THE dedicated volunteers behind the campaign to save Woolston Neighbourhood Hub have been praised for achieving a series of significant victories as the battle to reopen the much-loved community facility enters a critical new phase.
Campaigners from Save Woolston Neighbourhood Hub updated residents at a well-attended public meeting, where supporters heard that months of determined lobbying, technical research and community pressure have already transformed the future of the Hub.
The biggest breakthrough came on June 22, when Woolston Neighbourhood Hub and the surrounding playing fields were officially designated an Asset of Community Value (ACV).
The designation, secured following a submission by Woolston Parish Council supported by the campaign group, recognises the Hub’s importance to the social, recreational and sporting life of the community.
Although the status does not prevent the site from ever being sold, it makes disposal significantly more difficult by giving the community a six-month moratorium period to prepare its own bid should the Council decide to sell the asset. The designation remains in force for five years.
Campaign organiser Judy Brown thanked everyone who attended the latest public meeting and paid tribute to the volunteers whose efforts have helped protect the future of the Hub.
She told supporters that, despite the challenges ahead, the campaign had already achieved far more than many initially believed possible.
Among the successes highlighted were preventing the demolition of the building, securing Asset of Community Value status, encouraging the Council to consider a Community Asset Transfer (CAT), persuading the authority to commission independent costings through EQUANS and ensuring discussions remain ongoing over a range of possible futures.
Campaigners believe that without sustained public pressure, the Council could have progressed much further towards permanently closing the facility.
Community Asset Transfer under consideration
Attention is now turning towards the possibility of a Community Asset Transfer, a model increasingly being adopted across the country as councils struggle with financial pressures.
Under such an arrangement, management or ownership of the Hub could potentially pass to a community organisation, charity or Community Interest Company (CIC), allowing local people to secure grants and seek new ways of operating the facility.
However, organisers stressed that taking on the Hub would represent a huge responsibility.
Any transfer would almost certainly require the community to assume responsibility for repairs, maintenance, insurance and day-to-day operating costs while also creating a financially sustainable business model.
Campaigners acknowledged that this would be particularly challenging given that leisure centres with swimming pools traditionally operate at a financial loss.
As a result, no final decision has been made.
Instead, the committee says it remains open to every possible option until the true repair costs become known.
One possibility under consideration would see a community organisation own or lease the Hub while contracting day-to-day operations to an experienced leisure management company such as GLL, Everyone Active or Parkwood Leisure.
Questions remain over funding
Despite the recent progress, campaigners also revealed what they described as a major disappointment.
According to correspondence received from Deputy Council Leader Cllr Jean Flaherty, the Council currently has no capital funding available to safely reopen the Hub.
Campaigners say this appears to contradict options discussed earlier this year when both full and partial reopening scenarios were being explored.
Meanwhile, the Council has delayed publishing the outcome of its public consultation while seeking external advice, something campaigners believe demonstrates that their campaign has significantly altered the original timetable.
Independent repair assessment welcomed
Campaign volunteer Chris Kearney told supporters that one of the campaign’s biggest achievements has been forcing an independent assessment of the building’s condition.
He said the Council had repeatedly referred to repair costs of around £3 million together with what campaigners describe as highly inflated internal estimates for individual works.
Following detailed technical challenges from the committee, the Council has now commissioned independent experts to establish the true cost of restoring the building.
Campaigners believe this will provide a much clearer picture before any long-term decisions are made.
Health concerns remain at the forefront
The meeting also heard concerns about the continuing impact of the Hub’s closure on local residents.
Campaigners highlighted evidence from medical professionals and users who say the loss of the swimming pool has affected post-operative rehabilitation, physical health and mental wellbeing.
Parents also raised concerns over reduced access to swimming lessons for local children, while alternative facilities at Orford Jubilee have reportedly become heavily oversubscribed.
Campaigners further questioned the handling of the Legionella outbreak, claiming failures to follow recommended maintenance procedures contributed to the problem becoming more serious.
They also believe Section 106 developer contributions may offer opportunities to fund some capital improvements.
Learning from successful community models
To explore possible alternatives, members of the committee recently visited Salford to examine a successful community leisure trust model.
Under that arrangement, a not-for-profit trust manages leisure facilities while the local authority retains ownership and responsibility for major structural repairs such as roofs and boilers.
Campaigners believe similar approaches elsewhere demonstrate that alternative operating models can succeed where councils face severe financial constraints.
Volunteers needed for next chapter
With the campaign now moving from protest towards planning, organisers are appealing for a new generation of volunteers with professional expertise.
The committee is seeking people with experience in finance, business planning, company formation, legal governance, fundraising, project management, property management, communications and leisure centre operations.
Additional volunteers are also needed to support fundraising events, maintenance projects and practical community activities.
Closing the meeting, Judy Brown urged residents to consider how they could contribute.
She said the skills required to run a community facility differ greatly from those needed to campaign for its survival and encouraged supporters to become involved as plans develop.
She thanked residents for their continued backing, adding: “Together we’re a great team.”
For now, campaigners say discussions with the Council continue, no final decisions have been made and every option remains under consideration.
But after securing legal protection for the site and forcing fresh scrutiny of the Hub’s future, they believe the determination of local volunteers has already ensured that Woolston Neighbourhood Hub remains very much alive in the hearts—and plans—of the community.
