EXECUTIVE BOARD 22^nd June 2004

WARDS AFFECTED - ALL ITEM NO……

EXECUTIVE BOARD

22^nd June 2004

REPORT OF THE CORPORATE DIRECTOR OF LEISURE AND COMMUNITY SERVICES

FUTURE LEISURE CENTRE PROVISION – Report on Further Consultation

1. SUMMARY

This report provides feedback on the public consultation received following the Executive Board’s decision on the 18 May 2004, to agree to the ‘Transformation Programme’ as a basis for consultation, requesting that the results be reported to the next meeting of the Board on 22^nd June 2004.

Due to the circulation print deadline of 10^th June for this report, it has not been possible to capture and complete a full summary of the meetings held and responses received. Reference is made to Appendix 3 and 4 which will be completed and circulated as a supplementary paper to Board Members a day prior to the 22^nd June meeting.

2. KEY DECISIONS

This matter is subject of a Key Decision because its outcome affects all City wards and its associated costs are in excess of £1 million.

3. RECOMMENDATIONS

It is recommended that Members: -

1. Note and consider the consultation summary responses received as set out in Appendix 3 to this report.

2. In response to the consultation, agree that the action points listed in Appendix 4 to this report be incorporated into the ‘Transformation Programme’ implementation project plan.

3. Agree the recommendations 3.1 to 3.7 as set out in the Board report of 18^th May 2004, a copy of which is attached as Appendix 1 to this report.

4. REASONS

This option, whilst taking some difficult decisions, does best meet the Council's aspirations to secure and maintain a sustainable network of good quality Leisure Centre facilities. It also seeks to address criticisms previously made concerning over-provision of water space and looks to secure a long-term future for the majority of the City's Leisure facilities.

5. BACKGROUND

On 18^th May 2004 the Executive Board considered a report that examined three options for future Leisure Centre provision within the City, with Option (c) entitled the ‘Transformation Programme’ being recommended for support.

Members agreed to the ‘Transformation Programme’ proposals as a basis for consultation, requesting that the results be reported to the next meeting of the Board, due on 22^nd June 2004.

Following the meeting on 18^th May 2004, Officers undertook to implement an intensive promotion of the proposals for consultation, a summary of which is listed below: -

• An Information leaflet was produced to outline the ‘Transformation Programme’ proposals and 6,000 copies were distributed to all Leisure Centres and Libraries for residents to make their views known. A copy of the produced leaflet is attached as Appendix 2.

• A Leisure Consultation Web Site was established and advertised allowing residents to read related reports on this matter and submit comments on-line. (www.nottinghamcity.gov.uk/leisureconsultation). This site also included a copy of the Information Leaflet.

• Media briefings were arranged with local papers and radio to ensure awareness of the proposed decision and that a month’s consultation was taking place.

• The Executive Member for Culture, Community Services and Tourism along with Officers agreed to attend any public meetings as requested to discuss the proposals, a summary of which are listed in Appendix 3.

• Following a request from BBC East Midlands Today news programme, the Executive Member for Culture, Community Services and Tourism agreed to take part in a BBC video diary item, to present the issues over the proposals. This item lasting over 4 minutes was screened on 25^th May 2004.

• In addition, residents have been encouraged to write directly to the Council in response to these proposals.

Over the month the Council received the following volume of responses in relation to the proposals.

Volume of Responses Received (as at 8^th June)

All responses have been carefully recorded and a full summary of the consultation information received is attached as Appendix 3 to this report.

Consultation meetings that have taken place as at 8^th June 2004 include:

Public meeting regarding Bulwell Lido at River Leen School - 19/5/04

Notts Amateur Swimming Association (ASA) City Clubs meeting at Ellis Guilford School – 3/6/04

Additional meetings currently notified and attending, include:

Lenton Community Association – 9/06/04

Friends of Lenton Leisure Centre – 14/06/04

Partnership Council (Noel Street Leisure Centre) – 14/06/04

6. OTHER OPTIONS

No other options were considered.

7. EQUAL OPPORTUNITIES IMPLICATIONS

The provision of adequate and accessible leisure facilities for all sections of the community by the Council is a matter with significant implications for equal opportunities.

8. List of Background Papers other than published works or those disclosing confidential or exempt information.

None

9. Published documents referred to in compiling this report.

Information Leaflet – attached as Appendix 2

Michael Williams

Corporate Director of Leisure and Community Services

Tel: 0115 9158670

Email: michael.williams@nottinghamcity.gov.uk

8^th June 2004

APPENDIX 1 – EXECUTIVE BOARD REPORT FROM 18^th May

WARDS AFFECTED: ALL ITEM NO…………...

EXECUTIVE BOARD

18 May 2004

REPORT OF THE CORPORATE DIRECTOR OF LEISURE AND COMMUNITY SERVICES

FUTURE LEISURE CENTRE PROVISION

1. SUMMARY

This report proposes an investment programme to secure a quality network of community Leisure Centres in Nottingham. The proposals take into account changes in private and public sector provision over recent years and the over-provision of swimming pools in Nottingham identified through a number of strategic reports previously commissioned by the Authority. The report also recognises and addresses the concerns and criticisms made of the service by the Audit Commission’s Leisure Management Best Value Inspection of March 2002.

The report examines three options:

a) ‘Patch repairs’

b) Eversheds/APSE model

c) Transformation programme

Option c) is recommended for support.

2. KEY DECISION

This matter is the subject of a Key Decision because its outcome affects all City wards and its associated costs are in excess of £1 million.

3.0 RECOMMENDATIONS

It is recommended that Members:

3.1 Set a clear vision to establish a sustainable network of fewer but better quality community leisure centres which match modern customer expectations and better promote sport, active lifestyles, health and well-being.

3.2 Endorse Option c) as the strategic development option and approve the outline capital plan set out in Appendix 7 (c), the early priorities being:

3.2.1 Close Bulwell Lido and dispose of the site, in order to fund development of new air-conditioned fitness room, aerobic studio and multi activity room at Ken Martin, along with refurbishing the pool hall and changing rooms.

3.2.2 Convert the swimming pool at Lenton into an indoor sports/community area to be managed as part of the community centre.

3.2.3 Transfer the management of Elliott Durham Pool to Elliott Durham School as part of the Mapperley Sports Village, by negotiation.

3.2.4 Replace the swimming pools at Beechdale with a 25 metre pool and teaching pool at Harvey Hadden, developing the joint-use campus as a sports complex of regional importance.

3.2.5 Secure the future of competitive swimming in the City by expanding the new pool at Harvey Hadden to 8 lanes and installing an electronic timing system and spectator seating for competitions/galas.

3.2.6 Explore joint funding option with New Deal for Communities for a replacement 25 metre pool and teaching pool on the Djanology City Academy site for the Noel Street pools and sports hall. If joint funding option not deliverable recognise likely closure of Noel Street pools and sports hall.

3.2.7 To undertake essential repairs to remaining facilities and improve fitness facilities at Clifton, John Carroll and the Tennis Centre.

3.3 Prioritise the proposed corporate prudential borrowing bid to fund capital works for the improvement of Leisure Centres.

3.4. Endorse 100% of the capital receipts that become available as a result of land disposals being re-invested in the service to help complete the capital development programme.

3.5 Explore the potential opportunity for the redevelopment of Victoria Leisure Centre through “planning gain” as part of the Eastside development.

3.6 Examine the future of Portland Leisure Centre as part of the “Linking up the Meadows” initiative.

3.7 Endorse the appointment of a dedicated Project Manager, to be employed initially on a three year fixed term basis, to manage and implement the change programme.

4.0 REASONS

The current condition of many of the existing Leisure Centre facilities means that the authority is faced with managing a closure programme as facilities fail, or having to expend a large capital sum to address the backlog of maintenance and dilapidation works now identified for each site.

Option c) sets out a preferred investment option which best meets the aspirations of the Council to secure a sustainable network of good quality facilities, meeting public expectations, as part of a phased programme of improvements.

5.0 WHY THE NEED FOR CHANGE

5.1 £7.29m is needed for maintenance and DDA works; this excludes refurbishments or improvements.

5.2 Swimming attendances have declined from 1.6m in 1970 to under 800,000 in 2000.

5.3 There has been a shift away from swimming to other indoor sport and fitness activities, demonstrating changed user patterns.

5.4 Nottingham has double the water space per 1,000 population as the next nearest core city (Newcastle), and nearly four times as much as the lowest (Liverpool).

5.5 The last decade has seen rapid growth in other leisure provision across the City, which has raised users’ expectations for modern standards and quality.

5.6 Where the City has invested in developing comprehensive wet and dry community leisure centre provision, (Clifton, Southglade) attendance has increased.

6.0 SETTING QUALITY STANDARDS & DEVELOPING SUSTAINABLE FACILITIES

In evaluating options for future Leisure Centre provision, the report has sought to keep its focus on a number of key aims and standards as follows:

a) To develop a future ‘fit for purpose’ stock of quality leisure facilities; each to have a meaningful life span in all its key component structures, plant and machinery of at least 20 years.

b) To ensure quality of finishes and equipment to match customer expectations and better promote sport, active lifestyles, health and well-being into the future.

c) To optimise partnership working and secure best use of resources and prevent duplication of effort through the strategic planning with the Education Department of facility development on or near school sites.

d) To invest in facilities and sites that provide opportunities to respond flexibly to future demands.

e) To ensure the capital invested provides the best long-term solution.

f) To increase our responsiveness to the needs of disadvantaged communities and those who make little or no use of our services, through increased outreach work and promotion.

g) To ensure facilities are best placed and equipped to react to and fulfil national and regional expectations for promoting healthy lifestyles.

h) To promote Nottingham as a European City of Sport and Leisure.

7.0 THE OPTIONS

Three investment options have been explored and these are shown in detail in Appendices 7 (a), 7 (b) and 7 (c). They can be summarised as follows:

7.1 Option A – ”Patch Repairs”

7.1.1 Implications

a) Minimal repairs and maintenance carried out on facilities to bring them back to an acceptable state of repairs.

b) Only necessary DDA works will be undertaken

c) Option retains status quo level of provision until drastic action is forced upon the Council by unplanned closures.

7.1.2 Broad Issues

a) Option does not allow for refurbishment or improvements to make the facilities “fit for purpose” with a 20-year life span.

b) Option will not address expectations of users to access modern purpose designed facilities.

c) Failing to address the strategic needs of facilities will leave a legacy where ultimate closures will occur.

d) Makes inefficient use of resources.

e) Fails to address Best Value issues of over-provision of pools.

7.2 Option B – Eversheds/APSE Proposal

7.2.1 Implications

a) Closure of Lenton, Portland, Noel Street, Bulwell Lido, Beechdale centres. Swimming pools reduced from 21 to 13.

b) Redevelopment of Harvey Hadden to include modern swimming provision to replace Beechdale.

c) Modest refurbishment of Victoria Leisure Centre.

d) Transfer Elliott Durham Swimming Pool to the school.

e) Essential repairs to remaining facilities, improved fitness provision at Clifton, Ken Martin, John Carroll and the Tennis Centre.

f) Closure of the 5 facilities will address over-provision and generate revenue to pay for capital improvements to remaining facilities.

7.2.2 Broad Issues

a) Option reduces over-provision of pools, but change for displaced users more difficult to manage.

b) Option reduces overall revenue needs of facility stock.

c) Option does not take account of outcomes of consultation process (December 2003).

d) Concerns that £2.5m improvement works at Victoria Leisure Centre would not be sufficient to secure 20 year life.

e) Option removes main competition/gala pool and does not offer a replacement.

f) No allowance for relocating ‘Hood’s Hideout’ play facility.

g) Fails to make provision for repair/maintenance costs to Elliott Durham Pool prior to transfer (£133k).

h) Option excludes replacement of the diving pool.

i) Saves on maintenance costs of £106k (Bulwell Lido), £463k (Lenton) and £1.29m (Noel Street).

7.3 Option C – Transformation Programme Proposal

7.3.1 Implications

a) Closure of Bulwell Lido, Noel Street and Beechdale, convert Lenton and transfer to Community Centre management.

b) New facilities planned for City Academy (wet and dry), Harvey Hadden (competition and teaching pools), Lenton (sports hall)

c) Transfer Elliott Durham Pool to Elliott Durham School as part of Mapperley Sports Village.

d) Essential repairs to remaining facilities, improved fitness provision at Clifton, Ken Martin, John Carroll and the Tennis Centre.

e) Victoria Leisure Centre and Portland feasibility studies will need to be considered at a later stage.

7.3.2 Broad Issues

a) Option combines part rationalisation of older, less efficient facilities with replacement modern facilities to satisfy changing user trends.

b) Option takes account of recent consultation exercise and local affinity to facilities.

c) Capital receipt from sale of Lido site invested in repairs and improvements to Ken Martin Pool.

d) Lenton Leisure Centre becomes more manageable by conversion of pool into indoor sports hall.

e) Dysfunctional Beechdale Pool replaced by modern 8 lane 25 metre pool and training pool at Harvey Hadden Sports Centre, a joint use site of regional significance.

f) Meets needs for competition/gala use by schools and clubs.

g) A replacement for Noel Street may be possible if joint funding support is agreed with New Deal for Communities at the City Academy site – otherwise close as repairs not good value for money.

h) Saves on abortive maintenance costs.

i) Explore options for relocating the ‘Hood’s Hideout’ play facility.

j) Victoria and Portland Leisure Centres will incur certain essential costs as feasibility studies undertaken.

k) Full cost benefits not fulfilled until the completion of the whole programme.

7.3.3 Recommending Option C

Option C seeks to establish a sustainable network of fewer but better quality community Leisure Centre facilities, which match modern customer expectations. It promotes improved coordination of resources with Education and develops further the successful community Leisure Centre model of facilities implemented more recently at Southglade and Clifton, where swimming pools operate alongside a range of dry side sport and fitness facilities complemented by ancillary facilities or across school campus style developments.

Specific details relating to Option C proposals for each site as set out in the recommendations can be summarised as follows: -

Bulwell Lido

Close Bulwell Lido and dispose of site – reinvest in Ken Martin Leisure Centre.

Bulwell Lido has seen a huge reduction in attendances from 1500-2000 bathers a day at its peak to an average of only 129 bathers per day last summer. Over £90,000 capital repairs are required to open the Lido again and this expenditure is not seen as value for money. The sale of site will allow capital reinvestment for improvements to Ken Martin Leisure Centre.

Improvements planned would include the development of a new air conditioned health and fitness room, aerobic studio and multi activity room to accommodate a range of activities. The meeting room could then support the Sure Start initiatives currently planned in the area. The development would also see a refurbishment of the pool hall and changing rooms.

Lenton Leisure Centre

Convert swimming pool at Lenton into indoor sports/community hall area to be managed as part of the community centre.

Lenton Swimming Pool has seen a decline in users over the past 5 years (18%) and is the least used fully public accessible facility in the City.

The position and location of the facility does not lend itself to long term development and there are significant maintenance and repairs associated with the facility estimated at £464,000.

This area is also served by other facilities as there is an overlapping catchment and current users can be accommodated at other facilities.

It is proposed to convert the swimming pool hall into a dry sport/community hall to compliment the existing Community Centre facilities and allow integrated site management by the Community Centre.

Elliott Durham Swimming Pool

Transfer the management of Elliott Durham Swimming Pool to Elliott Durham School to be managed as part of the Mapperley Sports Village.

The pool is currently managed as an isolated facility offering a predominant programme of school swimming and the occasional public session.

The transfer of the management of the pool to the school would allow for an integrated wet and dry site approach under a ‘campus style’ management. This would incorporate the new sports hall build and outdoor sporting provision, extending school use into a wider ranging community use programme under the emerging Mapperley Sports Village complex proposals.

Beechdale Swimming Centre

Close and transfer Beechdale pools to the Harvey Hadden site.

The Beechdale centre has structural issues, which require significant expenditure, and the current building and site has limitations for realistic future development to meet modern customer expectations. The ongoing maintenance costs of this centre are expensive and will only increase over time.

Harvey Hadden Sports Centre

Development of new 8 lane competition pool and teaching pool to complement existing dry side facilities.

This site provides an opportunity for an integrated wet and dry Leisure Centre facility development to become a major sports complex of regional importance.

Resource efficiencies would be provided through the operation of one complete site, as opposed to two separate sites/facilities.

A new 25 metre, 8 lane modern short course competition pool with spectator seating would maintain the City’s strong reputation in competitive swimming. It would also allow for a full teaching programme and there is an opportunity to explore joint use arrangements/facilities with both Hadden Park High School and Shepherd School. The pool would fully complement the newly refurbished outdoor athletics track and sports hall and build on the capability of hosting sporting events/festivals of regional significance,

Noel Street Leisure Centre

Close Noel Street Leisure Centre and invest in the development of a modern wet and dry facility as part of the Djanogly City Academy.

The current Noel Street Leisure Centre has a number of major structural issues and repairs that require attention, which have an estimated cost of over £1.2 million. The buildings configuration and age does not easily enable the facility to be modified or developed to meet modern day expectations for a Leisure Centre facility. The split site operation is not cost effective to manage both in terms of maintenance and staffing or security.

City Academy Development

Develop of 25 metre, 6 lane pool and teaching pool on the City Academy site to complement the new sports hall build on school site.

The City Academy site location acts as a natural replacement for the Noel Street Leisure Centre existing catchment and fully complements the current new developments being built including a new community/Education sports hall. This would create a new community leisure facility campus offering both curriculum and community programming. An integrated site will provide management efficiencies and enable revenue savings to be directed elsewhere within the Sport and Leisure Service.

The development will provide state of the art indoor and pool facilities for New Deal for Communities residents should joint funding be agreed by New Deal for Communities.

Victoria Leisure Centre

To explore the potential opportunity for the redevelopment of Victoria Leisure Centre through ‘planning gain’ as part of the Eastside development.

Both the age and location of Victoria Leisure Centre clearly limits its’ development potential as both a community and citywide destination leisure facility for the City. This includes current issues around parking. £2.5 million investment as recommended by APSE is not seen as value for money over a sustainable 20-25 year period. There are considerable repair and maintenance works that are required to this site and the buildings configuration and age does not lend itself to be easily modified to meet modern day customer expectations.

It is proposed to take advantage of opportunities that may afford themselves through the potential Eastside development of the City to complete a further study of options and report back at a later stage.

Portland Leisure Centre

To examine and review the future of Portland Leisure Centre as part of the ‘Linking up the Meadows’ initiative.

The age of Portland Leisure Centre buildings and the configuration does not easily enable the facility to be modified and developed in such a way as to meet modern day customer expectations for a Leisure Centre facility. Current usage of Portland is comparatively low and it has an overlapping catchment area with West Bridgford, which is serviced by one local authority pool and two private sector pools. There are also considerable future repair and maintenance works that are required to this site.

It is proposed to examine the opportunities that the ‘Linking up the Meadows’ initiative may afford and undertake a further study of the options for a future report back.

Remaining Centres – Clifton, John Carroll, Tennis Centre and Southglade

All four centres, although relatively new, require continual investment both for maintenance reasons but also to maintain facilities that meet developing demand.

Clifton Leisure Centre – is extremely well used by local residents and requires regular development and improvements. These include developments to the treatment rooms and changing areas and possible extension of fitness room by removing the squash court area.

John Carroll Leisure Centre – currently lacks quality fitness and aerobic facilities. Planned developments would include an integrated site management of the Leisure Centre with the Community Centre, enabling aerobics and other activities to take place in the community hall with a new fitness room being built on the front of John Carroll Leisure Centre.

Nottingham Tennis Centre – is an extremely well-used facility and requires regular ongoing maintenance to keep the fabric of the buildings and courts in good condition. Additional outside court coverings to complement the recent ‘bubble’ development would provide further court use during the winter.

Southglade Leisure Centre – is the most modern facility in the City and regular maintenance will be required to maintain its condition.

8.0 CHANGE MANAGEMENT PROCESS

If successful implementation is to be achieved it is essential that careful consideration be given to the change management process the service needs to follow, and that engagement with affected communities and groups take place at a very early stage.

To assist in the process, a detailed outline change management template has been produced which all centres would complete before implementation commences.

A dedicated project officer is essential to oversee the necessary changes.

9.0 STAFF & UNION CONSULTATIONS

Staff and Unions have been involved throughout the consultation process with discussions on changes that might be recommended for the service. In reviewing each of the options a brief employment impact assessment has been made.

In the case of option (a) ‘Patch Repairs’, no impact on present staffing levels occurs.

In the case of option (b) ‘Eversheds/APSE’, this would see the loss of a number of positions as the service is reduced quickly through closures.

It is unlikely that these losses would be able to be managed just through staff turnover and natural wastage and some form of compulsory redundancies would be required.

In the case of option (c) ‘The Transformation Programme’, the impact in terms of staff losses is minimal, because of the proposed replacement for Noel Street, assuming the management of such a facility remains with the City Council.

Also that Portland Leisure Centre is retained as future redevelopment options are examined. Where staff reductions occur, it is anticipated that these would be able to be managed through natural turnover and retirements already occurring within the service.

All staff received a specific consultation briefing concerning future Leisure Centre provision and have since been able to ask questions on the impact change might have for them. Similarly, both with the Eversheds/APSE report and the Transformation Programme, the Unions have been given a presentation and are aware of the issues facing the service. A full copy of this report will be made available to the Unions and be held at sites for staff to access.

10.0 OTHER OPTIONS

The report lays out what are considered to be the three serious options by which future Leisure Centre provision should be considered. The only other option that Members could consider is a variation on the status quo option. This option maintains the current provision with the minimum of capital outlay to cover the effects of Disability Discrimination Act whilst avoiding any potential improvement costs.

This option is seen as the ‘Ticking Time Bomb’ and has been discounted due to the potential implications and impact of unplanned closures in the future. This option would not deal with some key health and safety issues that are required at a number of sites, and careful consideration would need to be given as to the long term risk management of these sites.

11.0 OBSERVATIONS OF THE RESPONSIBLE FINANCE OFFICER

In setting out the financial implications of the proposals in the report it must be borne in mind that these are based on broad estimates as regards the costs, capital receipts, phasing, and impact upon the service whilst the works are being undertaken, therefore, the comparison set out in (b) below should be seen as a general guide only.

Included in the Council’s 2004/05 revenue budget is a provision of £740,000 to fund the repayment of a loan raised under the new prudential borrowing arrangements. This provision should fund the borrowing of £8 million against which the above works could be funded.

There are basically three financial issues, which need to be addressed: -

1. Financing of the capital works

The capital costs of the options are detailed in Appendices 7 (a), 7 (b) and 7 (c), and in summary are:

a) Patch Repairs – total cost £7,290,414

b) Eversheds/APSE – total cost £13,030,739

c) The Transformation Programme – total cost £18,406,893

Option (a) – ‘Patch Repairs’

Option (a) is a short term expedient involving necessary repair and maintenance works which does not provide a solution and would not secure the facilities for a further 20 years. On this basis the use of Prudential Borrowing over 20 years cannot be recommended. Funding the borrowing over a shorter period would incur annual repayments in excess of £740,000 for which provision does not exist in the revenue budget.

Option (b) - Eversheds/APSE

The financing of option (b) could use a combination of prudential borrowing (£8 million) and capital receipts estimated to be £2,691,500. This would leave a shortfall of £2,339,239 that is attributed to the addition of inflation and fees. An alternative means of financing this funding shortfall would need to be identified and revenue savings (see below) would achieve this.

Option (c) - The Transformation Programme

Within this option there are two possibilities: -

1. Closure of Noel Street pool without replacement. This would leave a funding shortfall of £4,165,393 for which alternative funding would need to be identified.

2. Closure of Noel Street with replacement pool at the City Academy. This would leave a funding shortfall of £6,565,393 for which alternative funding would need to be identified. If financed from borrowing, additional loan repayments of £607,300 would be incurred.

2. Revenue Budget

The 2004/05 revenue budget includes a saving of £75,000 to be achieved from the review of leisure centres.

• Option (a) ‘Patch Repairs’ – revenue budget savings of £75,000 would not be achieved and alternative savings would need to be identified to balance the 2004/05 budget.

• Option (b) Eversheds/APSE – savings occurring from closing four leisure centres would total £800,000 from 2005/06 onwards. This would provide the £75,000 savings required in 2004/05 and could provide the finance to cover the capital shortfall of £2,339,230 by way of further prudential borrowing. A balance of approximately £500,000 would then be available to either maintain the improved buildings or contribute further towards the three year financial plan which requires significant savings to be achieved in 2005/06.

• Option (c) The Transformation Programme – full years savings of £130,000 would occur from the closure of Bulwell Lido and the transfer of Lenton Pool, this would be sufficient to cover the savings required in 2004/05 of £75,000.

1. As indicated above, the closure of Noel Street pool without replacement leaves a shortfall of £4,165,393, however, revenue savings of £250,000 would accrue, which together with the balance of savings from Bulwell Lido and Lenton would provide £305,000 towards the additional loan repayments of £385,300. Finance for the net annual shortfall of £80,300 would need to be identified.

2. Closure of Noel Street with replacement pool at the City Academy - After taking account of the balance of savings from Bulwell Lido and Lenton, a net annual revenue shortfall of £552,300 would exist for which finance would need to be identified.

c. Summary

	Capital	Revenue
Option (a)	Shortfall of £7,290,414	Shortfall of £75k per annum
Option (b)	£13,030,739 financed through capital receipts and prudential borrowing	£500,000 ongoing resources available
Option (c) (i)	OR OR Shortfall of £868,096 required by 2007/08	£80,300 per annum needed to finance capital shortfall
Option (c) (ii)	Shortfall of £6,565,393	Shortfall of £552,300

Thus, additional capital allocations or revenue contributions from elsewhere in the budget would be necessary to make Options (c) (i) and (c) (ii) affordable.