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IMPROVING LIVES
Business Plan 2013/2014
Web Version
Contents
Page
Introduction
2
1
An Outline of the Business
3
2
Vision, Strategic Aims & Culture
7
3
Key Objectives 2013-2014
9
4
Resources
14
5
Performance Indicators, Reporting & Monitoring
15
6
Board Members & Contacts
18
Appendices
A
The Facilities
19
B
Executive Structure
20
Business Plan 2013-2014 – Web Version
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INTRODUCTION
Welcome to the business plan (the Plan) for Manchester Sport & Leisure Trust (the
Trust), which sets out our vision, strategic priorities, strategic aims and culture, together
with our key objectives and actions for the next year.
In formulating the Plan, we have taken into account key local and national areas of
concern in areas such as health, well-being and worklessness, as well as taken note of key
local plans from a range of different organisations and partners.
By identifying the above key elements for the next year, the Plan provides a basis upon
which we can review our performance and focus our resources, whilst also acknowledging
that the current economic climate will affect both the Trust and our partners in a variety
of ways. The Plan also assists staff, stakeholders and partners to understand the direction
in which the Trust is moving following our formation over four years ago.
Critically, the Plan also supports our charitable objects and our requirement to
demonstrate a public benefit. The charitable objects of the Trust are:
“
“
to provide or assist in the provision of facilities in the interest of social welfare for
recreation or leisure time occupation of persons who have need of such facilities by
reason of their youth, age, infirmity or disablement, poverty or social and economic
circumstances with the object of improving their condition of life;
and
”
to advance education through the promotion of physical development of
children and young people and students at schools and higher education
institutions in the city of Manchester.
”
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1. AN OUTLINE OF THE BUSINESS
BACKGROUND
The Trust is a company limited by guarantee with charitable status. It was formed in 1997
to manage the Manchester Aquatics Centre. However, since that time, a broad portfolio
of further community leisure centres and indoor sporting venues throughout Manchester
have come within our remit, and at the start of the 2013-2014 financial year, the Trust is
responsible for the strategic and operational management of eighteen of Manchester City
Council’s (MCC’s) indoor leisure facilities (the Facilities). Details of each of these
Facilities can be found in Appendix A.
The contracts governing the Trust’s management of the Facilities have led to a number of
Facilities being directly managed by the Trust, whilst the remainder are operated through
a managing agent on behalf of the Trust. In addition, throughout 2012, we explored
alternative ways of managing some of our community facilities, which has led to the
development of more diverse ways of operating some of our portfolio of Facilities (those
marked with an asterisk below). This split of operational responsibility is set out in Table
1 below.
Table 1 – The Facilities
Directly managed by the Trust
-
Arcadia Leisure Centre*
Ardwick Leisure Centre**
Belle Vue Leisure Centre
Manchester National Squash Centre
Manchester Regional Arena
Manchester Regional Gymnastics Centre
Manchester Regional Hockey Centre
Manchester Tennis & Football Centre
North City Family & Fitness Centre
Ten Acres Leisure Centre***
* Operated in conjunction with Manchester
Roller Hockey Club
** Operated in conjunction with Healthy
Ardwick
Managed by a managing agent
-
Manchester Aquatics Centre*
Abraham Moss Leisure Centre**
Broadway Leisure Centre**
Chorlton Leisure Centre**
Levenshulme Swimming Pools**
Miles Platting Swimming Pools**
Moss Side Leisure Centre**
Withington Leisure Centre**
*With Serco Leisure Limited
**With Serco Manchester Limited
*** Operated in conjunction with GB
Taekwondo
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The Facilities provide a broad and diverse infra-structure of community leisure centres,
swimming pools, sports halls and centres of excellence for both the development of sport
and the staging of high level competition. This range of different Facilities allows a
significant collection of activities to take place within them including health and fitness,
sport and key educational programmes, ensuring that the Facilities have a significant
local, district, regional and national significance.
The Trust actively contributes to the delivery of MCC’s sports and physical activity
development programme, as well as to the Manchester SPAA’s (Sport & Physical Activity
Alliance) ten year strategy. In doing so, the Trust seeks to positively impact on the
delivery of the wider aim of making Manchester a world class city by 2015.
THE CHANGING LANDSCAPE OF INDOOR LEISURE IN MANCHESTER
On January 16 2013, Manchester City Council confirmed proposals to achieve savings of
£80m from the Council’s budget over the next two years (2013 – 2015) - £12m of which
was to be found from Neighbourhood Services (which includes indoor leisure). It’s
important that this Business Plan is acutely aware of the proposed changes to the
provision of indoor leisure, and where necessary, the Business Plan and our resources for
13/14 react in accordance with any changes that will impact on our portfolio.
Under the initial proposals, four of our facilities (all operated through managing agent)
were proposed to close from May 2013, as follows;
•
•
•
•
Broadway Leisure Centre
Levenshulme Swimming Pools
Miles Platting Swimming Pools
Withington Leisure Centre
Chorlton Leisure Centre, also identified for closure, will remain open until a new facility
is in place to support the delivery of a school swimming programme.
However, following formal consultation with local residents and businesses between Jan –
Mar 2013, and revised proposal presented to MCC Executive in April the current status for
all 5 community facilities affected by the spending review proposal are now as follows;
- Levenshulme, Withington and Miles Platting will remain open until the respective
replacement facilities are built with the current operation at Miles Platting to be
reviewed
- Broadway received an amended Business Case proposal from Broadway Swimming Club,
which if approved by MCC Executive, would see the club take operation of the building
from early next year
- Chorlton – remains unchanged and the intention is still to close in spring 2015 when the
replacement facility becomes operational
NB: Correct at time of printing 30 April 2013
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GOVERNANCE
The day to day operations of the Trust are managed by the Trust’s senior management
team (the Executive). The Executive is given strategic direction by a board of Trustees
(the Board) regarding the provision and operation of the services in accordance with the
contracts, leases and funding agreements made with MCC. The Board has ultimate
responsibility for the governance of the Trust, and directs, supports and challenges the
Executive in its work. Through the provision of such direction and guidance, and via the
establishment of key policies, we benefit from the foundation of good governance and a
balanced board of trustees that are both diverse and effective.
There are currently nine trustees on the Board (the Trustees), including nominated
directors from a variety of organisations such as MCC, Manchester Metropolitan
University, The University of Manchester, The Manchester College and Eastlands Homes
Housing Association. Details of the current Trustees are set out in Section 6.
EXECUTIVE MANAGEMENT
The Executive is responsible for the overall performance and development of the
contracts that govern the operation of the Facilities set out in Table 1, with Serco
undertaking the direct facility management and operation of those Facilities listed as
being managed by the Trust’s managing agent. In addition, the Executive takes overall
responsibility for programming, general operations, project management, partnership
management and professional and managerial development. Encompassed within this
remit is a requirement to ensure that we can deliver world class sporting events in
combination with increasing participation and usage opportunities for all ages, abilities
and demographics.
In pursuing this remit, the Executive has established excellent communication and links
with all the key stakeholders across our venues. Led by the Chief Executive, the team
works within an efficient and hard working culture and strives to adapt a partnership
approach to its work.
The structure of the Executive is set out in Appendix B.
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PARTNERS
In delivering our services, we work with many key partners including (but not limited to)
MCC, Serco, Sport England, numerous national governing bodies of sport, NHS
Manchester, Manchester City Football Club, City in the Community, the University of
Manchester, Manchester Metropolitan University, the English Institute of Sport, GB
Taekwondo, Whalley Range 11-18 High School, Manchester Roller Hockey Club, Healthy
Ardwick the Wythenshawe Forum Trust and the Velodrome Trust. We recognise that we
can have far greater impact in achieving our vision (set out in Section 2 below) when we
work closely with such partners, and in a period of economic uncertainty, a strong
partnership approach is critical for ensuring ongoing growth and success.
A fundamental part of this partnership focus is the effective establishment of sports
development and activity programmes in conjunction with such partners, with a key
objective of developing structured citywide programmes in order to maximise
participation at all levels. The development of such programmes extends to include
projects addressing educational and worklessness issues, as well as physical and mental
health, social inclusion and well being. This element of the Executive’s focus is drawn
out in the key objectives in the period covered by this Plan, as set out in Section 3
below.
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2. VISION, STRATEGIC AIMS & CULTURE
VISION AND STRATEGIC AIMS
The Trust’s vision is:
“to be the best sport and leisure service provider and partner in the UK, and the place
of choice for sport and leisure activities and events in Manchester.”
To support and achieve this vision, the Trust has nine strategic aims (the Strategic Aims)
which are to:
1. provide a safe and enjoyable experience and excellent customer service for all
customers in facilities that are fit for purpose;
2. provide opportunities, encouragement and access for all members of the
Manchester community to get started, stay active and reach their desired level of
achievement;
3. adopt the principles of best value, continuous improvement and best practice in all
that the Trust does in order to deliver quality and consistency across all Facilities;
4. host, deliver and support a world class programme of events;
5. work with relevant partners to actively contribute to the Community Strategy 1 and
to address the wider social agenda of improving people’s health, providing positive
alternatives to crime and anti-social behaviour, social inclusion and helping people
into employment;
6. become a role model in positive partnering so that the Trust becomes the partner
of choice for all organisations in Manchester with a common purpose;
7. build a successful business that meets and exceeds financial expectations;
8. maximise opportunities that arise or are created to develop and grow the business
in order to re-invest in the Trust; and
9. build a team, be an exemplary employer and create an atmosphere and common
culture where ideas flourish and innovation is embraced, which extends to being
proactive and flexible in our approach to working with our wider team of partners.
1
The Manchester Way – Manchester’s Community Strategy 2006 - 2015.
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CULTURE
We have been able to identify and establish a desired culture of the organisation, which
underpins the above vision and strategic aims:
CUSTOMER SERVICE
We will be a team of people who provide an enjoyable,
accessible, affordable service to our customers which exceeds
their expectations and makes them want to tell everyone how
great we are
PEOPLE
We will be an excellent employer where opportunities and
development are available for anyone who wants them. We will
recognise and reward our enthusiastic staff who provide great
delivery whatever their job
PARTNERSHIP /
TEAMWORK
We will work together and respect our partners and colleagues so
that we can create opportunities, utilise experience, share
success and support each other if times are tough
COMMUNICATION
We will put care, thought and effort into when and how we
communicate with each other so that we send and receive the
right information, in the right way, to help us all do our jobs
ACCOUNTABILITY &
RESPONSIBILITY
We will understand what we are accountable for in our roles and
what that means we need to do. We will take pride in and
responsibility for our contribution, our actions and our decisions
when things are going right and accept and learn when things go
wrong. We are all equally responsible for the success of the
Trust
STANDARDS
Whatever we do, we aim to reach the highest possible standards
with safety always coming first. To reach these high standards,
we will deliver professionally and consistently and we will expect
the best from ourselves, our colleagues and our partners
These strands of our culture are integral to our operation, and have become
embedded throughout our workforce over recent years. We are now in a place
where we are comfortable that our culture accurately reflects the type of
organisation that we both want to be and strive to ensure that we are. Our culture
is therefore part of our “business as usual”.
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3. KEY OBJECTIVES 2013 - 14
STRATEGIC PRIORITIES
To focus our efforts and resource for 2013 – 14, the Executive developed and agreed upon
a condensed list of 15 Strategic Priorities (see below) underpinning our 9 Strategic Aims,
which were shared with the Operations Management Team for input, followed by
engagement and consultation with each of their respective facility teams. This increased
level of focus and recognition of the priorities to our business will ensure a stronger,
collective approach from all to the challenges and opportunities we encounter.
All objectives for 2013 – 14 support the 15 Strategic Priorities for the coming year (see
Column 1, Table 2) which in turn reflect and complement the 9 Strategic Aims (see
Column 3, Table 2) developed for our business.
1.
Environment & Sustainability
2.
Targeted Manchester Communities / SROI
3.
Relationships & Partner Engagement
4.
Pricing
5.
Customer Service & Quality
6.
Repairs & Maintenance
7.
Branding
8.
Social Media
9.
Website Development / Virtual Interaction
10.
Shared Working Model
11.
Site Developments
12.
Savings
13.
Contract Renewal
14.
Workforce
15.
MCC Spending Review
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TABLE 2 – KEY OBJECTIVES
SENIOR MANAGEMENT TEAM (SMT)
SMT
1
1.1
Link to MSLT
Strategic Aim
Strategic Priority
Environment & Sustainability
3, 7
Produce a revised Sustainability Action Plan with the assistance of a professional external organisation.
Deliver 'Sustainability Action Plan' that includes the achievement of Carbon Reduction targets set for 2020 by, reducing energy
1.2
consumption, improving awareness of green issues, investigating infra-red survey of building stock, purchase of 'green rated'
equipment
1.3
1.4
1.5
1.6
1.7
1.8
2
2.1
Work towards the appropriate gold / silver Environmental Business Pledge awards across all directly managed facilities
Work with the designated Green Champions at each site to increase their knowledge and understanding of their roles leading
to significant onsite savings and reductions
Put in place a robust communication plan to advise and instruct actions to site
Effectively monitor the performance of the work achieved at each site and provide feedback and support
Continue to work with suppliers and networks to positively improve the business' negative impact on the environment
To reduce the annual utility consumption across all directly managed facilities by 5%
Targeted Manchester Communities / SROI
2, 5, 6, 7
Utilising the results and guidance from the Trust’s 2012/2013 Social Return on Investment (SROI) project, re-focus resources
on those areas where the Trust can contribute most appropriately to a social return for Manchester
2.2
Identify partner and stakeholder priorities that may fall outside of the SROI guidance and implement partnership based
projects where appropriate to do so
Increase awareness and understanding or centre specific programme performance to identify usage trends and demands and
2.3
ensure individual centres complement local communties and our business supports the city's challenge through regular data
management, review and intervention
3
3.1
3.2
Relationship & Partnership Engagement
6, 7
SMT - continue to evolve and develop relationships at all levels that wil have a positive impact on the business
OMT / CSC - specific focus on strengthening all relationships and partnership activity at a local level, in particular the
instigation and ownership of a formal communications plan and structure with all facility partners
4
4.1
Pricing
2,7
Trust-wide price review to benchmark and ascertain competivenness and value for money
4.1.1
Review all pricing across all sites
4.1.2
Present the findings to the Trust Board
4.1.3
Implement with the appropriate consultation at site level
4.2
Pilot the price review at the Tennis and Football Centre
4.2.1
Agree the new pricing structure at the Centre
4.2.2
Consult with users on the new pricing structure
4.2.3
Collate feedback and lessons learnt
4.2.4
Roll out the pricing review across coached sessions at other sites
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5
5.1
Customer Service & Quality
1, 7
MOMs
5.1.1
Complete the Finance MOM’s and roll out to all staff
5.1.2
Complete the HR MOM’s and roll out to all staff
5.1.3
Review current Operational MOM’s and identify process to constantly monitor and review
5.1.4
Ensure that MOM’s is readily available on the network for all staff
5.1.5
Identify key lead for each MOMs section and roll-out across the business
5.2
Refine the processes in place for dealing with complaints, comments and praise
5.2.1
Written - identify ways to more effectively monitor and deal with written CCP
5.2.2
Verbal - clarify ways to more effectively monitor and deal with verbal CCP
5.2.3
Analysis - agree a procedure and responsibility to analyse all enquiries to spot trends, monitor performance, identify training
requirements and continue to monitor, review and change processes
Engagement - make it easier for customers to tell us their thoughts by introducing a 'Visitors Views' box in each centre,
5.2.4
introduce CCP forms in more prominent places throughout each centre, including a 'you asked we did' board - complementing
the FoH customer journey to be introduced (see 7.2)
5.3
Develop and implement a robust 'mystery visit' process to support customer service across all sites
5.3.1
Establish an agreed list of criteria for feedback, through engagement with OMT/SMT
5.3.2
Produce feedback document including a rating column
5.3.3
Recruit candidates through social media engagement, agreed with OMT
5.3.4
Identify appropriate dates for the visits across all sites, including dates that forms should be resubmitted
5.3.5
Collate feedback and communicate to OMT/SMT
5.3.6
Communicate key feedback to DMT and implement changes as appropriate
5.3.7
Set dates for next visits
6
6.1
6.2
6.3
6.5
6.6
6.7
7
7.1.1
7.1.2
Repairs and Maintenance
1,3,7
To work with the Council to develop a more robust system for logging repair and maintenance obligations to the Trust and
clarify MCC action
To work with the Trust's Managing Agent to develop a more robust system for logging and monitoring repair and maintenance
obligations
To continue to develop and evolve the internal system for logging and compiling building defects
To visit the sites on a more frequent basis assessing both cosmetic and technical areas of investment
Continue to tender the various repair and maintenance contracts as and when they are due to be reviewed to ensure maximum
return on investment
Continue to work with the Council on agreeing the investment strategy for the capital replacement of large equipment, plant
and surfaces for the world class sites
Branding
7, 8
Arcadia Leisure Centre - prioritise external Phase 1 requirements
Ardwick Sports Hall - complete external cosmetic repairs and develop internal reception area support boards
7.1.3
Manchester Regional Arena - finalise indoor and outdoor zone usage boards and club boards
7.1.4
Manchester Regional Gymnastics Centre - prioritise external Phase 1 requirements
7.1.5
7.1.6
7.1.7
7.1.8
7.2
7.2.1
7.2.1
Manchester Tennis & Football Centre - courtside vinyl's and pitch side kickboard branding as part of a commercial package for
local and interested businesses
North City Family & Fitness Centre - finalise gym vinyl requirements
Sportcity Reception / Customer Journey / Public Area - improve Sportcity reception area to demark reception > CA, create
better working environment and update
Ten Acres Leisure Centre - create internal and external branding proposal to support centre usage, on-site partners and evolve
around the success of the FA Football Foundation pitch development bid
Introduce Front of House and Back of House communication boards to support the customer journey and opportunities to
engage (see 5.2.4) supporting the operational needs of each facility
Back of House - universal communication board to support the consistent operational challenges across sites and the facilities
teams
Front of House - universal communication board(s) and branding to support the legal notice requirements and policies for all
centre users, including partnership clarity plaque statement
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8
8.1
Social Media
7, 8
Twitter - enhance the existing McrSportTrust twitter account to communicate key messages (i.e. Trust-wide, to sport specific,
events and commercial drivers) and resource this platform accordingly to service and respond properly
8.2
Facebook - create singular McrSportTrust Facebook account to communicate key messages (i.e. Trust-wide, to sport specific,
events and commercial drivers) and resource this platform accordingly to service and respond properly
8.3
8.4
9
9.1
9.2
9.3
10
Introduce Social Media Policy for staff, suppliers, partners & clubs for tighter control on information in relation to Trust,
facilities and activities across Manchester
In support of the Shared Working Model, understand the challenges and spirations of the different Trusts and leisure providers
across Manchester to indientfy the feasibility to combine resources
Website Development / Virtual Interaction
2, 7, 8
Oversee introduction of improved website with greater functionality and navigation to minimalise impact to existing and new
users and provide significant benefits to users and staff
Identify feasibility for introducing Mobile App Functionality across the business in support of 9.1
Explore the pros and cons for introducing a 'Mobile' version of the website to better accommodate and support handheld
devices and different viewing platforms available to users
Shared Working Model
6,7
Continue to build on our close relationship with the Finance Managers at Wythenshawe Forum Trust and National Cycling
10.1
Centre to provide resilience across the three Trusts, look for opportunities to share knowledge and leverage our combined
purchasing power to drive down costs
10.1.1
10.1.2
10.2
Alongside finance, understand overview of charges, sites covered and specification
Investigate alternative contractors for Market Testing - write new specification and re-tender if appropriate
To work with the National Cycling Centre across Repair and Maintenance
10.2.1
Review the current operations and identify opportunties for cross working and savings
10.2.2
Implement the agreed actions
10.3
10.3.1
10.3.2
10.3.3
11
11.1
To work with both the National Cycling Centre and Wythenshawe Forum Trusts to provide support within a Human Resources
capacity
Establish links to meet with partners and understand their requirements and build a working relationship
Establish links to ensure policies and procedures for the three partners are up to date and consistent with each other
To provide the required day to day support to all three partners to enable across-the-board working
Site Developments
1,3,7
To demolish the onsite office block and progress the master planning exercise at Belle Vue Leisure Centre
11.2
To integrate the library into Moss Side Leisure Centre
11.3
To integrate the library into Abraham Moss Leisure Centre
11.4
To replace the existing artificial pitch at Ten Acres Leisure Centre
12
Savings & Income
6, 7, 8
12.1
Continue with Finance Workshops to increase Financial awareness across the Business
12.2
Seek new ways to utilise the MI from Legend to identify areas to maximise Revenue
12.3
Maintain focus on tight Credit Control to increase/speed up cashflow and minimise debt default
12.4
Continue to closely monitor Cashflow to maximise Bank Interest
12.5
Continue to build on our close relationship with MCC Finance to understand their concerns and ensure we are responsive to
their needs
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13
13.1
13.2
13.3
Contract Renewal
7,8
To work with both the Trust Board and the Council to develop the strategic plan for the contract renewal process across all
contracts
Formalise in writing to the Council the request as to their intentions for the operation of the various Trust contracts post
March 2014
Obtain from the Council the findings from the consultant commissioned to advise on the furure management of sport within
the city
13.4
Seek from the Council their plans on the future of Trust Contracts post March 2014
13.5
Act upon the information / clarity provided
14
14.1
Workforce
7, 9
Sickness Management Recording/Reporting
14.1.1
Implement a Sickness Management Recording programme - suggested is the Bradford Scoring system
14.1.2
Agree the trigger points and associated actions
14.1.3
Consult with staff over this procedures roll out
14.1.4
Reinforce the sickness reporting procedure to all managers and cover managers
14.1.5
Implement procedures to report sickness correctly and reiterate importance
14.2
Manager Training
14.2.1
Liaise with managers to discuss required training
14.2.2
Liaise with training providers to establish training available
14.2.3
Consult/advise managers of training accordingly
14.2.4
Support managers throughout training
14.3
14.3.1
14.3.2
14.4
Skills Matrix
Complete a skills matrix of all staff for information/direction alongside annual appraisals
Collate the received information and inform managers accordingly to help managers strengthen personal and team
development and maximise existing skillset
Auto Enrollment
14.4.1
Liaise with the current pension provider to establish the requirements
14.4.2
Agree the percentage contribution to be paid by the Trust
14.4.3
Inform all staff of the process and sign them up accordingly
14.4.4
Arrange a system for enrolling new staff going forward
14.5
Opinion Survey
14.5.1
Establish links with an online survey provider
14.5.2
Agree questions and focus of survey content
14.5.3
Inform staff and ask them to complete an online, anonymous, work related survey
14.5.4
Collate the received information and inform managers accordingly
14.6
14.6.1
14.7
14.7.1
15
HR Support Package
Implement an IT/online package to support HR in day to day tasks
Administrative Support
Explore the possibility of additional administrative support to assist with day to day tasks, apprentice etc
MCC Spending Review
2, 7,8
15.1
Continue to deliver the savings to the Council inline with the savings targets set in 2011
15.2
Work with the Council and Serco to deliver the savings targets set in 2013
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4. RESOURCES
RESOURCES
FINANCIAL
The Trust has an annual turnover of circa £12.5m. Of this figure,
approximately £6m comes from MCC as a service payment and the
balance is earned income. The Trust pays the managing agent a
payment to operate the two contracts which covers eight Facilities.
In addition, MCC pays the Trust an annual development payment of
£98,400 (adjusted by RPIx each year).
HUMAN
The Trust directly employs 65 staff (split between full and part-time
contracts) as well as 2 apprentices and a number of casual (noncontracted) staff such as coaches and instructors. In addition to this,
our managing agent employs 265 full and part time contracted staff
plus casual employees.
PHYSICAL
The Facilities managed by the Trust, both directly and by our
managing agent, are set out in Appendix A. The Trust leases these
Facilities from MCC. As identified in Section 1, these Facilities include
a range of leisure centres and world class amenities that the Trust
endeavours to make available to all members of the community.
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5. PERFORMANCE INDICATORS, REPORTING & MONITORING
PERFORMANCE
The Trust has a successful record in delivering improved performance across all of our
contracts with MCC over recent years. Usage across the Facilities has increased from
2,188,397 in 2007-2008 (our inaugural year of operation) to 2,375,065 in 2012-2013, this
is an increase of around 1.5% year-on-year and overall 8.5% since 2007-2008.
We believe that when viewed against the overarching climate of economic concerns, the
reduced disposable income for customers and the significant challenges facing
Manchester, this increase in usage figures since the Trust’s inception is extremely
positive and helps to demonstrate the progress we have made over the last four years.
PERFORMANCE INDICATORS
Performance indicators are a key component of the performance management framework
and the outcome measurement of that performance is becoming increasingly more
important.
Our performance indicators reflect the key information gathering
requirements of:
USAGE
to ensure that levels of usage increase not only in absolute
terms but also in terms of increased levels of participation
amongst key targeted user groups to assist in tackling the
issues of sports club development, improving health and
reducing obesity;
VALUE FOR
MONEY
to ensure that spend per user is as low as possible whilst
maintaining and developing an engaging programme;
FINANCIAL
SUSTAINABILITY
to ensure that sufficient income is generated throughout the
Facilities to ensure that programmes can continue to be
facilitated and maintained through both the current and future
financial years;
CUSTOMER
CONSULTATION
to ensure that users’ views are incorporated into development
plans and there is full engagement with Ward Co-ordination.
Critical to customer consultation is also a robust CCP protocol
and engagement with community groups and customer focus
groups to ensure that the services we provide are meeting the
needs of all who wish to use them;
ENVIRONMENT
to ensure that all utilities usage is managed and monitored
efficiently to control costs and reduce carbon emissions.
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Within the context of a continuous improvement environment, the role of a strategic
performance management framework is pivotal and the public’s views on service quality
are the core test of our local performance. The importance of such continuous
improvement is highlighted in the key objectives for 2013-2014, which include a strategic
priority which increases the focus on customer service and quality.
The Trust, together with our partners, is committed to continuously improve service
standards and provide a high quality leisure experience for all Manchester residents
visiting local community facilities. This will be underpinned by investments in the
services to meet growing demographic pressures, maintaining a sustainable structure and
cross cutting collaborative working across the service deliverers.
PERFORMANCE REPORTING
The key objectives, performance targets and financial indicators set out in this Plan are
monitored and reported to the following stakeholders:
•
the Board by way of quarterly performance reports and an annual report on the
achievement of key objectives;
•
MCC by way of quarterly performance reports and regular partnership meetings at
various levels covering both operational and strategic performance;
•
the public by way of an annual report;
•
Trust employees by way of monthly, quarterly and annual reports to monitor both
individual facility and wider Trust performance in key areas. This should include a
specific focus on information for the Operations Management Team and Duty
Managers to ensure that there is full understanding and ownership of these areas
at an appropriate level throughout the business; and
•
the Executive by way of monthly, quarterly and annual reports to monitor both
individual facility and wider Trust performance in key areas. In addition, progress
on the key objectives set within the Plan are discussed and evaluated on a
quarterly basis to ensure that the actions identified in the Plan are completed
within the timescales set.
The Trust’s Performance Management Framework will be continually reviewed during the
2013/14 financial year as highlighted in the key objectives within the document.
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PERFORMANCE MANAGEMENT
We recognise that our workforce is our most valuable asset and believe that a key aspect
of our own long term success is inevitably contingent upon the values and culture of our
staff. In addition to a structure that enables staff to be accountable and responsible for
their performance, this is supported by investment in training, development, appraisals
and a culture of trust. Running as a continuous thread throughout this is our culture,
which is detailed in Section 2 above.
The ultimate judge of our performance is the community we serve. The importance that
we place on the community’s feedback regarding the Facilities is highlighted by the
inclusion of specific key objectives for 2013-2014 such as the implementation of mystery
visits, an improved CRM and comments, complaints and praise system and our desire to
demonstrate and measure our social outcomes.
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6. BOARD MEMBERS & CONTACTS
Charity Registration Number:
1068204
Company Registration Number:
3354207
Registered Office:
Manchester National Squash Centre
Sportcity, Gate 13
Rowsley Street
Manchester
M11 3FF
Trustees:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Company Secretary:
Lee Wright
Bankers:
The Co-operative Bank Plc
PO Box 101
1 Balloon Street
Manchester
M60 4EP
Solicitors:
Pannone LLP
123 Deansgate
Manchester
M3 2BU
Auditors:
Grant Thornton UK LLP
Registered Auditors and
Chartered Accountants
4 Hardman Square
Manchester
M3 3EB
Councillor Rosa Battle
Alan Benzie (Chair)
Jack Carney
Colin Cox
Sheila Doran
Harry Korkou
Alison Odell
Vicky Rosin
John Townsend
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APPENDIX A: THE FACILITIES
1. The following Facilities are operated by a managing agent on behalf of the Trust:
•
•
•
•
•
•
•
•
Abraham Moss Leisure Centre
Broadway Leisure Centre
Chorlton Leisure Centre
Levenshulme Swimming Pools
Manchester Aquatics Centre
Miles Platting Swimming Pools
Moss Side Leisure Centre
Withington Leisure Centre
2. The following Facilities are directly managed by the Trust:
•
•
•
•
•
•
•
Belle Vue Leisure Centre
Manchester National Squash Centre
Manchester Regional Arena
Manchester Regional Gymnastics Centre
Manchester Regional Hockey Centre
Manchester Tennis & Football Centre
North City Family & Fitness Centre
3. The following Facilities are within the Trust’s portfolio but are managed and
operated in conjunction with the following partners:
•
•
•
Arcadia Leisure Centre – Manchester Roller Hockey Club
Ardwick Leisure Centre – Healthy Ardwick
Ten Acre Leisure Centre – GB Taekwondo
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APPENDIX B: EXECUTIVE STRUCTURE
BOARD OF TRUSTEES
MCC
Performance
Reports
Performance
Reports
Management Fee
Strategic
Direction
CHIEF
EXECUTIVE
Performance Reports
Management
Fee
Marketing &
Communications
Manager
Community
Engagement &
Partnership
Manager
Finance,
Systems &
Information
Manager
MANAGING
AGENT
Manchester
Aquatics Centre
Contract
Sportcity Contract
North City Contract
Community Contract
Manchester
Community
Contract
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Manchester Sport and Leisure Trust
www.manchestersportandleisure.org
[email protected]
0161 220 3800