Max Associates was appointed by North Northamptonshire Council to develop an Active Communities Framework: a strategic evidence base for how leisure, sport and physical activity can support the Council’s vision of “a place where everyone has the best opportunities and quality of life.”
Overview
The commission brought together a series of linked strategies and appraisals covering community activity, built leisure facilities, playing pitches, feasibility options and future management models.
The framework considered both Council-owned leisure assets and the wider places where residents are active, including community spaces, health and fitness facilities, parks and open spaces. It was developed for a large unitary authority with a mixed leisure management model across in-house services, Freedom Leisure, Places Leisure and smaller operators.
The Challenge
Following the recent formation of the unitary authority, North Northamptonshire Council needed a clear, joined-up framework to guide investment, service delivery and management decisions across a diverse leisure estate. The work had to respond to population growth, changing health and wellbeing needs, ageing facilities, pressure on sports hall and swimming provision, financial sustainability and the national shift towards active wellbeing.
Our Approach
Max Associates developed a robust evidence-led programme, drawing on national and local strategy, demographic and health analysis, facility audits, supply and demand modelling, financial review, stakeholder engagement and community consultation. The team also supported the establishment of an Active Communities Partnership, bringing together Council officers, public health, Northamptonshire Sport, local clubs, charities and wider stakeholders to help translate the strategy into delivery.
Engagement was a major feature of the work. The Active Communities Strategy drew on input from more than 100 stakeholders and over 600 community survey responses. The Leisure Facilities Strategy included responses from 46 sports clubs, 656 residents, 62 young people, 20 schools, 31 councillors, the active community steering group and the leisure management team.
Key Workstreams
Feasibility Projects
Alongside the framework, Max Associates was commissioned to develop options for replacing Kettering Swimming Pool and refurbishing Lodge Park Sports Centre and Redwell Leisure Centre, supported by facility mix recommendations, sketch layouts, capital costs and revenue business plans.
Outcome and Impact
The Active Communities Framework strategies were formally adopted by the Council in early 2025. The evidence base has provided a clear platform for future facility investment, active wellbeing delivery, Local Plan support and service management decisions.
Following completion of the framework, Max Associates was further commissioned to prepare detailed business plans and service specifications for in-house and external management options. This work explored “Core” and “Community Plus” service levels, with Community Plus reflecting the preferred direction towards partner-led active wellbeing aimed at improving public health and reducing inequalities.
The assessment recommended that the Council was best placed to deliver the Active Communities service in-house, building on an established and nationally recognised service offer, existing outreach success, strong funding track record and limited financial benefit from outsourcing once retained Council costs, central support requirements and delivery risks were taken into account.
The Council published a report in July 2026 setting out its vision to bring all Council-owned leisure facilities in-house, with the decision scheduled for the Council’s Executive in August 2026. The Council is also progressing feasibility work for Kettering Swimming Pool in 2026 following the recommendations from the Leisure Facilities strategy and initial feasibility project.
Testimonial
“Working with Kirsty and the team at Max Associates to develop our Active Communities Framework has been an invaluable experience. Their expertise and collaborative approach were instrumental in shaping the Active Communities Framework. Kirsty brought a deep understanding of sport, physical activity, and community engagement, ensuring that each strategy which was part of the framework was evidence based, practical, and aligned with our local priorities. The process was smooth, well structured, and collaborative. Kirsty listened to our needs, challenged our thinking where appropriate, and provided clear guidance throughout. These strategies provide a strong foundation for decision making, investment planning, and partnership development, helping us deliver better outcomes for residents and create more active, healthier communities.”
Julie Cardwell, Head of Leisure Services
