SETTLE AREA SWIMMING POOL BUSINESS PLAN REPORT EXECUTIVE SUMMARY

Transcription

1 SETTLE AREA SWIMMING POOL BUSINESS PLAN REPORT EXECUTIVE SUMMARY

2 EXECUTIVE SUMMARY 1.1. This document provides a business plan report relating to the future management and operation of Settle Area Swimming Pool (SASP), and has been used to produce a 5 year Business Plan for the period April 2017 through to March The business plan also includes a preparation period for implementation from October 2017 to March 2017, in readiness for the business plan s full implementation from April The following provides a summary of the report findings: Settle Area Swimming Pool original aims and objectives are still relevant and fit for purpose, and the SASP committee will aim to: provide a safe, clean and friendly environment provide customer focussed services and develop the concept of customer care. To exceed our customers expectations establish and maintain good relationships with clubs, schools and other pool users ensure that the pool runs efficiently within defined financial targets maximise usage of the pool s facilities in order that they might reach optimum levels and increase revenue without prejudicing the balance of the recreational programme and the needs of the community continue to develop ideas and programmes to keep pace with current trends, policies and customer needs maintain optimum levels of trained of trained, motivated and flexible staff at all times when the pool is open provide and develop a balanced water-based recreational programme by the generation of interest and awareness in water-based sporting activities the development and promotion of all swimming and sporting activities the encouragement of participation, competition and achievement in swimming and sporting activities the development of coaching courses for the benefit of all age groups the fostering of educational usage of the facility the encouragement of disabled persons to participate- particularly swimming the provision of a suitable programme to cater for the needs of the whole community taking into account varying degrees of ability and aptitude. To develop swimming lessons for all ages and abilities In order to deliver these aims and objectives, and to achieve Business Plan objectives SASP will look to implement the following: 2

3 CONSTITUTION That the current constitution is not fit for purpose A new constitution will be implemented by December 2016 with a Membership model for the Charitable Incorporated Organisation being adopted and with the detail in relation to developing the constitution, such as numbers and types of trustees, terms and length of service, re-election, provision for co-opting trustees, voting procedures, membership of sub committees, numbers necessary for a trustee meeting and general meeting to be quorate being adopted. CONSULTATION TO INFORM THE BUSINESS PLAN USERS AND NON USERS The survey findings from those respondents who currently swim, and for non-users, indicated the following: The range of activities within the pool programme currently meets the needs of those that swim. There is a relatively sound customer base of regular swimmers with opportunity to convert those that swim once a week to more than once a week and monthly swimmers to weekly and so forth. This is coupled with an opportunity to attract new customers from those who currently choose not to swim at Settle Pool. It is clear that opening times and the pool programme sessions times are the biggest issue for current customers with more early morning or evening swimming needing to be available That the new Phase 1 programme is implemented from 1 st October 2016 with the Phase 2 programme implemented from 1 st April

4 The two main reasons for non-use are available time and/or the pool programme; the latter, if adjusted might mean some for whom time is a constraint may become converted to swim at the pool. A number of respondents wanted to be able to access other facilities than the pool. In the additional comments people noted they would like access to a sauna/steam, gym facility. Currently, there are a number of potential customers who cannot swim and would like to learn. PARTNERS The partner survey provided few responses A new approach to partnership working targeting future potential partners is identified, with priorities and approach implemented by October 2016 MANAGEMENT OPERATIONAL REVIEW AND Management and operational review findings: The pool should close at 9.00pm midweek and 4.30pm at weekends (3.30pm if no private hire) There should be increased opportunity to swim in the early mornings and evenings Lunchtime swimming should be aligned to provide consistency Children s lessons should be aligned mid-week and an opportunity to deliver swimming lessons at weekends be available That the new Phase 1 programme will be implemented from 1 st October 2017 with the Phase 2 programme implemented from 1 st April

5 15 minute gaps in the current pool programme between sessions to be removed. Opportunities for school swimming to be available in the afternoons Afternoons 1.30pm pm when no bookings - pool to be closed. Weekend afternoons private hire should be offered at the end of the day. School Holidays afternoons to be programmed for additional public swimming and Aqua Fun Sessions. Therefore, leaving morning and evening programmes to run throughout the year providing consistency for regular customer base. PROCEDURES Key pool procedures are in place such as NOP & EAP but other operational procedures require updating and documenting Procedures introduced by 31 st March 2017 to cover Opening and Closing the building Reception Swimming lesson bookings Pool Hire bookings Customer Care and customer feedback Memberships Building and cleaning checks Cleaning procedures Plant room procedures Staff induction and staff procedures. 5

6 PRICING There are currently pricing inconsistencies and prices need to be affordable, comparable with similar yet offering the opportunity to meet Business Plan targets in a formal pricing policy Introduction of new pricing structure and pricing policy by 1 st April 2017 CUSTOMER CARE/QUALITY ASSURANCE PREMISES, MAINTENANCE, FACILITIES & EQUIPMENT SASP s current constitution does mention listening to our customers and providing solutions in its mission statement. There is also a three-point customer charter in the same constitution document. However, these do not go far enough in terms of the current expectations by users of leisure facilities in relation to customer care and quality assurance. The pool is currently well maintained but most maintenance is of a reactive nature and there are some aspects of the building that will need attention in the near future Customer Charter and Customer Service Standards to be introduced from April 2017 which offers a consistent approach and clearly states what the pool operator will do and what the customer should expect when using the pool. Annual customer survey carried out in September each year. Policy for maintenance and capital works adopted and introduced from 1 st April 2017 HUMAN RESOURCES STAFF SYSTEMS Staff systems generally are good, but staff training is clearly focused on keeping up to date with the core business requirements. There is little consideration given to the further development of core pool staff or voluntary SASP committee members for the future benefit of the pool 6 A training needs assessment and organisational needs assessment undertaken with all core pool staff and core SASP volunteers by 31st March 2017, to identify the needs of the organisation and individual development needs with implementation from 1st April 2017

7 VOLUNTARY ROLES MARKETING, PROMOTIONS, SPONSORSHIP & BUSINESS DEVELOPMENT To maintain recruitment/retention of current and future voluntary management committee members MARKETING & PROMOTIONS The approach to the marketing and promotion of SASP appears to have been ad hoc and has evolved over time. Until recently SASP did not have a website and only through the efforts of the current Pool Manager has one been established, and the use of social media such as Twitter and Facebook been introduced. By 31st March 2017: Establish a sub group responsible for managing voluntary committee members (and potentially other volunteers who are not committee members To clearly define the roles of the various roles required and to identify preferred skill sets for each role Establish how and when voluntary roles will be recruited for and for what period of time will they be required for Determine who will have responsibility for recruiting and initially meeting potential voluntary management committee members along with subsequent management To identify any induction requirements or training required post recruitment. In order to maximise the limited resources that SASP have available to market and promote the pool and its activities there is a need for a clear allocation of responsibilities, a clarity of approach and marketing principles and to focus on the following: 7

8 There is no clear marketing plan or strategy and there doesn t appear to any clear allocation of who is responsible for the marketing and promotion of SASP with the Pool Manager and various members of SASP undertaking various tasks Use of logo, Branding, Target marketing of swimming lessons, lane swim, birthday parties; aquacise, use of clear messages and media for the customers SASP are trying to attract, Make the most of free marketing (produce a social media action plan), Clear targeting of market segments, Signage on roads and approaches, Development of local network of media outlets, Planned promotions/campaigns such as Sport England s this girl can. That a SASP committee sub group is established to have clear responsibility for all aspects of the Marketing & Promotion of the pool and its activities and services and an annual marketing plan delivered with a specific marketing budget for delivery from October 2016 SPONSORSHIP AND BUSINESS DEVELOPMENT The recently introduced business sponsorship scheme has proved successful in attracting levels of sponsorship. New sponsorship procedures implemented by 1 st April 2017 with responsibility lying with the SASP committee funding sub group This is an area that has significant potential to be developed further and should be considered in the future in the wider context of sponsorship and advertising. 8

9 CURRENT AND FUTURE FUNDING STRATEGY FUNDING Previous procedure has been ad hoc but since November 2015, the Joint Management committee and Friends of Settle Pool funding committee have instigated a more structured approach which ties fund raising to funding requirements That future funding requirements and fund raising are closely aligned each year to the projected financial position of SASP. FUNDRAISING AND DONATIONS FINANCIAL STRATEGY Is heavily reliant on the Friends of Settle Pool s fundraising efforts and ad hoc donations with no formal procedure in place. To set financial targets which if achieved will guarantee SASP s long term future sustainability Currently there is no formal system in place to review performance, either financial and operational. Finance figures are currently monitored 9 That the procedure for managing funders is adopted and implemented from 1 st April 2017 That the procedure for managing donations is adopted and implemented from 1 st April To as a minimum move to a break even operational position as soon as is practically possible and within the 5 year business plan period To adopt the relevant financial plan(s) to achieve this position dependent on which Option is chosen for the way forward from 1 st April 2017 Introduction of the following Key Performance Indicators to monitor performance by 31 st March 2017: The number of individual users accessing the pool The total number of visits to the pool each month and year

10 The total number of visits to the pool divided into key individual activities each month and year The number of users on the pool membership scheme The number of individuals on the swimming lesson programme Total level of income derived from the operation Total level of expenditure incurred by the operation Operational recovery rate Staff costs as a %age of income % of customers satisfied or very satisfied with overall service % of customers dissatisfied or very dissatisfied with overall service No of complaints (written and verbal) No of compliments (written & verbal) Staff satisfaction levels 10

11 THE WAY FORWARD Open since 1974 and 42 years old the SASP facilities are tired and ageing; as the survey carried out to inform the Business Plan process, highlights, changes to bring facilities up to a standard reflective of the expected modern day leisure experience, and to meet customer expectations, are needed SASP to undertake more detailed feasibility work from September 2016 to consider which option: retain, refurbish or rebuild is possible: Option 1 - Retain existing facilities with no material changes to facilities and maintain them for as long as possible Option 2 - Retain some existing facilities and refurbish other existing or introduce a level of new build facilities Option 3 - New build replacement of existing and potentially additional facilities Appendices 17 & 18 provide the basis of the new Business Plan from 1 st April 2017 and includes the preparation for implementation period and this should be implemented using the detail within this business plan report as the reasons for implementation, the expected outcomes and how the success or otherwise of the Business Plan delivery is monitored and evaluated. 11