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NW Sutherland Community Leisure Centre - Phase 1

Proposal code: THC-2026-07-174

The NW Sutherland Community Leisure Centre is a community-led project to build a swimming pool, gym, sauna + soft play area urgently needed given the nearest comparable services are 1 1/2 hours away.

What do you want to do?

The newly formed NW Sutherland Community Leisure Centre SCIO seeks funding to commission a full architectural feasibility study for the community‑led leisure facility in Kinlochbervie and associated legal fees to secure land.

The leisure facility will service the communities of Durness, Scourie and Kinlochbervie.

This study will provide the technical, financial and governance evidence required to progress the project toward capital fundraising and delivery and to secure the already identified site. 

Funding will support the following activities:

• Architectural design exploration, including concept layouts, site suitability, environmental and sustainability considerations and accessibility.

• Planning and regulatory assessment, covering statutory requirements, consents and potential constraints and securing the identified site.

• Capital cost modelling, lifecycle costing and phased development options.

• Operational and governance modelling, including staffing, management structures and sustainability planning.

• Partnership development.

• Community engagement validation, ensuring the design reflects local needs and priorities

2. Why is your project important for your community?

North West Sutherland is one of Scotland’s most remote regions, with very limited access to health, wellbeing, fitness and family‑friendly indoor facilities. The nearest comparable leisure centres are at least an hour and a half away, creating significant barriers for young people, older adults, families without transport and those seeking regular exercise or rehabilitation.

The project directly aligns with the following priorities:

• Improving access to local health and wellbeing services.

• Creating safe, inclusive indoor spaces for all ages.

• Supporting community resilience and reducing isolation.

• Enhancing opportunities for young people and early‑years development.

• Strengthening local infrastructure to support population retention and quality of life - NW Sutherland has a significant depopulation issue.

• Offering new jobs - Leisure Centre Manager, Fitness Experts and Lifeguards.

Community consultations have repeatedly highlighted the need for a local leisure facility that supports physical activity, mental wellbeing, social connection and year‑round access to safe indoor spaces. The SCIO was formed in direct response to this community mandate.

3. What positive impact will your project have?

The feasibility study is the essential next step toward delivering a facility that will transform health, wellbeing and community life in NW Sutherland. Expected outcomes include:

Health & Wellbeing Positives

• Improved physical health: Local access to swimming, gym facilities and fitness programmes will increase opportunities for regular exercise, supporting cardiovascular health, mobility, strength and long‑term disease prevention.

• Enhanced mental wellbeing: Reliable indoor spaces reduce isolation and provide safe, warm environments for social connection—particularly important in a remote region with harsh weather and limited transport.

• Reduced health inequalities: A local centre ensures equitable access for residents who currently cannot travel long distances for exercise, including young people, older adults, low‑income households and those with mobility challenges.

• Support for young people and families: Swimming lessons, youth gym access and soft play facilities encourage healthy habits, confidence and early‑years development.

• Healthy ageing and rehabilitation: Warm‑water exercise and swimming support people with arthritis, joint issues or mobility limitations, while sauna access aids recovery and relaxation.

• Year‑round wellbeing: Indoor facilities ensure residents can maintain physical and mental wellbeing regardless of weather or season.

• Strengthened community cohesion: Shared leisure spaces bring people together across generations, supporting social connection and reducing isolation.

• Partnership‑enabled programmes: Collaboration with High Life Highland could bring structured fitness classes, swimming programmes, wellbeing workshops and accessible pricing models.

Community & Social Impact

• A safe, warm, inclusive hub for families, young people and older adults.

• Strengthened community cohesion through shared activities and programmes.

• Enhanced opportunities for youth engagement and positive social development.

Economic & Local Development

• Local employment opportunities through construction and operation.

• Attraction and retention of families and working‑age residents.

• Strengthened partnership working with regional service providers.

Long‑Term Sustainability

• A robust evidence base enabling future capital fundraising.

• Clear governance and operational models ensuring long‑term viability.

• A facility designed to meet local needs while remaining financially sustainable.

4. What key milestones have you achieved so far, and what are your next steps?

Milestones Achieved

• Community Engagement & Support Evidenced:  Residents have formed a SCIO to lead the project, demonstrating strong grassroots commitment. Initial community discussions confirm high demand for local leisure provision.

• Project Plan Initiated:  The SCIO has defined core facility components, strategic need and alignment with the Place Plan.

• Architect Identified and Commissioned (after extensive research) and funding secured for initial draft plans.

• Site identified and indication that there will be no cost to NW Sutherland Community Leasure Centre other than legal fees.

Next Steps

• Commission the full architectural feasibility study including detailed community engagement to refine design options and a sustainable energy supply. 

• Confirm lease/sale of land to NW Sutherland Community Leisure Centre. 

• Develop a full business case and operational model.

• Secure planning guidance and identify required consents.

• Obtain capital cost estimates and explore phased delivery options.

• Prepare and submit major capital funding applications.

• Formalise delivery partnerships and governance structures.

5. Anticipated Start Date / End Date

Start date: Immediately upon receipt of funding. End date: Feasibility study completion expected within 6 months, followed by progression to business case development and capital fundraising.

 

• Visitor Infrastructure
• Mental Health
• Community Hub
• Healthcare
• Leisure
• Youth Spaces & Activities
• Sports

• Sutherland