Tonbridge & Malling Borough Council Leisure & Arts Strategy 2008-2013

www.tmbc.gov.uk Foreword

I would like to welcome you to the Leisure and Arts Strategy 2008 - 2013 and I hope that you too will be enthused by the vision and themes that will shape and provide our residents with all aspects of leisure and arts throughout our Borough for the next five years. You will see how we work in partnership with all sectors of the community to enable best delivery of our services to everyone; how important feedback is from our residents in maintaining and improving what we have. Key issues have been identified, prioritised and actions planned to address these issues. Leisure & Arts Strategy 2008-2013 With this Leisure and Arts Strategy, Leisure Services will continue to provide excellent This document describes how the Council’s services for all our residents Leisure Services will be provided across Contents the borough up to the year 2013. It sets out 4/5 Map of leisure facilities policies, key issues and actions to ensure our 6 Vision for Leisure and Arts; Introduction; Cabinet Member for local community can continue to benefit from Strategic Framework – Leisure, Youth & Arts a wide range of high quality local leisure and 7 Themes; Linking this Strategy to arts opportunities. corporate and regional strategies This Strategy will help the Council to deliver Key aims; Why the Council is providing 8 The Council is responsible for leisure facilities and services that include: its corporate priorities, most importantly to Leisure Services The value of working with others; Scale promote, encourage and provide opportunities 9 The Angel Leisure Centre, Sportsgrounds for healthy living, to give priority to meeting the of Leisure Services needs of young people, to reduce anti-social 10 Involving the Public; Public Satisfaction Tonbridge Swimming Pool Sports and Arts Development behaviour and to achieve a cleaner, smarter and 11 Achievements since the last Strategy better maintained street scene and open space Larkfield Leisure Centre and Grounds Leisure Services overall environment. It sets out a policy framework which 12 service delivery; Staff; Cost; Policy; Poult Wood Golf Centre Tourism Services the Council’s Leisure Services and its partners Key Issues; Measuring performance will use to enable a` co-ordinated and integrated Leybourne Lakes Country Park Festival of Music and Fireworks 18 Indoor leisure approach to provision of leisure and arts facilities 22 Outdoor leisure Summer Playscheme/Activate/Y2 Crew and service over the next five years. It will ensure future decisions on the 26 Leisure development Tonbridge Cemetery Youth Forum prioritisation of resource allocation are based 30 Implementation and monitoring on a set of principles and policies that are Allotments in Tonbridge Capital Grants Annexes realistic and clearly understood, and be a key mechanism to make certain the needs 1. The consistent development of Children’s Play Areas Community Events 32 and aspirations of the local community are corporate priorities to service actions Public Open Spaces and Woodlands Revenue Grants translated into effective facility provision and 33 2. Our partners service delivery within available resources.

3 Leisure & Arts Strategy 2008-2013 Major Leisure Facilities in Buckmore Park Go-Kart Track

Oast Park Golf Course

Key Burham Trosley Country Park Samays Youth Centre Leisure Centre/ Leybourne Lakes Swimming Pool Country Park Aylesford Friary Castle

Country Park Wrotham Heath Golf Club Aylesford Rugby Club

Woodland & Parks

Golf Course West Malling Golf Course i Tourist Information Gokarting Manor Park Country Park Youth Centres Kings Hill Ightham Mote David Lloyd Centre Tourist Attractions Kings Hill Golf Club Arts Centre Old Soar Sports Ground Manor

Oast Theatre

Tonbridge School East Peckham Family Park Nizels Golf Course

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Linking this Strategy to corporate and regional strategies The Council is committed to work towards improving the quality of life in Tonbridge and Malling. This Strategy cannot work in isolation. It has been prepared to work alongside, and has been influenced by, other Council strategies, plans and corporate priorities. In addition to the Council’s Community Strategy, this Leisure and Arts Strategy is in accord with a number of other strategies and plans of direct relevance including: • Local Development Framework including the Tonbridge Town Centre Action Plan • The Open Space Strategy • The Playing Pitch and Local Play Strategies Vision for Leisure and Arts Strategic Framework • The Crime and Disorder Reduction Strategy Ten themes have been selected to underpin • The Leisure Services Business Unit Business Plan A borough where residents and visitors are able to enjoy and have good access the Strategy, to act as a framework to focus on issues that concern the community. This to high quality leisure and arts facilities/activities in safety, and a place where the • The Council’s Climate Change Strategy approach strengthens the links across the • Local Agenda 21 Action Plan natural, built and social environment is sustained for future generations. leisure service areas, and assists the Service’s integration and fit with the Council’s corporate • The Nature Conservation Strategy priorities. It is important that these themes are • The Youth Agreement Introduction embedded in the operational service delivery. • The Council’s Leisure Best Value Review Leisure and arts are worthwhile in themselves, Tonbridge & Malling Borough Council covers an Improvement Plans and contribute to enjoyable and fulfilling area of 92 square miles of Kent 30 miles from The ten themes • The Council’s Cycling Strategy experiences for all. Leisure and arts can London. The borough has a diverse character • Haysden Country Park Management Plan enrich people’s quality of life whether they are including the North Downs Area of Outstanding Healthy Living1 participants, observers, volunteers, employees, Natural Beauty, the River Medway Valley and • Leybourne Lakes Country Park 1 Management Plan or supporters. The health benefits they offer a significant area of the Weald of Kent. Its Young People are well recognised and the opportunities settlements are equally diverse, ranging from Fair Access for All This revised Strategy is the Council’s fourth they provide for community involvement and Snodland and Wouldham in the north, to local Leisure & Arts plan since 1991. developing a sense of belonging can help to Tonbridge in the south: from Walderslade and Caring for the Environment promote social cohesiveness. Leisure facilities Relevant Regional Strategies and Plans include: Aylesford in the east to Borough Green and 1 and services also play a key role in addressing Tackling Climate Change Ightham in the west, 29 miles south east of • Mission Possible. Sport England South East crime and disorder and there are close links Plan for Sport 2004 - 2008 London. The Council serves 107,561(Census Working in Partnership with the work of the borough’s Community 2001) people of whom 64 per cent live in • Our agenda for the arts in the South Safety Partnership. It is the Borough Council’s Public Access and Involvement the two main conurbations of Tonbridge and East 2006-8. Plans and priorities of Arts aim to encourage, develop and make Quality and Excellence Council South East sustainable improvements to the delivery of the Medway Gap (comprising Snodland, 1 leisure and arts services in order to ensure that Leybourne, West Malling, Kings Hill, East Crime and Disorder Reduction • Every Child Matters: Change for Children Malling, Larkfield, Ditton and Aylesford), with facilities and opportunities are available for the Risk Management • Children, young people and the arts. South benefit of all residents and visitors subject to the remaining 36 per cent scattered in the small East Regional Strategy 1 the realistic financial constraints within which towns and villages throughout the Borough’s Denotes key corporate priorities • On Your Marks...Get set...Go! Tourism South the Council operates. rural area. East Visitor Plan

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Key aims Why the Council is The aims incorporate the strategic themes which involved in leisure are identified in brackets following each aim. Leisure and Arts are largely a non-statutory • To offer a high quality and varied programme service but play an essential role in assisting of leisure and arts opportunities that promote the Council to meet its key corporate priorities. an active and healthy lifestyle thus enhancing The Service is provided: quality of life across the borough (Healthy living; Quality and excellence) • To enable everyone to appreciate and participate in leisure and arts • To provide good quality leisure and arts opportunities for young people which are • Because leisure and arts are intrinsically accessible and have been endorsed through worthwhile consultation with them (Young people; Quality and excellence) • Because healthy lifestyles contribute to people’s quality of life • To ensure that in all forms of public leisure and arts provision, equality of opportunity • Because children and young people benefit and principles of equity are upheld to deliver from play fair access for all (Fair access for all) • Because leisure and arts • To provide a safe, clean, pleasant and help tackle the causes of sustainable leisure environment in which crime and disorder residents and visitors can enjoy their leisure • Because the high quality time (Caring for the environment; Healthy indoor and outdoor living; Risk management) facilities including open • To act as a catalyst and assist others in spaces provide excellent the provision and delivery of appropriate opportunities for the The value of working Leisure Services has developed a number of leisure and arts facilities and services within whole community highly successful partnership arrangements available resources (Working with others) with others including Parish/Town Councils, Kent County • Because strategic management is required Council Youth Service, Local Schools and • To provide a responsive service which meets to sustain a range of diverse facilities that In order to be implemented fully, the Strategy the expressed needs and aspirations of the Colleges, private sector sub-contractors, offer accessible opportunities to the whole adopts a partnership ethos that will assist in community and values their involvement West Kent Arts Partnership, Tonbridge Sports community co-ordinating the work of public, voluntary in development, design, enhancement, Association, Medway Valley Countryside and private sectors enabling leisure providers programming and operation (Public access • For the enjoyable experiences that can be Partnership and Heart of Kent Consortium. and involvement) made available to all and especially to young to work together for the good of the local (A full list of partners is on page 33.) people, the financially disadvantaged and community. No single organisation has all • To provide leisure and arts services and those most in need the resources or skills to deliver this Strategy Scale of Leisure Services facilities that support crime and disorder effectively. There is an increasing need for reduction and offer safe and secure • To improve places for people to enjoy leisure providers to work together to achieve Cost of Service £3.7m per annum opportunities for participation for the whole outdoor leisure the vision for leisure and arts. Total income £5m per annum community (Crime and disorder reduction; Risk management) • To increase the number of people Number of staff employed participating in leisure and arts One of the most important roles for Leisure 136 full-time equivalents • To protect and enhance the environmental Services is to act as enablers and facilitators • To ensure that heritage is properly and 1.35 million visits are made to our and ecological quality of the local working in partnership with a range of fully valued indoor leisure centres each year environment (Caring for the environment; organisations, agencies and individuals without Tackling climate change) 76 equipped play spaces and 147 • Because people need opportunities to make whom it would not be possible to provide a outdoor sports sites in the Borough • To increase participation and assist in the natural environment an enriching part of sustainable leisure service. The Borough raising standards of performance in leisure their everyday lives Council has a critical role to play in planning, £200,000 given out each year in grants to and arts activities responsive to identified co-ordinating and supporting the work of Parish Councils and voluntary organisations • So that provision continues to meet the community needs. (Healthy living; Quality 17,800 child attendances at borough wide highest achievable standards for health, others; and as an over-arching organisation it and excellence) holiday programmes safety, security and energy conservation can provide the leadership required. requirements

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Involving the Public • 95% of participants were satisfied with activity programmes in the Summer The Council as a whole aims to “improve the Playscheme public’s access to, and influence over, services provided by the Council…” • 94% of users were satisfied with Tonbridge Swimming Pool Our Consultation Strategy guides our approach to innovation in the way we carry out customer • 92% of users were satisfied with Leybourne research and consultation. The Tonbridge & Lakes Country Park Malling Residents’ Panel provides its views • 86% of users were satisfied with The Angel about local quality of life and priorities for Centre, Tonbridge improvement in the borough. • 77% of users were satisfied with safety and Leisure Services has consulted users through security of the principal open spaces approved market research in a number of ways • 74% of users were satisfied with Larkfield including: annual customer surveys, regular Leisure Centre meetings of Customer Panels, special research projects involving children and young people, a • More than 50% of residents were satisfied customer comment system, Mystery Shopper with the amount, quality and accessibility of assessments and use of the Residents’ Panel. open spaces Leisure Services are seeking to maintain In spite of overall high levels of public satisfaction and extend the comprehensive approach to with our facilities and services we consistently Major achievements resulting from the consultation using a wide range of methods. aspire to improve and exceed our customers and 2001-2006 Leisure Strategy include Increasingly we are using new technology as a residents expectations. Sport England National way of communicating with both users and non- Survey ‘Active People’ records a lower than • All indoor leisure sites highly commended users of our services. This includes websites national average level of active participation under Quest accreditation that keep the public informed and the extension amongst the borough’s residents. Key issues for • Completed a “best value” review that of on-line bookings and payments. improvement and how we hope to tackle them concluded the Council’s indoor leisure are outlined later in this Strategy. facilities should be managed ‘in-house’ Comments are invited from the public on this Strategy via the website, by email or by • Implemented access improvements to meet writing to Leisure Services, Council Offices, the needs of people with disabilities Gibson Building, Gibson Drive, Kings Hill, • Opened a soft play area at Larkfield West Malling, ME19 4LZ. (see page 30 Leisure Centre for details) • Protected Tonbridge Swimming Pool against flooding Public Satisfaction • Refurbished the Angel Centre In 2006/07 79 per cent of residents indicated that • Opened Leybourne Lakes Country Park they were satisfied with parks and open spaces • Re-roofed Tonbridge Castle and 64 per cent were satisfied with sports and • Achieved Green Flag Awards at leisure facilities overall. This result from a National Haysden Country Park and Leybourne Residents’ Satisfaction Survey that achieved Lakes Country Park the highest response rate in the whole country ranked TMBC 2nd out of 12 authorities in Kent, • Opened the Skate Park at Tonbridge 2nd compared to the CIPFA family group and Farm Sportsground 30th out of 238 districts nationally. • Opened the Tonbridge to Penshurst cycle route Other consultation findings have shown that: • Launched the Tonbridge and Malling Youth Website • 99% of users were satisfied with Haysden • Introduced Activate holiday programmes for Country Park young people • 97% of public open spaces and amenity • Provided community events to help areas were judged to be clean celebrate the Tour de France • Introduced healthy walking and cycling initiatives

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Overall Policy Statement • Encourage the whole community to develop and maintain active and healthier lifestyles Leisure Services will work in partnership with from childhood to old age. (Healthy Living) others to improve the quality of life, health and well being of residents and visitors to the borough, its • Support actions that value heritage and environment and economy through the provision of enhance the vitality of Tonbridge Town high quality, customer focused and cost effective Centre contributing to strengthening the local leisure and arts facilities and services. economy. (Quality and Excellence) • Promote and improve community safety Key Policies by providing opportunities for participation in leisure and arts activities within a risk The purpose of the key policies is to identify controlled environment. (Risk Management) service-wide priorities that enable common issues to be tackled by the three main service • Increase the local resident and business areas. The ten cross cutting themes feature community’s involvement in how the in the key policies. (Themes are shown in Council runs leisure services. (Public Access and Involvement) Structure of the Strategy Service Delivery brackets following each policy) • Manage health and safety and access • Work in partnership with others to deliver The next section of the Strategy is concerned issues in response to legislation and Arrangements leisure and arts services in accordance with Leisure Services overall, its structure, identified best practice. (Risk Management) staffing and service delivery arrangements. The three service areas are delivered in a with this Strategy, the Council’s corporate variety of ways to reflect the most efficient, priorities and Performance Plans and other • Extend the community’s awareness of The overall policy statement describes the effective and economic approach. relevant strategies and plans. leisure and arts opportunities through the fundamental ideas underlying the direction of the (Working in Partnership) use of new technology. Some services are provided directly by the service. It is designed to influence and determine (Public Access and Involvement) immediate and longer-term decisions. Council; some in partnership with others; • Ensure there is an adequate supply of high indirectly through financial support; or by quality, affordable and accessible leisure • Implement, review and develop approved Key policies identify what the service has to external contractors working on behalf of the and arts facilities and opportunities to meet grant aid schemes and optimise income do to achieve the overall policy. The themes Council. Each service area identifies service identified needs within the borough. from all potential sources. feature prominently in the key policies to retain delivery arrangements that apply. The Council’s (Quality and Excellence; Fair Access for All) (Working in Partnership) the focus on core issues. This is followed by indoor leisure facilities are delivered ‘in house’ • Deliver high quality, customer focused and • All leisure and arts activities and events key issues which identify the priorities the by the Leisure Services Business Unit. Service will tackle in the next five years. cost effective leisure and arts opportunities run by the Council to offer a Leisure Pass within approved levels of resource for people discretionary rate that reduces the costs to Leisure Service Structure of all ages and abilities and in particular participants. (Fair Access for All) meet the needs of children and young The Planning, Transport and Leisure Service people. (Fair Access for All; Young People) provides the structural context for an integrated, customer focused service. • Care for, protect and enhance the natural environment to encourage greater The Leisure Service is structured into three biodiversity and take actions that secure a service areas: future for our local environment in the light of • Indoor Leisure responsible for the Angel climate change, at the same time balancing Leisure Centre (Tonbridge), Larkfield Leisure Staff this with encouraging sustainable use. (Caring for the Environment; Tackling Centre, Tonbridge Swimming Pool and grounds Leisure Services employs 136 (full time Climate Change) maintenance at Poult Wood Golf Centre equivalent) staff at its leisure facilities and the • Outdoor Leisure responsible for sports Council Offices at Kings Hill. • Work with others to provide leisure and arts opportunities that minimise the risk of grounds, the Country Parks, children’s The Council overall, and the Leisure Services’ crime, reduce the potential for anti-social play areas, public open space and Business Unit, maintain accreditation to the behaviour and the fear of crime. Tonbridge Cemetery Investors in People Standard (IiP) which (Crime and Disorder Reduction) • Leisure Development responsible for ensures that our staff are skilled, competent arts, tourism, youth and play, events, and able to make a full contribution to • Promote equality of access for all ages heritage, sports development and the client the success of the Service. Continuous and abilities, especially for young people, management of Poult Wood Golf Centre. professional development is a requirement older people, people with disabilities and for all staff. Customer ratings confirm our the financially disadvantaged. reputation for quality of service. (Fair Access for All)

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Key Issues In no order of priority, these are key issues for the Service for the next five years. Key actions needed to address these key issues are identified within the relevant service sections later in the Strategy. • Sports Participation – the need to increase active adult sports participation in the borough as highlighted by the Sport England Active Sport survey. • Energy Consumption – the reduction in utility costs at the Council’s leisure facilities in line with corporate targets. • Capital Investment – the need for ongoing investment in the Council’s leisure facilities to retain and increase usage levels, and meet customer expectations. • Health and Safety – providing services in • Quality of Service – delivering high • Ensure the health benefits of active lifestyles • External Funding – the need to maximise the interests of health and safety of the public quality services as recognised by external are promoted and delivered in partnership with opportunities to secure funding for the and employees. assessment including Quest accreditation the Primary Care Trust (PCT) Council from external sources including the and Green Flag Awards. Big Lottery Fund, Primary Care Trust and • Continuous Improvement – the ongoing • Increase awareness of local history and developer contributions. need to meet customers’ expectations/ needs • Communicating with Customers – talking heritage, developing historical initiatives that and manage the Service as efficiently and to our customers, keeping them informed of link into lifelong learning. • Value for Money – the need to deliver services effectively as possible. developments/performance and listening to as cost effectively as possible in light of growing • Assist in maintaining the Heart of Kent them in order to meet their identified needs. pressures on the Council’s budget. • Information Technology – the increased (HOK) consortium to maximise tourism use of new technology in the operation • Children’s Play Areas – maintaining and benefits to the borough through economic • Community/Sports Facilities in Tonbridge and delivery of leisure services including developing children’s play areas to meet spend and job creation. Town Centre – the replacement and the development of websites and on-line required standards, addressing gaps in enhancement of the existing Angel Centre • Assist the Police and the Crime and Disorder bookings and payments. provision identified in the Local Play and facilities as part of the Council’s potential Reduction Partnership (CDRP) in tackling Open Space Strategies. town centre development proposals, • Fair Access for All – ensuring the Council’s the reduction of crime and disorder and including the provision of gallery space for leisure facilities and services continue to be • Closely uphold and promote corporate anti-social behaviour. community and touring exhibitions. available to all members of the community, child protection policies and OFSTED • Manage the borough’s open spaces to particularly in relation to concessionary national standards. • All Weather Pitch Provision – seek encourage sustainable use for recreation charges for the financially disadvantaged solutions in partnership with others to • Implement policies, standards and action whilst preventing environmental damage. and target groups and compliance with the address the identified deficiency within the plans in the Open Space Strategy, Playing • Work in close liaison with parish and town Disability Discrimination Act. borough of full size floodlit all weather pitches Pitch Strategy and Local Play Strategy. councils to assist the delivery of leisure and with community access. • Schools/Colleges – working with schools/ arts services at a local level. • Maximise the benefits of the 2012 Olympics colleges to maximise opportunities for • Activities for Young People – the provision to the borough, generating a legacy in sports, • Local Children’s Services Partnerships - the community use of facilities outside of of activities for young people, and in arts, tourism and volunteering. establishment of two LCSPs in the borough school hours. particular teenagers to encourage healthy to provide integrated working from planning • Maximise benefits for the arts through living and reduce crime and disorder. • New Legislation – meeting new legislative to delivery, with a focus on improving partnerships with others. requirements as and when they arise. outcomes for children and young people. • Risk Management – the continued delivery • Maximise resources by grant aiding of the Council’s leisure facilities and services • Leisure Services Business Unit – • Increase the take up and use of the others, including Parish/Town Council’s and in accordance with the corporate Risk Maintaining high quality facilities with the Leisure Pass offering discounts to the voluntary organisations. Management Framework. continued achievement of a sustainable financially disadvantaged. budget in light of competing facilities. • Meet the needs of hard to reach groups • Partnership Working – retention and • Increase participation in healthy leisure and including the provision of outreach services development of partnership arrangements • Income Generation – optimising income arts activities by older people. to identified locations in the borough. with other providers in the public, private and from all potential sources and contributing to • Maintain high calibre staff through training voluntary sectors to maximise resources. strengthening the local economy. and development.

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Measuring Performance Usage – The indoor facilities track usage on a daily basis and detailed reports are evaluated. The next section of the Strategy concerns Performance is measured in a number of ways, Bookings for facilities, usage by societies and the three service areas: namely: fi nancial performance; customer clubs of outdoor as well as indoor facilities are • Indoor Leisure satisfaction; usage; national and local maintained for scrutiny; casual use is observed performance indicators, and specifi c industry for example at equipped play areas, and parish/ • Outdoor Leisure and related schemes. town councils report use of their facilities. • Leisure Development Financial performance – Leisure Services is Performance Indicators (PIs) – a range of Each area follows a common pattern of monitored against budget heads throughout the PIs, some established by Central Government service description: fi nancial year. In addition, income generation and others developed locally, are used to • Services provided and cost reduction measures are used to demonstrate how our services are performing. improve fi nancial performance where there will The PIs set by the Government are reported as • Delivery arrangements be no detriment to the service offered. required to the Audit Commission and are • Staff Customer satisfaction – is tested on a regular detailed annually in ‘Spotlight’ the Council’s basis through on-going consultations with published Corporate Performance Plan. • Cost residents and users of the facilities and Results from the 2006/07 survey: • Key aims services. The Residents’ Panel, which is a National Indicator BV 119a Satisfaction with • Key documentation representative sample of all our residents, sports/leisure facilities and events 64 per cent complete surveys on a wide range of issues • Measuring performance National Indicator BV 119e Satisfaction with three or four times a year; periodically these • Actions planned to address key issues surveys focus on leisure and arts services. parks and open spaces 79 per cent Face-to-face interview surveys take place with Local PIs are used where they help to give a A diagram at Annex 1 (page 32) illustrates customers on an annual basis at the key indoor more balanced and complete picture of our one example of a corporate priority carried and outdoor facilities, and these aspects of the performance. These are reported in ‘Spotlight’ through key aims, key policies, and key service include regular meetings with customer on an annual basis, the most recent results are issues to service aims and actions, and panels. Targeted specifi cally to the youth included in the three leisure service areas. shows how the actions delivered by the market, the Youth Forum meets six times a service areas relate to the corporate Specifi c service related assessment year and is encouraged to express satisfaction/ priorities. Leisure Services aims are to help schemes – are used where, for example, dissatisfaction with leisure and arts issues and the Borough Council deliver its corporate the Quest scheme provides an independent to offer ideas for improvement. priorities and the diagram illustrates the way quality accreditation for indoor leisure facilities in which service actions can be traced back and Green Flag awards for open spaces, to achieve these aims. especially parks. Each of the three leisure service sections includes details of the performance measures specifi c to their aspect of service.

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Key documentation Measuring performance The LSBU has an annual Business Plan that Financial performance – contains a range of objectives relating to Facilities and services provided will be staffing, business development, marketing, monitored on an annual basis against budget healthy lifestyles and many other key areas heads with a view to improving returns to of service delivery. This is monitored and the Council without detriment to the services managed on a quarterly basis and through a offered. rolling action plan. Customer satisfaction – The LSBU also has an Integrated Management System that ensures key issues such as See under local performance indicators below health and safety, building maintenance and emergency procedures are planned, controlled Usage – and managed effectively. 1.35 million visits per annum

Local Performance Indicators – Percentage of users satisfied overall with: Indoor Leisure LP804 Larkfield Leisure Centre (06-07) 74% LP805 Angel Centre, Tonbridge (06-07) 86% Services provided Staff LP806 Tonbridge Swimming Pool (06-07) 94% Management and operation of the Council’s The LSBU employs 107 full time equivalent LP807 Poult Wood Golf Centre (06-07) 91% indoor leisure facilities: staff and over 200 additional coaching, seasonal and casual staff. Mystery shopper (07-08) ratings: • Larkfield Leisure Centre • Angel Centre, Tonbridge Cost LP808 Larkfield Leisure Centre 76.5% • Tonbridge Swimming Pool LP809 Angel Centre, Tonbridge 71% The overall annual cost of the indoor leisure Delivery arrangements section is £1.99m. LP810 Tonbridge Swimming Pool 77% The indoor leisure facilities are managed and Key aims LP811 Poult Wood Golf Centre 70% operated ‘in house’ by the Leisure Services Business Unit (LSBU). The LSBU is also The LSBU operates the indoor leisure facilities The LSBU is also recognised as an Investor responsible for the ground maintenance contract with key aims that relate to the Council’s in People, ensuring that staff are trained and at the Council’s Golf Centre (Poult Wood). corporate priorities. These include; developed effectively to provide continuity and development of services. A Best Value Review of Leisure was undertaken • Providing healthy lifestyle opportunities in 2005 which explored opportunities to provide for the entire community and visitors to Service related – the services through a number of different our facilities management arrangements. The review • Freedom and equality of access to all The Council’s facilities are assessed under concluded that the service would be provided in Quest, the UK National Quality Scheme for the most economic, efficient and effective way • Providing sporting and leisure opportunities Sport & Leisure. The national database shows by remaining an ‘in house’ part of the Council. for young people nearly 800 registered sites and all three of the indoor facilities are in the ‘highly commended’ The LSBU does however enter into a number • Providing clean, healthy and safe facilities category and the upper quartile nationally. of key partnerships for services that may be that involve the community in their design, Larkfield Leisure Centre and the Angel Centre better provided by specialist private sector programming and operation ranked in the top 2 per cent nationally and organisations. Examples include catering, bar • Operate facilities on a quasi-commercial basis our facilities fill three places in the top five and vending services, contract cleaning, retail as appropriate, recognising the need to allow assessed sites in Kent. and beauty therapy services. equal opportunity to those least able to pay Viewpoint is a customer comment card available to every user on each visit made to any facility.

18 19 Leisure & Arts Strategy 2008-2013

Actions planned to • Disability Discrimination Act (DDA) access improvements at the leisure centres address key issues (Fair access for all) The actions required by the Section to address • Maintain and improve Quest quality score at Leisure’s key issues are identified for the next all indoor sites (Quality and excellence) five-year period. The themes embedded in the • Maintain Investors in People recognition for actions are shown. the LSBU (Quality and excellence) • Evaluate enhanced replacement facilities for • Work in partnership with health providers to the Angel Centre as part of the overall continue the development of the GP Referral Tonbridge town centre development plans Scheme including outreach work (Healthy (Quality and excellence) living; Working in partnership) • Renew the irrigation system at Poult Wood • Evaluate initiatives, implement actions and Golf Centre (Caring for the environment; set targets for increased sports participation Tackling climate change) (Healthy living; Fair access for all) • Implement energy saving initiatives at the • Extend and develop the programme of leisure centres (Caring for the environment; activities available to young people Tackling climate change) (Young people) • Evaluate capital developments including; • Develop online opportunities to book and pay • Provision of improved studio facilities at for activities and improve e-communications Larkfield Leisure Centre (Quality and with customers (Public access and excellence) involvement) • Provision of toilet facilities in Larkabout at • Improve market research and develop Larkfield Leisure Centre (Young people; services in liaison with customers and other Quality and excellence) stakeholders (Public access and involvement) • Replacement of maintenance building at Poult Wood Golf Centre (Quality and • Maintain and develop the risk register for excellence) indoor leisure (Risk management) • Upgrade of CCTV (Crime & Disorder • Annually review the LSBU Business Plan Reduction) (Quality and excellence) • Monitor market and performance trends and • Comply with corporate child protection policy respond to initiatives to improve financial and OFSTED national standards in the performance (Quality and excellence) delivery of activity programmes. (Young people; Risk management) • Annually review concessionary charges for target groups (Fair access for all; Young • Work with the Community Safety Partnership people) and investigate relevant new initiatives that will assist crime reduction (Crime and • Seek external funding opportunities to disorder reduction) increase the service to target groups (Fair access for all; Young people) • Monitor performance indicators for indoor leisure and take action, where necessary, to • Renew partnership agreements and sub- improve performance (Quality and contracts in accordance with corporate excellence) policies (Working in partnership) • Progress plant condition surveys at each of • Market facilities to encourage use by schools the indoor leisure facilities and colleges (Young people; Working in (Risk Management) partnership) • Develop programmes and market facilities to • Promote and encourage use of the facilities encourage older people to participate in by athletes on the scheme Free Admission activities (Healthy living) for National Sports people (FANS) (Quality and excellence; Young people)

20 21 Leisure & Arts Strategy 2008-2013 Outdoor Leisure Measuring performance Performance Indicators Financial performance National Indicator BV 119e 79% Satisfaction with parks and Services provided Facilities and services provided will be open spaces monitored on an annual basis against budget Management and operation of the Council’s heads with a view to improving returns to the LP814 (06-07) Percentage of residents 86% outdoor leisure facilities: Council without detriment to the services offered. who visited one or more public • Leybourne Lakes Country Park Customer satisfaction open spaces during previous 12 months • Haysden Country Park, Tonbridge A rolling programme of face-to-face surveys LP817 (06-07) Percentage of users 81% satisfied with principal public • Tonbridge Racecourse Sportsground conducted at key sites indicates the following satisfaction levels: open spaces • Tonbridge Farm Sportsground Haysden Country Park 99% LP813 (06-07) Percentage of users 57% • Swanmead Sportsground • Give particular emphasis to the provision and satisfied with safety and security of Leybourne Lakes Country Park 92% • Frogbridge Sportsground support of good quality formal and informal principal public open spaces outdoor facilities for participation in, and Tonbridge Castle Grounds 95% • Tonbridge Castle Grounds appreciation of play and sports by young LP816 (06-07) Percentage of public 91% • Tonbridge Cemetery people Tonbridge Farm Sportsground 81% open spaces & amenity areas which are clean • Allotments in Tonbridge • Involve the community in the design, maintenance and operation of parks, play Usage LP818 (06-07) Number of conservation/ 1,660 • Over 40 other Council owned public open areas and open spaces to meet local needs volunteer hours carried out assisting spaces and woodland sites totalling an A comprehensive assessment of usage was and aspirations for a sustainable and safe on-site maintenance area of 60 hectares environment undertaken in conjunction with the development of the Open Space and Playing Pitch Strategies. LP815 (06-07) Number of our principal 2 Delivery arrangements • Identify, protect and enhance the biodiversity public open spaces that have a From the Residents’ Panel Survey of the borough’s open spaces and promote management plan in accordance with The service is delivered through a combination 86% had visited a park or country park increased awareness and understanding of GreenFlag Park award criteria of direct site staff, external contractors and the natural environment 62% had visited Tonbridge Castle Grounds. volunteers. The majority of outdoor community use sports Service related Key documentation facilities are used to capacity. Staff LP827 (06-07) Number of principal 2 Service delivery is guided by a number of key public open spaces with the Green A team of eight staff oversee the day to day outdoor leisure strategies and policies Flag Park award management and development/ improvement including: of the borough’s outdoor facilities and also provide a vital role in advising and reacting to • Playing Pitch Strategy – An assessment of public enquiries. pitch provision across the borough. • Local Play Strategy – A review of play Cost provision across the borough. The overall annual cost of the outdoor leisure • Open Space Strategy – A review of all public section is £1.24m. open space through the borough including parks, recreation grounds and woodlands. Key aims • Water Safety Policy/Site Specific Water The outdoor leisure section operates with key Safety Polices – Strategies and policies aims that relate to the Council’s corporate developed in liaison with the Royal Society priorities. These include: for the Prevention of Accidents (RoSPA) to ensure public safety. • Provide and promote a wide range of outdoor healthy lifestyle opportunities for the • Disability Discrimination Access Audits – Site community and visitors to the Borough specific audits to promote access for all. • Ensure sufficient accessible, clean and safe • Site Management Plans (Haysden/ high quality open spaces are available to Leybourne) – five-year plans to guide future meet the needs of the whole community site maintenance and management.

22 23 Leisure & Arts Strategy 2008-2013

• Work with local schools/colleges to provide • Carry out casual user surveys at the more all weather floodlit pitches available for Council’s principal open spaces on a planned community use (Working in partnership; rolling programme that will monitor the Caring for the environment; Young people) effectiveness of the Open Space Strategy, identify satisfaction and future needs (Public • Improve and monitor cleanliness standards access and involvement) at the Council’s outdoor leisure sites throughout the borough (Healthy living, • Consult stakeholders and monitor the Caring for the environment) effectiveness of the Open Space Strategy (Public access and involvement; Quality and • Evaluate the design of outdoor leisure excellence) facilities in terms of safety and security and crime reduction (Crime and disorder • Review the Ranger Services at key outdoor reduction; Risk management) sites (Risk management; Crime and disorder reduction) • Implement action plans in the Playing Pitch strategy that will increase active sports • Comply with corporate child protection policy participation (Healthy living; Young people; standards in the delivery of outdoor leisure Fair access for all) (Young people; Risk management) • Renew the sewerage system and improve toilet facilities at Haysden Country park to increase efficiency (Healthy living; Tackling Actions planned to • Carry out Disability Discrimination Act Audits climate change) for Tonbridge Farm Sportsground and • Maintain and develop the risk register for Tonbridge Castle Grounds and implement address key issues outdoor leisure (Risk management) identified improvements (Fair access for all) The actions required by the Section to address • Maintain close working relationships with • Maintain and develop children’s play areas in Leisure’s key issues are identified for the next Tonbridge Sports Association and achieve accordance with required standards and five-year period. The themes embedded in the optimum use of all outdoor sports facilities meet gaps identified in the Local Play actions are shown. managed by the Council (Working in Strategy. (Young people) • Retain the Green Flag Award (GFA) for partnership) • Promote healthy walks and healthy cycling • Implement improvements to Tonbridge Farm Leybourne Lakes Country Park, and • Inspect and repair memorials as part of a activities that will increase participation in Sportsground including improved children’s Haysden Country Park (Quality and five-year maintenance plan at Tonbridge active recreation (Healthy living) play facilities, CCTV and lighting. (Quality excellence; Caring for the environment) Cemetery and two closed churchyards in and excellence; Young people) • Manage open spaces so that greater • Secure Local Nature Reserve (LNR) status Tonbridge (Risk management) biodiversity is encouraged in a sustainable • Install a children’s play area at Leybourne for Haysden County Park and explore the • Work proactively with schools to increase environment (Caring for the environment) Lakes Country Park (Quality and excellence; creation of further LNRs. (Caring for the community use of the outdoor facilities they Young people) • Maintain and improve a healthy, safe and secure environment) have available (Working in partnership; environment at the Council’s public open spaces • Work with Parish/Town Councils and improve • Install a new Ball Court at Tonbridge Public access and involvement) (Healthy living; Risk management) Racecourse Sportsground (Quality and the provision and quality of outdoor leisure • Continue improvements to the outdoor excellence; Young people) • Work with the Community Safety Partnership facilities across the Borough in accordance leisure information section on the Council’s and investigate relevant new initiatives that with the Council’s Open Space Strategy • Evaluate capital developments including: website (Public access and involvement) will assist crime reduction (Crime and action plan (Working in partnership; Quality • Tonbridge Farm Sportsground – Flood disorder reduction) and excellence) • Introduce byelaws and Dog Control Orders Protection (Risk Management) (Risk management) • Monitor performance indicators for outdoor • Develop site specific management plans for • – all weather pitch leisure and take action, where necessary, to Tonbridge Farm Sportsground, Tonbridge • Maximise opportunities and increase income provision (Young People, Working in improve performance (Quality and Racecourse Sportsground and Tonbridge generation at outdoor leisure sites. (Quality Partnership) excellence) Castle Grounds (Quality and excellence; and excellence) Caring for the environment) • Tonbridge Cemetery – Path • Establish user panels for Tonbridge Farm • Maintain and develop the volunteer service Improvements (Risk Management) Sportsground and Tonbridge Racecourse at the Council’s country parks (Public access • Achieve the GFA for Tonbridge Farm and involvement, Working in partnership) Sportsground, Tonbridge Racecourse • Seek developer contributions to enhance Sportsground (Public access and Sportsground and Tonbridge Castle Grounds open space provision across the borough involvement) • Maintain the existing management (Quality and excellence; Caring for the prioritising areas of deprivation and identified arrangements with the Tonbridge Allotments environment) deficiency (Fair access for all; Healthy living) Association (Working in partnership)

24 25 Leisure & Arts Strategy 2008-2013

Cost Measuring performance Local Performance Indicators Leisure LP803 Number of tickets sold for 4,293 The overall annual cost of the leisure Financial performance Tonbridge Castle Festival of Music development section is £460,000. Development Facilities and services provided will be and Fireworks (07-08) monitored on an annual basis against budget Key aims heads with a view to improving returns to the LP812 Number of “Applause” 7 performances (07-08) Services provided The development section operates with key Council without detriment to the services offered. Management and operation of a range of aims that relate to the Council’s corporate Customer satisfaction LP819 Percentage of participants 96% developmental activities and services: priorities. These include; satisfied with Y-2 Crew activity See under Local Performance indicators. programme (07-08) • Arts Development • Develop and promote sports and play activities with an emphasis on young people, • Sports Development LP820 Percentage of participants 93% healthy lifestyles and social inclusion. satisfied with Activate (07-08) • Youth and Play Development • Increase participation in sports activities and LP821 Percentage of participants 96% • Tourism encourage elite performers. satisfied with Summer • Client Management of Poult Wood • Enable the whole community, including those Playscheme (07-08) Golf Centre most in need, to more fully enjoy cultural and heritage activities. LP822 Percentage of participants 12% • Events who are leisure pass holders • Increase tourism in the borough. • Heritage Y-2 Crew (07-08) • Provide a mixed arts programme across the LP823 Percentage of participants 12% Delivery arrangements Borough. who are leisure pass holders This section has a team of professional officers • Maintain, improve and develop the quality of Activate (07-08) arts events and performances. focused on working with a number of key LP824 Percentage of participants 16% partners to deliver many of its services and Key documentation who are leisure pass holders activities. Examples include David Copsey Golf Summer Playscheme (07-08) Stores and Par4 Catering at Poult Wood Golf Service delivery is guided by a number of LP825 Average number of people 20 Centre, Heart of Kent Tourism Consortium, documents including: the West Kent Arts Partnership, Kent County attending T&M youth forums (07-08) Council Youth Service, local Parish/Town • Sport England Game Plan – a strategy for Councils and a number of community groups delivering objectives to 2020. LP826 Average number of visits 450 per to the T&M Youth Website (07-08) month and organisations. • Tourism South East Strategy – regional framework covering the next 20 years. Staff Service related • Heart of Kent Tourism Strategy 2006-2011. A team of seven staff, work within the section. Sport England Active People Survey 20.1% • West Kent Arts Partnership Action Plan (National average 21%) (2007) In addition, over 100 casual staff are employed 2007-2010. during the Summer and Easter holiday periods Volunteering in sport 6.1% • Arts Council England – agenda for the arts (National average 4.7%) (2007) to operate activity programmes. in the South East 2006-2008. • The Local Play Strategy – a review of play Summer Play Scheme Satisfactory/Good provision across the borough. OFSTED (2007) • Children & Young People’s Plan – multi- Cambridge model £81m Spend in borough agency plan for Kent following the ‘Every (Tourism) (2006) Child Matters’ framework. Visitor Attraction Quality Attraction 100% • Management Contracts for Poult Wood Standard awarded by Visit Britain Golf Centre – contracts for the operation of for the Castle Gatehouse the clubhouse and golf professional services. annually. (2007) • Youth Agreement – Joint agreement with KCC Youth Service outlining targets and improvements.

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Actions planned to address key issues The actions required by the Section to address Leisure’s key issues are identified for the next five-year period. The themes met by the actions are shown. • Implement the Local Play Strategy Action Plan (Young people) • Increase the involvement of children and young people in the Council’s decision making process in liaison with the Youth Forum (Young People) • Work with local schools/colleges to present art pieces and performances within community areas (Working in partnership). • Maximise the benefits of the 2012 Olympics to the borough, generating a legacy in sports, arts, tourism and volunteering. (Public access and involvement) • Increase levels of adult sports participation in the borough focused on areas of lowest participation including older people (Healthy living; Fair access for all) • Develop initiatives to promote healthy living • Continue to develop and extend the • Monitor performance indicators for leisure • Work with the newly formed Local Children’s (Healthy living) programme of activities, especially to young development and take action, where Services Partnerships (LCSPs) for Malling people (Young people) necessary, to improve performance (Quality • Refurbish bar/restaurant at Poult Wood Golf and Tonbridge to address identified priorities and excellence) Centre (Quality and excellence) • Reduce the cost to the Council of the for children and young people. (Working in Festival of Music & Fireworks (Working in • Maintain and develop the risk register for Partnership, Young people) • Improve market research and develop partnership) leisure development (Risk management) services in liaison with customers and • Develop and manage the Y2 Crew Summer other stakeholders (Public access and • Assist local clubs and groups to deliver • Develop and promote the Leisure Guide Scheme and increase partnership funding involvement) leisure opportunities through the and support marketing initiatives for arts, (Young people; Crime and disorder administration of the capital and revenue heritage, young people and tourism (Public reduction) • Deliver Big Lottery Fund Children’s Play grants schemes (Working in partnership) access and involvement, Working in Initiative projects and seek external funding • Evaluate the replacement/upgrade of partnership) from the Children’s Plan for projects with • Maintain Ofsted registration for all floodlighting at Tonbridge Castle (Tackling young people. (Working in partnership, Playscheme sites and adhere to national • Ensure all Council run courses, activities Climate Change) Young People) standards (Quality and excellence) and events offer Leisure Pass concessionary • Provide gallery space for local and touring rates (Fair Access for All) • Explore and develop opportunities for new • Work in partnership with sports and arts exhibitions in Tonbridge in partnership with partnerships in leisure and arts (Working in groups and young people to achieve • Develop a programme of activities that others (Quality and excellence; Working in partnership) development and improvements in service promote healthy living in outreach areas Partnership) provision (Working in partnership; Quality (Healthy living; Fair Access for All) • Develop tourism and heritage initiatives • Develop the Council’s website and Youth and excellence) that support lifelong learning (Quality and • Promote and support at least one major websites to include online booking and excellence) • Work with the Community Safety Partnership cycling event every year (Healthy living; payments for activity programmes and and investigate relevant new initiatives Tackling Climate Change) events including Activate and Summer • Deliver the e-enabled quantitative research that will assist crime reduction (Crime and Playscheme and online booking for accom- project to young people in the borough • Maintain Sports Coach of the Year and disorder reduction) modation(Public access and involvement) (Young people) Young Achievers award in partnership with Kent Young Achievers Award (Working in • Develop e-communications and text messaging • In partnership with others develop an annual partnership) with residents and young people to advise of medieval fair and Christmas Festival for opportunities (Public access and involvement) Tonbridge (Working in Partnership)

28 29 Leisure & Arts Strategy 2008-2013

Implementation and monitoring The Council’s Leisure Service will take the key As a Service Plan this strategy must be considered role in implementing the strategy and will act in the context of the Council’s Performance Plan as enabler and facilitator working in partnership and corporate priorities. It must remain flexible and with a range of agencies and organisations to able to respond to changes in legislation, funding, deliver benefits beyond those possible if limited and local needs or as a result of reviews or other to the Council’s own resources. Availability of improvement initiatives. resources, both those of the Council and of its This is a consultation document on which many partners, will influence implementation. comments are invited from the public via Spotlight, the Corporate Performance Plan the website www.tmbc.gov.uk by published annually, is the mechanism for email [email protected] or by tracking our actions, targets and achievements writing to Leisure Services, Council Offices, against the priorities identified in this strategy. Gibson Building, Gibson Drive, Kings Hill, The Strategy will be monitored and updated West Malling, ME19 4LZ. continually through the Annual Monitoring Responses are required by xxxxx 2008. Reports with the next comprehensive review Annexes being undertaken in 2013.

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ANNEX 1 ANNEX 2 The consistent development of corporate priorities to service actions Existing Partners • Mid Kent Water Fisheries (Leybourne Lakes) Current partners include: • Musical Associates

Promote, encourage and provide opportunities for • Arts Council South East • Natural England Corporate Priority healthy living • Big Lottery Fund • Parish/Town Councils • Community arts groups • Par4 Catering • Countryside Commission • Private sector contractors, consultants To offer a high quality, varied programme of leisure and arts and operators Key Aim • David Copsey Golf Stores that promotes an active lifestyle and healthy living • Russett Homes • English Heritage • South East England Tourist Board • Environment Agency • South East Leisure Contractors Association • Fields in Trust (formerly NPFA) Encourage the whole community to develop and maintain • Sport England Key Policy active and healthier lifestyles from childhood to old age • Heart of Kent Tourism Consortium • Tonbridge allotments and Gardens • Kent County Council Association • Kent District Councils • Tonbridge Civic Society The need to increase active adult sports participation in • Kent Police Authority • Tonbridge Historical Society Key Issue the borough as highlighted by the Sport England Active • Kent Tourism Alliance Sport Survey • Tonbridge Lions • Kent Trust for Nature Conservation • Tonbridge School • Kent Wildlife Trust • Tonbridge Sports Association • Local Children’s Services Partnerships • Provide healthy lifestyle opportunities for the entire • Tourism South East Service Aim community and visitors to our facilities. • Local Colleges (e.g. Hadlow College, West • West Kent Arts Partnership Indoor Leisure • Provide and promote a wide range of outdoor healthy Kent College) lifestyle opportunities for the community and visitors to • West Kent College Outdoor Leisure the borough • Local GP Surgeries • West Kent Primary Care Trust Leisure Development • Develop and promote sports and play activities with an • Local Parish/Town Councils • Youth Forum emphasis on healthy lifestyles • Local Play Partnership • Local Secondary and Primary Schools • Malling and Tonbridge Local Children’s Services Partnerships • Work in partnership with health providers to continue the development of the GP Referral Scheme including • Medway Valley Countryside Partnership Service Action outreach work Indoor Leisure • Implement action plans in the Playing Pitch Strategy that Outdoor Leisure will increase active sports participation Leisure Development • Increase levels of sports participation in the borough focused on areas of lowest participation including older people

The diagram above illustrates one example of a corporate priority carried through key aims, key policies, and key issues to service aims and actions, and shows how the actions delivered by the service areas relate to the corporate priorities. Leisure Services aims to help the Borough Council deliver its corporate priorities and this diagram illustrates the way in which service actions can be traced back to achieve this aim.

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