Brio Leisure Business Plan 2015-16 · Page 1 Brio Leisure Business Plan 2015-16 Supporting fitness, fun and health . ... Page 3 Contents 1. Introduction 2. Company Outline 3. Achievements

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Brio LeisureBusiness Plan

2015-16Supporting fitness, fun and health

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Northwich Memorial Court, Northwich

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Contents1. Introduction

2. Company Outline

3. Achievements 2011-2015

4. Strategic aims & culture

5. Priorities and aims

6. Financial Overview

7. Reporting and monitoring including KPI’s

AppendicesA) Facility PortfolioB) Board MembersC) SeniorStaffingStructureD) Summary Annual Budget 2015/16

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Abbreviations3G RubberfilledsurfaceforallweatherpitchAWP All Weather PitchCCG Clinical Commissioning GroupDEC DisplayEnergyCertificateEPSV Ellesmere Port Sports VillageHIIT High Intensity Interval TrainingIIP Investors in PeopleIMD Indices of Multiple DeprivationIW Integrated Wellness KPI Key Performance IndicatorLC Leisure CentreMFLC Moss Farm Leisure ComplexNICE National Centre for Clinical ExcellenceNMC Northwich Memorial CourtNGB National Governing BodyPHOF Public Health Outcomes FrameworkQuest Quest (is the leisure indutry assesment tool of an external accrediation)

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1. Introduction

Brio’s new and revised mission statement is simple yet meaningful:

Elly McFahn, Managing Director, Brio Leisure

Welcome to Brio Leisure’s 2015/16 Business Plan, which sets out our mission, strategic priorities, strategic aims, challenges and culture. Thus theplandefinesourobjectivesandactionsfornextyear.

Brio has been operating a four year contract between May 2011 and March 2015, to a four year Business Plan. Cheshire West and Chester’s Executive approved the continuation of Brio as its leisure provider for a furtherfifteenyear termcommencing inApril2015.Briohasalsobeensuccessful in obtaining the Integrated Wellness (IW) contract commissioned via the Public Health team within the Council for an initial three year term –April2015 toMarch2018andanoption to furtherextendsubject toperformance for a two year period thereafter.

As a result of these two new contractual arrangements, Brio has created afifteenyearstrategyandafiveyearStrategicBusinessPlanwhichhavetaken into account key national, regional and local priorities from both public sector and partner agencies. This has established considerable emphasis on the health agenda as a result of Brio’s move into delivery of a public health contract. Falling out of both of these is the company’s Annual Business Plan 2015/16, which provides the basis for performance management aligned to contract obligations.

It also serves as a guidance document for staff, stakeholders and partners to understand the revised direction of the organisation in year one of its new contract term.

Supporting fitness, fun and health

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2. Company OutlineBrio Leisure is a Community Interest Company (CIC) limited by guarantee, and a wholly owned subsidiary of Cheshire West and Chester Council.

Brio was established in May 2011, following local government restructure in Cheshire, and was formed by the merger of the predecessor local authority leisure operations, which had been delivered in-house and via two Leisure Trusts.

Thedecisiontooperateoneunifiedleisurefunction,andasaCommunityInterest Company was determined by Cheshire West and Chester’s Executive in 2010. Thus Brio was formed. It operates most, but not all, of the leisure portfolio on behalf of Cheshire West and Chester Council on both a strategic and operational basis.

Following review of the asset portfolio over the previous contract of the asset portfolio, Brio, in partnership with the Council, has identifiedoptimum delivery arrangements for each facility, and this has resulted in the decision to transfer the operation and management of three golf sites to two operators, Mack Golf for Knights Grange Sports Complex and Hooton Golf Course, and Golf Store House for Westminster Park Golf Course.

Two brand new leisure and entertainment buildings will be joining theBrio portfolio– ‘Ellesmere Port Sports Village’, which replaces EPIC and Stanney Leisure Centres and Northwich Memorial Court, which replaces the previously closed Northwich Memorial Hall and the swimming pool and gym provision of Moss Farm Leisure Complex. In addition, the operation of Woodford Lodge is transferred to management of Winsford Academy.

The facility mix is varied, ranging from stand-alone multi-sports based wet/dryleisuresites,tojointusesiteswithAcademiesandFoundationSchools,and to stand-alone entertainment venues, and multi purpose sites. The age range also varies, covering 1970’s based establishments through to brand new state-of-the-art facilities scheduled for opening in May 2015.

Page 7Exterior of Northwich Memorial Court, Northwich

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GovernanceThe day to day operation of Brio is handled by the Senior Management Team, which in turn is given its strategic direction by a Board of Non-Executive Directors (NED’s).

The make-up of the Board is undergoing a transition from the old contract to the new. This process will see the continuation of the predecessor Board through until October 2015 with its role being to embed the new contract. DuringthisperiodanewBoardwillbecreatedtoreflecttheskillsrequiredof the revised company strategy and direction.

ThenewBoardwillbemadeupoftwoExecutiveOfficers,whichincludetheManaging Director and Resources Manager. The new Board will be formally in place from November 2015.

Supporting leisure membership launch for the over 75’sLeft - Right. Elly McFahn - Manging Director of Brio Leisure , Cllr Louise Gittins - Deputy leader of Cheshire West & Chester Council and cabinet member for culture leisure & wellbeing, Cllr Paul Donovan - Cabinet member for democracy and workforce and Brio Leisure’s board chairman & Anne Lodge - 75+ member of Brio Leisure

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ManagementThe senior management team is responsible for the performance of the two contracts, and the development of the business in line with the timescales setoutinthefiveyearBusinessPlan.

The management team report to the Board on a bi-monthly basis covering all aspects of the company operation, including programming, maintenance, partnership development, staff development, general operations in line withlegislation,andfinancialinvestment.

The Council has a responsibility to improve life expectancy, particularly healthylifeexpectancy,andtoreducehealthinequalities.Brioisrequiredto contribute to:

• increasing participation among those most deprived and marginalised• reducing social exclusion• helping people to actively manage their own health• promoting employability• building the Culture offer, and delivering a full, diverse range of cultural activities through an annual programme• increasing occupancy levels within the Leisure and Culture offer

Themanagementteamhasrecentlybeenthroughrestructuretoreflectthenewcontractrequirementsforbothleisureandintegratedwellness,andtofulfiltheroleofsub-contractorforstopsmokingandweightmanagement. This structure is set out in Appendix C.

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Partnership WorkingThetwonewcontractsrelyonsignificantpartnershipworkingbothwithinthe public sector arena and beyond. The Council is the key partner and stakeholder,andithasarangeofdocumentationwhichBrioisrequiredtodemonstrate it contributes to.

These include: • The Local Plan • Altogether Better • Health and Wellbeing Strategy • Sustainable Communities Strategy • Growth Strategy

A number of key national publications in the last year have provided industryspecificinformationandguidancetoleisureoperators,andthesehave also been utilised in the development of this plan. These include: • Moving More, Living More (February 2014) • The role of culture in improving health and wellbeing (March 2014) • Turning the tide of inactivity (February 2014) • What local government needs to know about public health (February 2014)

Furthermore a number of NICE guidelines also support the KPI’s within the IW contract. Additional key local partners include housing associations, CCG’s ,GP’s, pharmacies; and healthcare providers.

Sporting partners include NGB’s and the sub-regional network such as Active Cheshire. A variety of community locality partners work directly withteamsineachlocalityandwardtoaddressspecifictargetedissues.

Supporting ex-armed forces to keep fit - August 2015Left - Right. Kerry Graham - Manager of Ellesmere Port Sports Village, Cllr Paul Donovan- Chairman & Portfolio Holder for Democracy & Workforce, Elly McFahn- Managing Director , Paul Lally - Ex-serviceman & Cllr Lynn Clare, Mayor of Ellesmere Port

Page 11Entertainment venue, Northwich Memorial Court, Northwich

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3. Achievements 2011- 2015

IndevelopingBrio’sfuturestrategyandcompanydirection,areflectionofthepastoperationhastakenplace.Briohasachievedasignificantamountsince its inception four years ago.

The focus over the last twelve months has been working in partnership with the Council and the construction company, Wates, to deliver two new-build leisure centres to Northwich and Ellesmere Port.

The timeline for delivery has been met, with both new-builds scheduled for opening three weeks apart in May. The continued delivery of existing provision has been undertaken to ensure a seamless transition of services for the community with no closure of old sites prior to new sites opening.

Northwich Memorial Court (NMC) sees the return of high qualityentertainment facilities fit for long term purpose to house an array ofcultural activities. Ellesmere Port Sports Village (EPSV) provides high calibre NGB competition opportunities for three focus dry-side sports of badminton, basketball and netball, alongside short course competition for swimming.

Ellesmere Port Sports Village (EPSV) was part-funded through Sport England’s ‘Iconic Facilities’ funding programme and will also be the home of the borough’s professional basketball team – Cheshire Phoenix.

The design and layout of both sites has incorporated an array of accessible facilities and services, to enable extended ranges of user groups to participate, and will see delivery of smoking and weight management programmes on site.

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Our ICT has been upgraded, including a new company server and Purple WiFi in sites. This issupportedbyonlinebookingdevelopment,anda join-at-homeserviceandkioskfacilitiesinsitestocutdownqueuing.Continueddevelopmentgoesintothewebsite to ensure ease of access to the end user. A swift response process to social media feedback supports the more traditional methods of ensuring speedy solutions to customer concerns and ideas are in place

A new 100-station gym and spin bikes have been installed at Northgate Arena.

A completely new brand, including a new website on Brio’s inception together with a brand awareness campaign. This went on to win a Bronze award at the national annualeventof‘TransformAwards’–afirstforaleisureoperator.

Customer engagement via surveys indicates high levels of satisfaction with service provision, and feedback has shaped the development of the two new sites, and the programmes of activities across our portfolio.

Bronze award - Transform Awards 2013

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Membership Office at Brunner Court, Northwich and pre-opening promotion for Northwich Memorial Court - April 2015

A redesign of booking protocols has taken place to enable those most in need of support to access cost-effective solutions. Detailed negotiation with a wide array of existing users in re-programming and charging has ensured accessibility to facilities and services to meet ongoing user needs.

A series of seasonal promotions have brought in new business and encouraged non users to try our services at affordable prices.

Net cost per visit stands at £3.09 for leisure and £3.54 for cultural activities.

Memberships have grown by 28% since 2011, with a host of additional fitness classes include body pump, metafit, clubbercise, group synergy,pilates, body combat, hatha yoga, HIIT and many more. Additional swimming lessons include booster classes for small bespoke groups, and newequipmentatNorthgateArenatoaddsgreatervalueandaddressesongoing customer feedback.

Financial growth over the four year term has seen income rise from £7m in year one to £8m in year four, and with an improvement on the 2014/15 budget on income attainment of £105,000 (1.3%).

Workfit was created – our corporate membership scheme which nowsupports in excess of 250 businesses across the Borough, from small to large scale.

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Our staff have been through two restructures to align to business need, and the business undertook harmonisation of terms and conditions relating to three predecessor operations.

Despite change, our team remain committed to the evolution of our products and services, and our annual staff survey showed that our team believe they make a valuable contribution to the company.

We carry very low levels of sickness absence and recruit predominantly from our Borough to most roles. We have supported a wide variety of work placements and apprentices including as leisure attendants and administrativesupport,androles infinanceandmarketingforuniversityplacements and graduates.

An independent report jointly commissioned by the Council and Brioevidenced our capability to deliver for the future, and placed us in the top quartileforswimmingandlessondeliveryagainstindustrybenchmarks.

We continue to retain Quest at four key sites, and use this as a baseline to drive change and innovation across the wider portfolio. Mystery shopping has provided evidence of high levels of customer care by our staff.

Our IIP assessment also evidenced that ‘Brio appears, based upon feedback from people, to be well placed to deliver at a pace needed to balance all of those challenges (e.g.financial, customer service, people strategy) inreadiness for the new contract and associated growth and expansion’.

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4. Strategic aims and cultureBrio has recently created itsfiveyear strategy, outlining initial deliveryproposalsagainstitsnewfifteenyearcontractterm.

This document highlights the in-year challenges faced by public sector leisureprovision.Inparticularitfocusesonfinancialsustainabilityintothefuture where the delivery of Brio’s portfolio will move from one of subsidy to one of break-even during the contract term.

Inordertoachievethis,asignificantlong-terminvestmentplanhasbeenproposed. Its implementation will bring some of the poorer assets up to amodernday,fit-for-purposestandard,andwilleradicate currentassetchallenges faced by both the Council and Brio.

Brio’s move into delivering Public Health outcomes will provide a platform for future opportunity in attaining wider health and wellbeing outcomes. The synergy between the leisure and health contracts has already enabled innovative service design, and which will continue to develop over time.

The combination of focused health and wellbeing outcomes aligned to borough demographics and targeted IMD wards has led to established targets for smoking, weight management and physical activity support. The creation of a separately branded programme entitled ‘Cheshire Change Hub’ gives wider opportunities for reaching traditional non-user and hard-to-reach groups.

CheshireWestandChesterBoroughhasasignificantlyageingpopulationwiththeover-75’sagebracket,projectedtodoubleduringthelifetimeofthefifteen-yearleisurecontract.

Brio is building the foundation blocks now to address this longer term position. Its entire approach around customer experience through to organisationaldevelopmentwill reflect thepopulation’s changingneedsand aspirations. This will build a business which undertakes a customer -centred approach and moves away from a facility-based operation.

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Key ChallengesHowever as with any operation, a number of key challenges have been experienced.

Deliveringcostreductionshasbeenaffectedbytheoperationofsignificantlyageing assets which have had little investment over time. This has resulted in ongoing repair and maintenance by both tenant and landlord in order to continue operational delivery and which has affected the business’s ability toreduceitsoperatingdeficitasmuchasithadplannedtodo.

Whilst income has kept pace in some areas, and exceeded this in others, this has been insufficient to reduce the reliance on a subsidy from theCouncil at the pace anticipated.

Similarlytheservicequalityhasbeenaffectedbyclosuresandcustomerfeedback evidences the services offered are perceived to be inconsistent across different facilities, in a large part due to the differing ages and condition of the premises.

This ongoing position has enabled Brio and the Council to prepare for the new contract termwith a clear financial strategy regarding investmentwhich will address assessment of both longer term asset viability versus investment to meet local need.

Health and Wellbeing opportunities aligned to partner priorities will continue to be developed to ensure that public sector funding delivers optimum outcomes. Cheshire Change Hub will continue to grow and evolve based on a mix of customer feedback and demand, alongside priority delivery to the community in locations and environments which achieve the best engagement.

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Alongertermfiveyearstratgysupportsthisannualplan.Fourkeypriorityareashavebeenidentifiedasoutlinedbelow.

Delivering astep - change in

customerexperience

Making facilitieswork harder forthe community

Improving ouroffers to members

Buildingorganisationalcapacity and

foresight

Innovation - Value

The five year strategyPillars of the new strategy

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5. Priorities and AimsPriorities and aims for next 12 monthsBrio will be balancing its contractual obligations with its longer term underpinning strategic development over the forthcoming year. Key priorities are:

• Improved health outcomes An increased focus on health improvements with greater linkages to the Council’s public health agenda. Brio has been awarded the IW contractforthreeyearsfrom2015-16andthisrequiresincreasedfocus on promoting healthier lifestyles, weight management and smoking cessation.

• Mobilising new facilities Maximisingthebenefitsfollowingtheopeningofnewleisurefacilitiesin Northwich and Ellesmere Port. Offering a seamless service for those transferring from existing services and attracting new participants throughmarketingthebenefitsofferedbynewcentres.

• Improved customer experience / broadening usage Improved leisure and entertainment offer to take advantage of new technologies which enable customers to access and participate in Brio services remotely. Utilising premises more broadly so that they act as a hub for multiple services and a launch point for outside sports.

• Commercial developments Increased focus on increasing membership and upselling to members, encouraging referrals through offering incentives. Developing procurement partnerships to help reduce the cost base and raising the profileoftheBriobrand.

• Transfer of golf facilities In line with decisions taken by the Council Brio will withdraw from the provision of golf in April 2015. This will enable Brio to focus its efforts on its core services.

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Brio’s wider strategic development as outlined in the pillars of our new strategy have been broken down into key deliverables in year one of our journey:

Delivering a step - change in customer experience• Review Quest outcomes and create holistic improvement plan• Implement National Benchmarking Service customer experience assessments• Review feedback from annual council survey on Brio• Roll out remaining ICT programme making online bookings easier and providing telephone and 1:1 support for those who need it• Undertake customer and partner input to refurbishment proposals for upgrading leisure sites• Embed IW triage and support roles • Ensure feedback from holistic needs assessment team shapes information to hard to reach user groups

Making facilites work harder for the community• Develop wider understanding of wellbeing needs to engage with new groups in both direct and indirect use of services• Source a preferred bars and catering solution partner to optimise secondary spend and healthy eating opportunities• Review usage of partially used sites, including MFLC and Stanney LC tofindlongtermsolutions• Roll out new free programme for all borough residents aged 75 and over to increase occupancy rates in off-peak periods• Develop leisure card offer which will enable wider data capture of casual usage• Develop business opportunities with health and wellbeing partners around usage of sites at off peak times

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Improving our offer to members• Interrogate the available data sets to understand current and potential customers further• Expand knowledge of public health outcomes (PHOF) to shape services and respond more effectively to user needs• Develop work with key partners regarding personal budget options including Children’s Services; Age UK; CCIL (Cheshire Centre of Independent Living)• Monitor retention and attrition levels for new-build usage, and ensure products, programmes and services remain innovative and inline with customer demand• Develop catering services to widen the range of food and beverage provision, including healthy eating choices• Cross-selling of entertainment products following development of audience development plan

Organisational development• Embed training and development pathway and programme for middle managers• Extend the core training offer to front-line service staff. This will includeknowledgeandawarenessofcustomerjourneyandsalestraining; basic health and wellbeing advice, smoking weight management; drugs and alcohol and safeguarding

• Evolve the two core brands of Brio and Cheshire Change Hub in line with customer feedback• Produce and deliver of trainng and induction manual for new board • Continue with IIP accreditation modular development for best practice in cultural change• Expand apprentice and work experience programmes in partnership with Learning and Skills team/Looked After Children team

Topsy Tumbles christmas party - December 2014

Page 22 Ellesmere Port Sports Village, Ellesmere Port

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Milestones2015/16 has a number of significant key milestones in building thefoundation of the new fifteen-year contract handover in particular theopening of Ellesmere Port Sports Village and Northwich Memorial Court. These include:

APRIL-JUNE • Launch Cheshire Change Hub (IW Contract) • Mobilisation and opening of new build facilities • Transfer of Woodford Lodge to Winsford Academy •HostGeneralElectionasfirsteventinNorthwichMemorialCourt

JULY - SEPTEMBER • Recruitment to new Board NED roles • Appointment of a company entertainment lead •Producefifteenyearassetmanagementplanandcarbon management plan • Publish Annual Report 2014/15

OCTOBER - DECEMBER • Deliver Audience Development Plan • Attain business case approval for capital investment proposals • Appoint bars and catering solution partner • Induct new Board • New Winter promotion to be launched

JANUARY - MARCH • Review of year one IW delivery with commissioner • Communicate Northgate Scheme refurbishment proposals to customers and timeline for delivery • Embed new catering service across portfolio

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Financial OverviewThe company’s Financial Plan sets out its anticipated income and expenditureoverthenextfifteenyears in linewiththetermof itsnewcontract with the Council.

SincetheformationofBrioinMay2011untiltheendofthefinancialyearin March 2015 the company has generated an operating profit beforepensionschemeadjustmentsof£72k.

Under its new contract the company is targeted with achieving a year on year 2% growth in its performance and income generation. This growth will beneededtoenablethecompanytomeetitsrequiredupliftinpaymentsit makes to the council in return for the right to operate these facilities. Payments will rise from £477k in 2015-16 to £1.65m in 2020-21, bringing them in line with the market position.

The new facilities opening in 2015-16 and the award of the Integrated WellnessContracttoBriowill result insignificantlyhigher income levelsinto the company. While these additional services will also increase the cost base it is anticipated that sufficient synergieswill be produced todeliverthemajorityofthecontractualfinancialtargets.

Thecontinueddifficulteconomicclimateandthepoorassetstatewillremainat the forefront of Brio’s approach to delivering its growth and expenditure targets. The recent closure of Christleton Sports Centre pool due to leakage ofwaterhashadamarkedfinancialimpactonthecompany.Inpartnershipwith our new facilities maintenance company Brio have commissioned a fullconditionsurveyofthecompany’sbuildingstomitigateandfinanciallyplan future ongoing maintenance needs.

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The inclusion of two new-builds provides significant benefit to incomepotential, and coupled with an understanding of latent demand and local competition, including the development of low-cost gyms, it has given Brio improvedprofitabilityandtheabilitytotargetagrowthof2%perannum.

Income growth is supported by additional revenue attributable to new memberships; continued expansion of Workfit with local companies;improved catering and bars revenue through a partnership model; increased entertainment revenue from the new theatre provision and new spa revenues from the Health Suite in Northwich.

The annual summary is summarised by site in Appendix D.

The Financial Plan income forecasts are predicated on a programme of investment to improve and address concerns about the consistency of facilities across the Borough. Indicative proposals for an investment circa £9m are under development, which would deliver improvements at Northgate Arena, Neston Recreation Centre, Frodsham Leisure Centre, Winsford Lifestyle Centre and Moss Farm Leisure Complex.

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Performance Management & reporting of KPIsOur new contract will see a focus on compiling a wide variety of datasets to provide intelligence-gathering for the future. The IW contract will providesignificantopportunitytocapturenewandpreviouslyunavailableinformation to enable us to develop additional intelligence about our community.

A suite of KPIs has been developed between Brio and the Council to provide robust assessment of the key aspects of business delivery which sit within a performance management framework.

Formulation of this has been undertaken following a detailed customer surveyundertakenbytheCouncilprecedingcontractaward,andreflectsuserandnon-userrequirementsforservices.Thishasresultedinarangeof‘customerfirst’KPIsbeingestablished.

This is supported by the development of a suite of plans demonstrating how performance will be met and grown. 19 KPIs have been established for year one and are summarised as follows:

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KPI No Outcome Description

Montioring Frequency

1. Increasing physical activity levels

Members / non-members% of visits/ attendances broken down into male; female; u18; 65+; BME. Benchmarking required.

Quarterly

2. Increasing social/ cultural activity levels

% of visits to entertainment and civic hall activities

Quarterly

3. Provide excellent cus-tomer service

Introduce an audience development strategy and monitor type and genre aligned tocommunityrequirements

Quarterly

4. Increased levels of health and wellbeing, contributing towards the Public Health Outcomes Framework for Cheshire West and Chester

Numbers of GP Referrals; Over 75 years usage and weight management sessions

Monthly

5. Reporting Client records and plans are delivered in accordance with the agreed format and timescales

Monthly

6. Customer First - Provide excellent customer service

Number of complaints resolved and upheld, including response time within 5 days

Monthly

7. Provide value for money % Cost Recovery (Leisure & Culture) per visit / attendance

Monthly

8. Provide value for money regarding facility availability

Net cost per visit/ attendance Monthly

9. Provide value for money Income per visit for leisure and entertainments

Monthly

10. Contribute towards the Councilsrequirementstoachieve a lower, average DEC region in both consumption and carbon across all Brio facilities

Energy Consumption

Utility consumption per m2

Energy consumption bench marked whever possible

Monthly

:

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11. Customer First - provide excellent customer satisfaction

%ofExternalcustomerssatisfied(or better) with the service recieved%ofInternalcustomerssatisfied(or better) with the service received

Quarterly

12. Customer First - provide excellent customer satisifaction

Customer Service - Mystery Shopping - feedback satisfaction score

Annually


Routine cleaning: buildings /specifiedareascleanedinaccordancewiththespecification

Monthly


Cleaning: Emergency response - % of cleaning emergencies resolved within a two hour response time

Monthly


Cleaning - Response to complaints of missed routine cleaning: % rectifiedwithinstandardresponsetime of two hours

Monthly

16 Customer First - provide excellent customer satisifaction

Facilities Management - statutory and cyclical servicing to be completed by the due date

Monthly


Facilities Management - plan, procure and deliver an annual capital maintenance programme to Brio buildings

Quarterly


Facilities Management - develop and deliver a rolling programme of building condition surveys detailing the condition of the Brio property assets.

Quarterly

19. Positive impact on the community of Cheshire West and Chester

Delivering Social Value• Investment in apprenticeships• Investment in work placements• Working with local companies - ‘Workfit”programme• Support residents in the more deprived areas of the borough through health and wellbeing incentives (such as concession card)• Armed forces concession card membership

Quarterly

:

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11. Customer First - provide excellent customer satisfaction

%ofExternalcustomerssatisfied(or better) with the service recieved%ofInternalcustomerssatisfied(or better) with the service received

Quarterly


Customer Service - Mystery Shopping - feedback satisfaction score

Annually


Routine cleaning: buildings /specifiedareascleanedinaccordancewiththespecification

Monthly


Cleaning: Emergency response - % of cleaning emergencies resolved within a two hour response time

Monthly


Cleaning - Response to complaints of missed routine cleaning: % rectifiedwithinstandardresponsetime of two hours

Monthly

16 Customer First - provide excellent customer satisifaction

Facilities Management - statutory and cyclical servicing to be completed by the due date

Monthly


Facilities Management - plan, procure and deliver an annual capital maintenance programme to Brio buildings

Quarterly


Facilities Management - develop and deliver a rolling programme of building condition surveys detailing the condition of the Brio property assets.

Quarterly

19. Positive impact on the community of Cheshire West and Chester

Delivering Social Value• Investment in apprenticeships• Investment in work placements• Working with local companies - ‘Workfit”programme• Support residents in the more deprived areas of the borough through health and wellbeing incentives (such as concession card)• Armed forces concession card membership

Quarterly

:

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Christleton Sports Centre – is a wet/dry joint use facility withChristletonAcademy.Ithasafive-lane25mpool,squashcourt,six-courtsports hall, 50-station gym, dance studio and access to the Academy 3G facility.

Ellesmere Port Civic Hall – a large civic hall with capacity of 636. Bar areaandfunctionroom.Additionalmeetingroomstothefirstfloor.Well-equippedstagewithdressingroomsandgreenroom.

Ellesmere Port Sports Village - a state-of-the-art wet and dry facility including eight x 25m short course competition pool, teaching pool, eight-court sports hall, 1400 spectator show court, 80-station gym and spinstudio.Communityroom,fitnessstudioandcafe.

A new 3G pitch is scheduled to come online Autumn 2015. An athletics track completes this site.

Frodsham Leisure Centre - is a dry site sports centre, which also includes Frodsham library. The leisure centre consists of a six-court sports hall, 50-station gym, spin studio, community room and skate park. Outside there is all-weather pitch provision.

Malpas Leisure Centre–a jointusesitewhichoperatesasix-courtsportshallandfitnessstudio.

Moss Farm Leisure Complex – is a multi-purpose facility with focus on outdoor provision including grass football and rugby pitches, an AWP, threesquashcourtsandarcheryrange.

Neston Civic Hall – small civic hall with capacity of 220. Bar area linked tothemainhall.Smallstageandbackstagearea.Snookerroomtothefirstfloor.

Neston Recreation Centre–isawet/dryjointusefacilitywithNestonAcademy.Ithasafourlane25mpool,squashcourt,25-stationGym,six-courtsportshall,AWP,multi-purposeareaforfitnessandparties.

Appendix AFacility portfolio

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Northgate Arena is a multipurpose venue with both wet and dry leisure facilities.Itincludesaleisurepoolwithflume,trainingpool,100-stationfitnesssuite,martialartsdojo,fitnessstudios,eight-courtsportshall,spinstudio,threesquashcourtsandacafé.

Northwich Memorial Court – is a brand new multi-purpose leisure/entertainment facility scheduled for opening May 2015. It has a 522 seat purpose-built theatre, including control room; green room and associated dressingrooms.Italsohasasixlane25mpoolwithflume,ateachingpoolwithmoveablefloor,an80-stationfitnesssuite,afitnessstudio,acaféand a spa.

Rudheath Leisure Centre – is a dry joint-use sports centre withRudheath Academy. Including AWP, six court sports hall, dance studio, communityroomandsmall20-stationfitnesscentretothemainhall.

Winsford Lifestyle Centre – is a relatively new site made up of wet and dry facilties. It has a six lane 25m main pool and a teaching pool, four -court multi-purpose sports/theatre hall with electronic seating bank and portablestage,twosquashcourts,50-stationgym,dancestudio,functionroom,spinstudioandcafécounterlinkedtoreception.

Two sites remain on a short term licence including: • Stanney Leisure Centre• Woodford Lodge AWP

Exterior of Ellesmere Port Sports Village, Ellesmere Port

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Cllr Paul Donovan (Chairman)Paul is a councillor for Sutton Ward on CWaC where he serves on the Audit & Governance Committee as well as various scrutiny panels.

Previously, Paul spent ten years on Ellesmere Port and Neston Borough Council, chairing the local joint highways panel and serving on theEnvironmental Health and the Leisure Committees.

He works as a maintenance engineer at Vauxhall Motors where he has been a trade union and a health and safety representative. His hobbies include reading, walking, gardening and watching Liverpool Football Club.

Anthony Annakin-SmithAnthony has extensive experience of strategic management, with particular expertise in marketing. He worked for twenty years in a variety ofroles,firstlyinsalesandtheninmarketing,becomingCommunicationsManagerforthelargestdivisionofamajorpubliclimitedcompany.Since2000 he has been lecturing in marketing and strategic management up to MBA level at a variety of academic institutions in the UK and abroad. He also undertakes training and consultancy and has co-written two marketing textbooks.

Anthony isastrongadvocateofsportingactivities,enjoyingbadminton,swimming and cycling. He is also a keen walker and has written the popular ‘Wirral Walks’.

Professor Sarah AndrewSarah is the Dean of Faculty of Applied Sciences at the University of Chester. Her faculty has a proactive approach to community engagement, particularly in the area of encouraging sustained participation in sport from primary school to adulthood.

Sarah came to Chester in 1998 from Lancaster University. Following her PhD from Nottingham University, Sarah worked overseas in the USA and Australia.

Sarah has excellent experience having served as a trustee on the boards of three charitable foundations. She also has a personal interest in sport havingtakenpartinahalfmarathonandplayingfortheChesterCroquetteam.

Appendix BBoard members

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Anne BoydAnnepossessesauniqueunderstandingofpublic,privateandvoluntarysectors, and is commercially and politically astute with over eighteen years public sector experience at a local, regional and national level.

Within thefirst year of launchingher ownbusinessAnnewas awardedSocial Enterprise of the Year for her work in sustaining vibrant community assets independent of the state.

She isqualifiedasaMasterManagementPractitioner inEnterprisewitha talent for designing, developing and delivering transformational change and improvement. Anne is CEO of Active Cheshire.

Helen WilliamsonHelen Williamson has a background in Corporate Responsibility and Social Regeneration gained over eighteen years in East London and, since 1998, in the North West. Helen established the Newham Board of the East London Business Alliance in 1989 developing volunteer schemes with companies and community projects and establishing business representatives’involvement with regeneration schemes. Previous board experience includesRichardHouse,London’sfirsthospiceforchildrenandtheLondonRegional Advisory Panel for the National Lottery Charities Board.

Helen was Deputy Coordinator for the Little Hulton and Farnworth SRB (Single Regeneration Budget) and has SRB and Neighbourhood Renewal consultancy work experience from the Wirral and Skelmersdale.

HelencontinuedCRprojectworkintheNorthWestwithBusinessintheCommunity, working on their Seeing is Believing Programme, the senior business leader’s Alumni and working with company volunteer schemes, including M & S Money and HBOS.

Robert CromptonBob has been a member of Cheshire West and Chester Council since the inception in April 2009 until May 2015.

Since May 2009 Bob served as the Chair of the Policy Development Board for Culture and Recreation. During this time he was closely associated with the transition of the three district councils to Cheshire West and Chester Council, as well as the recent formation of Brio as new Community Interest Company.

Before his time as a Councillor, Bob served in the Royal Air Force for 30 years, followed by a return to civilian work in property and facility management. Bob is also a Director of the Ellesmere Port Boat Museum Trust.

Brio also has a non-voting staff Director, who is currently Ian Connolly.

Page 34

MarketingManager

EntertainmentManager

Appendix C

Six Facility Managers

KEY:

Managing Director (MD)

Senior Managment Team (SMT)

Managment Team (CM)

Departments

Senior Staffing Structure

CommunityDevelopment

Manager

IW Contract Management & Outreach

Operations Marketing Events

Operations & Business

DevelopmentManager

Page 35

HRManager

ResourceManager

PropertiesManager

ManagingDirector

FinanceHumanResources

Page 36

Appendix D

Summary Annual Budget 2015/16

Hub Sites Pool Sites

NGA ESV NMC WIN CHR NESTrading incomeComissions

Cost of sales

GrossProfit

TradingExpenditureBasic Pay

National InsurancePensionOther employmentcosts

Employment costsAdministration costsOperational costsUtility costsTechnical costs

TotalExpenditure

Contractual fees

Trading Profit & Loss

26055330

98069

2507464

924984

450927088111827

10527852149419608434525195225

1500114

1007350

13506070

37556

1313052

605814

28950494539558

693775154401288224877347893

934702

378350

14616180

108069

1353549

656183

336816511810990

765972169841443674126849746

1018337

335212

13591680

31414

1327754

624337

30051598077343

721537238168412440946131750

1002173

325582

4449610

54660

390301

291313

14694321643563

3417344220174743896118112

420501

-30200

5937320

10948

1582785

382726

11399300805599

4298048559285904036160311

567625

15160

Page 37

Dry Sites Old Sites LeisureTotalFRO MAL MOS RUD EPI STA

3334080

284

333123

193448

10103196315274

2284562840166531579331319

295060

38063

388660

0

38866

21121

41201400

229331273679488462540

42836

-3520

2021550

9265

192890

108644

330046681376

1179882987125711011859931

203596

-10706

15818500

98

158087

64669

252484781890

775621467224012868712689

142805

15282

1803310

2631

177700

110209

44438828614

12409522577593553310829

150307

27393

578570

0

57857

14561

00168

1472912542602724212415

38242

19615

87864220

352993

8433428

3998011

18465134910759602

4591371102590668074321052632759

6315847

2117582

Page 38

Appendix D

Summary Annual Budget 2015/16 (.. cont)

Civic Halls HallsTotalECH NCH

Trading incomeComissions

Cost of sales

GrossProfit




TotalExpenditure

Contractual fees


2199650

67523

152442

118079

5791164087795

148074543215125681310380

185824

-33382

694110

22711

46700

46745

23643595533

53236133750466258372

68616

-21917

2893760

90234

199142

164824

8155200048328

201310676920170743918752

254441

-55299

Page 39

Head Office

CompanyTotal

IWContract

CompanyTotal

Trading incomeComissions

Cost of sales

GrossProfit




TotalExpenditure

Contractual fees


10000

0

1000

664327

5488911895485786

923956183101414444013974

1535475

558090

-2092565

90767980

443227

8633570

4827162

247694488065153715

57166362924601102689328491665486

8105762

558090

-30282

01198000

683000

515000

120038

44441392836517

17492712100011400000

409927

0

105073

90767981198000

1126227

9148570

4947199

252139501993190232

58915634134601216689328491665486

8515689

558090

74791

Documents

Brio Leisure Business Plan 2015-16 · Page 1 Brio Leisure Business Plan 2015-16 Supporting fitness, fun and health . ... Page 3 Contents 1. Introduction 2. Company Outline 3. Achievements