including sharing with partners in service delivery.  Able to demonstrate ‘Best Value’ in terms of balance between efficiency in operation, running costs and long-term sustainability.  Good examples of sustainable development if new or extensively refurbished.  Able to contribute something positive to the immediate environment, to give the ‘feel good factor’ – particularly where there is a need for physical regeneration in the locality.  Able to convey a positive image of the Council and/or the service being provided.

Luton’s Sustainable Community Strategy, 2008 – 2026

This statutory plan describes the shared vision for Luton’s Local Strategic Partnership. It is underpinned by shorter term plans set out in the Local Area Agreement. There are four themed areas for delivering the vision: Stronger and Safer Communities, Health and Wellbeing, Environment and Economic Development, and Children and Young People. Relevant priorities from the themed areas include:

 Promoting healthy living and tackling the key risk factors which affect health  Focusing on prevention and early intervention  Improving leisure and cultural opportunities for all, and better access  Understanding that different service delivery will be necessary to ensure fair health and wellbeing outcomes for all  Improving the health of children and young people

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 Supporting our children and young people to achieve skills and experience to enhance their prospects for the future  Providing positive activities for young people and reducing anti-social behaviour  Better meeting the needs of children and young people with disabilities/learning difficulties.

A Healthier Future Improving Health and Wellbeing in Luton 2012 - 2017

This Strategy is designed to improve health and wellbeing and reduce health inequalities through better integration of services and a planned move of resources towards prevention and early intervention away from avoidable treatment and care. The three main priorities of the Strategy are:

 Every child and young person has a healthy start in life  Reduced health inequalities within Luton- this outlines increased physical activity as a focus  Healthier and more independent adults and older people

Luton Borough Council Strategic Vision for Sport and Physical Activity April 2013

The Strategic Vision for Sport and Physical Activity (2013) is a corporate document which ensures that the Council’s investment into sport effectively contributes to the authority’s overall outcomes. Beyond this, a vision for sport in Luton focuses on increasing participation, volunteering and coaching and supporting voluntary sports clubs and developing skills of individuals.

NHS Luton- Luton Joint Strategic Needs Assessment 2011

The Luton Forum, Luton's local strategic partnership, has agreed a priorities framework with an overall goal to reduce inequalities adversely affecting Lutons communities. In addition, the framework is working to reduce inequalities between Luton‟s communities and between Luton and the rest of the country. Eight priority outcomes have been identified; one has a specific health focus "to increase healthy life expectancy", but it is acknowledged that the other priority outcomes relating to issues such as community cohesion, community safety, education and skills employment, the natural and built environment, reducing poverty, and support for vulnerable people, will also have an impact on the health of the local community.

Luton Playing Pitch Strategy 2014-2031

The recent Playing Pitch Strategy makes reference to artificial grass pitches and the following conclusions are made:

 The FA model suggests that there are enough 3G pitches to service current football training demand in Luton. However, local demand suggests that more across is needed to 3G provision, although pricing is also a key factor for clubs  Currently there is not a high demand for competitive fixtures to be played on 3G pitches in Luton.

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 However, if the quality of grass pitches deteriorates there may be a future increase in demand to play matches on 3G pitches.

This has the potential to impact on indoor facilities as if there is insufficient supply of outdoor facilities for football, then there may well be an increase in demand for indoor, which may impact negatively on the availability of sports halls for non football use.

Luton Sports Network

By working with local partners affiliated to the Luton Sports Network, its role in the community is:

 To increase awareness and participation in local sport and active recreation.  Improve health and well being.  To help create stronger communities through sport and active recreation.  Improve education through participation.

Team Beds and Luton

Team BEDS & LUTON is the lead agency for the strategic development and coordination of sport and physical activity across Bedfordshire and Luton. Its vision is described as:

‘Working in partnership at the heart of the community to support, develop and promote high quality opportunities to allow everyone to get involved, stay involved and succeed in sport and physical activity’.

Its purpose is further described to create the environment that enables its vision to be achieved.

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Summary

The key strategic themes emanating from the main strategies are, therefore, considered to be:

 The need for high quality sports facilities.  Facilities which are placed in the right location to be accessible to the whole community.  Facilities and programmes of activity which will contribute to reducing health inequalities across the Borough for all age groups.  Facilities which contribute to the local economic development.  Understanding that service delivery may vary to ensure fair health and wellbeing.  Facilities and programmes which contribute to the education and skills development of the local population.  Facilities which better meet the needs of under-represented and vulnerable people in the Borough.

2.3: Demographic profile

Luton

Luton is a unitary authority located 30 miles north of London and covers an area of approximately 16.7 square miles. The Borough is surrounded by Central Bedfordshire and North Hertfordshire local authority areas. Towns close to Luton include Dunstable, Houghton Regis and Harpenden. The national census in 2011 showed that the population of the Borough has increased by 10% since 2001 and now stands at 203,200. Nationally the figure rose by 7%.1

Figure 2.1: Luton with major road routes

1 Office of National Statistics 2011 census

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Luton is home to Luton Town Football Club and the University of Bedfordshire has three campuses in the Borough. The largest employers are Luton Borough Council (9000+ employees) and Luton and Dunstable NHS (3000+ employees). The County Sports Partnership (CSP) that covers the area is Team Beds & Luton which is based at Wigmore Hall in Luton. Sports facilities are operated Luton on behalf of the local authority by Active Luton, a not for profit sports and leisure trust. It is also responsible for developing sport and has a key role helping to improve the health and well-being of residents within the local community.

Data from the Office of National Statistics (ONS) tells us the following:

 The unemployment rate in Luton is higher than the national figure of 7.7% at 8.4%.2  Luton has a much higher rate of residents with no formal qualifications than national and regional figures, 16.1% compared to 9.7% nationally1.  Gross Disposable Household Income (GDHI) is the amount of money that individuals have left to save or invest after deductions such as taxation, property and social contributions. This is £12,474 in Luton, which is 22% less than the national average.3  Luton was the most densely populated authority in the East of England with almost 4,700 people per square kilometre, and the highest average household size with 2.7 people.

In developing the report a mix of datasets have been used and referred to. To assess the Borough’s wide demographic profile, population data has been taken from the 2011 Census. Supply and demand is, thus assessed on a borough-wide basis against the district population. Taking advice from LBC officers (Department of Environment and Regeneration, LBC) this study will use a variety of projections to derive the respective outputs which are identified as 18,000; 20,000 and 32,000 households up to 2031. The Sport England local sports profile for Luton forecasts population growth through to 2021 and not 2031.

Age and gender profile

The total population, from the 2011 population census, in Luton was 203,200 (males = 101,900 and females = 101,300). The following charts in Figure 2.1 and 2.2 comparatively show the age and gender distributions of the population in Luton and in the East region.

2 ONS Annual Population Survey 2012 3 Office of National Statistics GDHI Figures April 2012

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Figure 2.3 and 2.4: Luton and the East region population by age and gender .

Luton UA Female % EAST Female % 90+ 0.1% 0.3% 0.2% 0.6% Male % 90+ Male % 85-89 0.3% 0.6% 85-89 0.6% 1.0% 80-84 0.7% 0.9% 80-84 1.1% 1.5% 75-79 1.1% 1.3% 75-79 1.6% 1.8% 70-74 1.5% 1.5% 70-74 1.9% 2.1% 65-69 1.6% 1.7% 65-69 2.5% 2.6% 60-64 2.0% 2.1% 60-64 3.1% 3.3% 55-59 2.3% 2.3% 55-59 2.9% 3.0% 50-54 2.8% 2.8% 50-54 3.2% 3.3% 45-49 3.3% 3.3% 45-49 3.7% 3.8%

40-44 3.4% 3.4% 40-44 3.7% 3.7% Age range Age 35-39 3.5% 3.4% range Age 35-39 3.3% 3.3% 30-34 4.0% 3.9% 30-34 3.1% 3.1% 25-29 4.8% 4.5% 25-29 3.1% 3.1% 20-24 4.2% 4.0% 20-24 3.1% 3.0% 15-19 3.3% 3.3% 15-19 3.1% 3.0% 10-14 3.3% 3.3% 10-14 3.0% 2.9% 5-9 3.6% 3.3% 5-9 2.9% 2.7% 0-4 4.2% 3.9% 0-4 3.2% 3.0% 6% 4% 2% 0% 2% 4% 6% 6% 4% 2% 0% 2% 4% 6% Percentage Percentage

Figures 2.3 and 2.4 show, most obviously, that Luton has an over representation of 20-24 and 25-29 age bands. There is currently an under representation of the higher age bands from 50+ compared to the regional average.

Ethnicity

The breakdown of ethnicity in Luton is outlined below. It can be seen that Luton has a significantly higher proportion of Asian residents (30%) than the national average of 7.8%. As a result, there are lower percentages of white and black residents compared to national figures.

Figure 2.5: Ethnicity in Luton

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Table 2.1 : Breakdown by ethnicity of Luton and national population4

Luton England Ethnicity Number Percentage Number Percentage White 111,079 54.66% 45,281,142 85.4% Mixed 8,281 4.08% 1,192,879 2.3% Asian 60,952 30.00% 4,143,403 7.8% Black 19,909 9.80% 1,846,614 3.5% Other 2,980 1.47% 548,418 1.0%

Religion

The data below in Table 2.2 shows that almost a quarter of residents (24.6%) in Luton identify themselves as Muslim. This is a significantly larger percentage than the national figure of 4.8%. Both the differences in religious make up and ethnicity compared to national figures both become more relevant later in the report.

Table 2.2: Breakdown of religion in Luton5

Luton % Luton % East of % England Religion population population England and Wales Christian 96,271 47.4% 59.7% 59.3% Buddhist 652 0.3% 0.4% 0.4% Hindu 6,749 3.3% 0.9% 1.5% Jewish 326 0.2% 0.6% 0.5% Muslim (Islam) 49,991 24.6% 2.5% 4.8% Sikh 2,347 1.2% 0.3% 0.8% Other religion 898 0.4% 0.4% 0.4% No religion 33,594 16.5% 27.9% 25.1% Religion Not Stated 12,373 6.1% 7.3% 7.2%

Population density

Figure 2.6 allows residential and non-residential areas to be easily identified. It shows that the most densely populated areas in Luton are concentrated within the area of Luton town and surrounding the area to the north of the town centre around Biscot Road. There is also a densely populated ward in the north of the Authority.

4 Data source: 2011 Census: Ethnic group, local authorities in England and Wales 5 Research and Geospatial Information Team Department of Environment and Regeneration, 2011 Census, Office for National Statistics,

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Figure 2.6: Population density in Luton

Figure 2.7 shows the population density in comparison to other authorities in the East of England. The darkest blue areas show the areas with the highest population density. It can be seen that Luton is one of a small number of pockets of densely populated areas.

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Figure 2.7: East of England population density by local or unitary authority6

6 Office for National Statistics Population density data 2010

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Potential impact on sports facilities

It is important to consider where facilities are in terms of population. Further in the report, facilities are mapped against population. This will show the percentage of population that live close by and have physical access to the facility type.

Deprivation

The deprivation maps that follow illustrate the ranking of super output areas (SOAs) in Luton based on the Office of the Deputy Prime Minister’s (ODPMs) ‘Indices of Multiple Deprivation 2010’ (IMD 2010). The IMD is based on 32,482 SOAs throughout England, which relate to the geography used in the 2001 Census. The manner in which the ranking works is for a rank position of one to indicate the most deprived SOA in the Country.

The IMD 2010 is a valuable source of information about spatial patterns of deprivation in England and can be used to help focus policy and interventions on deprived areas and particular types of deprivation. It comprises 37 different indicators which are grouped into seven separate ‘domains’ of deprivation covering income, employment, health deprivation and disability, education, skills and training, barriers to housing and services, living environment deprivation and crime. The seven main ‘domains’ may also be combined to make an overall measure of deprivation.

Figure 2.8: Indices of Multiple deprivation in Luton7

7 Data source: 2010 indices of deprivation, ODPM

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Figure 2.8 above shows that the most deprived areas are around Luton town centre, similar to the densely populated areas. There are also higher levels of deprivation in the south of the Borough. Areas in the Borough with lower population density also have lower levels of deprivation.

The table below 2.3 identifies the proportion of Luton’s population which live in deprived areas. It illustrates that 7.4% of its population live in areas deemed as being in the bottom 10% of SOA’s nationally in 2010, i.e. in the most deprived areas of the country. In direct comparison, only 0.7% lives in the top 10% of least deprived areas in the country.

Table 2.3: Population and IMD in Luton

Percent of Area Deprivation IMD Rank Percent Population in Band Population Most 0.0 – 10.0 14,728 7.4% deprived 10.1 – 20.0 37,198 18.7% 20.1 – 30.0 32,796 16.5% 30.1 – 40.0 32,042 16.1% 40.1 – 50.0 26,714 13.4% 50.1 – 60.0 16,857 8.5% 60.1 – 70.0 14,602 7.3% Least 70.1 – 80.0 14,765 7.4% deprived 80.1 – 90.0 7,600 3.8% 90.1 – 100.0 1,450 0.7%

Potential impact on sports facilities

It is important to be aware of the areas with the highest and lowest levels of deprivation in Luton to ensure that the right facilities are in the right places. This will be highlighted later in the report. For example, the location of facilities relative to the areas of deprivation is important in assessing the potential physical accessibility of facilities and the need of certain communities to have to travel greater distances.

Car or van ownership

Car or van ownership is important to take into consideration when planning and programming facilities. Lack of car ownership severely limits the potential of the local population travelling to and from facilities. Although not absolute, the low levels of car or van ownership is linked closely to areas of deprivation, making it even more important for facilities to be local, affordable and accessible, if the harder to reach communities are to be catered for. Facilities located on bus routes may also need to consider the programming in relation to the communities that the bus routes serve.

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Figure 2.9: Car or van ownership in Luton

It can be seen that the higher levels of car or van ownership are centred around Luton itself but is lower in the other areas of the Authority.

Mosaic profiling

Mosaic 2009 is a consumer segmentation product which classifies all 26 million households into 15 groups, 67 household types and 155 segments. This data can be used to paint a picture of UK consumers in terms of their social-demographics, lifestyles, culture and behaviour. The table below (Table X) shows the top five mosaic classifications in the Luton local authority area, compared to the country as a whole, and Figure Y illustrates the spread of different profiles mapped across Luton.

Table 2.4: Mosaic profiling- top profiles in Luton

National Mosaic group description Population in Luton Percentage Percentage Suburban Mindsets 45,011 22.7% 12.5% Terraced Melting Pot 38,808 19.6% 7.2% Ex-Council Community 24,001 12.1% 9.9% New Homemakers 19,008 9.6% 4.3% Industrial Heritage 16,858 8.5% 7.9%

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The dominant profile is the Suburban Mindsets ( ) which makes up 22.7% of households in the area, which is 10.2% more than the national figure

Figure 10: Word Cloud of Suburban Mindset- the dominant profile in Luton8

Figure 2.11: Mosaic profiling mapped across Luton

8 Experian Mosaic profiling 2009

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Suburban Mindsets ( ) dominate around the town of Luton in the most densely populated area, but not in the town as this is dominated by the second most dominant profile, Terraced Melting Pots ( ). There is an area to the south of the town with a cluster of Liberal Opinions ( ). Industrial Heritage ( ) and Ex Council Community ( ) ) are spread around the four corners of the Borough. a Figure 12 demonstrates more clearly the over representation of the Suburban Mindsetp and Terraced Melting Pot profiles compared to national figures. The Terraced Meltinge Pot percentage in Luton (19.6%) is more than double the national figure of 7.2%. aThere is no one in the Borough from the Rural Solitude category. r

Figure: 12 Mosaic profiles in Luton s p 0% 5% 10% 15% 20% 25%r Alpha Territory e a Professional Rewards d Rural Solitude

Small Town Diversity o u Active Retirement t Suburban Mindsets a Careers and Kids c New Homemakers r Ex-Council Community o s Claimant Cultures s Upper Floor Living Elderly Needs t h Industrial Heritage e Terraced Melting Pot

Liberal Opinions

Luton National

Figure 2.13: Overview of top Mosaic profiles in Luton

Suburban This group is defined as refers to people who are predominantly middle class Mindsets or skilled working class people who are married and living with their children in well maintained family houses. Some commute to City office jobs, whilst

others earn good wages in manufacturing jobs. These people are industrious Approx. 45,011 and value their independence, but do not necessarily get involved with their residents local community. Generally middle aged. Manual or office workers. Industrious and favour Key features main stream brands.

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This group is defined as refers to people who work in relatively menial/routine Terraced occupations and are poorly educated. The majority are young and live close Melting Pot to the centres of small towns in densely packed and poorly maintained terraced housing. Residents often have to contend with a variety of Approx. 38,808 environmental problems such as noise and pollution and focus on spending residents their time and money outside of the home. Many residents in these neighbourhoods belong to groups that have recently arrived in the UK. Young singles and couples, an ethnically diverse group. Poorly qualified with Key features a below average income. Have an interest in participating in sport.

Ex-Council This group is defined as refers to people who are practical and enterprising, Community rather than well-educated. They have created a comfortable lifestyle for themselves through their own hard work. Many live on pleasant well-built

council estates where a large proportion has exercised their right to buy. Approx. 24,001 These communities are characterised by informal community networks often residents centred around family and friends.

Hard workers and self-reliant. Generally council tenants with a comfortable Key features life style and seek for value for money.

New Homemakers are generally young single people who, live in homes which are likely to have been built only in the last five years. Found largely in New Home new brownfield inner city locations, many rent from private landlords. Most Makers residents have a ready income from a secure position working for a large Approx. 19,008 public company or for central or local government. Most residents own a car residents which may be used for visits to the gym or the local cinema New Homemakers rely on an Internet search engine for accessing information about products and services

Generally young single professionals, setting up a new or starter home. Own Key features cars and use takeaways and ready meals, happy to rent.

This group is defined as refers to people who traditional and conservative, Industrial living in communities that have historically been dependent on mines, mills Heritage and assembly plants for their livelihood. Most of these people are married overview and are approaching retirement age and their children have left them in a family home larger than they really need. They are socially responsible Approx. 16,858 people who are likely to live in the same community as the one in which they residents were born and have saved conscientiously to repay their mortgages and loans on time.

Key features Common trends suggest below average incomes, traditional, approaching retirement and are careful with money.

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Potential impact on sports facilities

The top two profiles in Luton are Suburban Mindset (45,011 residents) and Terraced Melting Pot (38,808 residents). These profiles represent just over 41% of the local population. They present two very different profiles and attributes. The dominant areas of Terraced Melting Pot residents are around the town centre, are not considered affluent, generally young and interested in participating in sport, and are possibly from outside of the UK. Facilities need to accommodate accordingly. Further, the Borough has a lower proportion of Professional Rewards and Alpha Territory, Career and Kids and Active Retirement profiles. These latter profiles tend to be the most wealthy and influential individuals in the UK (Alpha Territory), whilst others may have risen to senior positions in large multinational organisations (Professional Rewards); they have significant incomes from investments and are generally affluent.

Sport England data

Sport England’s participation analysis tool (i.e., the Local Sport Profile tool) is used to provide an overview on how active the local population is, what sports are played and how likely residents are to participate in sports hall sports. It provides an overview of key participation trends between different groups in the Borough’s population.

Active People Survey

The Active People Survey (APS) is the largest ever survey of sport and active recreation to be undertaken in Europe. The first year of the survey, APS1 was conducted between October 2005 and October 2006. A total of 363,724 adults living in England took part. APS2, the second year of the survey, was conducted between October 2007 and October 2008 this time a total of 191,325 adults took part. It has now become a continuous process, with APS3 completed in Oct 2009, APS4 in October 2010, APS5 in October 2011 and APS6 in October 2012 and APS7 in October 2013.

Each survey gathers data on the type, duration and intensity of people's participation in different types of sport, active recreation and cultural participation, as well as information about volunteering, club membership, tuition as an instructor or coach, participation in competitive sport and overall satisfaction with local sports provision.

Table 2.5 shows APS3-7 results for Luton in comparison to the national and the Sport England Regional figures. Data for Luton’s nearest neighbours is also presented.

Nearest neighbours are not geographic but those which are the closest to Luton in terms of socio-demographics. This type of comparison has been developed to aid local authorities to compare and benchmark. The models apply a range of socio-economic indicators upon which the specific family group (nearest neighbours) is calculated.

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Table 2.5: Active People Survey – Luton and nearest neighbours9

East of Nearest neighbours National KPI England Luton % % Oldham Bradford Coventry % % % % 2008/09 4.7 4.7 2.1 3.9 6.1 7.9 KPI 2 - At least 1 2009/10 4.5 4.8 2.7 4.5 6.0 2.9 hour per week 2010/11 7.3 8.0 6.9 6.6 9.2 6.3 volunteering to support sport. 2011/12 7.6 7.4 3.8 6.5 5.5 6.1 2012/13 6.0 6.8 6.0 4.6 7.9 2.8 2008/09 24.1 25.5 19.7 19.6 20.8 24.6 KPI 3 - Club 2009/10 23.9 24.3 17.6 19.9 20.0 18.3 membership in the 2010/11 23.3 23.6 17.1 19.2 19.2 23.6 last 4 weeks. 2011/12 22.8 23.7 12.4 20.1 12.7 19.8 2012/13 21.0 22.2 19.2 15.0 19.4 15.4 2008/09 17.5 18.3 14.5 14.0 13.8 19.0 KPI 4 - Received 2009/10 17.5 18.3 11.0 12.2 15.4 12.9 tuition / coaching 2010/11 16.2 16.8 11.1 13.1 15.7 15.5 in last 12 months. 2011/12 16.8 17.4 10.4 11.6 13.4 12.7 2012/13 15.8 16.7 11.8 13.4 15.5 10.6 2008/09 14.4 14.7 12.2 13.3 11.7 17.8 KPI 5 - Taken part 2009/10 14.4 15.3 11.4 10.3 14.3 12.1 in organised 2010/11 14.3 14.5 9.1 10.5 11.5 13.8 competitive sport in last 12 months. 2011/12 14.4 15.1 9.8 11.7 12.8 13.5 2012/13 11.2 13.6 8.1 6.8 13.8 7.7 27.4 1x30 Indicator 2008/09 35.7 35.6 34.0 31.2 31.4 Participation in 30 2009/10 35.3 34.9 27.9 28.4 35.3 30.4 minutes moderate 2010/11 34.8 34.7 28.3 35.7 35.2 35.2 intensity sport per 2011/12 36.0 36.0 29.0 35.4 35.3 30.6 week. 2012/13 35.7 35.1 28.1 32.9 33.2 35.8

These figures indicate that overall Luton currently has lower participation levels than the regional and national figures for each Key Performance Indicator. This is a general trend throughout APS3-7, indicating the accuracy of the findings. The exception to this is KPI 1, volunteering in sport (6%), which appears to equate to the national figure.

The percentage of adults doing at least 1 x 30 minutes exercise has increased marginally to 28.1%; it is, however, still over 6% lower than the national and regional average, and almost 5% lower than the closest nearest neighbour, Oldham (32.9%).

Club membership dropped to its lowest rate in 2010/11 of 12.4% and although has increased again to 19.2%, is still lower than the national average of 21%. Luton does have a higher club membership than the closest neighbours Oldham (15%) and Coventry (15.4%)

The final information retrieved from Active People is illustrated in Figures X and Y. They compare the levels of no participation from APS1 and APS7.

9 According to www.cipfastats.net Bradford’s top three nearest neighbours are Kirklees, Coventry and Bolton

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Figure 2.14: APS1 2005/06 - Sports participation in Luton- no sport

It can be seen that in 2005/06 the rate of none participation in Luton and the surrounding area was 51.2-54.5%. Figure 2.15 below shows that in 2012/13 the rate of none participation has risen to 55.4-66.6% both in Luton and the surrounding areas.

Figure 2.15: APS7 20012/13 - Sports participation in Luton- no sport

Market Analysis

It is not possible to break down the Active People Survey information into individual ward or analysis areas. However, in order to establish a more detailed market picture it is possible to cross-tabulate the demographic profile of Luton’s analysis areas with the nation demographic trends in sports participation that are identified in the Active People Survey.

Based on national trends, levels of sports participation (overall and by sport) and latent demand within any geographical area are likely to be affected by the ethnicity and age composition of that area. However, the demographic of Luton is so different from the Sport England’s data that it is not considered entirely reliable for the purposes of this study. Please refer to Appendix 2 for further Sport England Market Segmentation data.

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The chart below shows the ethnic profile of Luton’s population by ward and analysis area (ONS Census 2011 data). Overall, the White British segment is the single largest group, accounting for 45% of Luton’s total population, with White Other accounting for an additional 10%. There is significant variance by ward however, with ‘Asian British: Indian / Pakistani / Bangladeshi’ making up the majority segment in three wards (Biscot, Saints, Dallow).

Table 2.6: Ethnicity breakdown in Luton

Potential impact on sports facilities

As participation figures for each of the key performance indicators outlined in Table 2.6 are lower than the national average, it would be logical to suggest that sport providers may need to take a different approach in Luton to encourage residents to become involved. The programming in sports facilities (particularly swimming pools) may well be affected if they are to attract participation from the Asian Community, in particular.

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Education investment

Building Schools for the Future (BSF) was a programme of school build started in 2005/6. It was revoked in 2010 but schools benefitting from BSF in Luton prior to this are:

 Lea Manor High School  Challney School for Girls  Ashcroft High School  Lealands High School  Barnfield West Academy  Barnfield South Academy

Schools identified to benefit from Priority School Build Programme investment

 Stopsley High School  Cardinal Newman High School

Central Bedfordshire Leisure Strategy

Adopted in March 2014, the Central Bedfordshire Leisure Strategy includes a range of proposals which may affect the population and accessibility of sports facilities for Luton residents. These are considered to be:

 Strategic proposals for a refurbished leisure centre in Dunstable (incorporating additional health and fitness and squash facilities).  A replacement leisure centre in Houghton Regis (comprising a 6 court sports hall and 6 lane 25m swimming pool with a range of other facilities).  A replacement leisure centre in Flitwick (4 court sports hall and 8 lane swimming pool).

Potential impact on sports facilities

It is perceived that many people will use high quality facilties, with relevant programmes of activity, which are accessible at convenient times regardless of the management. The importance of accessible educational and facilities which are in reasonable travelling distance (whether in the local authority boundaries) should also be considered.

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Population projections

Strategic planning: Change from 2011 to 202110

Plans to increase levels of physical activity must not be set in stone, as if the current population is to remain in its age structure, gender and ethnic composition for ever more. Plans at strategic and operational levels must pay due regard to predictable changes. The most recent ONS projections indicate a rise of 14.3% in Luton’s population (29,177) over the 10 years from 2011 to 2021.

It is understood that the ONS id due to release the latest 25 year population projection figures from 2012-2037 in May or June of this year. In light of this announcement, Luton Borough Council should ensure that due regard is paid to these most recent figures as any potential alterations could affect the recommendations outlined later in the report.

As is evident in Table 2.8 and Figure 2.16, Luton is predicted to have some significant changes in its population structure over the next 8-10 years. This is specifically relevant within the 0-15 age group, where population is expected to increase by 20.8% and both 55-64 and 65+ where the population is expected to grow by 21.9% and 15.9% respectively.

Table 2.8: Luton - ONS Projected population change in Luton 2011 to 2021

Age 2011 2016 2021 band Current Projected Change from 2011 Projected Change from 2011 0-15 46,835 51,864 110.74% 5,029 56,578 120.80% 9,743 16-24 27,351 29,534 108.00% 2,183 29,126 106.50% 1,775 25-34 35,045 38,365 109.50% 3,320 40,834 116.50% 5,789 35-44 27,850 28,838 103.50% 988 31,485 113.10% 3,635 45-54 24,850 26,057 104.90% 1,207 25,390 102.20% 540 55-64 17,716 18,974 107.10% 1,258 21,598 121.90% 3,882 65+ 23,994 25,872 107.80% 1,878 27,806 115.90% 3,812 Total 203,641 219,504 107.80% 15,863 232,818 114.30% 29,177

10 Office for National Statistics Interim 2011-based population projections’

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Figure 2.16: Luton - ONS Projected population change in Luton 2011 to 2021

This is significant in terms of facility provision and what activities and facilities will suit the population. Facilities planning for increases in the 65+ and 0-15 age groups may lead the Council to determine that these opposing age groups require very different provision at key times of the day and week from other users. A key example of this is that the 65+ age group often requires activities during the day, which is similar to the 0-5 age group, but different from the 5-15 year olds which are very much focussed on after school and weekend activities.

Consultation with North Hertfordshire District Council (NHDC) indicates that it is aware of LBC’s proposed growth and housing needs. NHDC also has a projected growth target and needs to accommodate c.10,000-12,000 dwellings of its own during the same time period. These are likely to be centred on its four main settlements. Therefore, it is likely that if it accommodates any increased growth for Luton, these settlements should look to LBC for their employment, retail, educational and leisure needs. Central Bedfordshire indicates that it too has issues with responding to the needs of LBC as it also identifies growth of c. 25,000 dwellings over the next 20 years. This may well entail building on significant swathes of green space.

Potential impact on sports facilities

While strategic planning needs to consider change over the 20+ years, service planning is often more closely aligned to a much shorter time horizon, typically five or so years. This study, as identified above also takes account of projected household growth in Luton of 18,000; 21,000 and 30,000 dwellings up until 2031 following consultation with the Department for Environment and Regeneration, LBC.

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PART 3: INDOOR SPORTS FACILITIES ASSESSMENT

3.1: Methodology

The assessment of provision is presented by analysis of the quality, quantity and accessibility for sports facilities. Each facility is considered on a ‘like for like’ basis, in order that it can be assessed for adequacy.

The report considers the distribution of, and interrelationship between, all sports halls facilities in Luton and evaluates demand. It gives a clear indication of areas of high demand. The report will identify where there is potential to provide improved and/or additional facilities to meet this demand and to, where appropriate, protect or rationalise the current stock.

Assessment of supply

Where possible, assessments have been undertaken in the presence of facility staff. Even if only partially achievable it is of considerable value. It not only enables access to be gained to all aspects of facilities, but also allows more detailed in-situ discussion of issues such as customer perspectives, quality, maintenance etc. This is essential as the audit is a ‘snapshot’ visit in time and there is a risk, dependent upon the time of day/year, that it may not wholly reflect general user experience.

We define and undertake site visits to key indoor facilities, those operated by other partners and the voluntary sector. Through the audit and via informal interviews with facility managers, we build a ‘relevance’ and ‘condition’ register which describes (e.g.):

 Facility and scale.  Usage/local market.  Ownership, management and access arrangements (plus, where available, facility owner aspirations).  Management, programming, catchments, user groups, gaps.  Location (urban/rural), access and accessibility.  Condition, maintenance, existing improvement plans, facility ‘investment status’ (lifespan in the short, medium and long term).  Community value (now and in the future).  Existing/ planned adjacent facilities.

This enables us to identify the potential of each facility and will inform roles to be developed for each; or, as applicable, provide justification for rationalisation.

Based on the principles above we have developed an assessment form to capture quantity and quality data on a site by site basis and which also feeds directly into our database to be stored and analysed. (It should be noted that this is a KKP database and is not a Sport England tool, nor is it endorsed by Sport England). The data can, however, formatted and used by Luton Borough Council to directly update Active Places Power

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Assessment of demand

We assess facility provision against demand, taking into account key issues such as population and participation growth. Population projections up to 2021 for Luton are shown below. It can be seen that the population is expected to rise by 29,177 by 2021.

Table 3.1: Luton population projections

2016 projected 2021 projected Age (years) 2011 population population population 0-15 46,835 51,864 56,578 16-24 27,351 29,534 29,126 25-34 35,045 38,365 40,834 35-44 27,850 28,838 31,485 45-54 24,850 26,057 25,390 55-64 17,716 18,974 21,598 65+ 23,994 25,872 27,806 Total 203,641 219,504 232,818

Catchment areas

Catchment areas for different types of provision provide a tool for identifying areas currently not served by existing indoor sports facilities. It is recognised that catchment areas vary from person to person, day to day, hour to hour. This problem has been overcome by accepting the concept of ‘effective catchment’, defined as the distance travelled by around 75-80% of users.

This, coupled with KKP’s experience of working with leisure facilities and having completed such assessments for similar local authorities, has enabled the identification of catchment areas for sports halls as follows:

Table 3.2: Facility catchment areas

Facility type Identified catchment area by urban/rural Sport halls 20 minute walk/ 20 minute drive Swimming pools 20 minute walk/ 20 minute drive Indoor bowls centre 20 minute drive Indoor tennis centres 20 minute drive

User mapping

Where possible we map current users of facilities; where information is available. This enables us to determine the true catchment of each facility and to identify the reach it has into specific communities. That is, we are able to profile users and to determine if facility programmes and pricing policies reflect the wider aspirations of the Borough, especially in relation to health inequalities and deprivation.

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Supply and demand analysis

The supply and demand analysis tools applied in this report employs principles engaged within the Sport England Facilities Planning Model (FPM) toolkit which is a nationally recognised database of sport and recreation facilities. It forms the basis of a planning tool for the provision of specific sports facilities in order to identify demand for provision. It has been designed to help local authorities carry out audits of their sports provision and develop local strategies. It also assists national governing bodies of sport to identify areas in need for some sports facility provision. In addition a number of runs have been made on the FPM to provide additional supply and demand information.

To determine future actions and priorities the supply and demand assessment is run through the KKP database in line with Sport England facility planning principles. This analysis is key in determining whether the Borough currently has sufficient provision to account for any future changes in population. It also takes into account the spread of provision and enables identification of communities not served by an indoor facility.

It can subsequently be used, in consultation with Steering Group members to identify appropriate modelling scenarios to run through the supply and demand analysis. For example, we may run a model which removes sites approaching the end of their life span (e.g. within the next 5 years) to analyse the impact on the accessibility to that type of provision and to determine the potential need for investment across the Authority. The following analysis is then carried out on an area-by-area basis and by facility type

 A quantitative summary  A summary of usage  Calculation of local demand  A quality impact assessment  An accessibility impact assessment (through the use of catchment mapping)  Identification of current and future surpluses and deficiencies in provision

The principles of supply and demand have been used to evaluate demand for sports halls and swimming pools in Luton. To identify shortfalls in the quantity of halls and pools, it is necessary to estimate the current capacity of provision across the Borough and potential demand (based on population and participation trends). This helps determine whether current facility capacity is meeting current demand and provides an indication of surplus or shortfall. In addition, by applying estimated population and participation increases to the demand it is possible to calculate whether current supply will also meet future demands.

Capacity, as identified by Sport England, is calculated by the following formulae for sports halls and swimming pools as follows:

 Pools Capacity = Area in sq. m / 6 x Number of hours open in peak / Duration.  Halls Capacity = Equivalent courts x 5 x Number of hours open in peak / Duration.

Number of hours open in peak time varies by facility, but peak time is shown below:

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Table 3.3: Peak time for sports halls

Day of the Pools Halls week Peak time TOTAL Peak Peak time TOTAL Peak time hours time hours Mon-Fri 12:00 – 13:30 37.5 17:00 – 22:00 25 16:00 – 22:00 Sat 09:00 – 16:00 7 09:30 – 17:00 7.5 Sun 09:00 – 16:30 7.5 09:00 – 14:30 8 17:00 – 19:30 TOTAL 52 40.5

The above peak hours are for modelling purposes and may not necessarily reflect actual peak and off-peak hours at Luton’s sports facilities. Consultation suggests that many sports halls (particularly school sites) are less busy at weekends than at weekday peak times and peak hours in pools may be based on early mornings/lunchtime swims.

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PART 4: SPORTS HALLS

Indoor multi-sports halls are defined as areas where a range of sport and recreational activities are carried out. This assessment considers all sports hall facilities in Luton that comprise at least three badminton courts (a main hall as defined by Sport England). It should be noted that 4-court sports halls provide greater flexibility in that they accommodate major indoor team sports such as badminton, basketball and netball.

4.1 Sport England Facilities Planning Model (FPM)

The Sport England Facilities Planning Model for Luton was undertaken using the 2013 National Facilities Audit data. The key summary of the FPM analysis identifies that:

 The supply of sports hall space per head of population in Luton is relatively low in Luton compared to the East Region but equivalent to that of Central Bedfordshire.  Luton has 21 halls on 14 different sites. The facilities included are made up of three 3 court halls, nine 4 court halls, one 6 court hall and one 8 court hall. The remainder of the 21 halls are halls under the set 3 court limit.  When looking at a very simplistic picture of supply and demand across Luton, the resident population is estimated to generate a demand for a minimum 63.38 courts. This compares to a current supply of 55.66 courts giving a supply/demand balance of -7.7 courts. Further, this balance does not take account of a number of key factors, such as the location of sports halls compared to the location of demand and cross boundary flows.  Overall the model estimates that 6.7% of the total demand for sports halls from Luton residents is not currently being met by supply either within or outside of Luton.  The FPM further indicates that approximately 93.3% of demand for sports hall provision in Luton is thought to be met by the supply. 86.7% of this is retained within Luton facilities, which results in 13.3% of the met demand being exported to neighbouring authority facilities.  The unmet demand from the FPM model estimates that 6.7% of the total demand for sports halls from Luton residents is not currently being met by supply either within or outside of Luton.  Aggregated Unmet Demand identifies a relatively evenly spread demand for more courts with the lowest of just 0.4 in the North and East of the Borough and the highest of 1.2 in the Central and South areas. This means that if additional court space were provided there is no obvious location at this time that would have a major impact on reducing the levels of unmet demand due to resident location.  26.5% of the resident population do not have access to a car. Whilst this is not unusual for more urban authorities the figure is higher than the national average (24.9%) and regional averages (17.7%). For Luton 79.7% of the unmet demand is as a result of people not having access to a car. This means that large numbers of residents will be reliant on walking to facilities and the current distribution means they are outside of the modelled 15-20 minute walk time and as a result are deemed unlikely to participate.  It is important to recognise that even if a further 7-8 courts were provided this is likely to result in those facilities being at capacity, as there is an already identified shortfall in provision. As a result an ideal position for an authority is to have a slight over supply to provide a level of comfort in terms of provision.  The fact that Central Bedfordshire only has a limited over supply and North Hertfordshire under provision means that neither neighbouring authority is likely to be

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in a position to assist in overcoming shortfalls, even if their facilities were ideally located to serve Luton residents.  The local neighbours of Central Bedfordshire and North Hertfordshire also have sports hall supply challenges. As a result, the development of any new facilities should involve engagement with these partners to ensure maximum sporting benefit and impact.

Therefore a key aspect of this study is to set into context the current position in Luton with regards to the supply of sports halls across the Borough. Ultimately this will enable the Council and Sport England to re-run the National Facilities Audit in order to determine future challenges for the authority.

4.2: Supply

Quantity

The supply of sports halls in Luton has changed considerably over the last five years. The area has benefited from a number of recently developed sports halls on school sites such as Barnfield South and West (2011) and Challney School for Girls. Luton 6th Form (2010) has provided a new 6 court hall and the Inspire Luton Sports Village (2012) an 8 court facility. Whilst this is positive there are three facilities originally built in the 1960’s and three in the 1970’s. Whilst a number of these have had more recent refurbishment the age of the facilities does need to be considered when planning for the future. The older a facility gets the less attractive to users it becomes, and whilst refurbishment can improve this dramatically, replacement will need to be considered at some stage to ensure that supply levels do not drop from their current position.

The development of academies and the autonomy that comes with that for schools also creates challenges for community sport. Securing long term contractual arrangements either through the planning system, or through local engagement is crucial and should be considered for those sites where arrangements are not currently in place and insisted upon for any new proposals to secure long term community access to provision.

Whilst the area has enjoyed the development of new facilities in recent years much of the remaining stock is ageing. A long term plan / approach on how these will be refurbished/ replaced needs to be developed to ensure continuity of provision in the future. This is particularly important in light of the academies developing in Luton and the Borough Council not being in control of the stock in the same manner as it has been in the past.

In Luton there are 17 individual sites providing 30 individual sports halls and activity halls which are purportedly available for community use. These are identified in figure 4.1.

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Figure 4.1: All identified sports halls and activity halls in Luton

Table 4.1: All sports halls and activity halls

Map Badminton AP Ref Site name Facility ID Type ID courts 1 1203566 Ashcroft High School 2210746 Activity Hall 0 2 1203566 Ashcroft High School 2210745 Main 4 3 1044958 Barnfield South Academy 4114333 Main 4 4 1039833 Barnfield West Academy 4087956 Main 4 5 1203591 Cardinal Newman Catholic School 2210815 Activity Hall 1 6 1203591 Cardinal Newman Catholic School 2210814 Main 4 7 1044027 Central Baptist Church 4111413 Activity Hall 0 Challney High School for Boys & Main 4 8 1203810 2211718 Community College Challney High School for Boys & Activity Hall 1 9 1203810 2211717 Community College 10 1044091 Challney High School for Girls 4111573 Main 4 11 1014092 Denbigh High School 2036266 Activity Hall 1 12 1014092 Denbigh High School 2026726 Main 4 13 1008601 Foxdell Community Education Centre 2007377 Activity Hall 2 Hightown Community Sport and Arts Activity Hall 0 14 1009701 4117161 Centre Hightown Community Sport and Arts Main 3 15 1009701 2008019 Centre 16 1203574 Icknield High School 2210762 Activity Hall 3 17 1203574 Icknield High School 2210763 Activity Hall 0 18 1203574 Icknield High School 2210764 Activity Hall 3 19 1203574 Icknield High School 2079001 Activity Hall 1

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20 1042805 Inspire: Luton Sports Village 4117158 Activity Hall 0 21 1042805 Inspire: Luton Sports Village 4117159 Activity Hall 0 22 1042805 Inspire: Luton Sports Village 4109338 Main 8 23 1005724 Lea Manor Recreation Centre 4115753 Activity Hall 0 24 1005724 Lea Manor Recreation Centre 4117160 Activity Hall 0 25 1005724 Lea Manor Recreation Centre 2005483 Main 4 26 1203589 Lealands High School 2210799 Activity Hall 0 27 1203589 Lealands High School 2210798 Main 3 28 1000446 Lewsey Sports Park 4117162 Activity Hall 0 29 1044262 Luton Sixth Form College 4112026 Main 6 30 1011235 Venue 360 2027044 Main 4

This study is, however, concerned with multipurpose sports halls which are a minimum of three courts. These are identified in the map overleaf, and the subsequent table which also takes account of their general condition. The map above indicates that sports halls are generally accessible when considering a 20 minute walk in all parts of the Borough, including the more densely populated areas.

Quality

Site assessments

As part of the study KKP visited all main sports halls and completed non-technical visual inspections. The assessments highlighted that there is a degree of variation in the quality of sports halls across the Borough, but in general the quality appears to be broadly positive. KKP has recorded facilities varying from poor to good quality. Only three sports halls are considered poor which are Icknield School and Cardinal Newman School. The quality rating of sports halls is identified in Figure 4.4 and Table 4.2.

Figure 4.4: Three court+ sports halls by condition and one mile radial catchments

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Table 4.2: Three court + sports halls by condition

Map Site Access Condition Court ID Sports Club/Community Above 2 Ashcroft High School 4 Association use average 3 Barnfield South Academy Pay and Play Good 4 4 Barnfield West Academy Pay and Play Good 4 Cardinal Newman Catholic Sports Club/Community 6 Poor 4 School Association use Challney High School for Boys Above 8 Pay and Play 4 & Community College average Sports Club/Community 10 Challney High School for Girls Good 4 Association use Sports Club/Community Above 12 Denbigh High School 4 Association use average Hightown Community Sport and Above 15 Pay and Play 3 Arts Centre average Sports Club/Community 16 Icknield High School Poor 3 Association use Sports Club/Community 18 Icknield High School Poor 3 Association use 22 Inspire: Luton Sports Village Pay and Play Good 8 25 Lea Manor Recreation Centre Pay and Play Good 4 Sports Club/Community Above 27 Lealands High School 3 Association use average Sports Club/Community Above 29 Luton Sixth Form College 6 Association use average Above 30 Venue 360 Pay and Play 4 average

The Borough has two halls which are larger than four courts. This includes a 6-court hall at Luton 6th Form Centre and an 8 court hall at Inspire Luton Sports Village. The significance of the larger halls is that they are able to accommodate a wider range of activities such as Borough-wide and regional events, potentially making them significant in the context of sports development and competition programmes

Accessibility

This section considers the accessibility of facilities in relation to both the physical (i.e. built environment) and human (i.e. management of entry to facilities) elements.

Human

The majority of sports hall facilities in Luton indicate that they are available for community use offering either Pay and Play or Sports Club/Community Association Access policy (i.e. regular block bookings). However, local consultation indicates that some facilities are not available for community use due to the following:

 Ashcroft High School - is available to hire but costs are reportedly high so not much community use occurs.  Lealands High School - the sports hall is not available to hire due to issues with contract with Mitie.

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 Barnfield South Academy- the sports hall is not available during exam time.  Barnfield West Academy- the sports hall is not available during exam time.  Challney High School for Girls - the sports hall appears to be available for occasional community use.  Icknield High School- not available for community use, mainly due to the poor condition of facilities.  Putteridge High School- sports hall has been out of action due to asbestos in the roof. Scheduled to reopen at the end of March.  Stopsley High School – is not mapped as it currently does not have a sports hall although one is planned to be built in the near future

Physical

Appropriate walk and drive time accessibility standards can be applied to indoor sports provision to determine deficiencies in provision. The normal acceptable standard is to apply a 20 minute walk time (1 mile radial catchment) for an urban area and a 20 minute drive time for a rural area. Consultation in Luton has confirmed that a 20 minute walk time is appropriate.

Catchment mapping, based on an amalgamated 20 minute walk time has been adopted to analyse the adequacy of coverage of sports hall provision across the Borough as it helps to identify areas currently not serviced by existing sports halls.

Management arrangements

 Challney High School for Girls- Mitie are currently key holders with the School office taking bookings. Mitie indicated that it would prefer to manage all community bookings to drive up community use.  Denbigh High School manages the facility in-house and only takes block bookings due to ease of administration.  Lealands High School- Mitie currently key holders and due to a contract dispute with the schools there is currently no community use.  Hightown Community sports and arts centre is not on a school site but there is priority booking during curriculum time as part of Space for Sport and Arts Project.

The map below indicates which sports halls are currently available for community based following consultation.

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Figure 4.2: Community accessible sports halls by condition with 1 mile radial catchment

Figure: 4.3 3+ Court halls by hours of community use

Map Site Type Courts Weekly community ID use (hours) 2 Ashcroft High School Main 4 42.0 3 Barnfield South Academy Main 4 46.0 4 Barnfield West Academy Main 4 46.0 6 Cardinal Newman Catholic School Main 4 0.0 8 Challney High School for Boys & Main 4 27.0 Community College 10 Challney High School for Girls Main 4 20.0 12 Denbigh High School Main 4 39.0 15 Hightown Community Sport and Arts Main 3 77.0 Centre 16 Icknield High School Activity 3 0.0 Hall 18 Icknield High School Activity 3 0.0 Hall 22 Inspire: Luton Sports Village Main 8 103.0 25 Lea Manor Recreation Centre Main 4 42.5 27 Lealands High School Main 3 0.0 29 Luton Sixth Form College Main 6 36.0 30 Venue 360 Main 4 95.0

The FPM identifies three 3 court halls, however, only one of these is available for community use. Eight four court halls have been identified as being available for community use (as opposed to the FPM findings of nine courts). There is, however one 6 court and one 8 court hall. The total number of sports halls available for community use is 11 which have a combined total of 49 courts.

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The North East and South East of the Borough do not have coverage of a sports hall within a one mile catchment area. Further, consultation indicates that Ashcroft High School has prohibitive costs for local community groups.

The situation is further complicated by facilities outside the Borough which residents may consider accessible. The map below indicates the sports halls available in Central Bedfordshire which may be considered within travelling distance. The map below indicates that using the 20min walk time assessment, residents in the North West of the Borough may consider Houghton Regis Leisure Centre accessible, which corresponds with the findings of the FPM which identifies that 13.3% of the met demand being exported to neighbouring authority facilities. (No site assessment has been undertaken at neighbouring facilities).

Figure 4.4: 3+ Court halls by condition with neighbouring facilities

Ownership AP Ref Site Name Courts Access Type Type 1005718 Dunstable Leisure Centre 6 Pay and Play Local Authority 1005722 Houghton Regis Leisure 6 Pay and Play Local Authority Centre 1203610 Manshead Church of England 4 Sports Club / Voluntary Aided Upper School Community Association School

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4.3: Demand

Analysis of demand for sports halls

The Sport England Facilities Planning Model identifies that based on the current population; Bedfordshire as a whole has an unmet demand that equates to 10.34 courts, Luton has 4.28 of these. A sports hall is deemed to be “full” when it is at or above 80% capacity. Beyond this limit the ability to obtain a booking or use the facility in a flexible way is severely impaired and will have a negative impact on propensity to participate. Currently the sports halls in Luton are modelled to be at 85% capacity, somewhat above the 80% limit. The average figure of 85% can mask highs and lows of individual sites, so it is important to highlight those sites which are able to potentially accommodate more activity and those that are at near full capacity, according to the modelling.

However, there are a number of key factors that need to be considered in understanding the above unmet demand in provision. One of the main issues to be addressed is the degree of accessibility and availability of sports halls on school sites. Luton only has three halls which are not on an education site; these are at Inspire Luton Sports Village (8 courts), High Town Community and Arts centre (3 courts) and Venue 360. Although many of the other facilities are available during the peak period, consultation has identified that there are issues in relation to the price differences across the range of facilities. In addition, unmet demand for a range of sports may well be resolved if existing smaller community sports and primary school halls were to become more widely available and accessible for community use. Further work is needed to identify current utilisation of these types of facilities.

NGB key issues

The following section identifies the results of consultation from a range of key NGBs and clubs in the Borough and looks to identify key issues emanating from them.

Cricket

 Cricket is considered a highly sensitive and political sport within Luton.  Bedfordshire Cricket Board (BCB) is currently in the process of developing an indoor facilities strategy.  Team Beds and Luton and BCB are aware of the high demand for cricket in the area. There is a recognised need to harness the enthusiasm of all the different ethnic groups currently participating. Cricket and its development is therefore considered a priority sport within Luton Borough.  Consultation with cricket clubs in the Borough indicates that just over half of clubs (55%) report additional demand for training facilities.  Opportunities to play indoors are, however, currently restricted. There is a perception that operators of facilities do not consider that it is as profitable, as say, indoor football.  There is an indoor cricket practice facility at Challney High School for Girls, which is not currently being utilised due to limited community use of the facility in general.  Luton 6th Form College (6 courts) has been identified as a strategic priority and of borough wide importance in addressing cricket facility deficiencies (as identified in the recently produced Playing Pitch Strategy 2014- 2021). BCB is working with the College to develop it a venue for a cricket league.

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 Luton Town and Indians Cricket club uses facilities at Denbigh High School for indoor cricket.  Further, BCB is actively exploring whether the indoor tennis facility at Venue 360 would be an opportunity to develop indoor cricket.  It is acknowledged that work is being undertaken in the business community to find and develop another indoor venue for cricket.  Bedfordshire ECB has a long term cricket plan and would like to work with Clubmark accredited clubs, although there is only one in the Borough.

Badminton

 Overall there is significant badminton activity in the Borough, but it does not appear to be joined up.  Badminton England has prioritised Active Luton for the Play Badminton framework.  Venue 360 is key to this development and has been recognised as a performance centre.  There are good school facilities for badminton but access to them is limited, in some instances and programming is an ongoing issue.

Basketball

 Basketball is considered a significant sport in Bedfordshire.  Basketball England has identified that there are different factions in Luton who are not in a position, or willing to work with one another. Until local issues can be resolved it is unlikely that Luton will benefit from investment or officer time as it is not considered a strategic priority  Basketball England is also undergoing a restructure, following funding cuts from Sport England  The NGB is also aware that there is good support for basketball development from Team Beds and Luton.  Luton 6th Form Centre has been identified by the CSP as a good facility in which to develop basketball, due to its size, location and potential accessibility of younger age groups.

Netball

 Bedfordshire has traditionally been a strong county with regards to netball development.  There is a strong outdoor netball league in Luton.  There has been some developmental work at Lea Manor School in developing a ‘Back to Netball’ programme. This is a good example of the NGB working with both the School and Team Beds and Luton.  Luton Tornadoes is considered to be the strong local team and plays and trains at Luton 6th Form Centre.  Luton Community Club is a relatively new club which occasionally trains at Denbigh High School, although the cost is prohibitive. The ‘Back to Netball’ programme was not as successful at Denbigh as it was at Lea Manor.  The NGB suggests that training indoors is not a priority and it would prefer to focus on developing a good Central Venue League outdoors.

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Volleyball

 Luton is not considered an investment zone for Volleyball England. Any drive for volleyball within the area is, therefore, likely to be recreational and through the university.

Other indoor activity (non-standard sports halls)

Squash

 Lewsey Sports Park has a tradition of strong participation and competition of squash. It currently has five squash courts which has received investment (c. £40,000) from the Squash and Racketball Association (SRA) in 2011.  During the upgrade of the facility, it was noted that one squash court was used as a dance studio and should demand outstrip the current five courts, the SRA would look to see this converted back to its former use.  There is a strong developmentally minded club, Luton and Dunstable Squash Club, which operates out of the facility. The NGB considers this a particularly pro-active club and will look to put any further investment in the area through it.  The Club hosts regional tournaments.  It is likely that the squash courts will need further investment in a couple of years if the quality of facility is to be maintained to its current regional standard.

Boxing

 The strategic direction of Boxing in Luton is governed by the ABAE, which in turn is defined by its Whole Sport Plan.  Luton does have the demographic profile which the ABAE are trying to attract i.e. 16- 25 year olds and 25+. It has the facilities, clubs and a good range of younger people in the BME community.  There are, reportedly, up to 10 boxing clubs in Luton, which train out of an array of very small local facilities.  The development and investment from the ABAE (c. £100,000 in 2012) at Lewsey Park was intended to bring this boxing development together. Local politics between clubs and rivalry appear to have conspired against this as boxing clubs, in particular, are not keen to work together.  The ABAE has deemed Luton as second tier in its Whole Sport Plan and its drive to increase participation. The ABAE currently has limited capacity and much of its energies are currently going into Tier one areas, which is Essex in the East of England.  There are, however, a range of products which are available for use which are intended to drive up participation including ‘BOX’, ‘URBAN’ and the satellite club concept.  The ABAE suggests that it is for the leisure operator to utilise these products to help increase participation.

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4.4: Challenges

The consultation undertaken during this study has identified the following challenges:

 Some schools with a BSF contract report that there are limitations on community use; this does not lend itself to maximising participation and use of the facilities. This is particularly apparent at Lealands High School, where the sports hall is completely unused by the community.  There are wide variations in the approach to schools managing community use of their sports facilities. In some instances the approach limits the availability for the community.  Some school sports halls, although purporting to have community access, have limited community use.  Given that Inspire Luton Sports Village is in the North East of the Borough and the FPM indicates that travel to the site by walking constitutes only 5% usage, the importance of other sites cannot be underestimated.  Active Luton appears to have a good overview of current activity in sports halls but is unable to influence the schools and academies and there appears to be no overall programming across the Borough.  Luton is identified as having unmet demand (as identified in the FPM), the fact that many of the facilities are located within educational sites and with limited community access during the school day, will become more of an issue as the population increase and with an ageing population.  Further work is required on gathering data regarding usage/access of indoor facilities by disabled people and the BME community. This is particularly relevant in terms of how affordable activities are to disadvantaged sections of the community.

It would appear that Luton requires additional use of facilities in order to address unmet demand as identified in the the FPM and the consultation which suggests that this is exacerbated by limitations on community use. Therefore, there is a need to:

 Consider increasing the use of smaller community and primary school halls to alleviate some of the unmet demand (although this will not always support sports which need a larger hall).  Protect the existing provision  Resolve community use issues especially on School and Academy sites.  Provide additional facilities.

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4.5 Sport England’s Facilities Calculator

The Sports Facilities Calculator (SFC) has been created by Sport England to help local planning authorities quantify how much additional demand for the key community sports facilities, is generated by populations of new growth, development and regeneration areas.

Whilst SFC can be used to estimate the facility needs for whole area populations, such as for the whole of Luton Borough Council, there are dangers in how these figures are subsequently used. The SFC should not be used for strategic gap analysis as it has no spatial dimension. It is important to note that the SFC does not take account of:

 Facility location compared to demand  Capacity and availability of facilities – opening hours.  Cross boundary movement of demand  Travel networks and topography  Attractiveness of facilities

The following table indicates the results from a number of proposed different dwellings, taking account of the c.6000 dwellings LBC suggests it can currently accommodate; 18,000 dwellings, 30,000 dwellings and the current ONS estimates for the Borough up to 2021. The calculations consider an increase of 2.71 people per household.

Table 4.6: Comparator of different populations on the demand for sports halls in Luton

Population estimates Additional ummet demand 6,000 dwellings 219,901 4 courts Increase of 11,000 dwellings 232,818 7 courts (as per 2021 projections) Increase 18,000 dwellings 252,421 13 courts Increase in 30,000 dwellings 284,941 23 courts

The above table indicates that, should there be any increase in population, this will result in increasing unmet demand for sports hall facilities and will put increased pressure on those currently available for community use.

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4.6 Summary

In summary, the above consultation and analysis would indicate that Luton is in the following position with regards to its sports hall provision:

 This assessment identifies a total of 15 sports hall (3 court and above) sites providing 62 badminton courts.  These sports halls provide a total of 11 community accessible venues with 49 badminton courts.  The Sport England FPM analysis indicates that there is unmet demand of 4.28 courts. The assessment undertaken would suggest that this is higher due to the inaccessibility of a number of 3 and 4 court sports halls identified above. The model does not specify where these should/could be.  Increases in population will put further pressure on exisiting facilities.  The quality of sports halls is variable across the Borough; the majority of halls, however, are rated as good or above average. The ones identified as poor tend not to currently have community use.  The amount of community use available at school sites varies, depending on the approach of each school to community access.  There is a demand for indoor cricket, although the relationship with Bedfordshire Cricket Board and Luton 6th Form College is developing. This site has been identified as a strategic priority in the Luton’s Playing Pitch Strategy 2014-2021.It is hoped/expected that this will increase indoor opportunity in the near future.  The programming of adult football does not appear to be reducing the opportunities for other sports in the facilities. Cost appears to be more of an issue, especially with regard to hiring school facilities.  Given the fragmented nature of management arrangements for sports halls; there does not appear to be any one organisation which takes the lead on programming activities across the Borough.  The proposed increase in population is likely to put more strain on the current stock of facilities. Further investment will be required in the sporting infrastructure if it is to keep pace with projected demand (assuming population projections are maintained).  Facility developments in Central Bedfordshire at Houghton Regis and Dunstable may offer alternative facilities for residents of Luton (but only if they have access to personal transport (which has been highlighted as low in Luton).

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PART 5: SWIMMING POOLS

A swimming pool can be defined as an “enclosed area of water, specifically maintained for all forms of water based sport and recreation”. It includes indoor and outdoor pools, freeform leisure pools and specific diving tanks used for general swimming, teaching, training and diving”. This is an assessment of swimming pools in Luton.

5.1: Sport England Facilities Planning Model (FPM)

The Sport England Facilities Planning Model for Luton was undertaken using the 2013 National Facilities Audit data. The FPM run for swimming pools is more accurate than sports halls given that there have been less changes in the supply of swimming pools in the Borough over recent years. The analysis provides a useful start point in identifying the issues and challenges for LBC’s swimming provision. The key summary of the FPM analysis identifies that:

 Luton has nine pools on seven different sites. The facilities included are made up one 50m pool at Inspire Luton Sports Village, this also has a 20x 10 learner pool. There are two 25m pools, one 5 lane pool at Lea Manor and one 6 lane pool at Lewsey.  Denbigh High School has a 23m pool with 5 lanes. The three remaining pools are 20x10m at Lealands High School, Bannatynes and David Lloyd (also has a 10m x5m pool).  Collectively the pool provision included provides a measure of 12.79m2 of water space per 1,000 population. This figure is similar to the national (12.75) and regional (12.62) averages. It is significantly higher than near neighbour Central Beds (9.17) but considerably lower than North Hertfordshire (18.91). In terms of CIPFA comparators Luton is far higher than both Bradford (8.24) and Oldham (10.61).  The area has benefited from the recent investment at Inspire Luton Sports Village which was completed in 2012 but the remaining public sector stock is ageing. Denbigh was built in 1960 and there is no reported significant investment since then; Lewsey in 1973 but has recently had significant investment and refurbishment (2012). Lealands in 1980 with no recorded refurbishment, and Lea Manor built in 1978 with refurbishment in 2010.  The private sector facilities are now over a decade old - David Lloyd 2001 and Bannatynes 2002. This poses problems in the short, medium and long term and it may be that key decisions with regards to future water provision to serve the whole of Luton are required.  The provision by the public sector is a key factor in Luton and the public are reliant on this current provision for the levels of access they currently enjoy.  Luton has just over 33% of Bedfordshire’s population and has just over 36% of the total supply of water space for the area.  Approximately 92.3% of demand for pool provision in Luton is thought to be met by the supply network included in this modelling. This is above the national (91.5%) and similar to the regional (92.4%) averages. It is similar to Central Bedfordshire (92.1%) but lower than North Hertfordshire (95.2%). It is lower than Oldham (96%) but considerably higher than Bradford (88%) and Peterborough (81.4%).  The model estimates that of the 92.3% of demand that is currently met by the supply included in the modelling, 88.2% of this is retained within Luton facilities. This results in 11.8% of the met demand being exported to neighbouring authority facilities

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 Overall the model estimates that 7.7% of the total demand for pools from Luton residents is not currently being met by supply either within or outside of Luton. This equates to 179m2 of water space.  91.3% of this unmet demand is as a result of residents living outside of a current catchment for a facility.  This level of unmet demand, as a result of being outside a catchment, will link back to the low levels of comparative car ownership. At 26.5% these are high and will mean that large numbers of residents will be reliant on walking to facilities and the current distribution means they are outside of the modelled 15-20 minute walk time and as a result are deemed unlikely to participate. For Luton 85% of the unmet demand is as a result of people not having access to a car.

FPM findings for individual sites

 Capacity is limited at community sites. Denbigh and Lea Manor are modelled to be completely full in the peak period; Lealands is at 94%, Lewsey at 99%. Inspire is modelled to have 38% of its capacity free at present. As a result the Inspire site is the only facility in the publicly managed sites with any real capacity. However, its location at one edge of the Borough does create access limitation for a number of residents.

 86.3% of all visits to pools in Luton are made by road and 13.7% by those walking. In comparison the national figures are 84.5% and 15.5%, and regionally 89% and 11%. The surprise here is that the walking figures are not higher for an urban area like Luton. However, it is likely reflective of the location of Inspire on the edge of the Borough resulting in large proportions of the resident community not being within walking distance of the facility.

 In contrast Denbigh has a very high level of walking access at 56%. This is due to the fact that in most cases schools sit within their community and are designed to be accessed by those walking. Whilst the figures at Lealands (15%) and Lea Manor (20%) are much lower than Denbigh they are still significantly higher than those at Inspire.

5.2: Supply

Quantity and quality

The assessment identifies 10 swimming pools on eight sites across Luton. For the purposes of the assessment Bannatynes, David Lloyd and Waves Health and Leisure Club pools have been excluded from the assessment because they are member only clubs and not available to the wider community and the pools are too small.

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Figure 5.1: Swimming pools by condition

Table 5.1: Swimming pools in Luton

Map AP Ref Site Type Lanes Condition ID Bannatynes Health Club Not 1 1006786 Main/General 1 (Luton) assessed Not 2 1001202 David Lloyd Club (Luton) Main/General 3 assessed Not 3 1001202 David Lloyd Club (Luton) Learner/Teaching/Training 0 assessed 4 1014092 Denbigh High School Main/General 4 Good Inspire: Luton Sports 5 1042805 Main/General 8 Good Village Inspire: Luton Sports 6 1042805 Main/General 5 Good Village Lea Manor Recreation Below 7 1005724 Main/General 5 Centre average Above 8 1203589 Lealands High School Main/General 4 average Above 9 1005725 Lewsey Park Pool Main/General 5 average Waves Health & Leisure Not 10 1009101 Learner/Teaching/Training 0 Club (Strathmore) assessed

Apart from Denbigh High School, the distribution of swimming pools is towards the outer edges of the Borough; in addition, they are not located in the highest areas of population density. The current stock of pools is generally at a good standard although there is a requirement for investment at Lea Manor Recreation Centre, which is scheduled for Summer 2014.

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Community accessible pools

If we consider the community accessible pools in the Borough (i.e. those pools where there are no restrictions to accessing the pool as a result of membership criteria) it can be identified that there are challenges with respect to the distribution throughout the Borough.

Figure 5.2: Community accessible pools by quality

Table 5.2: Community accessible pools by quality

Map AP Ref Site Type Lanes Condition ID 4 1014092 Denbigh High School Main/General 4 Good Inspire: Luton Sports 5 1042805 Main/General 8 Good Village Inspire: Luton Sports 6 1042805 Main/General 5 Good Village Lea Manor Recreation Below 7 1005724 Main/General 5 Centre average Above 8 1203589 Lealands High School Main/General 4 average Above 9 1005725 Lewsey Park Pool Main/General 5 average

Figure 5.2 and Table 5.2 indicate that three out of the six swimming pools (at five facilities) are rated as good and only Lea Manor Recreation centre is rated as below average.

The distribution of water space across the Borough is clearly an issue within the central and south areas of the Borough being serviced by Denbigh High School swimming pool only. The North, North East and North West of the Borough is, however, well serviced by

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Lewsey Park Pool, Lea Manor Recreation Centre, Lealands High School and Inspire Luton Sports Village; all of which report significant community use. Community use at Denbigh Pool is restricted to evenings from 1700 to 2300 hours on weekdays and from 0900 to 1700hours on weekends. Although, there is a high level of community use recorded at Denbigh Pool. Lealands High School operates independently of othe swimming pools and is reported to have a significant amount of time given over to the Penguins Swim School.

Figure 5.3: Denbigh High School swimming pool

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Accessibility

Physical

Appropriate walk and drive time accessibility standards can be applied to swimming provision to determine deficiencies in provision. The normal acceptable standard is to apply a 20 minute walk time (1 mile radial catchment) for an urban area and a 20 minute drive time for a rural area. Consultation in Luton has confirmed that, taking account of local need, 20 minute walk time is appropriate.

Catchment mapping, based on an amalgamated 20 minute walk time has been adopted to analyse the adequacy of coverage of swimming pool provision across the Borough; it also helps to identify areas currently not served by existing swimming pools. In the main, the majority of the population is within 1 mile (20 minute walk time) of a swimming pool, although there are some key population areas in the middle of and to the South of the Borough that have gaps in provision.

Figure 5.3 below shows the current stock of community accessible swimming pools with an amalgamated 20 minute walk-time catchment area.

Figure 5.3: All publicly accessible pools with a 1 mile radial catchment.

However, if we assess this coverage of pools in the context of Indices of Multiple Deprivation we can contextualise the nature of the communities within the catchment (and outside) of a community accessible swimming pool.

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Figure 5.4: All publicly accessible pools with a 1 mile radial catchment (overlaid on IMD)

Figure 5.4 clearly demonstrates that there are key areas of deprivation and relatively high population density to the South and West of the Borough that are outside of the 1 mile radial catchment for a community accessible swimming pool. Furthermore, the closest pool they have access to is the Denbigh School Pool, which has restricted access during the day because of school use. It is, however, open for community use from 1700 hours to 2200 hours on week days and from 0900 hours to 1700 hours on a weekend.

If we measure and profile the community within and outside of the catchment of a community accessible swimming pool we can see clearly that 123,425 (62.1%) residents are within the 1 mile radial catchment of a swimming pool and approximately 75,325 residents outside. However, one of the important aspects of the analysis is that proportions of the most deprived communities are outside of the catchment. This is especially important for the top 20% most deprived areas of Luton where 30% of these specific residents are outside of the catchment of a swimming pool.

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Figure 5.5: Swimming pools including Dunstable with catchments

AP Ref Site Name Facility Sub Access Type Ownership Type Type 6008328 Ardley Hill Lower Main/General Sports Club / Community School Community Association school Main/General Pay and Play Local Authority Dunstable Leisure 1005718 Centre Learner/Teaching Pay and Play Local Authority /Training 1036456 DW Sports Fitness Main/General Registered Commercial Membership use

Figure 5.5 clearly indicates that Dunstable pool is wihin travelling distance of some Luton residents and may well allow for community access to swimming which is not provided for by Lealands High School Pool in the North West of the Borough.

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Table 5.3: Population IMD catchment of community accessible pools in Luton

Community accessible pools 20 Indices of Luton Multiple minute walk (1 mile) catchments Deprivation 2010 Population % Population % Inside % Outside 10% bands mid-2010 00 - 10% 14,728 7.4% 5.5% 1.9% 10 - 20% 37,198 18.7% 12.9% 5.9% 20 - 30% 32,796 16.5% 8.0% 8.5% 30 - 40% 32,042 16.1% 10.6% 5.5% 40 - 50% 26,714 13.4% 6.5% 6.9% 50 - 60% 16,857 8.5% 6.0% 2.5% 60 - 70% 14,602 7.3% 5.9% 1.4% 70 - 80% 14,765 7.4% 5.2% 2.2% 80 - 90% 7,600 3.8% 0.7% 3.1% 90 - 100% 1,450 0.7% 0.7% 0.0% Total 198,752 100.0% 62.1% 37.9%

If we measure and profile the community within and outside of the catchment of a community accessible swimming pool we can see clearly that only 35% of residents are within the 1 mile radial catchment of a swimming pool with 65 % of residents outside, completely reversing the current situation.

If Denbigh High School swimming pool becomes unavailable for community use, nearly 76% of people in the top 20% most deprived areas of Luton are then outside the catchment of a swimming pool within the Borough.

Table 5.4: Population IMD catchment of community accessible pools in Luton, excluding Denbigh High School

Community accessible pools 20 Indices of Multiple Luton minute walk (1 mile) catchments Deprivation 2010 10% bands Population % % Inside % Outside mid-2010 Population 00 - 10% 14,728 7.4% 1.3% 6.1% 10 - 20% 37,198 18.7% 4.9% 13.8% 20 - 30% 32,796 16.5% 4.4% 12.1% 30 - 40% 32,042 16.1% 6.9% 9.2% 40 - 50% 26,714 13.4% 4.7% 8.8% 50 - 60% 16,857 8.5% 3.3% 5.2% 60 - 70% 14,602 7.3% 5.2% 2.2% 70 - 80% 14,765 7.4% 2.9% 4.6% 80 - 90% 7,600 3.8% 0.7% 3.1% 90 - 100% 1,450 0.7% 0.7% 0.0% Total 198,752 100.0% 35.0% 65.0%

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5.3: Demand

Analysis of demand for swimming pools

The Sport England Facilities Planning Model identifies the following:

 When looking at a very simplistic picture of supply and demand across Luton there is a disparity with between supply and demand with an over provision of 117.98m2. To give this some context a 25m 6 lane pool is 325m2, so this level of over provision equates to approximately 2 lanes of a pool.

 26.5% of the resident population do not have access to a car. Whilst the provision of Inspire Luton Sports Village is a genuine positive it does mean that a high level of supply for the Borough is in one location which may well not be accessible to all residents.

 Luton imports a high level of swims each week, and a great deal of this is likely to be via the Inspire Luton Sports Village facility due to its quality and location. This is an important part of making any large scale facility sustainable and should not be seen as a negative but purely a reflection of modern user demands for high quality experiences.

The above analysis is relatively crude and does not take account of some of the other key factors that affect the supply and demand analysis.

NGB key issues

The following section identifies the consultation with the ASA.

 As with most NGBs the key driver for the ASA is to drive up participation, but it understands that it is dependent to a large extent on local providers.  The ASA recognises that driving up participation rates in areas of high BME communities is particularly challenging.  The ASA and Inspire Luton Sports Village have entered into a Pool Partnership Programme which includes a specific aquatic improvement plan. This covers both swimming and diving.  Workforce development is a key priority for the ASA. Inspire is an accredited venue for the delivery of swimming qualifications.  Inspire is a priority venue for the ASA with the Diving and 50m pool making it a strategically significant hub for Bedfordshire and Hertfordshire.

Other Consultation

 There are significant learn to swim programmes at all of the pools.  Inspire draws people in from both inside and from outside the Borough  Team Luton Swimming club has approximately 180 members and links very well to the lean to swim programmes. Talent Identification is a key element of the programme.  Team Luton uses Inspire, Lewsey and Lea Manor. In general, it reports that it has sufficient water time but has to balance this against the costs of hiring the facilities.

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 The Club would appear to have under representation from the BME community in general. It recognises this as a key challenge and has tried several initiatives, with Active Luton, to try and improve participation but to no avail.  There is also a Learn to Dive Scheme, a competitive Diving Club Inspire is part of the ASA Beacon Diving Programme. AL also undertakes talent identification programmes in schools. It is planned to focus on BME communities over the coming 12 months.

Figure 5.5: Membership of Inspire Luton Sports Village with 20 min walking catchment

This membership data takes account of all different membership types at Inspire Luton Sports Village and does not just appertain to swimming alone. It is interesting to note that all areas of Luton Borough contribute to the membership of Inspire Luton Sports Village. As noted in the FPM, there is significant travel to the facility from people resident outside the Borough but this is not necessarily a bad thing as it contributes to the financial viability of the site.

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Figure 5.6: Membership data of the Inspire Luton Sports Village facility set against IMD

Further interrogation of the membership data at Inspire Luton Sports Village, indicates that very little of its membership and therefore usage comes from areas of high deprivation in Luton. Lewsey Park Pool does appear to reach more people as does Lea Manor Recreation Centre in the more deprived areas than Inspire.

It may be that LBC decides to introduce performance measurement criteria on the leisure provider to challenge them to increasing usage, across the site, from the most deprived areas of the Borough.

Figure 5.7: Membership of Lewsey Swimming Pool with 20 min walking catchment

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Figure 5.8 and 5.9: Membership data of Lewsey Swimming pool and Lea Manor Recreation Centre set against IMD for Luton

NB. The information for Lea Manor Recreation Centre and Inspire covers all membership

One of the main issues to be addressed is the degree of accessibility and availability of swimming pools on school sites. Luton has three swimming pools on School sites, one of which is part of a dual use facility (Lea Manor) and Denbigh and Lealands High School. Although many of these facilities are available during the peak period, consultation has identified that there are issues in relation to the quality and access arrangements for pools across the Borough.

Although Denbigh is situated in an area of high deprivation and consultation suggests that community use is high, there is no data available to challenge this. Consequently, there is no evidence to confirm, or not, whether residents from the areas of high deprivation use access swimming at all.

5.4 Sport England’s Facilities Calculator

The Sports Facilities Calculator (SFC) has been created by Sport England to help local planning authorities quantify how much additional demand for the key community sports facilities, is generated by populations of new growth, development & regeneration areas.

Whilst SFC can be used to estimate the facility needs for whole area populations, such as for the whole of Luton Borough Council, there are dangers in how these figures are subsequently used. The FPM is outputs are generally considered to be far more sophisticated and account for other factors which the SFC does not. For example, the SFC should not be used for strategic gap analysis as it has no spatial dimension. In addition, it also does not take account of:

 Facility location compared to demand  Capacity and availability of facilities – opening hours.  Cross boundary movement of demand  Travel networks and topography  Attractiveness of facilities

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The following table indicates the results from a number of proposed different dwellings, taking account of the c.6000 dwellings LBC suggests it can currently accommodate; 18,000 dwellings, 30,000 dwellings and the current ONS estimates for the Borough up to 2021. The calculations consider an increase of 2.71 people per household.

Table 5.10: Comparator of different populations on the demand for swimming in Luton

Population SFC calculation Additional demand estimates generated 6,000 dwellings 219,901 57 sq m This would be a considered a very small deficit of 57 sq m of water. Increase of 11,000 232,818 200 sq m 200sq m which is dwellings (as per 2021 equivalent to just more projections) than 3 lanes of 25m pool

Increase 18,000 252,421 417 sq m 417sq m which is dwellings equivalent to 5 lanes of 25m pool Increase in 30,000 284,941 773 sq m 773sq m which is dwellings equivalent to 12 lanes of 25m pool

These calculations assume that the current swimming stock remains accessible for community use and the quality remains the same. It is clear that Luton has some significant challenges in relation to its future swimming pool provision based on the SFC projections.

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5.5 Summary

In summary, the above consultation and analysis would indicate that Luton is in the following position with regards to its swimming pool provision: Need to add in the effect of Houghton regis and Dunstable  This assessment identifies a total of six swimming pools across five sites. However, this excludes the following swimming pools from the assessment (due to their size and restrictive access arrangements): Bannatynes, two at David Lloyd and Waves Health and Leisure Club.  There is currently considered an over supply of water (equating to approximately 2 lanes of 25m swimming pool). The main facility is located in the NOrt East of the Borough However, there is a crunch at peak times with all sectors of the community competing for water space at the same time.  If there is a population increase of 18,000 dwellings with in Luton, the SFC models that this will additional demand to the equivalent of a 6 lane 25m pool.  The quality of swimming pools is generally good.  The investment and opening of Inspire Luton Sports Village in the North East of the Borough draws users from a wide area from across the Borough and from further afield.  The Council’s main swimming pool provision is generally of good quality; Inspire Luton Sports Village is brand new so the quality is high. Other facilities have had investment in them, which has helped to maintain them to a good standard.  Lea Manor stands out as a key challenge for investment, in its roof. This is scheduled for June 2014.  Denbigh High School is strategically placed, has high community use and will need investment in it in the future to help it maintain standards. It is reportedly well used by the local community.  In general the coverage of all community pools in the Borough is adequate with 62.1% of residents living within the 1 mile catchment of a swimming pool. This reduces to 35% of residents if Denbigh High School is taken out of the equation with 76% of those in the higher areas of deprivation unable to access swimming within the one mile catchment area.  The strategic significance of Denbigh High School Pool should not be underestimated. It appears to serve the main deprived areas of the Borough.  Denbigh High School, Lewsey, Lea Manor and Inspire offer women’s only sessions but it is a challenge, especially to accommodate the needs of women and girls and specific religious and cultural groups.  Team Luton Swimming club is aware that it has the use of a high quality facility. It has close links and good relationships with Active Luton, using the Active Luton Swim School for Talent Identification. It has very few members from the BME community.  Facility/swimming pool developments in Central Bedfordshire at Houghton Regis and Dunstable may offer alternative facilities for residents of Luton (but only if they have access to personal transport (which has been highlighted as low in Luton).

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PART 6: INDOOR BOWLS

6.1 Introduction

The English Bowls Association (EIBA) is the NGB for bowls. Its stated objectives are:

 A growth in participation across the adult population in local Communities. Targeted work to increase female participation.  A growth in participation in the 14-25 age range, plus working with primary schools (Year 3 & 4 – age 7 to 9).  The provision of an excellent sporting experience for new and existing participants.  A growth in Indoor Bowls participation by people who have disabilities.

Luton indoor bowls centre was opened in 1988 and is a well used local amenity with over 500 members. The map below indicates that it is strategically placed and is considered accessible using a 1 mile catchment area. The map indicates that 39,423 (19.8%) of all residents (2011 Census) are served by the 20 minute walk time catchment which includes residents from high areas of deprivation.

Figure 6.1: Indoor bowls centre with 20 minute walk and 20 minute drive time catchments

Table Indoor bowls centres in Luton and surrounding area

Site Rinks Luton Indoor Bowls Club 8 Neighbouring facilities Dunstable Leisure Centre 6 Harpenden & District Indoor Bowls Club 4 Riverain Bowls Club Ltd 8

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6.2 Key issues

 The indoor bowls facility is one of three facilities occupying the site. The other two are the outdoor bowls green and the social club.  It is understood that all three facilities are in the process of negotiating with the Co-operative Society (the owners of the land) for a longer lease. It is reported that any future lease will have an annual break clause for both sides.  Anecdotally, the site is a potential valuable asset for building, with good access. Consultation suggested a degree of concern that the site could be sold off by the Co-operative Society for housing.  The facility was opened in 1988 and has built up a strong membership of over 500 playing members (this has reportedly reduced from a peak of 700 over the past few years). Very few of the members are from the BME community.  The projected population growth (up to 2021) of 55-64 year olds is expected to outstrip other age groups growth in Luton. This age group is projected to increase by 21% during this time frame.  The National Governing Body (EIBA) has indicated that Luton Indoor Bowls Centre is strategically significant. Its membership is in the upper quartile when comparing to similar facilities across the Country.  The facility is in need of some repair, especially to the roof which leaks onto the rinks 1, 2 and 8.  Other facilities, such as changing rooms, bar and kitchen are generally in a good state of repair.  The Club has good links with Active Luton which use the facility for a disability group once per week.  The facility has the potential to link to the Health and Wellbeing agenda for the older age groups.  The Club plays throughout the year and does not have a summer recess.  The NGB is not in a position to be able to support the Club financially so any investment will need to come from other sources such as Sport England’s Inspired Facilities fund.

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6.3 Summary

In summary, the above consultation and analysis would indicate that with regard to indoor bowls provision:

 Bowls is a particularly popular sport amongst older age groups.  EIBA is targeting increasing participation in younger people (14-25), women and girls and people with disabilities as part of its Whole Sport Plan strategy.  The older population (55-64 years) is expected to increase substantially in Luton up until 2021.  The facility has a vibrant club with reportedly 500 members.  It is considered a strategically significant site by the NGB although the NGB does not have funds to invest in it.  The Venue is situated in an area of high population density and although it has good parking and access, it is also close to a bus route and has a significant population within walking distance.  There is need for ongoing repairs and investment in the roof to ensure that it remains fit for purpose.  This is a strategically significant site which has the potential to offer and support physical activity in older people.  Support could be offered to the Club to help it attract new members from the wider BME community. This would lead to increased financial viability of the Club and increased physical activity from different sections of the local community.  The facility is potentially at risk from being sold for housing development.  Consideration will need to be given to protecting or replacing the facility depending on the potential alternative uses of the site.

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PART 7: INDOOR TENNIS

7.1 Introduction

Venue 360 is situated to the South of Luton Borough Council. As a specialist facility it has been mapped with a 20 minute drive time catchment to highlight other indoor tennis facilities in the area and a 20 walk to catchment to show it importance more locally. There are two other facilities currently open within this catchment which are identified below.

Figure 7.1: Indoor tennis with 20 minute walk and 20 minute drive time catchments

Table 7.1: Indoor tennis facilities in Luton and surrounding area

AP Ref Site name Sub Type Courts Facility Status 1011235 Venue 360 Traditional 2 Operational Neighbouring facilities Temporarily 1000255 Batchwood Golf & Tennis Centre Traditional 4 Closed 1000255 Batchwood Golf & Tennis Centre Airhall (seasonal) 3 Operational 1011228 Harpenden Lawn Tennis Club Airhall (seasonal) 5 Operational

The membership data overleaf has been supplied by Venue 360. It has allowed us to map the membership by facility.

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Figure 7.2: Current Tennis and gym membership maps of Venue 360

The adjacent map shows tennis membership clearly indicating that most people use a car or public transport to get to the facility and that very few of its members come from areas of high deprivation.

The membership for gym is far higher than that of tennis only. The maps indicate a radial catchment of 20 mins walk time.

The gym membership suggests that Venue 360 continues to draw from its historical base and that it is still associated with Luton as a whole. Tennis membership is a lot lighter than the gym and again draws mainly from with the Borough. This indicates that Venue 360 is not necessarily a tennis club of strategic significance. There appears to be no one who travels further than 20 minutes by car to the facility. This is probably due to the history of the facility, the fact that it is only has two indoor courts and it does not have the feel of an indoor tennis club, rather as a venue where people play tennis. The data provided, however, indicates that most members (217) reside within Luton Borough and 70 live outside of the local authority.

7.2 Key issues

 There is a clear demand for the indoor tennis centre but it is underutilised with current management hiring it out as part of the a badminton performance centre and is working closely with the Badminton Association  Access to Venue 360 is good. There is good parking.  The site has 2 indoor tennis courts but is physically separated from the main reception and leisure centre (which includes a 4 court sports hall and fitness suite) by the width of two outdoor tennis courts.  Venue 360 is run as a leisure trust and its subsidy has reportedly been cut significantly in the past few years, to the extent that it is now receives no subsidy. Commercial opportunities are therefore important to its sustainability.

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 The LTA is aware that the local county association is in discussion with Venue 360 to improve the lights at the Tennis Centre and it is reported that there is the potential to access local funding to improve facilities.  Venue 360 appears to now have a far more commercial approach than it had in the past when it received an annual subsidy from Vauxhaull.  Luton is not considered priority areas by the LTA in its current Whole Sport Plan. The aim is to work with Southend and Bedford as a Tier 1 site in the East.  If tennis is going to be developed and invested in from the LTA, there is a need to pull together a local plan working with the Local Authority; it is likely that any such development will concentrate on driving participation in community venues, such as local parks. Each plan is taken on its merit so funding is not guaranteed.  Consultation indicates that Venue 360 is strategically important for students from the University of Bedford. The University does not own facilities of its own in Luton and therefore hires a range of facilities from Venue 360.  Venue 360 is accessible by walking from one of the main Luton campuses. However, there is a reported need to upgrade the walkway between the two, as this is a cause of consternation for students. The University has indicated that it will consider investigating whether it can contribute financially to this plan.  The University is of the opinion that this would significantly improve the participation of its students in the town.  The Venue is also being explored, by Bedfordshire Cricket Board, as a potential opportunity to extend the indoor cricket offer. As identified above, there is demand for indoor cricket leagues which will appeal to all sections of the community

7.3 Summary

In summary, the above consultation and analysis would indicate that with regard to indoor tennis provision:

 Venue 360 is clearly a site of strategic importance for Luton with it indoor sports hall, indoor tennis centre and outdoor courts, fitness facilities and social areas.  Venue 360 in under increasing commercial pressures as its subsidy from Vauxhall has been removed.  The geographic spread of the tennis membership suggests that most people travel to the venue by car, but does not draw significantly from outside Luton  The Whole Sport Plan for the LTA emphasizes the importance of increasing membership, particularly using community facilities in parks. It is unlikely to be able to offer funding to invest in the site.  The management at Venue 360 is in negotiation with Bedfordshire LTA with a view to improving the lighting within the Tennis Centre (as it is currently below national standards due to its age).  The site is used by the University, which suggests that this participation would be increased if improved access was made available; this includes travelling through an industrial estate alongside the river from the University. The University is aware that it needs to explore any financial contribution it can bring.  Further, Venue 360 is also mentioned by Luton Town FC which also has aspirations to develop an indoor 3G on site ( ¾ of full size) in order that it can become a Category 2 youth football deliverer, as defined by the Premier League.  BCB is actively considering whether the indoor facility has capacity and would be suitable for developing an inclusive indoor cricket league.

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 LBC needs to consider how it can best support Venue 360 to continue offering the wide range of sports it currently does and whether supporting Venue 360 to consider other sporting options e.g. indoor cricket will service the local need and lead to increases in participation in the local population.

Developer contributions

It is important that any future strategy informs policies and emerging supplementary planning documents by setting out the approach to securing sport and recreational facilities through new housing development. Guidance should form the basis for negotiation with developers to secure contributions to include provision and/or enhancement of appropriate indoor facilities. Section 106 contributions or CIL (Community Infrastructure Levy) could also be used to improve the condition and maintenance regimes of existing indoor facilities in order to maintain quality and increase capacity to accommodate more usage, leading to increased participation. It will be necessary for LBC to establish a formula for collating developer contributions for indoor facilities which is demand based. This should be co-ordinated with the approach taken to outdoor sport in the PPS where as a consistent and co-ordinated approach is required to both indoor and outdoor sport which recognises that the traditional standards approach is not really effective in Luton, where there is no scope for developments to make direct facility provision.

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PART 8: CONCLUSION

This section employs a SWOT evaluation to analyse the findings of the assessment and to enable key conclusions to be drawn:

8.1: Strengths

 LBC recognises the importance of its leisure facility stock to health and well being and future planning needs.  Active Luton is the main leisure provider in Luton and supports sports development across the Borough. It is the key strategic lead for sport in the Borough.  There are a wide range of sports facilities in the Borough including 50m swimming pool, indoor tennis centre and indoor bowls centre, alongside 11 community accessible sports halls.  There is currently sufficient supply of water space within the Borough. Active Luton operate an effective learn to swim programme, which links to the swimming club. The main local swimming club reports good relationships with Active Luton.  Denbigh Swimming Pool is considered a valuable community asset.  The majority of accessible sports halls tend to be in good condition.  The development of Inspire has been positively received and appears to have a significant proportion of its members and users from Luton Borough, although non- residents do use the facility. It is truly a flagship facility.  There has been recent investment in the main community leisure facilities, with Inspire, Lewsey Park and Lea Manor Recreation Centre, as well as new sports halls as part of the recent BSF investment.  Lewsey Park has excellent squash and boxing facilities.  Programming across the sports halls appears not to be dominated by indoor football.  The Indoor Bowls Centre is situated in an area of high population density, is accessible to the local community and has a healthy membership.  Venue 360 is strategically important as an accessible community asset with a sports hall and tennis centre.  Luton 6th form centre’s 6 court hall is also a significant asset and the management appears keen to develop different sports on site.  BCB has identified Luton as an area of development and in particular is working to identify appropriate facilities for an inclusive indoor cricket league.It is working closely with the management team of AL and will consider Inspire should Luton 6th form centre not become available.  There is a programme of extensive outreach programmes designed to engage with and drive increases in participation, using a range of community sports facilities. Examples include, Door Step Sports Clubs and Lewsey and Lea Manor, Sportivate and Get Back into, amongst others.

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8.2: Weaknesses

 There is a current under supply of accessible sports halls across the Borough (which is the equivalent of 13 badminton courts).  Many sports halls are located within educational sites and with limited community access during the school day.  Luton has 2 accessible sports halls available during the day. This is likely to prove more challenging with an ageing population who tend to want to use facilities in the day time  The amount of community use available at school and academy sites varies, depending on the approach of each school to community access. There are reported issues at some sites in relation to community access.  In general the coverage of all community pools in the Borough is adequate with 62.1% of residents living within the 1 mile catchment of a swimming pool. This reduces to 35% of residents if Denbigh High School is taken out of the equation with 76% of those in the higher areas of deprivation unable to access swimming within the one mile catchment area.  There is, however, a crunch at peak times with all sectors of the community competing for water space at the same time  The strategic significance of Denbigh High School Pool should not be underestimated. It appears to serve the main deprived areas of the Borough.  The majority of water space is provided in the North of the Borough. This increases the importance of Denbigh High School Pool as a community asset.  There is a demand for the development of indoor cricket leagues across the Borough with no obvious solution.  The demise of the previous government’s BSF programme has left a legacy of some outdated school facilities in need of modernisation.  Active Luton appears to have a good overview of current activity in sports halls but is unable to influence the schools and academies and there appears to be no overall programming across the Borough.  There does not appear to be any key co-ordination of community use of sports facilities, including the non-Active Luton stock (Indoor Bowls Centre and Venue 360) across the Borough and in many cases operators are working within their own silo.  Bedford University, with campuses in Luton, does not have any of its own facilities and has a partnership arrangement with Venue 360. Improvements are reportedly needed for accessing this facility from the University.  National Governing Bodies, other than cricket, squash and indoor bowls, have identified that Luton is not a priority area for them. The EIBA does not have funds to invest in facilities.  There is limited demand for the boxing facilities and there is unlikely to be much support from the ABAE to support development.  The reach of Inspire into deprived communities.

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8.3: Opportunities

 Active Luton has an opportunity to drive facility programming linked to its whole sport planning process but will need to engage with other providers across the Borough.  The proposed increase in housing and population may lead to increased developer contributions.  Luton has an opportunity to define the role of all of its sports facilities by getting buy-in from all operators, especially the schools, academies and supporting developments at the indoor bowls centre and Venue 360.  The opportunity exists for Active Luton to be the advocate and co-ordinator of high quality community use across all school sites. This could extend to defining the role that key schools and community facilities play in meeting the needs of key sports within certain communities. This may also enable some schools to offer more community use than they currently do.  In particular, this may result in different facilities taking a lead in specific sports; this should be subject of a further review taking account of very local demand and links to NGB support.  In particular, early consultation with Stopsley High School should occur to ensure the proposed new 4 court hall links to Borough wide programming and becomes available for community use.  Luton could facilitate the coordination of Venue 360 as Borough hub, leading to potentially more university students using the facility.  The University is keen to consider whether it can work with LBC to improve access to Venue 360 from its campus.  Supporting the BCB to develop and an inclusive cricket league should lead to an increase in participation, particularly from 16-25 year olds.  Links with health partners need to become more formalised. This offers genuine opportunities to ensure the facilities serve the health and wellbeing needs of residents. This is specifically relevant given the health challenges faced within the Borough.  The opportunity exists to co-locate other community based facilities with any future facility developments. This could include libraries, cultural youth and health related facilities.  Whilst large community and primary school halls have not been considered as part of this assessment, consideration needs to be given to ascertaining the amount of community use currently available and utilised. These have the potential for addressing demand, especially in areas where community access to 4 court sports halls is restricted.

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8.4: Threats

 The projected increase in population for the Borough will put an increasing strain on the current stock of facilities. The increased population as a result of housing growth will result in the need for additional facilities at a time of Council efficiencies and cuts.  The potential exists that if more schools become academies this may further fragment the community sport and physical activity offer across the Borough.  Denbigh pool is strategically placed and if, for any reason, this becomes unavailable for community use it will lead to a severe shortfall of accessible water space in the middle and south of the Borough. This will result in the most deprived community not being within easy reach of a swimming pool.  The age profile of some of the Borough’s indoor facilities stock is significant and there will be a need to be a programme of investment, which the Borough may not be able to justify. Substantial partnership working needs to be undertaken on Lea Manor Recreation Centre roof.  The changing age profile of the Borough will put increased pressure on access to facilities during the day.  There is the potential that Inspire is or will become perceived to be inaccessible to the most deprived communities in Luton.

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Summary of key findings and priorities

The information below is a very brief summary of the key findings following the assessment of indoor built facilities across Luton:

There is currently unmet demand for sports halls across the Borough. The projected increase in population will exacerbate this issue. The management of the sports halls is diverse with schools, academies, Active Luton and private operators all responsible for different facilities. Community use of schools and academies is variable with some organisations being very amenable to community use and others unable to overcome management issues or, reportedly, pricing the local community out of the market.

Residents will benefit from complementary programming and pricing at all facilities across the Borough. It is acknowledged that this amount of coordination takes time and effort and will need to be undertaken by a lead organisation. Active Luton has good knowledge of demand and for facilities and it is acknowledged that there is a specific demand for indoor cricket provision in the Borough. BCB is currently working with Luton 6th form College to develop indoor cricket nets and is investigating whether Venue 360 has suitable facilities for the development of an indoor cricket league.

Venue 360 is strategically situated in the South of the Borough and is well used by the local community and the University. It has Trust status, being owned by its members. With good access and parking it is looking to increase its usage. As a venue with two large indoor spaces, there is potential to develop a range of indoor activities on the site, assuming that the management can be engaged. The LTA does not consider investment in indoor tennis provision as a priority and there is financial pressure on the Trust to increase revenue.

The recent investment in Lewsey Park has not seen an increase in the number of boxing clubs using the facility, even though there are a number of boxing clubs in the area. Boxing clubs, like many others across the country, do not necessarily work well together. It is likely that the facility will be given over to more boxercise and other associated activities. It is recognised that more martial arts and combat sports could be developed at the site. This site also has the potential to benefit from the centralised programming.

There is a reported slight over provision of water in the Borough. The North and North East of Luton is particularly well served with water space, with Inspire, Lealands, Lewsey and Lea Manor pools. This cannot be said for the South, as the main facility servicing the centre and south of Luton is Denbigh School Swimming pool, which although in good condition, restricts community use to evenings and weekends. Although situated in an area of relatively high deprivation with a programme which purportedly addresses local community issues, this cannot be verified because the data of membership/usage is not available for interrogation. Further, the membership/usage data for Inspire suggests that it is not well used by Luton residents who reside in areas of higher deprivation. This needs to be addressed by LBC to ensure that local residents do not begin to perceive Inspire as out of reach.

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Further, as per dry side bookings, the management of the swimming programme across the Borough is not coordinated because of the different management arrangements at the different facilities. Projected population increases will also lead to an undersupply of water space, which could be significant. Programming to encourage more usage from the BME community also needs to be considered.

The indoor bowls facility currently has a large membership (c.500), is accessible to a large population (using 20 mins walk time) and has the potential to continue to contribute to the physical and social wellbeing of people from older age groups. The bowls club leases the facility from the Co-operative Society, which potentially puts it at risk of being sold to developers. LBC should consider making provision for indoor bowls to continue at an alternative site if the current site becomes unavailable.

The table below identifies priorities for LBC to consider.

Category Priority Protection of facilities The assessment has not identified a signficiant surplus in any indoor facility, so there is a case for protecting all indoor facilities unless adequate alternative provision can be found. Denbigh High School Swimming pool is essential to maintain parity of access to water space across the Borough. Indoor Bowls is a key activity for older age groups and well established in Luton. Support for the club may be necessary to ensure continued provision. Access/availability of Develop access policies with a range of providers across the facilities Borough to improve availability of current facilities for residents and local communities including, for example, Lealands High School. Complementary programming and pricing across all facilities in the Borough could lead to increased participation via better coordination. It also has the potential of drawing in resources from different NGBs leading to a better offer across the Borough. Enhancement There are several sports halls, in some schools, notably Putteridge, Stopsley, two at Icknield and Cardinal Newman, which are currently not used for community provision. Investment in these sites has the potential to redress some of the balance of under provision in the Borough. The Strategy should identify key sites for investment. Partnerships Due to the diverse management arrangements and demand for different facilities, LBC needs to consider developing stronger relationships with, for example:  Venue 360  University of Bedfordshire  Indoor Bowls club  Bedfordshire Cricket Board

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APPENDIX 1: CONSULTEE LIST

Name Designation Organisation Philip Payne Community Development Manager Lealands High School Anthony Basham Federal Head of Asset Development Barnfield South Academy Paul Fox Facilities Manager Challney Girls High School, Leon Popplewell Sports Development Manager Luton Sixth Form College Adam Smith Head of PE Icknield High School Laura Bartoletti Putteridge High School Sam Clayton Head of PE Ashcroft High School Teresa Kelly Business Manager Denbigh High School Challney High School for Boys Ms Sam Klausner Manager Luton Co-operative Sports Club Carl Richardson Director of Operations Salto Gym Club Gemma McCormick Quality & Performance Manager Hightown Community Sports & Arts Centre, David Wright Facility Manager Lewsey Sports Park, David Wright Facility Manager Lea Manor Recreation Centre Jason Goodall Operations Manager Venue 360 Dan Palframan Facility Manager Inspire Sports Village, Karen Fletcher Projects Manager LBC Adam Divney Commissioning Manager, Leisure LBC and Culture Neil Twitchett Tennis Development Manager LTA Lloyd Conaway Chief Executive Team Beds and Luton Rick Donnelly Community Asset Manager LBC Kevin Owen Team Leader, local plan LBC Helen Barnett Chief Executive Active Luton Collette Regional Manager ASA Mark Swim club: Active Luton Naomi Clapham Regional Manager ABAE Richard Keely Planning officer North Herts DC Mandy Page Regional Manager England Basketball Simon Andrews Planning officer Central Beds DC Martin Darlow Chief Executive Bedfordshire Cricket Board Alison Brightman Regional Manager England Netball John Brewer Professor University of Bedfordshire Gary Sweet Managing Director Luton Town FC Steve Rodwell Facilities Manager EIBA Nick Boulter Relationship Manager - Facilities Sport England and Planning Roy Warren Planning Manager Sport England Mark Williams Regional Manager Squash & Racketball association

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APPENDIX 2- OVERVIEW OF SITES IN LUTON

Active Overall Places Name of site Notes quality reference BSF funded new changing rooms and painted sports hall. School has a development officer, primarily responsible for football and AGP usage. Local football club are key Ashcroft High holders to AGP and access through Above 1203566 School the social club and not the school. average Community hire of sports hall is limited due to high costing at weekends. Mitie staff the facility out of school hours.

BSF build in 2011 with community lettings officially starting properly in Barnfield South Sept 2012. A range of facilities to 1044958 Good Academy hire, currently have capacity. Not available for four weeks during exam period. Managed in house

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Active Overall Places Name of site Notes quality reference

Barnfield West 1039833 Good Academy

Built in the 60’s, the school missed out on BSF and is in dire need of investment. Sports hall floor has Cardinal been refurbished, however still have 1203591 Newman Catholic Poor School water running down the walls. Quality is poor and not attractive to a community user, however does have community use.

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Active Overall Places Name of site Notes quality reference

Old school with an old but well Challney High maintained sport hall with a variety of School for Boys markings and cricket nets. The Below 1203810 & Community swimming pool closed 18 months average College ago. The School also has two smaller activity halls.

BSF new build in 2011. Has a range of facilities, not used regularly by the community. School organises Challney High 1044091 bookings and Mitie are key holders Good School for Girls out of school hours. Mitie keen to manage whole process more effectively.

Became an Academy in 2010. Sports hall was NOF built in 2005. There is a separate reception area out of school hours, with a sports centre set up. Denbigh High School has a development officer for Above 1014092 School community use. average The sports hall is available for community bookings and well used. It is not used for school exams. The School ensures a ten week block booking system for ease and manage

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Active Overall Places Name of site Notes quality reference all in house. Regularly cleaned, maintained and re-marked.

This facility appears to be well used by local community, although there is room to increase usage. It is also used during the day (but not Hightown Above 1009701 Community Sport exclusively) by the local school. It is average and Arts Centre in generally good condition. Situated on an industrial estate, it might not feel as accessible during the evenings.

An old school that missed out on BSF investment when the programme was cancelled. Building is old and Icknield High wheelchair access is possible but 1203574 Poor School long winded. The School does not offer community use as the quality of the facility is poor and it would not be in demand.

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Active Overall Places Name of site Notes quality reference

An excellent facility, well used and with a wide programme of activities. Strategically important to the ASA, Inspire: Luton has had excellent publicity via the TV. 1042805 Good Sports Village 8 court hall, 50m swimming pool and diving pool. Situated in the North of the Borough, it also draws usage from outside the Luton.

Situated in an area of high deprivation, the changing rooms were Lea Manor refurbished within the past 5 years. 1005724 Recreation Centre The roof is in need of investment. it offers a wide programme of activities and shares the site with the School.

March 2014 Project no Draft/Final report: Knight Kavanagh & Page 5 Page 173 of 207 LUTON BOROUGH COUNCIL INDOOR SPORT FACILITY NEEDS ASSESSMENT

Active Overall Places Name of site Notes quality reference BSF invested in the school in 2010. The school has a community development officer role combined with a school role. Issues accessing sports hall as BSF contract does not make it clear who is responsible for putting trampolines away, as a result no one does so they are constantly Lealands High Above 1203589 up so no community use in the sports School average hall. Hall has new cricket nets and cricket mats, which have never been used due to access issues. School has other sports facilities and a community centre. The pool is well used by other schools, clubs and private lesson providers. Pool is well maintained

A real community asset. It is a quirky building offering high quality squash programmes, run through the club on Lewsey Sports site. It has had investment from the Above 1000446 Park ABAE but boxing clubs, reportedly, average do not use the facility. The facility will benefit from centralised programming and pricing.

March 2014 Project no Draft/Final report: Knight Kavanagh & Page 6 Page 174 of 207 LUTON BOROUGH COUNCIL INDOOR SPORT FACILITY NEEDS ASSESSMENT

Active Overall Places Name of site Notes quality reference

New build with a number of sports facilities available for community use. Sports hall is six court and has a full basketball court with bleacher seating Luton Sixth Form available. Bookings are ony6 taken 1044262 College from clubs with relevant first aid provision, insurance etc. in place. The LSF Centre is currently working with Beds Cricket Board to develop a community pitch

School attached to a recreation centre that is now closed. School still has access to all facilities aside from the pool, which is closed and empty but the School cannot afford to do Putteridge High Above anything with it. Whole centre feels School average deserted, but is available for community use. A variety of facilities, of varying quality. Sports hall has been out of action due to asbestos in the ceiling, it is

March 2014 Project no Draft/Final report: Knight Kavanagh & Page 7 Page 175 of 207 LUTON BOROUGH COUNCIL INDOOR SPORT FACILITY NEEDS ASSESSMENT

Active Overall Places Name of site Notes quality reference due to reopen at the end of March 2014.

Site agents within the school manage lettings out of school hours.

Situated opposite a retail park, Venue 360 has good access and parking. It Above 1011235 Venue 360 has a 4 court sports hall and a 2 court average indoor tennis centre.

March 2014 Project no Draft/Final report: Knight Kavanagh & Page 8 Page 176 of 207

Integrated Impact Assessment Form (IIA) from June 2013

This form replaces the previous Integrated Impact Assessment form used by LBC. The key aim of an impact assessment is to ensure that all Council policies, plans and strategies support the corporate mission statement that

‘The needs of Luton’s people will be first in everything we do’.

1. Why do I need to do an IIA? The aim of this impact assessment process is to:  Ensure adherence to the legal duties contained within the Equality Act 2010 and associated Public Sector Duty to analyse the impact of decisions to be undertaken by Council.  Ensure the Council has due regard to equality taking a proportionate and timely approach to analysing the impact on citizens  Minimise duplication of initial impact assessments with regards to Environment and Health and maximise consideration of other key Council priorities of Inclusion and Community Cohesion  Ensure that the Council has been able to consider the social, health, environmental and economic impacts in its decision making in a single document and, where necessary enable the production of a comprehensive action plan to mitigate any potential negative impacts identified

2. When do I need to do an IIA?

An IIA must be started at the beginning of any project, policy or strategy, and cannot be finalised until such time as all consultations, as required, are undertaken.

 The Impact Table will help you to make early consideration of the potential impacts of your proposal and should be used from the point at which preliminary report is taken to Corporate Leadership and Management Team (CLMT) where appropriate. By using this table at your earliest point in the project, potential impacts can be highlighted and it will also be clear whether you need to carry out a full IIA.

 If you complete this table and all impacts identified are neutral, i.e. there is no noticeable impact on characteristics and priorities listed and you are fully confident of this, please contact the SJU by email setting out how you have reached this judgement as it is unlikely you will need to carry out a full IIA.

 An IIA must at all times identify those who will be affected by the decision, policy or strategy.

 At a time of economic austerity IIA authors are minded to consider the whole range of decisions, both locally and nationally when analysing the impact on citizens

 Your first early draft is to be sent to the Social Justice Unit for comments and guidance

 Once consultation has ended, the IIA must be updated with results of the consultation and returned to Executive, where required, for further consideration and approval – at this stage it will be signed off as completed by the Social Justice Unit

If at anytime you need further guidance please contact the Social Justice Unit. For your convenience, please see links at the end of this document to key Corporate and Partnership documents that may help you complete this IIA.

1 IIA from June 2013 Page 177 of 207

Tracker 2 No: Lead Officer Name: Adam Divney Proposal Title: 2014-2021 Indoor Sports Facilities Commissioning Manager (Leisure and Strategy Culture) Luton Borough Council Date of IIA: 08.01.2014

Updated after consultation (Policy Group 22.01.15)

Early draft Seen by:1 .Sandra Legate (09.01.15)

Finalised IIA Signed and seen by SJU : Name: Sandra Legate Date: XXXXX

Please include the names of all other If there is any potential impact on staffing please contributors and stakeholders involved in the include the name/s of the trade union preparing of this proposal who have been representative/s involved in the preparation of this consulted with and agreed this assessment. assessment or any supporting evidence of request (Please note the IIA must not be carried out to participate: by one person): Adam Divney N/A

Please provide an outline of your proposal:

Following a Needs Assessment Indoor Sport Facilities in Luton (May, 2014), the Indoor Sports Facility Strategy (ISFS) has been undertaken to provide a strategic framework for the Town on the improvement and maintenance of existing indoor sports facilities.

The ISFS visions is to “To create a high quality and sustainable indoor sports facility offer which provides accessible and inclusive activities for all Luton citizens leading to increased participation and active lifestyle, thereby meeting community need.”

This vision is reflective of the wider aspirations of other strategic documents which are considered to be:

 The need for high quality sports facilities.

 Facilities placed in the right location to be accessible to the whole community.

 Facilities and programmes of activity which contribute to reducing health inequalities across the

1 Please send an early draft of your IIA to the SJU to ensure all impacts are being considered at the appropriate time

2 IIA from June 2013 Page 178 of 207

Borough for all age groups.

 Facilities which contribute to local economic development.

 Understanding that service delivery may vary to ensure fair health and wellbeing.

 Facilities and programmes which contribute to the education and skills development of the local population.

 Facilities which better meet the needs of under-represented and vulnerable people in the Borough including, for example, people with disabilities.

The ISFS has a timescale from 2015-2021 and includes a list of strategic priorities and a proposed action plan that includes a prioritisation list of sites that are to be improved.

The ISFS represents the final part of the overall sports strategy for Luton, which includes the overarching ‘Strategic Vision for Luton and Physical Activity’ (May 2013) and also the recently adopted ‘Playing Pitch Strategy’ (August, 2014)

Information supporting the proposal (who, what, where, how2)

Who: The strategy is based on a preceding Assessment Report (May, 2014) which provides the detail as to what exists in the Borough, its condition, distribution and overall quality. It also considers the demand for facilities based on population distribution, planned growth and also takes account of other factors such as health and economic deprivation. The Assessment provides direction on the future provision of accessible, high quality, financially sustainable facilities for sport and leisure in Luton. The draft assessment for which this IIA is undertaken holds multiple examples of the who, drawing down on geo spatial information of the town and deprivation indexes in particular. This gives a specific view of areas where greater access is required and for which the needs assessment addresses. For further analysis of the who, which is not replicated here, please see the needs assessment.

Facilities included in the strategy are themed as 1. Borough-wide provision, 2. Dedicated community provision, 3. Neighbourhood provision and 4. Local provision and incorporate 3 court + sports halls, swimming pools, indoor bowling halls and tennis courts. Particular consideration is also be taken to boxing, indoor cricket, indoor bowls and indoor tennis as these are sports which are of particular interest in Luton from participation and planning perspective at present. Smaller community halls are also taken into account, particularly as there is recognition that these are often the first often the local for more community-based sports activities to take place and these activities are often the starting point for people participating in sport and physical activity. Examples of those facilities in the strategy therefore include schools, colleges, leisure centres and community halls.

Whilst the strategy itself is based on buildings provision, there is an inherent assumption that provision of accessible, high quality, financially sustainable facilities for sport and leisure is conducive

2 Breakdown of present users by ethnicity, age, gender, disability, religion/belief, sexuality (if recorded) Also, show areas in the town with the biggest and lowest needs. Greater emphasis is required at the start of the IIA on the service, how it is delivered now and how the new service will be delivered

3 IIA from June 2013 Page 179 of 207

to increased participation in sport and physical activity from Luton’s residents. This being already evident within Luton in that since the Inspire Sports Village was built; Luton has shown one of the greatest improvements nationally over the last two years in terms of decreasing the inactivity levels within the town. Despite improvements, Luton is still identified as 11th of 150 highest local authorities for physical inactivity.

Again, whilst it is noted that this is the ‘built environment/ facilities’ element of the sports strategy work stream, it should be noted that the strategy still takes into consideration the previously produced outcomes framework (Luton’s Vision for Sport and Physical Activity) and this informs the ‘people’ element of the strategic work being undertaken e.g. outlines service level outcomes such  as Increased participation among those ‘at risk’ of poor health through targeted programmes  An increase in the numbers of active: older people; young people; disabled people; women and girls, and residents from BME communities taking part in sport at least once per week

Therefore there the ISFS action plan includes actions regarding to the co-ordination and improvement of sport programmes throughout the town.

What: The strategy is one of the key documents feeding into Luton’s Strategic Sports Vision. It aims to improve and to maximise investment into indoor sports facilities through adopting Sport England’s Strategic themes of Protect, Provide and Enhance. Also, to increase access to all indoor facilities and including educational and neighbourhood facilities.

The strategy was developed alongside key stakeholders including Active Luton and Sport England and, as well as providing an investment framework for indoor sports facility provision within Luton, it is also a key planning tool which helps local authorities to make informed decisions about future indoor sports provision.

Where: The strategy is town-wide and provides a facility hierarchy and action plan containing a list of proposed priority sites. There are several facility priorities identified as well as an overall list of strategic priorities, which will be consulted on by key stakeholders to ensure that they have the greatest impact in terms of improving participation in sport and physical activity.

Headline strategic priorities included are as follows:

 It is clear that the investment in Inspire has created energy in the Borough with regard to sport and physical activity. Whilst this facility is important and satisfies a substantial volume of demand it also has the potential to more starkly highlight the divide between those who can and cannot gain access to facilities. It is essential that Active Luton continues to monitor usage (on behalf of the Council) to ensure that this facility remains genuinely available to people from all sections of the local community.  The FPM identifies that there is unmet demand for 4.28 badminton courts which Sport England’s Sports Facility’s Calculator estimates will rise by 13 courts if the projected increase of 18,000 dwellings in the Borough. The re-opening of Stopsley High School has the potential to redress the balance slightly in the short term, assuming that an appropriate community use agreement can be put in place. There is also the potential to negotiate a community use agreement at Cardinal Newman High School.  Developing better community use agreements is a key priority of the PESS group in attempting to

4 IIA from June 2013 Page 180 of 207

encourage improved access. It is, however, unlikely to fully redress the balance of sports hall availability during the day, which is of increasing significance with the projected ageing population.  Driving participation up will entail different actions/resources for different sections of the community in particular for vulnerable and hard to reach groups, including people with disabilities.  The amount of current water space in the Borough is considered adequate. The projected growth in population (up to 18,000 dwellings) is likely to place the current facilities under increasing pressure. LBC needs to consider how its planning policies support the development of swimming in the future and which partners it can realistically work with in the future.  The importance of Denbigh Swimming Pool cannot be underestimated as it serves a deprived local catchment. Although daytime community use is limited, due to it being a school pool, this site remains strategically significant.  The flexibility of Venue 360, range of sports on offer, its links with the University, good road access and car parking confirms its importance as a strategic indoor venue in Luton.  The indoor bowls centre is another significant site with a current membership of over 500. Consideration needs to be given to making equivalent provision available should this site be given over to housing development.  Working with and through NGBs and linking with local clubs is key to driving up participation in sport and physical activity in the Borough.

How: Building on the completion of ‘Luton’s Strategic Vision for Sport and Physical Activity’ (2013) and ‘Luton’s Playing Pitch Strategy’ (2014), a strategic alliance of key ‘sport and physical activity’ partners in Luton is to working collaboratively towards the achievement of agreed aims and outcomes of the aforementioned documents and will also lead on delivery of the Indoor Sport Facility Strategy via the four newly established delivery groups:

The proposed action plan will be delivered through the existing/above governance arrangements via the overarching Vision for Sport and Physical Activity Group, and more specifically through the Sporting Environment group (responsible for sporting infrastructure), which is already delivering on the Playing Pitch Strategy action plan and is responsible for co-ordination of sporting infrastructure within the town (as per structure below). Also, the actions relating to people/ programming element of the strategy (i.e. to ensure participating amongst target groups) will be a cross-cutting focus of the remaining groups e.g. Health and Wellbeing group, PE and School Sports Strategy group and the Sport and Skills development group.

5 IIA from June 2013 Page 181 of 207

IMPACT TABLE The purpose of this table is to consider the potential impact of your propound sal against the Equality Act 2010 ‘protected characteristics’ and the Council’s Social, Environmental and Economic priorities.

Once you have completed this process you should have a clearer picture of any potential significant impacts3, positive, negative or neutral, on the community and/or staff as a result of your proposal. The rest of the questions on this form will help you clarify impacts and identify an appropriate action plan.

Protected Groups Citizens/Community Staff (for HR related issues) Positive Negative Neutral Positive Negative Neutral Race X

3 “Significant impact” means that the proposal is likely to have a noticeable effect on specific section(s) of the community greater than on the general community at large.

6 IIA from June 2013 Page 182 of 207

Gender X Disability TBC Sexual Orientation X Age X Religion/Belief X Gender Reassignment X Pregnancy/Maternity X Marriage/Civil Partnership (HR issues only) Care Responsibilities4 (HR issues only)

Social & Health5 Impact on community cohesion X

Impact on tackling poverty X Impact on health and wellbeing X Environment Impact on the quality of the natural X and built environment Impact on the low carbon agenda X Impact on the waste hierarchy X Economic/Business Impact on Luton’s economy and/or X businesses Impact on jobs X Impact on skills X

Please answer the following questions

1. Research and Consultation 1.1 Have you made use of existing recent research, evidence and/or consultation to inform your proposal? Please insert links to documents as appropriate.

The strategy is aligned to the Sustainable Communities Strategy, NPPF and LBC Asset Mgt Plan. It is also endorsed by Sport England and builds upon previously localised strategic documents on sport and physical activity in Luton (e.g. Luton’s Playing Pitch Strategy)

1.2 Have you carried out any specific consultation with people likely to be affected by the proposal? (if yes, please insert details, links to documents as appropriate).

4 This is a Luton specific priority added to the 9 protected characteristics covered under the Equality Act and takes into account discrimination by association. 5 Full definitions can be found in section 3

7 IIA from June 2013 Page 183 of 207

Many local organisations have already inputted into the strategy and Needs Assessment, such as sports clubs, Active Luton, Sport England, National Governing Bodies (e.g. Bedfordshire Football Association), County Sports Partnership, Luton Sports Network and many more. Further consultation will be requested at Executive on 09.02, with the wider community to ensure that all views have been heard.

Guidance Notes: If you have not yet undertaken any consultation you may wish to speak to the Consultation Team first as a lack of sufficient consultation could place the Council at risk of legal challenge.

Click here Luton Observatory Click here for LBC Consultation Portal For local demographics and information To access available relevant research already carried out

1.1.Insert any links to references including 1.2. Consultation – insert any links to websites below consultation documents Consultation with citizens is to be undertaken and the results will be acknowledged in the update of the IIA.

For advice and support from Consultation Team click here

1.3 Have you carried out any specific consultation with citizens/staff likely to be affected by the proposal? If yes, please insert details, links to documents, as appropriate above. Please show clearly who you consulted with, when you consulted and the outcomes from the consultation. Mitigations from consultation should be clearly shown in Action Plan at end of document.

Some consultation has been conducted with key stakeholders in order to develop the strategy. Key stakeholders have been Sport England, Active Luton, Team Beds and Luton, Parks, LBC commissioning, LBC Planning/ Fixed assets, Sport National Governing Bodies.

However, it is envisaged that now the strategy has been written in draft, further consultation with key stakeholders in greater depth will be undertaken including with schools and colleges.

2. Impacts Identified 2.1 Where you have identified a positive* impact, for communities or staff, please outline how these can be enhanced and maintained against each group identified. Specific actions to be detailed in action plan below. *By positive impact we mean, is there likely to be a noticeable improvement experienced by people sharing a characteristic?

Whilst the strategy itself is based on buildings provision, there is an inherent assumption that provision of accessible, high quality, financially sustainable facilities for sport and leisure is conductive to increased participation in sport and physical activity from Luton’s residents. This being already evident within Luton in that since the Inspire Sports Village was built; Luton has shown one of the greatest improvements nationally over the last two years in terms of decreasing the inactivity levels within the town. Despite improvements, Luton is still identified as 11th of 150 highest local authorities for physical inactivity.

8 IIA from June 2013 Page 184 of 207

Through the preceding Vision for Sport and Physical Activity (2013), Luton has identified a number of overarching, service level and intermediate outcomes with regards to improving participation of target/protected groups in sport and physical activity e.g. ‘Increased participation among those ‘at risk’ of poor health through targeted programmes’ or ‘increasing in the numbers of active: older people; young people; disabled people; women and girls, and residents from BME communities taking part in sport at least once per week’. See http://www.luton.gov.uk/Leisure_and_culture for full list of participation outcomes.

Provision of accessible, high quality, financially sustainable facilities for sport and leisure equally allows for high quality programming of activities. It is this programming of activities that has the biggest positive impacts for protected groups.

The ISFS notes certain actions with regards to developing a more co-ordinated programme of activities – particularly those aimed at target groups – across the town. However, there are many existing activities being delivered that are aimed at target groups. An example for gender is Active Luton’s ‘Me Time’ project, which focuses specifically in getting women and girls involved in sport and physical activity. Or an example for Religion/ belief; Active Luton runs many culturally sensitive swimming sessions, this also being appropriate for gender (i.e. men and women-only swimming). There are also a range of sessions for older people, including the Full of Life clubs and session for children and young people, such as junior gym, learn to swim and activities through school holidays.

In terms of disability - the strategy notes:

 The need for facilities which better meet the needs of under-represented and vulnerable people in the Borough including, for example, people with disabilities.  Driving participation up will entail different actions/resources for different sections of the community in particular for vulnerable and hard to reach groups, including people with disabilities.  Continue to be cognisant of the needs of hard to reach groups such as Black and Minority ethnic groups and people with disabilities in ensuring facilities and programming, therein, are fit for purpose.

It is states that the importance of understanding the needs of people with disabilities in leisure facilities, and that all actions regarding improvements need to take account of different ability groups.

Its also notes that, the fragmented nature of management arrangements for sports halls; no single organisation is taking a lead on programming activity (including ensuring equitable access for the BAME community and people with disabilities) across the Borough, although Active Luton does have a good understanding of current activity. With this in mind, it suggests an action of trying to better ‘Understand disability access by conducting an audit of all sports facilities’.

Finally, it also notes the importance of scrutinising membership data to continue to monitor users and, therefore, non -users so that programming is dynamic and is relevant to target groups e.g. older people; young people; disabled people; women and girls, and residents from BME communities

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For advice & support from the Social Justice Unit click here

2.2 Where you have identified a negative* impact please explain the nature of this impact and why you feel the proposal may be negative. Outline what the consequences will be against each group identified. You will need to identify whether mitigation is available, what it is and how it could be implemented. Specific actions to be detailed in action plan below. *By negative impact we mean is there likely to be a noticeable detrimental effect on people sharing a characteristic?

2.3 Where you have identified a neutral* impact for any group, please explain why you have made this judgement. You need to be confident that you have provided a sufficient explanation to justify this judgement. *By neutral impact we mean that there will be no noticeable impact on people sharing a characteristic

There is no evidence currently available to suggest that the ISFS will have a noticeable impact re gender re-assignment or sexual orientation.

For advice & support from the Social Justice Unit click here For advice and support from the Public Health team click here

3. Social & Health Impacts If you have identified an impact on community cohesion6’, tackling poverty7 or health and wellbeing8, please describe here what this may be and who or where you believe could be affected, Please also ensure that you consider any possible impacts on Looked After Children.

Guidance Notes: Please use this section to describe the social and health impacts and detail any specific actions or mitigations in the action plan below.

Health and improve health outcomes –

Sports facilities are a key component in the drive to address health inequalities.

It is acknowledged that a higher quality and adequate supply of sports facilities for Luton’s residents is highly conductive to increased participation in sport and physical activity.

There are significant challenges within Luton with regards to participation and sport and physical activity, as detailed below.

6 is the proposal likely to have a noticeable effect on relations within and between specific section(s) of the community, neighbourhoods or areas. 7 is the proposal likely to have a noticeable effect on households that are vulnerable to exclusion, e.g. due to poverty, low income and/or in areas of high deprivation 8 Is the proposal likely to have a positive or negative impact on health inequalities, the physical or mental health and wellbeing of an individual or group, or on access to health and wellbeing services?

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UK Active Report In a national report from 2014 looking at physical inactivity across the country9, Luton was identified as 11th of 150 highest local authorities for physical inactivity -estimating that there were 306.7 per 100,000 premature deaths per year4.

Public Health Outcomes Framework In 2013, more than 1 in 3 (31.1%) of the adult population in Luton were physically inactive – a reduction from 2012 (35.9%). This is higher than England but compared to 2012 no longer significantly higher. The percentage of physically active adults in Luton achieving at least 150 minutes of physical activity per week was 50.6% in 2013 (an increase by 2.6% from the previous year) – although this remains significantly lower, the gap to England is closing. The rank previously was 11th highest of 152 local authorities for physical inactivity (2012). This has now improved to 54th lowest of 152 local authorities for physical inactivity (2013).

A key component of the strategy is to ensure high quality of sports facilities and programmes of activity which contribute to reducing health inequalities across the Borough for all age groups. This being co- ordinated through the overarching steering group and relevant delivery groups (As per page 6)

In terms of delivery programmes, there is an evidence-focused imperative via to focus more sport/health and wellbeing services, activities, initiatives towards the areas with the lowest levels of participations and greatest levels of health inequalities – this mainly being area’s central and south.

Community Cohesion – A better quality and adequate supply of sports facilities for Luton’s residents should also have a positive impact on community cohesion as sport is seen to often transcend cultural barriers and seeks to bring people together from all segments of the community.

9 UK Active (2014) Turning the tide of inactivity

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For advice and support from the Strategy & Sustainability Team click here

4. Impacts on the natural & built environment Environment Impacts If you have identified any impacts related to the built and natural environment10, low carbon11 and waste minimisation please describe here what this may be and who or where you believe could be affected (please see footnote below)

Is the proposal likely to impact on the waste hierarchy which includes issues shown in the table below:

Waste Hierarchy

It is proposed that the strategy will have a positive effect on the built environment as the three themes of protect, provide and enhance are all about improving the current and future provision of sports facilities.

For advice and support on Economic Development click here

5. Economic Impacts If you have identified any impacts related to Luton’s economy and businesses 12, creating jobs13 or improving skill levels 14, please describe here what this may be and who or where you believe could be affected (– please see footnote below)

10 Is the proposal likely to Impact on the built and natural environment covers issues such as heritage, parks and open space, cleanliness, design, biodiversity and pollution. 11 Is the proposal likely to impact on low carbon includes issues such as use of energy, fuel and transport. 12 Is the proposal likely to impact on Luton’s economy and businesses for example by creating an opportunity to trade with the Council, support new business opportunities? 13 Is the proposal likely to impact on the creation of new jobs in the local economy? This will also link to health and well- being and the reduction of poverty in the social box. 14 There are significant skills gaps in Luton’s economy. Is the proposal likely to create opportunities for up skilling the workforce or to create apprenticeships?

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Guidance Notes: Please use this section to describe the social impacts and detail any specific actions or mitigations in the action plan below.

Please detail all actions that will be taken to enhance and maintain positive impacts and to mitigate any negative impacts relating to this proposal in the table below:

Action Deadline Responsible Intended Outcome Date Completed/ Officer Ongoing

A review of the action plan will be prompted 6 months after the date of completion of this IIA

Key Contacts: Adam Divney – Commissioning Manager Karen Fletcher – Commissioning Officer Sandra Legate – Equalities Manager Chimeme Egbutah – Advanced Health Specialist

Next Steps

 All Executive Reports, where relevant, must have an IIA attached

 All report authors must complete the IIA section of Executive Reports (equalities, cohesion, inclusion, health, economic, business and environment)

 All reports are to be forwarded to the Social Justice Unit, Public Health and Strategy & Sustainability Unit for sign off in time for Executive deadline

 On the rare occasion that the Social Justice Unit are unable to sign off the report, e.g. recommendations are in breach of legislation, a statement will be submitted by Social Justice Unit Manager or Equality and Diversity Policy Manager

Completed and signed IIA’s will be published on the internet once the democratic process is complete

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Corporate Plan http://intranet/SupportServices/Document%20library/Corporate%20plan%2011th%20July%202011.doc

Equality Charter http://intranet/SupportServices/socialjustice/Document%20library/Equality%20charter.pdf

Social Justice Framework http://www.luton.gov.uk/Community_and_living/Lists/LutonDocuments/PDF/Social%20Justice/Social% 20Justice%20Framework%202012%20-2026.pdf

Family Poverty Strategy http://www.lutonforum.org/Forum/Documents/Family-Poverty-Strategy-Final-October2011_001.pdf

Joint Strategic Needs Assessment (JSNA) http://www.luton.gov.uk/Council_government_and_democracy/Lists/LutonDocuments/PDF/Consultatio n/Reports/Final%20JSNA%202011.pdf

Community Involvement Strategy http://www.lutonforum.org/Forum/Documents/CISfinaljune2010.pdf

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For: (x) Agenda Item Number: Executive Report intended for (please delete as appropriate) Meeting Date: distributed by email on 05.02.15 Overview and Scrutiny 18.02.15 Report of: Adam Divney Report author: Mike McMahon

Subject: Indoor Sports Facilities Strategy Consultations: (x) Councillors X Scrutiny Lead Executive Member(s): Cllr Aslam Khan Stakeholders X Wards Affected: All Others

Recommendations 1. To comment on the overall proposals of the Indoor Sports Facility Strategy. Comments will be collated and reviewed as part of the overall consultation with local organisations (involved with the delivery of indoor sport) on the finalised document.

Background 2. This report provides information on the development of a new 2015–2021 Indoor Sports Facilities Strategy (ISFS) for Luton.

3. In January 2014, Luton Borough Council commissioned Knight, Kavanagh, & Page (KKP) to deliver a Strategic Needs Assessment which underpins the ISFS (See appendix 2).

4. The ISFS forms part of the Council’s wider ‘Strategic Vision for Sport and Physical Activity in Luton’, which was approved by Executive in June 2013. This vision provides an outcomes framework and outlines the Council’s ambitions, aims and objectives in relation to sport and physical activity. Essentially, the ISFS is the ‘built facilities’ element of this work stream and also follows on from Luton’s Playing Pitch Strategy, which was adopted by Executive in August 2014.

5. The ISFS was developed alongside key stakeholders including Active Luton and Sport England and provides an investment framework for indoor sports facility provision within Luton and is a key planning tool which helps local authorities to make informed decisions about future indoor sports provision.

6. The ISFS utilises the Sport England ‘Facilities Planning Model’ and contains a full audit of sports halls in the local authority area, including those not available for community use, regardless of ownership.

7. Sport England is responsible for promoting and investing in sport in England, helping the Government meet its sporting objectives and distributing both Lottery and Exchequer funds to sport. There is an expectation from Sport England that local authorities have an ISFS in place that underpins any application for Sport England funding streams.

The current position 8. The ISFS is a six-year strategy that builds upon conclusions as set out in the Indoor Sports Facilities Needs Assessment and aims to provide a clear, coherent way forward for the management and delivery of sports facilities in Luton.

9. It is a plan for the Borough and whilst Luton Borough Council (LBC) has been the key driver, it Page 191 of 207 is expected that plans and actions emanating from it can only be delivered in partnership with other key stakeholders.

10. The vision statement for the ISFS is “To create a high quality and sustainable indoor sports facility offer which provides accessible and inclusive activities for all Luton citizens leading to increased participation and active lifestyle, thereby meeting community need.”

11. The vision is also reflective of the wider aspirations of other local strategic documents and based on a framework of strategic objectives that in turn reflect Sport England’s planning aims and objectives i.e. to Protect, Provide and Enhance.

12. The strategy looks to address a range of fundamental challenges including (but not limited to) population increases and increased demand - especially school age and the ‘grey market’ as well as ensuring appropriate facility access for residents (particularly those who reside in areas of high deprivation) who are currently inactive and need to become more active and healthy.

13. The previously completed Indoor Sport Needs Assessment (attached as appendix 2) was conducted, including an audit of facilities, with supply and demand analysis and broken down into individual sports. These sites include a mixture of Council sites, Active Luton sites, education sites, and private sites. Key findings from the Indoor Sport Needs Assessment included the following:

Sports Halls – an unmet current demand of 4 (4.28) badminton courts, though in terms of quality of current provision, the majority of halls are rated as good or above average. This unmet demand will rise to 13 courts with the projected increase of 18,000 dwellings in the Borough. Also, given the fragmented nature of management arrangements for sports halls; no single organisation is taking a lead on programming activity across the Borough, although Active Luton does have a good understanding of current activity. Swimming Pools – there is currently an over provision of water in the Authority area (equating to approximately 2 lanes of 25m swimming pool). It also notes the strategic importance of Denbigh pool with regards to the communities it serves and the associated health deprivation within those local wards. The projected growth in population is likely to place the current facilities under increasing pressure. Indoor Bowls – currently there is sufficient provision, however, with a projected increase in an older population (particularly 55-64 yrs) it is likely that the demand for bowls will grow. Indoor Tennis – the assessment notes the strategic importance of Venue 360 and the need to work in partnership with the Lawn Tennis Association to maintain these facilities. Indoor Cricket – reflecting the findings of Luton’s Playing Pitch Strategy, there is also an unmet demand for indoor cricket within Luton and, given the space constraints that Luton faces, it is suggested that delivery partners should seek to develop opportunities to further develop indoor cricket facilities.

14. More broadly, the needs assessment also acknowledges the importance of educational sites as facilities which can help alleviate unmet demand and play a significant contribution to Luton’s sport and recreational offer to its residents.

15. The ISFS outlines current and future challenges for facilities, based on a sport-by-sport basis and sets out a list of key strategic priorities for consideration. Strategic priorities then lead into a set of strategic objectives which are underpinned by Sport England’s planning aims and objectives.

16. The ISFS also sets out a facilities hierarchy, recommending a four-tier model of facilities, broken into key borough facilities, dedicated community facilities, neighbourhood facilities and local facilities. This hierarchy seeks to inform the facility-based action plan element of the strategy, which also includes sport-specific recommendations. 17. It is proposed the action plan is combined with the existing Playing Pitch Strategy action plan Page 192 of 207 and for this to continue to be the focus of the Sporting Environment (sub group) of Luton’s Strategic Vision for Sport and Physical Activity (see supporting IIA, p6).

Goals and Objectives 18. The production of a 2015-2021 Indoor Sports Facilities Strategy that provides;  a clear, coherent way forward for the management and prioritisation of sports facilities in Luton, using Sport England’s ‘Provide, Protect and Enhance’ approach;  a sound evidence base for applying to Sport England funding;  an investment structure to offer residents quality leisure facilities of which they can be proud and that ensure sport and physical activity programmes delivered within these facilities help to increase regular participation in sport, especially amongst the Authority’s targets groups, as outlined in the Vision for Sport and Physical Activity (2013).

Proposal 19. For Overview and Scrutiny to provide guidance/ feedback on the following:

 To comment on the overall proposals of the Indoor Sports Facility Strategy. Comments will be collated and reviewed as part of the overall consultation with local organisations (involved with the delivery of indoor sport) on the finalised document.

Key Risks 20. Without an Indoor Sports Facilities Strategy and accompanying action plan, the Council will be limited to take recommendations forward and prioritise accordingly in order to improve the provision of indoor sports facilities in Luton. 21. Without an Indoor Sports Facilities Strategy, Luton has less chance in receiving Sport England funding to improve its sporting facilities. 22. Without adequate resources it will not be possible to deliver the plan, as currently a number of sites have yet to be identified for resources.

Consultations 23. Consultation with key stakeholders has taken place through the process of producing the ISFS and accompanying Needs Assessment e.g. with Active Luton, sports governing bodies, schools however limited stakeholders have seen the strategy in its entirety. 24. There is a recognition that this consultation should also take the opportunity to include some specific questions on access to facilities from both a cultural and disability perspective.

Appendices and additional background papers attached: 1. Indoor Sports Facilities Strategy (2015-2021) 2. Indoor Sports Facilities Needs Assessment (March 14) 3. Integrated Impact Assessment (IIA)

IMPLICATIONS

Clearance to be agreed by: Legal The Legal implications are contained within the Kemi Onakoya, Principal body of the report Solicitor, 26th January 2015 Finance This ISFS report and supporting appendices Agreed by: outlines the strategy required to enable funding to Comie Campbell be sourced. Finance Manager - HCL and Public Health 26th January 2015 Page 193 of 207 Equalities The IIA that was undertaken indicated a largely Agreed Sandra Legate positive impact and this being underpinned by an Equality and Diversity extensive delivery plan, which is being Policy Manager 20/01/15 coordinated by LBC and delivered by a range of partners throughout the town. Environment There are no direct environmental implications to Agreed by Strategy & what is proposed in this report. If funding is Sustainability Manager on attracted to improve and expand the current the 10/02/2015. provision the associated environmental and health impacts are likely to be positive. Heath The ISFS is a strategy that sits under the broader Agreed by Morag Stewart approach to physical activity as identified in 26.01.15 Luton’s Vision for Sport and Physical Activity. Health inequalities and wellbeing are covered in more depth in the vision document – rather than the ISFS. It is anticipated that overall there will be a positive impact in terms of improving health outcomes and reducing obesity if the ISFS is delivered in line with the vision for sport and physical activity in Luton. Community Safety Staffing Other

FOR EXECUTIVE ONLY - Options:

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OVERVIEW AND SCRUTINY BOARD AGENDA ITEM: 11

DATE OF MEETING: 18th February 2015

REPORT AUTHOR: Councillor Hinkley/Angela Fraser

SUBJECT: Domestic Violence Scrutiny Task and Finish Group – Final Report on Recommendations – February 2015

TO FOLLOW ITEM:

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AGENDA OVERVIEW AND SCRUTINY BOARD ITEM: 12

DATE OF MEETING: 18TH FEBRUARY 2015

REPORT AUTHOR: EUNICE LEWIS (Democracy and Scrutiny Officer)

SUBJECT: OVERVIEW AND SCRUTINY WORK PROGRAMME FEBRUARY TO APRIL 2015

PURPOSE:

1. To enable the Overview and Scrutiny Board to plan and determine its work programme.

RECOMMENDATIONS:

2. Examine the current Overview and Scrutiny Board work programme at Annex A and make any amendments accordingly.

3. Determine which items on the Executive forward plan at Annex B, the Board wishes to include as an item in the work programme.

4. Note that responsibility for making any urgent changes to the work programme between meetings be delegated by the Board to the Democracy and Scrutiny Team Leader, in consultation with the Chair of the Overview and Scrutiny Board.

REPORT:

5. The Overview and Scrutiny Board is responsible for managing the Overview and Scrutiny work programme. The Board agreed that for an item to be placed onto the work programme, it must score highly against the topic selection criteria. Meaning, issues that therefore score highly are those that are of concern to elected members’ constituents.

6. Any urgent changes to the work programme between publication of this agenda and report and the Board meeting will be reported to the meeting by the Democracy and Scrutiny Team Leader.

7. Members are asked to consider and note the report.

Page 196 of 207 LUTON BOROUGH COUNCIL

FORWARD PLAN OF KEY DECISIONS FROM 9th MARCH 2015

EXECUTIVE MEMBERSHIP: Councillors Akbar, Ashraf, N. Ayub, Hussain, A. Khan, K. Malik, Shaw, Simmons, Taylor and Timoney.

Commencing from Monday 9th March 2015 the Council plans to make key decisions on the issues set out below. Key decisions relate to those which are likely:

 to result in the local authority incurring expenditure which is, or the making of savings which are, significant having regard to the Council's budget for the service or function to which the decision relates; or

 to be significant in terms of its effects on communities living or working in an area comprising two or more wards or electoral divisions in the area of the Borough.

The Forward Plan lists the business undertaken by or on behalf of the Executive and will be published 28 days prior to each Executive meeting. Those items identified for decision more than 28 days in advance may change in forthcoming Plans. There may also be occasions where a key decision is deferred to a later meeting. Each new Plan supersedes the previous Plan. Any questions regarding individual issues should be addressed to the contact specified in the Plan. The agendas and Forward Plans for meetings of the Executive will be published as follows:

Forward Plan Published Publication of Agenda Executive Meeting Date Forward Plan Published Publication of Agenda Executive Meeting Date 6th February 2015 26th February 2015 9th March 2015 27th March 2015 16th April 2015 27th April 2015 9th March 2015 25th March 2015 7th April 2015

Link to published Executive Agendas, Reports and Decisions: http://democracy.luton.gov.uk/cmis5public/Documents/PublicDocuments.aspx

Note:

From time to time there will be a necessity to consider issues which will result in key decisions being taken which are not included in the Forward Plan, e.g. items of an extreme urgency, consultation papers issued by Government. Executive meetings are open to the public except to the extent that the public are excluded under paragraph 4(2) of The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. (4(2)(a) Confidential information. 4(2)(b) Exempt Information. 4(2)(c) lawful power to exclude person to maintain orderly conduct of the meeting.))

This is a Formal Notice under the Local Authorities (Executive Arrangements)(Meetings and Access to Information)(England) Regulations 2012 that part of the Executive meeting listed in this Forward Plan will be held in private because the agenda and reports for the meeting will contain exempt information under Part 1 of Schedule 12A to the Local Government Act 1972 (as amended) and that the public interest in withholding the information outweighs the public interest in disclosing it.

The last page of this document sets out the definitions of Exempt Information under Paragraphs of Part 1 of Schedule 12A of the Local Government Act 1972.

Any correspondence to be addressed to: The Head of Policy and Performance, Luton Borough Council, Town Hall, Luton, LU1 2BQ unless otherwise stated.

Page 197 of 207 LUTON BOROUGH COUNCIL FORWARD PLAN OF KEY DECISIONS AND KEY ISSUES

Title Key decisions Decision Date of Documents Exclusion of Contacts/ and key issues maker decision submitted for public required Lead Executive consideration Member(s) Treasury Management To borrow and invest, and to Head of Ongoing with dates Record of N/A Dave Kempson decisions on borrowing restructure borrowings where Corporate dependent on decisions (01582) 546087 and investments to appropriate, in order to optimise the Finance financial market optimise the Council’s Council’s financial position while conditions Councillor Ashraf financial position minimising risk and ensuring that all actions are in accord with the Council’s treasury management policy and strategy.

Housing Strategy To seek Executive approval to the Executive 9th March 2015 Report No Alan Thompson 2014-2018 publication of the amended Local (01582) 546232 Housing Strategy for Luton. (10th March 2014) Councillor Shaw

Community Offer To consider the results of Executive 9th March 2015 Report No Jayne Robinson Review consultation and approve the (01582) 547952 proposals. (20th October 2014) Councillor K. Malik

Transfer of New To provide feedback and Executive 9th March 2015 Report No Tracey Brennan Horizons to a recommendations based on the (01582) 547886 Charitable findings of consultation and the (20th October Organisation outcome of the investigation to 2014) Councillor Hussain identify a suitable provider.

Luton Local Plan for To report the summary of Executive 9th March 2015 Report No Chris Pagdin/Kevin Owen Consultation representations to the draft Luton (01582) 546329/547087 (REVISED) Local Plan consultation and (20th October schedule of proposed responses 2014) Councillor Timoney and to update the timetable to Pre- submission consultation in the light of progress on cross boundary planning under the ‘duty to co- operate’.

Page 198 of 207 LUTON BOROUGH COUNCIL FORWARD PLAN OF KEY DECISIONS AND KEY ISSUES

Title Key decisions Decision Date of Documents Exclusion of Contacts/ and key issues maker decision submitted for public required Lead Executive consideration Member(s) Proposed savings to To seek Executive approval so that Executive 9th March 2015 Report No Simon Ashley be achieved by work can start on redesigning the (01582) 548170 redesign of the youth youth work service. (15th December work service. 2014) Councillor Akbar

Refuse Restructure To seek Executive permission to Executive 9th March 2015 Report No Alex Constantinides / Alex commence a restructure and to (7th April 2015) Greene (01582) 547282 / implement other proposed changes 546888 to the Refuse Collection Division Councillor Taylor

Final Report of the To report the conclusions and Executive 9th March 2015 Report No Chair of the Task & Finish Task and Finish recommendations of the ‘Domestic Group on Domestic Group on Domestic Violence’ Task and Finish Group Violence - Councillor Violence Final Report Hinkley.

Councillor N. Ayub

Adoption of a Policy To seek approval for the adoption of Executive 9th March 2015 Report No Rick Donnelly on Community Asset a Policy on Community Asset (01582) 547075 Transfer Transfers Councillor Timoney

Corporate Parenting To seek Executive approval to the Executive 9th March 2015 Report No Sally Rowe / Glen Denham Board amended terms of reference for the (01582) 548400 / 548318 Corporate Parenting Board. Councillor Akbar

Performance and For Executive to note the Quarter 3 Executive 9th March 2015 Report No Dave Kempson / Nicola Finance Monitoring finance and performance monitoring Perry (01582) Q3 results for 2014/15 and to approve 546087/546073 any recommendations arising from the latest position. Councillor Ashraf

Page 199 of 207 LUTON BOROUGH COUNCIL FORWARD PLAN OF KEY DECISIONS AND KEY ISSUES

Title Key decisions Decision Date of Documents Exclusion of Contacts/ and key issues maker decision submitted for public required Lead Executive consideration Member(s) NEW – Work To seek Executive approval of the Executive 9th March 2015 Report and No Sandra Comerasamy Programme for programme for capital Highway Appendices (01582) 547320 Integrated Transport works for 2015/16. and Highway Councillor Taylor Maintenance

NEW – The proposed To seek Executive approval to the Executive 9th March 2015 Report No Jo Fisher (01582) 548006 transfer of the Junior proposed transfer of the Junior Attendance Centre Attendance Centre to Luton Councillor Akbar (JAC) in Luton from Borough Council. the National Offender Management Service (NOMS) to Luton Borough Council

NEW – Admission To seek Executive approval for Executive 9th March 2015 Report and No Debbie Craig (01582) Arrangements for the 2016/17 admission Appendices 548015 Community Schools arrangements for Luton’s 2016/17 Community Schools, following Councillor Akbar consultation.

Strategic Review of To advise Executive of the review of Executive 7th April 2015 Report No Alex Constantinides / Ken the Commissioning Passenger Transport. Toye and Provision of (17th November (01582) 547282/548096 Passenger Transport 2014) Councillor Taylor

Treasury To report the treasury management Executive 7th April 2015 Report No Barry Crick Management Activity activity to date to the Executive (01582) 546117

Councillor Ashraf

Extended Transitional To seek Executive approval to Executive 7th April 2015 Report No Sue Nelson / Clive Jones Relief adopt the Extended Transitional (01582) 547094 / 546450

Page 200 of 207 LUTON BOROUGH COUNCIL FORWARD PLAN OF KEY DECISIONS AND KEY ISSUES

Title Key decisions Decision Date of Documents Exclusion of Contacts/ and key issues maker decision submitted for public required Lead Executive consideration Member(s) Rate Relief frame work attached and award on qualifying application Councillor Ashraf the relief from the 1st April 2015 to the 31st March 2017 as part of the Discretionary Rate Relief policy framework.

NEW – Future To seek approval to the Executive 27th April 2015 Report No Morag Stewart (01582) Provision of Sexual recommendations for future 548438 Health Service provision of Sexual Health Services in Luton. Councillor Aslam Khan

NEW – February To present the results of the final Executive 27th April 2015 Report No Dave Kempson / Tim Lee Budget Monitoring budget monitoring forecast for (01582) 546087 / 546094 2014/15 and seek Executive approval to any recommendations Councillor Ashraf arising from the latest position.

Page 201 of 207 LUTON BOROUGH COUNCIL FORWARD PLAN OF KEY DECISIONS AND KEY ISSUES

EXEMPT INFORMATION SUMMARY OF THOSE MATTERS WHICH BY VIRTUE OF PART 1 OF SCHEDULE 12A OF THE LOCAL GOVERNMENT ACT 1972 MAY BE DISCUSSED IN PRIVATE

Paragraph No.

1. Information relating to any individual.

2. Information which is likely to reveal the identity of an individual.

3. Information relating to the financial or business affairs of any particular person (including the authority holding that information).

4. Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour related matter arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority.

5. Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings.

6. Information which reveals that the authority proposes:

(a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or (b) to make an order or direction under any enactment.

7. Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime.

Page 202 of 207 ANNEX A

Meeting Date: Wednesday 22nd October 2014 Time: 6.00 Executive Meeting date: Monday 20th October 2014 Reminder Date: 25th September 2014 Deadline for Titles: 2nd October 2014 Deadline for Reports submission: 9th October 2014 Responsible Democracy and Scrutiny Officer: Angela

Item Report author and format Housing Control Centre Review – Head of Housing progress update Written report Allocations Review – progress Head of Housing update Written report Sheltered Housing Review – Head of Housing progress update Written report Wardown Park Suspension Bridge Barry Timms/Alex Constantinides – update Written report CCTV Surveillance Annual Report Rachel Doyle/Roger Kirk – Moved from 27th August meeting at the request of Roger Kirk Gangs and Violent Youth Crime Laura Church/Katy Bodycombe Strategy Presentation OSB Work Programme 2014/15 Democracy and Scrutiny Team Leader and Executive Forward Plan Written report

Page 203 of 207 ANNEX A

Meeting Date: Tuesday 25th November 2014 Time: 6.00 p.m. Executive Meeting: 17th November 2014

Reminder Date: 29th October 2014 Deadline for Titles: 5th November 2014 Deadline for Reports submission: 12th November 2014 Responsible Democracy and Scrutiny Officer: Eunice Item Report author and format Major Projects: Colin Chick/Keith Dove/Phil  Luton Dunstable Cunningham Busway – Financial Agreement  Junction 10a – is the scheme on time and on budget DV – Final Report – 24th Chair + AF November 2014) Report Author Chair of DV and AF??? (Please confirm) Community Offer?? Jayne Robinson – Luton Excellence Local Development Plan Chris Pagdin (Request for it to be reported in the new year) Email from Kevin Owen Written Report Amended Local Housing Mo Harkin Strategy Written Report School Governors Task and Matt Hussey Finish Group – Scoping Document Term-time Leave from School Simon Ashley and the Use of Penalty Written Report (as per Notices telephone conversation on 20/10/14) Quarter 2 – 2014-15 Nicola Perry/Siddique Israr Performance Report Email from Nicola on 6/11/14 OSB Work Programme Democracy and Scrutiny 2014/15 and Executive Team Leader Forward Plan Written report

Page 204 of 207 ANNEX A

Meeting Date: Wednesday 14th January 2015 Time: 6.00pm Executive Meeting: 12th January 2015

Reminder Date: 15th December 2014 Deadline for Titles: 22nd December 2014 Deadline for Reports submission: 31st December 2014 Responsible Democracy and Scrutiny Officer: Angela

Item Report author and format Independent Inquiry into Child Sally Rowe – Corporate Director Children Sexual Exploitation in Rotherham and Learning – Prevention Measures In Luton/Lessons (Request at OSB meeting on 27th August 2014) GoVia Thameslink – Future Plans Keith Dove (to arrange)

Presentation by Larry Heyman, Integrated Partnership Manager Local Flood Risk Management Keith Dove / Kat Wysocka Strategy Report on Managed Repeat Prescribing Chair of HSCRG/Eunice Lewis – Scrutiny and Recommendations from Scrutiny Officer (To follow) Health and Social Care Review Group Term Time Leave from School and the Simon Ashley (withdrawn from 24th Nov 2014 Use of Penalty Notices – pulled at request of officer on 5th January 2015). OSB Work Programme 2014/15 Democracy and Scrutiny Team Leader and Executive Forward Plan Written report

Page 205 of 207 ANNEX A

Meeting Date: Wednesday 18th February 2015 Time: 6.00 p.m. Executive Meeting: 9th February 2015 Reminder Date: 22nd January 2015 Deadline for Titles: 29th January 2015 Deadline for Reports submission: 5th February 2015 Responsible Democracy and Scrutiny Officer: Eunice

Item Report author and format  Educational Outcomes in John Wrigglesworth/Craig Smith Luton Schools 2014 – Foundation Stage to KS4 Written report  outcomes from Barnfield and Luton VI Form College and Academies  Update on Apprenticeships

- Highways and Performance Graham Turner (Members wish to know how (moved to April meeting at request of officer) the department is currently managing customer expectations/What is the approach to customer care/an overall picture of service delivery would be helpful) - Requested at OSB meeting on 27th August 2014

Term Time Leave from School and the Simon Ashley (withdrawn from 24th Nov Use of Penalty Notices 2014) If not submitted at the January meeting. Indoor Leisure Facilities Strategy Mike McMahon/Adam Divney (x6201) Local Development Plan Chris Pagdin (Request for it to be reported in the new year) Written Report - Kevin Owen (moved to July/August meeting 2015)

DV – Final Report – 24th Chair + AF November 2014) Report Author Chair of DV and AF OSB Work Programme 2014/15 Democracy and Scrutiny Team Leader and Executive Forward Plan Written report

Page 206 of 207 ANNEX A

Meeting Date: Tuesday 7th April 2015 Time: 6.00 p.m. Executive Meeting: 7th April 2015

Reminder Date: 12th March 2015 Deadline for Titles: 19th March 2015 Deadline for Reports submission: 26th March 2015 Responsible Democracy and Scrutiny Officer: Angela Item Report author and format Luton Dunstable Busway – Update Keith Dove/Phil Cunningham on useage/revenue information Taxi Licensing – How is the new Laura Church regime working - Highways and Performance Derek Wright (Members wish to know how (moved to April meeting at request of officer) the department is currently managing customer expectations/What is the approach to customer care/an overall picture of service delivery would be helpful) - Requested at OSB meeting on 27th August 2014

OSB Work Programme 2014/15 Democracy and Scrutiny Team Leader and Executive Forward Plan Written report Amended Housing Strategy Allan Thompson moved from 25th November meeting at the request of Allan Thompson

Page 207 of 207