aspire sports & cultural trust business plan october...

DATE – 24/11/2008

ASPIRE SPORTS & CULTURAL TRUST

BUSINESS PLAN

OCTOBER 2008 – MARCH 2012

CONTENTS

Section 1 Vision and objectives…………………………………...1

Section 2 Market and internal analysis………………….………..4

Section 3 Facilities and services…………………………………13

Section 4 Future opportunities…………………………………...15

Section 5 Aspire staffing structure……………………………….18

Section 6 Marketing plan……………………………………….…19

Section 7 Premises………………………………………………..20

Section 8 Financial plan…………………………………………..21

Section 9 Performance monitoring and review…………………22

APPENDICES

Appendix A Summary of services and programmes

Appendix B Aspire staffing structure

Appendix C Marketing plan

Appendix D Planned preventative maintenance programme

Appendix E Inventory

Appendix F Financial projection summary

SECTION 1 – VISION AND OBJECTIVES

Section 1 - Vision and Objectives

1.1 The new Aspire Sports & Cultural Trust (Aspire) will be operational from 1 October 2008 and will be responsible for the delivery of Sport and Leisure on behalf of Gloucester City Council (GCC). Initially the Trust will operate GL1 and Oxstalls Tennis Centre, although there is the potential to operate other services for the Council and other organisations.

1.2 This business plan covers the period from 1 October 2008 to 31 March 2012 with an 18 month year initially. The plan has been developed to

enable Aspire to present to the Board the plan for the first three years

act as a framework under which GCC will fund the trust through the funding agreement

identify the strategic direction and action plan for the trust enabling effective monitoring of success and performance.

1.3 One of the key rationale for the development of Aspire is the ability to invest any surpluses generated back into Leisure. Aspire has developed a vision and a series of objectives which will set the context for the operation of the trust. Aspire’s vision is:

‘From good to excellent’

1.4 This vision recognises where the organisation currently sits in terms of performance across all areas and states its desire to strive for continual improvement. This vision evolves with each year as performance objectives are attained and expectation is raised.

1.5 Delivery of this vision is supported by the following key objectives:

1. Management/Staffing

- build respect/reliability/pride/empowerment

- reward success

- create clear communication

- establish culture of achievement/trust/enjoyment

- encourage a ‘can do’ attitude with realistic goals and targets

- provide a working environment which ensures the Trust becomes an employer of choice.


2. Community

- community representation on the Board

- sports development outreach programme

- harness public and private expertise on the Board

- passion for community issues reflected by Trustees

- community issues addressed proactively.

3. Service delivery/Income generation

- improve service delivery

- improved commercial awareness

- implementation of on-going development and efficiency plan

- review of external funding opportunities

- identification of Trust growth opportunities with other local authorities

- diversification into other potential growth areas (culture, arts, heritage)

- review current financial controls.

4. Marketing

- establishment of robust and quality brand

- raise profile of available services

- identify specific markets for products and target accordingly

- joint marketing for all Trust sites

- stakeholder consultation to establish regular feedback.

5. Partnerships

- establish strong partnership objectives

- strengthen existing partnerships

- create new partnerships (e.g. health and education)

- establish clear goals and objectives with partnerships.


6. Measureable performance targets

- increase total users by 1% (or proportion thereof) annually in line with national leisure strategies and local authority targets

- increase target group participation levels by 1% (or proportion thereof) annually in line with national and local social inclusion objectives (card holders and dedicated projects only)

- deliver a 95% satisfaction rate for customers

- to create savings to the City Council of over £350,000 within the first three full financial years of operation, commencing on 1 April 2009

- retain and obtain appropriate Quality Accreditations that demonstrate excellent service delivery and development.

1.6 The pursuit of these objectives will ensure Aspire follows its vision, focuses on objectives which are of benefit to GCC and establish an environment consistently evolving and improving its performance criteria.

1.7 The remainder of the business plan sets out how these objectives will be achieved through assessing the market the trust operates and the opportunities for future investment, together with the structure and operating/marketing plan. The financial implications are also presented within the plan and the monitoring and review mechanisms.

SECTION 2 – MARKET AND INTERNAL ANALYSIS

Section 2 - Market and Internal Analysis

2.1 Aspire has undertaken an analysis of the key factors which will impact on the business over the next three years through the utilisation of a PEST Analysis and also a SWOT analysis.

2.2 The PEST analysis considers all external factors, which will potentially influence the future performance of the sites. The outcomes of these are summarised below together with a trend analysis of performance in recent years.

Political – Aspire operates in partnership with the local authority and as such is subject to considerable political influence. This partnership, to an extent, dictates fee charges, access concessions and an obligation to structure activity programmes that will encourage participation for all user groups and thus address national, social inclusion targets. Success for both Aspire and the council is linked as both parties observe similar goals and objectives for the sites. Therefore it is necessary to for the inclusion of both parties in the development of future strategies.

Economic – Economic conditions have, historically, had a profound effect on the fitness industry with leisure deemed a luxury during recessionary periods. Low consumer spending and a fall in participation levels are inevitably linked. However, the value of fitness in recent years has increased within the public consciousness and as such the recently publicised ‘credit crunch’ may not have the same residual impact on leisure operations as it has in the past. Consumers are now more likely to down-grade their fitness options and not cancel as they are more aware of the benefits to their future well being and health. This will potentially have two effects:

- users of more expensive, luxury fitness facilities such as Esporta or David Lloyd will choose Aspire as a more affordable option and defect accordingly

- current members at Aspire will consider making savings by downgrading their participation options for casual use and opt for a play and play option.

In summary, the current economic climate should be viewed as a potential opportunity and a means to consolidate memberships/user numbers through exploiting a cost focus strategy.

Social – As a trust, Aspire can already be considered as observing strong levels of corporate social responsibility. The charitable and not for profit status remove the organisation from the public perception of a private sector corporate vehicle and into more favourable realms with the public. This reputation is enhanced through the provision of social inclusion programmes which reach out to cultural, ethnic and minority groups otherwise ignored by other fitness providers and offer attractive and affordable programmes.


Technological – Technical innovation is at the forefront of the future of leisure provision and observation of market trends is necessary to remain competitive. This can be obtained though many drivers but the key elements for the consumer relate to fitness equipment, programmes and access.

- fitness equipment is improving at a rapid rate and suppliers are competing to design and deliver new products and product features. Equipment provision is a significant factor in the decision making process for potential customers.

- new and innovative activity programmes are constantly being introduced to the market. Observation of current trends and identification of future trends will not only aid the acquisition of new customers but also assist the retention of existing ones.

- customers expect convenience in terms of access. This includes efficient entry control systems to make their entry to the facility swift and difficulty free and also pertains to on-line booking systems for classes and activities.

2.3 Other contributing factors are detailed in Table 2.1 below:

Table 2.1 – PEST Market AnalysisPolitical Factors Economic Factors

Local government legislation

Social inclusion targets

Conformance with industry regulatory groups

Customer focus groups

Trust Board

Local authority influence

City Council reorganisation

Capital funding requirementsIncreasing utility charges

Price increases

Seasonal trends

Expanding market – increased competition

Personal spending – credit crunch

Sociological Factors Technological Factors

Sensitivity to consumer demandsLifestyle trends

Local demographics

Local marketing

Public relations – local media

Public perception

Brand awareness

Ethnic and religious considerations

Information management systems

Membership databases

Data protection act

Equipment

Innovative/modern equipment


2.4 In summary, the external competitive environment has changed significantly in recent years, which has changed the overall leisure landscape. Consolidation within the private sector and the acquisition of many leisure management companies by private equity organisations has created significant barriers to entry and resulted in a reduction in new facility openings. Economies of scale enjoyed by the enlarged leisure organisations ensure that many can now compete on price and not rely on large joining fees to bolster income. This has, however, increased the attractiveness of Leisure Trust formations as the savings which NPDO organisation enjoy will counter to a large degree the economic benefits which the large leisure groups can secure.

2.5 Retention is the key battle being fought within the market and leisure providers must differentiate in order to both retain and acquire customers. Loyalty is not always gained through superior service and it is the provision of goods and services which are unique within the market that will drive retention.

2.6 The internal analysis was undertaken through a SWOT analysis which is summarised overleaf: (full analysis within the marketing plan at Appendix C)


Table 2.2 – SWOT Internal Analysis

Strengths Weaknesses

Focus and passion for new Trust

Local concessionary fees

Pay as you go option

Accredited Education Centre

Partnership with community groups

GL1 & Oxstalls OITC Trust combined marketing & systems

Diverse range of facilities and services

Provision of social inclusion and community programmesLiving and Learning Centre

Conflicting objectives (business and community)

Minimal target marketing

Access control

Minimal local PR initiatives

Communication of sports development initiatives

Awareness of investment opportunitiesLack of customer parking

Opportunities Threats

External funding

Development of Trust coaching agency

Obtain Quest, Aqua-Mark & Street Games status

GP referral scheme expansion

Links with existing clubs

Gym redevelopment(s)

London 2012 training camp and legacy

Integration with The Schools Sports PartnershipOverall management of Sports Development for the City.

Management of other Gloucester City Council Cultural Services – Heritage and Museums, Arts.

Management of other leisure and cultural facilities including other local authorities.

Increased competition

Concessionary usage initiatives

Commuter migration

Reduced consumer spending

Sport England funding changesFree swimming initiatives


2.7 In addition to both of these analyses there has also been an assessment of recent trends in operational performance for both income, expenditure and usage which are summarised in the graphs below:

GL1 Performance

2.8 Figure 2.1 displays income trends at GL1 over a five year period.

Figure 2.1 GL1 Income

GL1 Income

0200000400000600000800000

100000012000001400000

1 2 3 4 5

Years (2003-08)

£

Total Income

Sportshall

Swimming

Health and Fitness

Catering

2.9 Income has remained moderately static with no obvious growth trends beyond occasional inflationary increases. Decline is, however, evident in the catering function having reduced by approximately 15% over a five year period.

2.10 Mitigating factors which have been taken into consideration for this lack of financial growth include extensive flooding of the facility in 2007 which required areas of the site to remain closed, the opening of a new competitor (JJB) in 2006 and a decline in consumer spending linked to the current ‘credit crunch’.

2.11 The income levels were analysed against the PMP performance database which revealed the following key issues:

total income per visit is lower than expectation

total income per square meter of facility is low1

sportshall income per badminton court is low.2

However, there were strong performers in other income areas compared to industry expectation:

swimming income per square metre of pool water is slightly higher than industry expectation

health and fitness income per station is on par with industry expectation.

1 Total floor capacity is inclusive of unused third floor plant area

2 Horizons membership is inclusive of badminton and squash court hire.


2.12 Figure 2.2 displays expenditure trends at GL1 over a five year period

Figure 2.2 GL1 Expenditure

GL1 Expenditure

0

500000

1000000

1500000

2000000

2500000

3000000

Year (2003-08)

£

Total ExpenditureSalariesUtilitiesAdministration

2.13 Expenditure at GL1 has been increasing beyond the rate of inflation which can be attributed to two key factors:

utilities – the current volatile utility market has impacted the leisure industry significantly particularly sites with wet facilities. This unpredictability is expected to continue with up to 40% price increases anticipated linked to the ever increasing costs of resources being borne by energy providers

staffing costs – despite a slight reduction in staffing costs in 2007/08 this cost section has been increasing significantly. A review of the costs compared to industry expectation revealed that although staffing costs as a percentage of total income is high, this is not the case when compared against staffing costs required for a facility of this size.

2.14 Figure 2.3 displays usage at GL1 over a five year period.

Figure 2.3 GL1 Usage

GL1 Usage

0200000400000600000800000

100000012000001400000

1 2 3 4 5

Years (2003-2008)

Num

ber o

f vis

itors

Total UsersHorizon UsersDry UsersWet Users

2.15 A review of usage at GL1 reveal a steady increase, however, attendance numbers were approximately 50% less than would be expected from a facility of this size. This


can, however, be mitigated by the open plan design of the building creating large spaces unsuitable for revenue generation or activity planning.

2.16 Overall the performance of GL1 is good against the majority of the performance indicators and the Council can consider that the Centre is being operated in accordance with what is expected within the market.

Oxstalls Performance

2.17 Figure 2.4 displays income trends at Oxstalls Tennis Centre over a five year period.

Figure 2.4 Oxstalls Income

Oxstalls Income

0

100000

200000

300000

400000

500000

1 2 3 4 5

Years (2003-08)

£

Total Income

Tennis

STP

Hire

Catering

2.18 The Tennis Centre has shown signs of financial growth over the last five years which is driven primarily through tennis course and catering income. Tennis course income has performed strongly which is reflected in a 14% increase in 2007/08. However, overall the growth has begun to slow down from a healthy annual 4% growth to 0.6 % in 2007/08.

2.19 Oxstalls income was compared against the PMP performance data base which revealed the following key issues:

income per visit is significantly higher than industry expectation

income per metres square of the facility is lower than industry expectation2

catering income per visit is high.

2 Tennis Centre benchmarked against leisure facilities as no bespoke tennis only results available

2.20 Figure 2.5 displays total expenditure for Oxstalls Tennis Centre for a five year period.


Figure 2.5 Oxstalls Total Expenditure

Oxstalls Expenditure

0100000200000300000400000500000600000700000800000

1 2 3 4 5

Years (2003-08)

£

Total Expenditure

Salary

Utilities

Catering

2.21 Expenditure at Oxstalls follows a similar pattern to that displayed by GL1 showing growth beyond industry expectation but a slowdown in the most recent financial year. The main contributor to this growth is the increased instructor cost which is to be expected in line with the year on year income growth in the tennis courses.

2.22 Utilities have also displayed signs of growth but this appears more controlled than GL1. It should be assumed that a significant factor in this is the lack of wet facilities which can cause a major drain on site energy consumption.

2.23 Comparison against the PMP performance database revealed the following key issues:

staff costs as a percentage of total income are in line with industry expectation

staff costs per metres square of the facility is low

catering costs of sales is low

cleaning costs per metres square of the facility is low.

2.24 The Tennis Centre performs well against industry expectation and displays strong signs of cost control and income generation.


Summary

2.25 From our market and internal analysis there are a number of key factors which Aspire will need to recognise in the development of the business plan which are summarised below and have been used to shape the business plan.

usage at GL1 is lower than one would expect from a facility of this size and thus impacts the overall income potential

opportunities exist within income generation areas such as the sportshall which would improve the overall performance of the sites

expenditure across the sites, although showing recent signs of slowing down, has historically grown beyond the expected inflationary rates and has thus driven down profitability

the recent opening of a local competitor will require both sites to consider their market, identify appropriate unique selling propositions and consider differentiation as a strategy to retain and attract customers

increased competition has generated a saturated market in many inner cities which has created an environment driven by customer loyalty. Many operators now recognise the benefit of retaining customers over the value of acquiring new ones. This being the case, retention strategies are being implemented to ensure customers are not persuaded to defect to other facilities

the unpredictable utility market is forcing many leisure operators to review their energy consumption practices to counter the rising costs. This includes introducing robust consumption, measurement procedures and identification of operational consumption best practises.

SECTION 3 – FACILITIES AND SERVICES

Section 3 - Facilities and Services

3.1 Aspire will principally operate the two principle facilities in Gloucester, GL1 and Oxstalls Tennis Centre. Both of these sites are multi use sites which deliver a range of services and facilities to the residents and visitors of Gloucester.

3.2 The current service offering and facilities include;

A range of facilities which provide state of the art opportunities to deliver services and programmes to the residents. These are summarised in Appendix A

Programmes and activities which have been developed to meet the needs of residents, which include:

- swimming lessons for all ages and abilities

- gymnastics clubs

- sub aqua club

- various martial arts clubs

- swimming clubs (including local competitive clubs)

- water polo club

- indoor bowls club

- trampoline club

- indoor and outdoor football league

- cheerleading and disco dancing club

- tennis academy

- tennis ‘Aces’ outreach programme

- rugby club

- outreach programme

- on-side football inc street games

The facilities are also widely used for events, tournaments and competitions including:

- British espoir gymnastics

- junior national and european synchronised swimming championships

- English Schools Swimming Championships

- south west trampoline competition

- national tennis deaf championships

SECTION 3 – FACILITIES AND SERVICES

- national veteran fencing championships

- western area judo championships

- regional outdoor volleyball festival

- race for life

in addition there are extensive group exercise programmes conducted in the aerobic studio and personal one to one fitness advise available for all Horizons members.

3.3 These facilities and services are the current basis of the trust, however these are constantly reviewed to ensure they meet the needs of the local population and indeed attract people who don’t currently use the facilities.

SECTION 4 – FUTURE OPPORTUNITIES

Section 4 - Future Opportunities

4.1 There are a range of future opportunities which are available to Aspire which broadly fall into a number of categories:

new activities or programmes which deliver either increased participation for target groups or deliver increased revenue. These require little capital investment and can be delivered as part of the review mechanism for the programmes and activities, constrained within revenue budgets

capital investment in facilities either to improve the service and offer to the local population or to increase revenue. This investment is subject to funding from either revenue streams, grant funding or investment from Trust surpluses

developing new management or other contracts with either other service providers in Gloucester (such as schools or community groups) or neighbouring local authorities.

an efficient and effective organisation which uses its resources, both staff and financial, to provide quality services and deliver value for money.

4.2 An assessment has been undertaken for each of these categories to identify the potential opportunities and this is summarised below.

New Activities/Programme

working with the national ‘asa’ to introduce a new swim programme from April 2009 in compliance with the revised national teaching plans and award schemes

introduce a tournament programme with the Tennis Centre incorporating a national grade 3 event in October 2008

improve communication with our existing customers and members, including:

- a new retention scheme enabling effective membership database management and enhancing member contact

- review of existing membership categories to identify potential opportunities to encourage greater participation through the introduction of a bonus system

introduce a new personal training programme within Horizons

expand external internal quality training programme to provide an opportunity for external organisations particularly in national pool lifeguards, first aid, defibrillation training, health and safety and community leadership programmes

repackaging of current children’s party programmes with GL1 and Tennis Centre

Tennis Centre to become a venue for community/party events.


Capital Investment

4.3 The opportunities for Aspire are summarised in the table below. These opportunities will be assessed in year 1 of the trust set up to agree a funding plan and an assessment of when they should be introduced, with detailed feasibility studies for each of the opportunities to enable the trust board to make a robust decision about the viability of each option.

Table 4.1 – Capital Investment OpportunitiesNote: Example shown only

Scheme Rationale Timescale Indicative Capital Cost

CITY COUNCIL

Replacing the synthetic pitch, upgrading of floodlights and fencing at the Tennis Centre

Current surface will reach its life expectancy in 2011

April 2011 £500,000 approx

Hub Club

Development of extended Sports Facilities in partnership with the Glos University and Bishops College

Additional services required by the residents of Gloucester

April 2010 £4.5 million

ASPIRE

Expansion of existing Horizons Gym

Current gym at capacity

April 2010 (in line with lease agreement on equipment)

Dependant on scale

Upgrade existing changing rooms within GL1 and Tennis Centre

Customer Satisfaction/ Quest report criticised current provision

1st April 2009 Rolling Programme (dependant on Trust financial performance)

Review opportunities to develop or change low usage areas

To achieve extra income/usage

1st April 2009 Rolling Programme (dependant on Trust financial performance)

Comfort cooling within function rooms at the Tennis Centre

Customer Satisfaction Survey 2007

1st April 2010 To be agreed


Scheme Rationale Timescale Indicative Capital Cost

Review opportunity for a health and fitness gym at the Tennis Centre (potential joint venture with City Council)

Included in the Hub Club development

Sept 2009

1st Phase

To be agreed (dependant on Trust financial performance)

New telephone system

To improve/retain current customer base

1st April 2010 To be agreed

Contracting Opportunities

4.4 There are a number of potential opportunities for future contracts which Aspire may well have the potential to bid for or seek to deliver. This includes opportunities with other local authorities and educational institutions.

4.5 It is expected that the focus for Aspire in the first 12 months will be to consolidate the operation and deliver a robust operation which delivers the key objectives. Following this Aspire will consider these future contracting opportunities.

Efficient and Effective Organisation

4.6 Aspire will continue to review its organisational structure particularly through natural wastage to ensure that the structure continues to evolve within the demands of the new organisation.

4.7 A constant review of all low usage areas as prescribed by the percentage takeup and benchmarking to create plans for increased usage or possible alternative usage.

4.8 Financial procedures and practices to be brought in line with the trust management Operation, delivery and information required to drive business and reduce any wastage in their collection.

4.9 Aspire has commissioned the Lean Energy Company who have vast experience within the Trust utility market to ensure that all current systems are efficient and effective across gas, electricity and water.

4.10 To enhance the existing quality staff training opportunities to include:

a dynamic approach to customer focus / experience with particular emphasis on increasing membership sales

create a multi-skilled workforce

empower staff to ensure decisions are made with confidence throughout the organisation.


4.11 To retain the quality and service standard accreditations, driving continuous improvement in service delivery.

Section 5 - Trust Structure

5.1 The operational structure for GL1 and Oxstalls is well established and works well and there is not expected to be any significant changes to this. However there will need to be a structure put in place to enable the trust to operate as a stand alone business which will ensure it can operate effectively and deliver on its objectives. This structure will include the following:

chief executive

business development director

operations director

finance and support services manager

marketing and communications manager

tennis centre manager

quality and training officer

operations manager (GL1)

health and fitness manager

technical manager

5.2 The above positions are viewed as the key appointments, all of which were in existence prior to the formation of the trust with the exception of chief executive and business development director.

5.3 The structure will include a total of 148 staff consisting of 48 full time, 24 part time and 76 zero hours equating to a total full time equivalent of 73.23.

5.4 We have presented the proposed staff structure in Appendix B

SECTION 6 – MARKETING PLAN

Section 6 - Marketing Plan

6.1 Realisation of Aspire’s objectives are dependant on achieving a marketing strategy which ensures the facilities are pushed into local consciousness and the brand is transformed into a creditable and recognisable symbol of quality.

6.2 Aspire maintains a vision that through the delivery of consistent and quality services it can attain the standards and objectives detailed in section one of this document. The key measureable factors forming the basis of these objectives have been identified as:

customer led programming and high quality service provision

customer participation and service satisfaction levels

financial performance.

6.3 Key marketing objectives have been established in the pursuit of these goals which have been identified as:

to grow and retain the existing customer base in line with the business plan through the delivery of high quality service by fully trained staff

to gain market leadership in all relevant operational functions

to facilitate continuous improvement through the development of robust measurement practices

to optimise financial performance to ensure achievement of business plan objectives.

6.4 The achievement of these objectives is supported by the following marketing strategies:

build upon the current sports and physical activity development partnerships, such as Sport England, the local Health Authority, local clubs, community and under-represented groups and schools

invest qualitative skills and quantifiable finance in activity programme development

invest qualitative skills and quantifiable finance in the introduction and maintenance of quality measurement e.g. Customer Service Excellence Award, National Pool Safety Award, Quest and Investors in People

fully audit the way in which facilities are managed and to identify elements for improvement through implementation of a dynamic action plan.

6.5 The above section provides a brief summary of the proposed marketing plan, a full and detailed marketing plan is attached at Appendix C

SECTION 7 – PREMISES

Section 7 - Premises

7.1 One of the key assets the trust has is the facilities which it operates and it will be important to maintain these to continue to deliver an up to date and modern facility. As a result of this Aspire has developed a Planned Preventative Maintenance Programme, which is illustrated in Appendix D.

7.2 This will be prepared in consultation with the Council and updated at least quarterly.

7.3 In addition to this the inventory in Appendix E will be maintained on behalf of the Council, and where appropriate Aspire will seek to reinvest surpluses in the provision of new equipment.

SECTION 8 – FINANCIAL PLAN

Section 8 - Financial Plan

8.1 Financial projections have been prepared for the initial period of the Trust Operation based on the trend and market analysis and a review of the potential opportunities which the trust may take advantage of.

8.2 Table 8.1 below summarises the future financial projections, with further detail presented in Appendix F

Table 8.1 – Summary Financial Projections

1 Oct 2008 to 31 Mar 2009

1 Apr 2009 to 31 Mar 2010

1 Apr 2010 to 31 Mar 2011

1 Apr 2011 to 31 Mar 2012

£ £ £ £

Employees (Inc SLA) 1,040,505 2,133,009 2,186,309 2,241,009

Premises 94,490 193,680 198,480 203,480

Utilities 307,888 615,775 615,775 631,175

Supplies 270,665 554,830 568,730 582,930

Investment 50,000 100,000 100,000 100,000

Total Expenditure 1,763,547 3,597,294 3,669,294 3,758,594

Total Income -1,013,210 -2,042,620 -2,144,720 -2,251,920

Services Fee (GCC) 750,337 1,554,674 1,524,574 1,506,674

8.3 The financial plan illustrates that by 2012 Aspire is projected to have developed a reserve of £350,000. This reserve will be used in the following way:

£250,000 will be maintained within reserves to ensure that Aspire has an element of working capital which can be used should there be the need for additional support for a down turn in the market, unforeseen expenditure

£100,000 remainder of the reserves will be used for investment and if projections are delivered this will include re-investment in the facilities as described in section 4.3 Capital Investment Opportunities.

SECTION 9 – PERFORMANCE MONITORING AND REVIEW

Section 9 – Performance Monitoring and Review

9.1 Aspire will monitor its performance through a range of performance indicators, which will cover a number of key areas, including financial, participation/usage, customer satisfaction, quality of service and employee satisfaction. The following indicators will be used to monitor the performance of the trust.

Table 9.1 – Performance IndicatorsRef & Type Measure Target

2009/10

Target

2009/10

Target

2010/11

Reporting

Frequency

Monitoring

Frequency

(1) Financial Subsidy per user (visit) Quarterly

(2) Financial % annual saving 50,000 100,000 100,000 Quarterly

Projections

Monthly

(3) Financial Staff costs as a percentage earned income

Quarterly

(4) Participation / Usage

Increase total users by 1% (or proportion thereof) annually in line with national leisure strategies and LAA targets.

0.3% 0.4% 0.5% Quarterly Monthly

(5) Participation / Usage

Increase target group participation by 1% (or proportion thereof) in line with national and local social inclusion targets (card holders only)

0.3% 0.4% 0.5% Quarterly

(6) Customer Satisfaction

Deliver a 955 customer satisfaction rate, specifically in areas of:

Service Quality

Staff Attitude

Timely delivery of service

Accuracy of information

95% 96% 97% Quarterly

(7) Quality of Service

Obtain Quality Accreditation by:

Quest (Sports Development)

Quest (Facilities)

Customer Excellence IIP

Generic Equality Standard

Street Mark

Aqua Mark

-

63%

-

Level 2

-

-

-

66%

Obtain

Level 3

Obtain

Obtain

Obtain

70%

YES

YES

YES

Annually (renewable date)

TBA

TBA

TBA

TBA

TBA

TBA

SECTION 9 – PERFORMANCE MONITORING AND REVIEW

Ref & Type Measure Target

2009/10

Target

2009/10

Target

2010/11

Reporting

Frequency

Monitoring

Frequency

(7) Quality of Service

(HQ3) Organisational Development

National Pool Safety

Employee Satisfaction

Obtained TBA

Annually

9.2 Performance indicators will be supplied to the Council as detailed in Appendix G. These will be formally presented to the Council at Committee upon request, which will form part of the performance review undertaken in partnership with the Council.

9.3 The business plan will be reviewed on an annual basis and performance against the financial projections measured on a monthly basis.

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