Having previously completed a SOPM for the Council in 2024, Max Associates was appointed to deliver a Leisure Facilities Strategy to guide the future direction of its built leisure provision.
Summary of Project
The strategy sets out how well current facilities meet future leisure needs, taking account of national and local trends, financial viability and community access. It also supports the Council in being ambitious about its leisure offer, with a focus on long-term sustainability and strategic investment planning. The strategy included the following key elements:
- Strategic review – Identified local priorities and assessed their alignment with national objectives.
- Place-based context – Developed an understanding of local areas, recognising the county’s large geography and diverse communities.
- Stakeholder consultation – Engaged with clubs, National Governing Bodies, Members, and the education sector to understand current facility use and future demand.
- Facility provision – Mapped all existing sports and leisure provision across the county to understand opportunities for physical activity.
- Condition survey review – Reviewed building condition data to identify current issues and assess the revenue impact of facilities approaching the end of their economic life.
- Competition analysis – Assessed commercial leisure provision in the area and explored opportunities for complementary facilities, such as soft play, to support both local communities and the tourism market.
- Current performance review – Benchmarked income and expenditure to understand the financial cost of service delivery and identify opportunities for improvement.
- Opportunity Matrix – Evaluated each centre’s potential for investment using robust evidence and data.
- Investment projects – Developed a prioritised programme of investment projects, including two new-build leisure centres (one consolidating two existing sites) and two refurbishment schemes.
- Revenue business plans and capital costs – Prepared revenue projections, layout plans, and indicative capital costs for the four recommended projects.
- Management options – The portfolio currently operates under a range of management models including in-house, local trust and external contractors. The financial impact of alternative management models across the portfolio was modelled, to demonstrate the potential revenue savings of implementing one model across the Council portfolio. A qualitative evaluation was also completed against an agreed criteria, which led to the recommendation to adopt a single management model across the Council area.
Outcome
The Council is taking the strategy to Cabinet in Spring 2026, seeking approval to progress the feasibility for both new-build projects.
Testimonial
“Max Associates combined strong sector knowledge with a clear understanding of Dorset’s geography and diverse communities. Their evidence-based approach — incorporating stakeholder consultation, facility mapping, condition and performance analysis, and commercial review — gave us a clear picture of current provision and future need.
The resulting strategy provides a prioritised and deliverable but ambitious investment programme, including new-build and refurbishment projects supported by robust revenue modelling and capital cost estimates. Their review of management options across our mixed portfolio was particularly valuable, demonstrating the financial and qualitative benefits of moving towards a single management model.
Max Associates were professional, collaborative and highly responsive throughout, and we would confidently recommend them to other local authorities seeking strategic leisure planning expertise.”
Paul Rutter, Service Manager for Leisure, Arts and Cultural Services, Dorset Council
