Transforming Leisure in Gedling

The Leisure Transformation Programme is Gedling Borough Council’s strategic plan to modernise and future-proof the borough’s leisure and wellbeing services. It is focused on improving access, increasing participation, and supporting long-term community health and sustainability.

The programme is made up of several key projects:

Carlton Active - A proposed new facility on the current Richard Herrod Centre site, designed to provide modern leisure, health, and community spaces in one location. This facility is currently going through feasibility and business case development. It aims to better serve local residents with improved gym, swimming, community and wellbeing provision.

Ambition Arnold - A regeneration scheme focused on the north end of Arnold, around the current library, Bonington Theatre and Arnold Leisure Centre. The ambition is to create a more connected, accessible and modernised community hub that brings together cultural, leisure and library services. This includes reviewing the current building usage, developing shared vision for the space, and working towards a long-term plan that supports both economic regeneration and improved resident experience.  This involves working in partnership with Nottinghamshire County Council who own the library and have responsibility for library services.

In addition to progressing these two projects, we have also reviewed our Strategic Plan for Leisure Services across Gedling Borough. This includes a full refresh of our Strategic Outcomes Planning Model (SOPM).

The SOPM is a nationally recognised framework used by councils, supported by Sport England, to guide investment and decision-making in leisure and community facilities. It helps us understand:

• Current and future needs of residents
• Gaps in access or provision
• Opportunities to align services with health and wellbeing priorities
• What facilities are required and where

Reviewing our SOPM is an essential first step in any major transformation programme. It ensures that future decisions are based on up-to-date data, community need, and clear strategic outcomes. This review has informed how we prioritise future projects, ensure fairness across the borough, and demonstrate value to funding partners.

Together, these projects and the strategic review will shape the next generation of inclusive, accessible and sustainable leisure services for Gedling residents.

The Strategic Outcomes Planning Model (SOPM) is Sport England’s recommended framework for helping councils make long-term, evidence-based decisions about leisure and wellbeing services. It looks beyond buildings to focus on how facilities and programmes contribute to wider community outcomes such as health, social inclusion and sustainability.

Gedling Borough Council first completed a SOPM in 2023, which set the direction for modernising leisure services. In 2025, the Council commissioned an updated Leisure Strategy, using the SOPM approach, to take account of the latest data on local health needs, demographics, participation trends and financial performance. This review also considered feedback from residents and stakeholders, gathered through consultation on Carlton Active and the wider leisure transformation programme.

The updated strategy confirmed that investment should be prioritised in new, modern facilities at Carlton and Arnold, while reviewing the long-term future of Redhill and Calverton due to their high running costs and maintenance issues. It also recommended replacing Carlton Forum and Richard Herrod with a single new hub - Carlton Active and exploring future management models to ensure the service is financially sustainable.

By reviewing the strategy through the SOPM process, the Council has ensured that decisions about investment, closures and new provision are based on robust evidence, national guidance and community feedback, helping to protect leisure services for the long term.

In July 2024, Cabinet approved the development of a pre-construction feasibility study to assess the potential for a new Carlton Active centre to be built on the current Richard Herrod site. This study is now well underway and will result in a set of detailed design proposals and a full business case.

The current Carlton Forum Leisure Centre is not owned by Gedling Borough Council and is managed under a joint use agreement with Nottinghamshire County Council and Redhill Academy Trust.  It is over 50 years and at the end of its life and ongoing asset maintenance will prove increasingly costly and difficult in the years ahead.

There is a considerable financial subsidy to the Council in providing the two facilities across Carlton Forum and Richard Herrod.  The Council has identified the need for financial sustainability across its leisure sites as part of the SOPM to support its 5 Year Medium Term Financial Plan and to fulfil its statutory obligations to balance its finances.

The project is now focused on detailed design, planning submission and affordability confirmation. A further report will be brought back to Cabinet once RIBA Stage 4 is complete, planning permission has been secured and full financial implications are confirmed. Only at that stage will members be asked to make a final decision on whether to proceed to construction.

The ambition remains to create a modern, inclusive and energy-efficient leisure and wellbeing facility that secures long-term provision for residents, reduces maintenance risk from ageing buildings and supports financial sustainability across the Council’s leisure portfolio.

The Carlton Active project has progressed through two formal decision stages and is now in detailed pre-construction design.

September 2025 -Strategic Direction Confirmed

In September 2025, Cabinet agreed in principle to progress plans for a new leisure facility in Carlton as part of the wider Leisure Transformation programme.

This decision followed a borough-wide review of leisure provision, including refreshed Strategic Outcomes Planning Model (SOPM) work and public consultation involving 1,490 residents, alongside engagement with sports clubs, health partners and national governing bodies.

Cabinet confirmed the strategic direction to consolidate ageing leisure provision into a modern, sustainable, Council-controlled facility on the Richard Herrod site. At the same time, Cabinet also agreed a proposed facility mix in principle. This included swimming provision, gym and fitness facilities, group exercise space, community areas and supporting amenities, shaped by consultation feedback and strategic evidence.

Importantly, members agreed that further detailed design, technical testing and cost analysis should be undertaken before any final decision on construction was made. This ensured that the agreed facility mix would be fully tested for affordability and deliverability before progressing further.

This marked the move from high-level strategy into formal project development.

February 2026 - Concept Design Approved (RIBA Stage 2)

Following the September decision, the project progressed into RIBA Stage 2, known as Concept Design. This stage was completed in January 2026 and considered by Cabinet in February 2026.

RIBA Stage 2 included:

• Development of initial architectural layouts
• Site investigations and technical surveys
• Early engagement with planning officers
• Cost planning and affordability testing
• Identification of key project risks (such as ground conditions, ecology, drainage and utilities)

The indicative capital cost at this stage is approximately circa £30 million. As is standard at concept stage, this estimate will continue to be refined as the design develops.

In February 2026, Cabinet agreed to progress the project into the next phase of development which is pre-construction (RIBA Stages 3 and 4). Cabinet also confirmed the closure of the Richard Herrod Centre from 1 May 2026 to enable redevelopment and agreed to begin the process of withdrawing from the Carlton Forum joint use agreement which has a 2-year notice period ready for the transition into a new site.

It is important to note that this decision does not approve construction. It allows the Council to continue detailed design work to improve cost certainty and confirm affordability before any final commitment is made.

In summer 2025, Gedling Borough Council carried out a borough-wide Leisure Transformation Consultation to hear the views of residents, partners and staff to gather views on what facilities people value most. The public consultation helped the Council to understand what residents and stakeholders wanted from the proposed new Carlton Active centre. The consultation was designed to make sure the project reflected local priorities and to gather feedback on the types of facilities, programmes and services people felt were most important and explore how leisure centres could better support health and wellbeing across the borough.

More than 1,400 people took part through surveys, focus groups and workshops. The feedback showed a strong desire for modern, sustainable leisure centres and highlighted swimming, gyms and group exercise as the top priorities for residents. Families told us that child-friendly facilities such as soft play were important, while many people emphasised the need for affordable pricing, concession schemes and flexible membership options. There was also a clear call for inclusive and accessible design. In addition, respondents wanted Carlton Active to provide more than just sport, acting as a community hub where social activities, health support and wellbeing services could sit alongside traditional leisure provision.

The results of this consultation directly shaped the recommended facility mix approved by Cabinet in September 2025. By embedding this feedback, the Council is ensuring that Carlton Active reflects the needs of local people while also being financially sustainable for the long term.

On 25 September 2025, Cabinet considered the next steps for Gedling’s Leisure Transformation Programme and, specifically, the Carlton Active project. Cabinet noted the updated Leisure Strategy as the evidence base that will guide future investment and management decisions across the portfolio and noted the results of the 2025 public and stakeholder engagement that informed Carlton Active’s brief.

As part of the business planning process, the Council modelled different facility options to test how each option would perform financially and in terms of meeting community needs.

For Carlton Active, Cabinet approved moving into the next stage of feasibility and concept design based on a core facility with soft play.

The new Carlton Active will include:

• An 8-lane, 25-metre swimming pool
• A learner/teaching pool
• A 100+ station gym
• An assisted exercise suite
• Two group exercise studios and a dedicated spin studio
• A community room for a range of activities and hire
• A café linked to reception
• Soft play facilities

This decision reflects the business-case modelling set out in the report. The recommended facility mix maximises operating surplus to support borrowing. The position on a 3G pitch will be revisited later alongside the borough-wide review of football pitch need.

Cabinet also agreed that the Council will continue to engage with and offer advisory support to Gedling Indoor Bowls Club while relocation options are explored. This follows extensive engagement with the club and recognises the strength of feedback about the need for six-rink provision; feasibility work has therefore tested both “with” and “without” bowls to understand the full impact before the final decision was made.

In line with the Strategy, Cabinet agreed to undertake consultation on a potential withdrawal from the joint-use agreements at Redhill and Calverton. Any change would be subject to consultation and a two-year notice period, and work with schools and partners would seek to protect community access (for example to sports halls, pitches and pools) through new management arrangements where viable.

Finally, Cabinet noted the financial context: reducing the leisure subsidy is important to the Council’s Medium-Term Financial Plan, and the Carlton Active scheme is expected to contribute to efficiency savings, carbon-reduction goals and equality duties. Full Business Case and affordability assessment will come forward in early 2026 for a decision on whether to proceed to Pre-construction, once funding has been identified.

You can view the decision, report and supporting documents using the following link:

Agenda for Cabinet on Thursday 25 September 2025, 2.00 pm - Gedling Borough Council

When planning Carlton Active, the Council tested several different options to make sure the new centre would be both financially sustainable and aligned with what residents said they wanted. Detailed business case modelling was carried out for each option, looking at the likely income, costs and borrowing requirements, alongside evidence from the Leisure Strategy, market analysis and the public consultation.

Through this process, four options were considered: a basic “core” facility, core with soft play, core with indoor bowls, and core with both bowls and soft play. Each option was assessed against affordability, sustainability and community benefit. The consultation results showed strong demand for swimming, gym, group exercise and family-friendly provision, particularly soft play. By contrast, including a six-rink bowls facility created a significant financial deficit that would have reduced the Council’s ability to invest in the new centre.  This was due to the potential additional capital borrowing costs for including a six-lane rink as part of the new facility.

On this basis, Cabinet agreed in September 2025 to move forward with the “core plus soft play” option. This facility mix will include an eight-lane 25-metre swimming pool, a learner/teaching pool, a 100+ station gym, an assisted exercise suite, two group exercise studios and a dedicated spin studio, a community room, a café linked to reception, and a soft play area for younger children.

We will be working to keep the facilities, such as the sports hall, and at the neighbouring school site, with community access maintained through a new agreement. The Council will work with partners, the Academy Trust and the relevant national governing bodies to explore how these facilities continue to be available for public use.

This mix provides the best balance between what local people asked for, the health and wellbeing priorities in the borough, and the need to reduce the ongoing subsidy. It ensures that Carlton Active will be modern, inclusive and accessible, while operating in a way that is financially viable for the long term.

At its meeting on 19 February 2026, Cabinet considered the completed RIBA Stage 2 (Concept Design) report for Carlton Active and agreed a number of important next steps.

Firstly, Cabinet noted and approved the outputs of the RIBA Stage 2 design work. This included the concept design for the new Carlton Active facility, the updated cost estimate, the indicative programme and the identification of key project risks. RIBA Stage 2 confirms that the scheme is technically feasible at concept level and capable of progressing into more detailed design.

Secondly, Cabinet approved progression into the next phase of development - RIBA Stages 3 and 4 which represent the detailed pre-construction design stages. This allows the Council and its professional team to refine the design, improve cost certainty, complete technical coordination and prepare the planning application.

Importantly, Cabinet did not approve construction at this stage. The decision enables further development and affordability testing, but a separate future decision will be required before entering into any construction contract.

Cabinet also agreed the closure of the Richard Herrod Centre from 1 May 2026 to enable redevelopment of the site. In addition, Cabinet agreed to begin the process of withdrawing from the Carlton Forum Leisure Centre joint use agreement, in line with contractual requirements and transition planning.

The February decision moves the project from concept design into detailed technical development and pre-construction, but it does not represent a final commitment to build.

You can view the decision, report and supporting documents using the following link:

Agenda for Cabinet on Thursday 19 February 2026, 2.00 pm | Gedling Borough Council

Following Cabinet’s decision in February 2026 to approve the RIBA Stage 2 (Concept Design) report, the project has now moved into the detailed pre-construction phase which is known as RIBA Stage 3 and RIBA Stage 4

The purpose of the next stages is to develop the design in detail, improve cost certainty, reduce delivery risk and ensure the project is fully tested before any final decision is made on construction.

RIBA Stage 3 - Developed Design

The project is now entering RIBA Stage 3. During this stage, the initial concept design will be developed into a fully coordinated scheme. Architectural layouts will be refined and integrated with structural, mechanical and electrical systems to ensure the building is technically deliverable.

This stage will also incorporate the findings from detailed site investigations, including ground conditions, drainage, ecology and utilities. Any constraints identified at RIBA Stage 2 will be addressed and mitigated through design development.

A key output of RIBA Stage 3 will be the preparation and submission of a formal planning application. This will include architectural drawings, supporting technical reports and consultation documentation.

At the same time, the project cost plan will be updated to reflect the more detailed design information. This allows the Council to test whether the scheme remains affordable within its capital budget and borrowing assumptions.

Planning Determination

Once submitted, the planning application will be considered through the normal statutory process.

This will include public consultation and technical review by planning officers and consultees such as highways, ecology and environmental health. Any conditions attached to planning permission will need to be satisfied before construction can begin.

RIBA Stage 4 - Technical Design and Cost Certainty

Subject to satisfactory progress at Stage 3, the project will move into RIBA Stage 4.

This stage involves producing detailed technical drawings and specifications suitable for construction. It also allows contractor pricing to be tested against the fully developed design.

By the end of Stage 4, the Council will have:

• A technically complete design
• A significantly more accurate project cost
• Greater certainty around programme and risk
• Clear understanding of construction sequencing and delivery requirements

This is the point at which affordability can be confirmed with far greater confidence than at concept stage.

Final Decision on Construction

Once RIBA Stage 4 is complete, planning permission has been secured and affordability has been confirmed, a further report will be brought to Cabinet.

Only at that stage will elect members be asked to decide whether to enter a construction contract and proceed with delivery.

Until that decision is made, the project remains in development.

Yes. There will be further opportunities for residents and stakeholders to see the developing designs and provide feedback as the project moves through the next stages.

As the project now moves through detailed design (RIBA Stage 3), consultation will focus more specifically on the developing building design and planning proposals.

The Council intends to share updated design information with stakeholders and user groups before submitting a formal planning application. This allows feedback to be considered and, where appropriate, incorporated into the final planning submission.

Construction has not yet been approved.

The project is currently in the detailed design and pre-construction phase (RIBA Stages 3 and 4). Before construction can begin, several important steps must be completed.

The next key milestone will be the submission and determination of a planning application. Subject to progress through RIBA Stage 3, the planning application is anticipated to be submitted during 2026. Once submitted, it will be subject to the normal statutory consultation and determination process.

At the same time, the design will be developed to technical level (RIBA Stage 4), allowing the project cost to be refined and affordability confirmed with greater certainty.

Only once:

• Detailed design is complete
• Planning permission has been secured
• Project costs are confirmed
• Affordability is approved by elected members

will Cabinet be asked to make a final decision on whether to proceed to construction.

If all approvals are secured as anticipated, construction could potentially begin in early 2027.

The construction phase for a facility of this scale is expected to take approximately 15 - 18 months. Based on current assumptions, this would suggest a possible opening date during 2028.

However, these timings are indicative and remain subject to:

• Planning outcomes
• Technical findings during detailed design
• Market conditions and contractor pricing
• Formal member approval

The Council’s approach is deliberately staged to reduce financial and delivery risk. This means that while there is a clear programme in place, construction will only commence once the project is fully tested and confirmed to be affordable and deliverable.

The most up-to-date designs for Carlton Active will be made publicly available as the project progresses through detailed design and the planning process.

The designs currently available reflect the RIBA Stage 2 (Concept Design) proposals that were considered by Cabinet in February 2026. These show the proposed layout; facility mix and initial external appearance of the building.

The Council is committed to maintaining transparency and will provide updates as the design evolves.

Cabinet agreed in February 2026 that the Richard Herrod Centre will close from 1 May 2026 to enable redevelopment of the site for the proposed Carlton Active facility.

The Richard Herrod site has been identified as the location for the new leisure, wellbeing and community centre. In order to progress the next stages of the project - including detailed design work, site investigations, planning preparation and enabling works, the site needs to be available for redevelopment activity.

The current lease for the indoor bowls club at the Richard Herrod Centre expires on 26 April 2026. The agreed closure date of 1 May 2026 aligns with the end of that lease period and provides a clear and planned transition point for the site.

Continuing to operate the building while progressing towards demolition and reconstruction would significantly restrict access for surveys, increase health and safety risks, delay the overall programme and add unnecessary cost to the project.

The building is also ageing and requires ongoing maintenance and subsidy. The Council’s Leisure Transformation programme is focused on creating modern, financially sustainable facilities. Continuing to operate the Richard Herrod Centre while redevelopment plans are advanced would result in additional short-term operational costs without improving long-term provision.

We understand how important the Richard Herrod Centre is to the many clubs, community groups, and regular users who rely on its facilities. If redevelopment of the site goes ahead, the Council is committed to ensuring these groups are supported throughout the transition.

When the site needs to be temporarily closed for construction, the Council will:

• • Work proactively with each group to understand their specific needs (e.g. space, accessibility, equipment)
  • Identify suitable alternative venues across the Gedling Leisure portfolio and the wider community, where this is possible
  • Offer practical relocation support to minimise disruption to activities and memberships
  • Provide regular updates to ensure all users feel informed and supported

The proposed Carlton Active facility, as agreed in principle by Cabinet, does not include a dedicated indoor bowls rink.

This decision followed detailed strategic assessment, public consultation and financial testing as part of the Leisure Transformation programme. Through the Strategic Outcomes Planning Model (SOPM), borough-wide consultation and feasibility work, the Council assessed current participation levels, community need, long-term sustainability and affordability across all leisure activities.

While indoor bowls provides important social and wellbeing benefits for its members, the inclusion of a new purpose-built bowls rink within Carlton Active would significantly increase the overall capital cost of the project. It would also increase the building footprint, construction complexity and ongoing operational subsidy requirements.

At a time when the Council must ensure long-term financial sustainability, the agreed facility mix prioritises those activities which serve the greatest number of residents and support wider health and wellbeing outcomes across the borough. Consultation feedback demonstrated particularly strong demand for swimming provision, gym facilities, group exercise space and family-focused activity, and these elements form the core of the proposed new facility.

In addition, the Council received a petition requesting that indoor bowls be retained within the redevelopment proposals. This was formally acknowledged and considered. As part of the RIBA Stage 2 design and cost work, the spatial and financial implications of including a new indoor bowls facility were reviewed again to ensure the decision was based on the most up-to-date information.

That review confirmed that incorporating a bowls rink within the proposed scheme would require a significant increase in capital funding and ongoing subsidy and would place the overall project’s affordability at risk.

The decision does not reflect a lack of recognition of the bowls club’s value. The Council acknowledges the important social and community role the club plays and has engaged with representatives to explore alternative options and support transition arrangements following the expiry of the lease at the Richard Herrod Centre

However, incorporating a new indoor bowls facility within Carlton Active was assessed as financially unviable within the agreed budget envelope and would have jeopardised delivery of the wider project.

The Council has carefully considered this question as part of the Leisure Transformation programme.

Operating both the Richard Herrod Centre and a new Carlton Active facility would not be financially sustainable. The purpose of the programme is to replace ageing, inefficient buildings with a modern, energy-efficient centre that can be operated more effectively and with reduced long-term risk.

The Richard Herrod Centre requires ongoing maintenance and subsidy. Continuing to operate it alongside a new facility would result in duplication of costs, including staffing, utilities, maintenance and lifecycle investment. This would increase the overall financial burden on the Council at a time when long-term sustainability is a key priority.

The strategic approach agreed by Cabinet is to consolidate provision into a single, Council-controlled facility that:

• Reduces duplication
• Improves operational efficiency
• Is more energy-efficient
• Better reflects current patterns of participation
• Is financially sustainable over the long term

Retaining both sites would undermine those objectives and place additional pressure on the Council’s Medium Term Financial Plan.

The decision reflects a balance between maintaining valued services and ensuring that leisure provision across the borough remains affordable and secure for future generations.

The current estimated capital cost of the Carlton Active project at RIBA Stage 2 (Concept Design) is circa £30 million.

This figure is an indicative estimate based on concept-level design and cost planning. It will be refined and tested further as the project progresses through detailed design (RIBA Stages 3 and 4), where cost certainty is significantly improved.

The project is expected to be funded through a 50:50 combination of:

• Council capital resources (including capital receipts)
• Prudential borrowing

Prudential borrowing allows councils to borrow to invest in long-term infrastructure, provided the borrowing is affordable and sustainable within the Council’s Medium Term Financial Plan.

No final borrowing commitment has yet been made. Before any construction contract is entered into, Cabinet will receive a further report setting out:

• The confirmed capital cost
• Borrowing requirements
• Annual financing costs
• Revenue implications
• Long-term subsidy projections

Only once members are satisfied that the project is affordable and financially sustainable will a final decision to proceed be taken.

Why is affordability so important?

Leisure services currently require an annual subsidy. Many of the borough’s existing facilities are ageing and increasingly expensive to maintain. Without investment, there is a risk of rising maintenance costs, operational inefficiencies and potential unplanned closures.

The purpose of the Leisure Transformation programme is to replace ageing infrastructure with a modern, energy-efficient facility that is:

• More cost-efficient to operate
• Better aligned with current demand
• Designed to reduce long-term financial risk

The financial case for Carlton Active is therefore not simply about capital investment, but about improving long-term sustainability and reducing future financial pressure on the Council.

Will this increase council tax?

There is no proposal to increase council tax specifically because of the Carlton Active project. Any borrowing required would need to be affordable within the Council’s Medium Term Financial Plan and will only be approved by members if it is considered financially sustainable.

Council tax levels are set annually as part of the wider budget process and are influenced by a range of factors, not a single project.

Carlton Forum Leisure Centre will remain open and continue operating as normal throughout the planning and potential construction of the new Carlton Active.

There are currently no plans to close or reduce services at Carlton Forum while the Richard Herrod site is under review. The Council is committed to maintaining business continuity across the leisure portfolio, and Carlton Forum plays a key role in providing ongoing access to sport and fitness in the area.

If the new centre is approved and construction goes ahead, Carlton Forum will continue to operate until the new facility is fully built and ready to open - ensuring no gap in service delivery for customers, clubs or the community.

The Carlton Active project is progressing through a series of staged decisions to ensure that design, cost and affordability are fully tested before any final commitment is made.

Below is an overview of the key milestones.

September 2025 - Strategic Approval

Cabinet agreed in principle to progress plans for a new leisure facility in Carlton and approved a proposed facility mix, subject to further design and affordability testing.

February 2026 - RIBA Stage 2 Approval

Cabinet considered the completed Concept Design (RIBA Stage 2) report and agreed to progress into detailed pre-construction design (RIBA Stages 3 and 4). Cabinet also confirmed the closure of the Richard Herrod Centre from 1 May 2026 and agreed to begin the process of withdrawing from the Carlton Forum joint use agreement at the right time to align with the opening of the new site.

 March 2026 - Winter 2026 Detailed Design and Planning

During 2026, the project will:

• Progress through RIBA Stage 3 (Developed Design)
• Prepare and submit a planning application
• Undertake statutory consultation
• Refine the project cost and confirm affordability

Planning determination is anticipated during 2026, subject to the statutory process.

1 May 2026 - Closure of Richard Herrod Centre

The Richard Herrod Centre will close from 1 May 2026, following the expiry of the bowls club lease in April 2026. This allows the site to transition into redevelopment and enabling works

June 2026 - Site Handover and Enabling Works

Following closure, the site is expected to be handed over to the project team in June 2026. This stage will involve intrusive site investigations, further surveys, preparation works and site clearance activities required to progress redevelopment safely and efficiently.

Autumn 2026 - Demolition of Richard Herrod (Indicative)

Subject to planning and programme progress, demolition of the existing Richard Herrod building is anticipated to take place in Autumn 2026.

Demolition will only proceed once all statutory requirements, surveys and approvals are in place. Demolition is being programmed ahead of main construction to reduce programme risk and allow ground preparation works to be undertaken efficiently.

Late 2026 - Final Cabinet Decision (Subject to Progress)

Once:

• Detailed design is complete
• Planning permission is secured
• Costs are confirmed
• Affordability is approved

A further report will be brought to Cabinet. Members will then decide whether to enter into a construction contract and proceed to delivery.

2027 -2028 Construction Phase (If approved)

If construction is approved, works could potentially begin in early 2027. Construction of a facility of this scale is expected to take approximately 15-18 months.

Based on current assumptions, this would indicate a possible opening during 2028.

Important Note

All future dates remain indicative and subject to planning approval, detailed design outcomes, market conditions and formal member approval. The Council’s phased approach ensures that each stage is reviewed before progressing to the next.

Gedling Borough Council is reviewing how leisure services are delivered across the borough. Like many councils, we are under growing financial pressure and must make difficult decisions to protect essential services for the future.

Redhill and Calverton Leisure Centres are not owned by the Council. They operate under joint use agreements (JUA) with Redhill Academy Trust and Nottinghamshire County Council, which allow Gedling Borough Council to run leisure services from those sites. However, these centres are becoming increasingly expensive to run and maintain. Without change, the cost of keeping them open could threaten the future of leisure services across all of Gedling.

We know how important local leisure centres are to people’s everyday lives - whether it’s swimming lessons for children, keeping active with friends, or simply having a welcoming space in the community. That’s why Gedling Borough Council is facing one of its hardest decisions with care, honesty and a commitment to involve residents at every step.

The 2025 Leisure Strategy, which was independently reviewed and approved by Cabinet in September 2025, recommended that the Council consult on whether it should withdraw from these joint use agreements.

This recommendation reflects the high operating subsidies, significant maintenance liabilities and limited long-term control the Council has over facilities it does not own.

For this reason, the Council will be launched a public consultation in November 2025 to hear residents’ and stakeholders’ views. This was a genuine consultation process - no decision has yet been made to withdraw from any site.

What is being considered is whether continuing to operate from JUA sites remains financially viable in the long term. If the Council were to decide to withdraw from a JUA site, a two-year formal notice period would apply. During this time, the Council would work with schools, partners and national governing bodies to protect community access at these sites, for example for sports halls and sports pitches, and explore alternatives such as expanded services at the new facilities, such as Carlton Active, or new partnership models that enable some ongoing service delivery for the community.

We know how important local leisure centres are to people’s everyday lives, whether that’s swimming lessons for children, staying active with friends, or simply having a welcoming space in the community. That’s why this decision is being approached with care, openness and a commitment to involving residents at every step.

Ambition Arnold is a long-term regeneration project led by Gedling Borough Council to transform the north end of Arnold town centre, with a focus on the area surrounding Arnold Leisure Centre, Arnold Library, and the Bonington Theatre.

The goal of the project is to create a modern, inclusive, and accessible cultural and wellbeing hub, where residents can access leisure, learning, entertainment, and community services all in one connected location. It forms part of the Council’s broader commitment to invest in local places, improve community outcomes, and deliver high-quality services in buildings that are sustainable and fit for the future.

The current vision includes the redevelopment and co-location of several key public services across two core sites:

Arnold Leisure Centre:
A new or refurbished leisure centre is proposed, featuring:

• A main swimming pool and learner pool
• A 130-station gym
• 3 group exercise studios
• A community space
• A café and modernised reception area

Bonington Theatre:
A separate cultural venue designed to support both live and screen entertainment, including:

• A 225-seat theatre
• 2 cinema screens
• Community space
• Food and beverage offer (e.g. café/bar) to enhance the visitor experience

The ambition is to take a phased approach, with the Bonington Theatre redevelopment planned as the first stage, followed by a wider transformation of the leisure centre once funding is secured.

All services, including the existing Arnold Leisure Centre will remain open and operational until any new facilities are complete, ensuring business continuity and ongoing public access.

Ambition Arnold is currently in the early design and business case development phase following RIBA Stage 2 approval.

Gedling Borough Council has completed strategic work to shape a long-term vision for the regeneration of Arnold town centre, anchored by the Ambition Arnold programme. This includes proposals for a new leisure centre, arts centre (including theatre and cinema), library and improvements to public spaces in Arnold North.

In November 2025, Cabinet approved the RIBA Stage 2 plans and outline business case for these proposals, following public and stakeholder engagement on the concept designs. The Stage 2 designs set out the framework for the potential redevelopment and will support future funding bids or investment opportunities.

At this stage:

• The project has a visionary masterplan and RIBA Stage 2 concept designs in place.
• An outline business case has been prepared to support future funding applications and strategic conversations.
• Funding has not yet been secured, and no construction or delivery timetable has been agreed.

The Council continues to explore funding opportunities and develop the scheme so that, when a viable financial and delivery package is in place, the project can progress to more detailed design and delivery stages.

In summary, Ambition Arnold has completed RIBA Stage 2 design and outline business case approval and is now in a preparatory phase focused on securing funding and progressing the project toward future delivery.