Altogether Active
Corporate Strategy
2012-13 | 2014-15
Contents
Introduction – ‘Altogether Active’
03
Grow our Funding
12
How we are performing
04
Grow the Business
13
Our strategic context
05
Our resources
14
Our compass
16
Our strategic priorities:
our Must Win Battles
08
Our success measures, 2014-15
18
Purpose, vision and values
09
Delivering the strategy
19
Customer Experience
10
What’s in it for me?
20
The Royal Commonwealth Pool 11
The Future – ‘Altogether Active’
22
Altogether Active
Welcome to the Edinburgh Leisure Strategic Plan
for 2012-13 through to 2014-15
those who are currently inactive is one such preventative
measure with well documented future benefits to health
and care services. Positioning Edinburgh Leisure as an expert
developer and implementer of such programmes presents
enormous opportunity. This is at the heart of our Grow our
Funding Must Win Battle.
Changing customer demands will also bring opportunity
to those organisations which can adapt quickly and
develop new solutions. Our renewed commitment to better
understanding our customers and also to proactively seeking
new markets and products is aimed at ensuring we become
the beneficiaries of such change, rather than get left behind.
“This Strategic Plan... provides a high level
overview of where we currently are as an
organisation, what we are aiming to achieve
and the priority actions we believe we need
to take to get there”.
Despite the challenges, 2012 represents an exciting time
in the development of Edinburgh Leisure. With a renewed
sense of purpose, the re-opening of the fantastic Royal
Commonwealth Pool and increased funding for the next
financial year we are well placed to drive ourself forward to
a new level.
This Corporate Strategy is an important step in that
journey, pulling together as it does a diagnosis of our current
situation, a clear direction of travel and a set of coherent
actions and priorities.
The timeframe of the strategy also coincides with a
period of world class sporting activity in the UK; the London
Olympics in 2012, Glasgow’s Commonwealth Games in
2014 (the Royal Commonwealth Pool is hosting the 2014
diving event) and the Ryder Cup in 2014. This is an exciting
and inspiring time for sport and we will be working with
our partners to seize every opportunity to promote and
encourage participation.
Acting together with our partners, and in particular the
City of Edinburgh Council, this strategy will help us continue
our successful journey towards inspiring Edinburgh to be a
more healthy and active City. In short: ‘Altogether Active’.
John Comiskey
Chief Executive
02 | 03
Edinburgh Leisure was created in
1998 to manage and develop sport & leisure
services on behalf of the City of Edinburgh
Council. We are a company limited by
guarantee and therefore do not have share
capital or shareholders. We hold charitable
status and were awarded ‘social enterprise’
status in 2010.
Edinburgh Leisure operates as a Not for
Profit organisation, which means that every
penny we generate is invested back into
providing our services. Indeed we have no
means of distributing any surplus funds even
if we wanted to.
This strategic plan has been developed
in order to provide a high level overview of
where we currently are as an organisation,
what we are aiming to achieve and the
priority actions we believe we need to take
to get there.
This document is the culmination of
a great deal of work and consultation
that has taken place over the past year.
Following twelve years of relative stability
and consistent year on year growth,
Edinburgh Leisure has more recently been
feeling the impact of a changing external
environment. These changes have been
numerous, dramatic and severe. Public
funding pressure, intense competition and
the prolonged impact of the recession are
the most critical of these but there have
been many others. Our response as an
organisation to these challenges has to be
equally as emphatic if we are to continue
our success. This need to respond has driven
our Must Win Battle programme which is
referred to throughout this document.
Times of challenge and change
however also bring with them opportunity.
Increasingly for example we are seeing
an acceptance of the compelling logic
of channelling ever more scarce public
funds towards so called “preventative”
measures, as eloquently heralded in the
Christie Commission Report. Improving
physical activity levels, particularly amongst
How we are performing
A proud track record of success
• 28% increase in Edinburgh Leisure (EL) customer visits
in the last 10 years
• 110% increase in operating income in the last 10 years
• Dependency on City of Edinburgh Council (CEC) funding
reduced from 48% of total income to 36%
• Approximately £16m invested by EL into facilities
• An average of £350,000 per annum in external funding
over the last 9 years
• Staff sickness absence consistently less than the
4% target
• 95% of our customers satisfied (customer satisfaction
survey 2011-12)
Our challenge
Looking ahead we have to adapt to an
environment that is changing dramatically:
• An era of restricted public spending
• Increasing competitive pressure from
private operators (particularly within the
low cost ‘budget’ sector of the health &
fitness market)
• Finding ways to work in partnership with
other publicly owned leisure providers,
namely the education sector, who are
increasingly opening their facilities for
public use
• 41% reduction in customer accidents
in the last 5 years
• Consumers with less disposable income,
demanding more and with far greater
choice
“We passionately believe in the positive
impact sport and physical activity can have
on individuals’ and communities’ physical,
mental and social health and well being,
and we want to inspire everyone in the City
to be more active and healthy.”
• Rapid developments in the use of
technology to enhance customer service
• An ageing population
• An upward trend in obesity
Our strategic context
Who we are, what we do, where we are going
We are here to make a positive difference to communities by
creating opportunities for everyone to get active, stay active
and achieve more.
Our vision (where are we going?)
We are inspiring Edinburgh to be a more active and
healthy city.
Our values (how do we deliver?)
We make a positive difference by being:
welcoming, caring, passionate and proud.
Goal
5 million
customer visi
ts
by 2015-16
We passionately believe in the positive
impact sport and physical activity can have
on individuals’ and communities’ physical,
mental and social health and well being,
and we want to inspire everyone in the
City to be more active and healthy. We
are in a position to do so because unlike
any other sport and leisure operator in the
city, we have a partnership with the City of
Edinburgh Council (CEC) that gives us access
to an unrivalled range of venues throughout
the city and a service payment to operate
them on a Not For Profit basis.
We share the aspirations of our
colleagues in the City Council to have a
co-ordinated and integrated approach to
the management and development of CEC
owned sports facilities for the maximum
benefit of the City. Likewise we will be
proactive in exploring opportunities to
extend our presence in areas of the city
where we identify demand.
Communities
It is important to explain that the reference
to ‘communities’ in our vision goes far
beyond the geographical communities that
our venues are located in, rather the term
is used in respect of the varied customer
groups we work with and provide services for
throughout the city.
04 | 05
Our purpose (why are we here?)
Our strategic context
Edinburgh Leisure helps deliver local and national objectives on
physical activity and health
priorities. Our work, and that of the Council, is also influenced
by both the Scottish Government’s relevant policy documents
and sportscotland’s corporate plan
Our key partner and main funder is the City of Edinburgh
Council and various Council strategies and plans were
reviewed when considering our strategic and operational
Scottish Government’s
Purpose
Scotland Performs:
The National
Performance Framework
‘Let’s Make Scotland
More Active’
A more successful country where everyone can flourish through
increased and sustainable economic growth
Government’s 5 Strategic
Objectives (including
‘healthier’)
Government’s 16 National
Outcomes (including ‘we live
longer, healthier lives’)
Government’s 45 National
Indicators (including
‘increase physical activity’)
People in Scotland will enjoy the benefits
of having a physically active life
Physical Activity
A Strategy for Physical Activity
Physical Activity Task Force
Active living • Recreational activity • Sport • Exercise • Play • Dance
‘Reaching Higher’
The National Strategy
for Sport
sportscotland
Corporate Plan
2011-15
City of
Edinburgh
Council
Increased participation and improved performance
Providing pathways • Well trained people • Strong organisations • Quality facilities
Developing and supporting a world class
sporting system at all levels
The most physically active city in Europe by 2020
Edinburgh Partnership Single Outcome Agreement:
5 outcomes:
4 priorities:
•E
fficient and effective organisation (productive)
• Edinburgh’s economy delivers increased investment,
jobs and opportunities for all
•C
hildren of Edinburgh enjoy their childhood and
achieve their potential
• Edinburgh’s citizens experience improved health and
well being, with reduced inequalities in health
•E
conomy delivers increased investment, jobs and
opportunities for all
• Edinburgh’s children and young people enjoy their
childhood and fulfil their potential
•E
dinburgh is an excellent place to live, study, work,
visit and invest
•E
dinburgh’s communities are safe and have improved
physical and social fabric
• Good quality care and improved health and well being
Our Vision: Inspiring Edinburgh to be a more active and healthy city
Goal: 5 million customer visits by 2015-16
Supporting
• School sport • Active
schools • Club sport
• Performance sport
• Performance access
scheme • Community sport
hubs • Legacy plan
our
purpose
Targeted
work with
Inactive people • Older adults
• Children & young people
• Excluded groups
• Health conditions
• Health improvement
interventions
our
places
To make a positive
difference to
communities
by creating
opportunities
for everyone to
get active, stay
active and
achieve more
Physical
activities
• Pay & play
• Coached sessions
our
people
our
partners
fundi
from CnEgC funding fr
custome om
fundin
rs from
g
others
06 | 07
Sports
• Pay & play
• Development
pathways
• Coaching
Play
activities
Our strategic priorities:
our Must Win Battles
Our five Must Win Battles; the business priorities we have to get right and win...
Purpose, Vision and Values
Customer Experience
OPEn
The Royal Commonwealth Pool
Grow our Funding
Grow the Business
Purpose, Vision, Values
The goal of this battle is to communicate and embed Edinburgh Leisure’s
purpose, vision and values with all Edinburgh Leisure employees and other
key stakeholders
In a service business such as ours an engaged team is
critical to our success. An engaged team is characterised by
employees who:
– know what is expected of them in their role
– are given the support and resources to do the job
– understand the purpose of the organisation, its vision for the
future and how they fit in and contribute to such.
The purpose, vision and values can be considered as
our organisational glue, it is what holds us together and
everything we do collectively as an organisation and
individually must be aligned to such. It is therefore critical that
the Edinburgh Leisure team understands the relevance and
impact of the purpose, vision and values to their respective
post(s), their site/section and to Edinburgh Leisure as a whole.
Priority Actions
• Establish an employer brand for Edinburgh Leisure
• Communicate and embed our new Purpose,
Vision and Values throughout EL and beyond via
our actions, behaviours and words
• Review and update all our other procedures/systems
of work to ensure they fit with our values and
employer brand
Priority Outcomes
• Edinburgh Leisure employer brand established,
providing greater clarity and consistency on
‘what it’s like to work at EL’
• All staff are aware of our Purpose, Vision
and Values, have an understanding of what
it means ‘to me, in my role at EL’ and actively
demonstrate such
• Motivated employees, committed partners and
ultimately satisfied and loyal customers
08 | 09
• Review and update all our Human Resource policies
to ensure they fit with our purpose, vision and values
and our employer brand
Customer Experience
The goal of this battle is to consistently deliver our ‘service promise’, thus creating
satisfied, loyal customers, who come back and recommend us to others
In today’s economically challenged consumer
environment competition for loyalty is fierce and
customers expect high standards of service.
Products and services that meet the needs
of the market in convenient locations, together
with competitive, affordable prices are important
factors to customers but we will only be
successful if we can consistently deliver a great
customer experience i.e. our service promise:
– we welcome everyone
– we provide a range of sports and physical
activities and expertise in a safe, clean and fit
for purpose environment at value for money
prices that most people can afford
– we deliver enjoyable experiences; customers
leave feeling happy.
Priority Actions
• Consistently deliver EL’s recruitment & selection and
induction process thus ensuring new employees
understand and can demonstrate our values
and have clarity on their role, responsibilities and
accountability
• Manage performance through feedback to ensure we
are consistently delivering our ‘service promise’
• Identify and source the learning and development
support required to provide individuals with the
skills needed to deliver our service promise and
successfully engage with our customers
• Monitor and evaluate our customer experience by
introducing a ‘mystery visitor’ programme
• Develop and implement improved ways of ‘listening’
to our customers and use these findings to evolve our
service standards in line with customer expectations
and demands
Priority Outcomes
• Managing performance through feedback becomes
a constant and ongoing practice, that is expected,
welcomed and asked for by all
• An increase in customer satisfaction (achieve a score
of greater than 95% in our customer satisfaction
survey)
• Achieve a mystery visitor score of 90%+
• Members stay with us longer; an improvement of 1
month per annum in average length of membership
The Royal Commonwealth Pool
The goal of this battle is to have a successful RCP; attracting 750,000 customer
visits in our first year of opening and achieve our financial targets
OPEn
The RCP closed to the public in June 2009 to
allow work to take place on its £37.2 million
refurbishment. It is the largest refurbishment
project Edinburgh Leisure has been involved
with to date and we have been working
closely, since the design stage, with our
partners in CEC – who funded
the refurbishment, assisted by £5 million
from sportscotland.
The closure of the RCP was a great loss
to the local community, the City’s aquatics
community and beyond and much work was
done at the time of closure to accommodate
the RCP’s clientele and maintain their
participation.
Whilst the re-opening of the pool in March
’12 was welcomed and is a huge boost
to sports provision in the city one must
remember that the RCP re-opened in a very
different environment; we are in the midst
of an economic recession, new entrants
have entered the local leisure market and
existing operators have expanded their
leisure offering. We have set ourselves
challenging income targets and whilst we
recognise there will be some drift back to
the RCP from our other venues we want this
to be minimal. We must attract a whole new
generation of customers to our excellent
‘new’ RCP.
Priority Actions
• Establish and develop a high performing team
that deliver the ‘service promise’
• Develop and deliver a sales and marketing
plan to attract new customers to the RCP
• Monitor and analyse financial and usage
performance and respond quickly to trends
• Establish a successful catering service that
enhances the customer experience
• Continue to develop partnerships with British
Swimming and Scottish Swimming to attract
high profile events
Priority Outcomes
• Achieve first full year financial targets – net expenditure of
£836k and income of £3.5 million in 2012-13 and reduce
subsidy in 2013-14 by £50k and again in 2014-15
• Achieve targets for customer satisfaction survey and
mystery visit scores (95% + and 90% respectively)
• RCP recognised nationally as a high quality aquatics venue: – deliver the Performance Access Agreement for Edinburgh – successfully host the British Olympic Training Camp in 2012 – host the FINA Diving Event in 2013 and the Commonwealth Games Diving Competition in 2014 – be included in Scottish Swimming’s five year event plan 10 | 11
• Develop a balanced programme, introducing
new products and services in response to
customer demand and trends, using our
customer insights to maximise usage and
income
Grow our Funding
The goal of this battle is to secure £1m in external funding (in addition to
our core annual funding from the City of Edinburgh Council) by 2013-14
As detailed in our vision, we are all about
making a positive difference. This battle
is dedicated to pursuing opportunities for
external funding to increase the amount
of work we can do specifically with people
who, for various reasons, need more support
to participate in sport or physical activity.
Success in this battle will enable us to do
more to address inequalities that inhibit
participation and inspire many more people
to lead a healthier and happier life.
We have been successful in the past in
working with partner organisations and
securing funding to help deliver innovative
programmes that meet each party’s
objectives and were delighted that the City
of Edinburgh Council took the decision to
improve our funding in 2012-13, and in two
subsequent years, specifically to implement
a range of physical activity programmes
targeting those most in need. We are
committed to building upon this success.
Priority Actions
• A co-ordinated approach to all funding activities and
‘learnings’ captured and shared from all successful and
unsuccessful applications
• Develop an online resource to support the identification
and completion of funding applications
• Establish and implement annual funding plans to develop
our fundraising activities and further support our Not For
Profit status
• Develop our knowledge and expertise in evaluating the
social return on investment for funded programmes and
demonstrate the social return or value of the five new
outreach programmes that secured funding from CEC in
2012-13
• Seek the means of achieving national recognition of our
status as an expert in developing and delivering successful
targeted physical activity programmes
Priority Outcomes
• EL Managers and Development Officers utilise
the Grow our Funding online resource to
develop concepts and apply for funds
• Embed Social Return on Investment (SROI)
practices in monitoring and evaluation to
readily identify the value of our work and to
support future funding applications
• Be recognised as an expert in developing
and delivering targeted physical activity
programmes
Grow the Business
The goal of this battle is to protect existing income streams and identify new
markets and products to ensure the continued growth of the business
We currently operate in a challenging
environment where the economy is
weak and consumer confidence is low. To
safeguard our future success it is vital that
we protect and develop our existing income
sources and maintain our market position.
With the development of our existing
products and services and the nurturing of
new revenue sources we will achieve income
stability and growth that will allow us to
re-invest to the benefit of our communities
and partners.
Priority Actions
• Analysis of market segments; current and
potential customers
• Prioritisation of market/customer segments
and associated positioning plans
• Increase secondary spend
Priority Outcomes
• Generate an additional £200k (net income)
per annum, 2012-13 through to 2014-15
• Reverse the decline in health & fitness income
and achieve 10% growth by 2014-15
• Develop our product offering for
the under 5s, including the provision
of a new Soft Play concept
• Our venues are positioned as being a vital part
of ‘community’ life, with the product offering
reflective of the make-up and needs of the
local community
12 | 13
• Focus on a number of key products and
markets;
• Health & fitness
• The under 5s age group
• The corporate market (sales and commercial
partnerships)
• The RCP
Our resources
To deliver on our Must Win Battles we must protect, nurture and enhance our
supporting strategic resources. These are:
Our People
Our people underpin everything
we do and aspire to achieve, they
are our biggest asset. The
implementation of our ‘Talent
Management’ model remains a priority to
ensure we attract and retain, assess,
develop and deploy our talent.
Our Processes
Our processes or systems of work
must be in place to support our
people and these processes must
be applied consistently.
A series of actions and outcomes will be
detailed in supporting plans to ensure we
improve our collective performance in the
following areas:
• A shared knowledge and understanding of
our customers – actual and potential – to
inform decision making
• Relevant and timeous performance
information
• The ability to respond quickly and
appropriately to emerging trends and
changes in the market place
• Enhanced use of information technology,
to improve efficiency and enhance
external and internal communication
activities and processes.
Our Places
We manage a diverse range of sport and leisure
venues throughout the city; iconic buildings such as
the newly refurbished Royal Commonwealth Pool,
much loved Victorian swimming pools such as
Glenogle and Leith Victoria, which have been refurbished to
provide a quality 21st century leisure experience whilst
preserving their architectural charm, and also the more
modern, functional venues such as Ainslie Park Leisure Centre.
There are also the golf courses, the outdoor grass and
synthetic pitches, pavilions, bowling greens, tennis courts – in
short, a lot of facilities to care for.
We must maintain and develop our places to ensure they
are welcoming, safe, fit for purpose and meet customers’
needs. The 20 year Asset Management Plan ensures that
we have a planned approach to lifecycle maintenance and
refurbishment works. Our Energy & Sustainability Policy,
and supporting plans, will deliver efficiencies, reductions
in resource usage and costs and increase environmental
awareness throughout Edinburgh Leisure.
Our partnership with the City of Edinburgh Council is very
much in evidence when it comes to changes and development
opportunities in the City’s sport and leisure estate. The
following areas of partnership work are already established:
• The planned withdrawl from Port Edgar Marina by the end of
2013-14 and the securing of an alternative operator
• The development of a masterplan for the Jack Kane Centre
• A ‘new’ Meadowbank Sports Centre.
There may be more examples, depending on the outcomes
of the Council’s Sport & Physical Activity Strategy, incorporating
the Facility Strategy.
The benefits to be had from
partnership work are easily
identifiable; by working together
we can achieve more and the need
for effective partnership work is increasingly
important given the current economic
challenges. This approach is not only
pertinent to our external partners but how
we work internally – we are one team.
We are committed to work with local and
national partners to increase participation,
deliver shared priorities and improve the
delivery of sport and physical activity.
Partners include City of Edinburgh Council,
sportscotland, National Governing Bodies,
clubs, coaches, community partners,
voluntary bodies and NHS Lothian.
Protecting and nurturing our partnership
with the City of Edinburgh Council is
paramount to our continued success
and we will be working closely with CEC
to support the delivery of their new
Sport & Physical Activity Strategy 2012-13 –
2016-17. The Council’s Strategy shares EL’s
vision around inspiring Edinburgh to be a
more active and healthy city and together
we are exploring how we might effectively
measure the impact of our work on people’s
health and well being.
A key area of work with CEC is addressing
the barriers around inequality and poverty
that prevent participation in sport and
physical activity. This area of work is greatly
assisted by the additional funding secured
from CEC for targeted activity programmes.
Other areas of work include:
• The successful implementation of the
community hub model (as supported
by sportscotland)
• Assisting CEC to deliver their aspirations for
Community Access to schools
• The delivery of the City’s Legacy Plan.
“A key area of work with CEC is
addressing the barriers around
inequality and poverty that prevent
participation in sport and physical
activity.”
Our Pounds
£
The financial environment that Edinburgh Leisure
operates in is both complex and challenging.
Ensuring a strong financial foundation and
protecting ourselves against risk underpins
everything we do.
Given the financial constraints we will continue to
experience during the economic downturn we need
to balance the requirement to identify commercial
opportunities to increase our income with the need to deliver
on our social objectives. At the same time, we must maintain
maximum efficiency in all the activities of Edinburgh Leisure,
ensuring that the best possible results are obtained from
every resource deployed.
14 | 15
Our Partners
Our compass
Why we exist, what we plan to accomplish,
how we will work together to achieve success
Teamwork Partnership
Ach
ieveme
nt Pounds
16 | 17
en
t
pm
o
l
ve
e
D
y
Edinburgh Leisure will
make a positive difference
by being: welcoming,
caring, passionate
and proud.
vit
ati
Cre
Values
Purpose, Vision
and Values.
Customer experience.
The Royal
Commonweatlh Pool.
Grow our Funding.
Grow the Business.
n Making Decisio
Purpose
Place
s
We welcome everyone.
We provide a range of
sports and physical
activities and
expertise in a
We are here to make a
safe, clean and
positive difference to
fit for purpose
communities by creating
environment at
opportunities for
value for money
everyone to get active,
prices that most
stay active and achieve
people can afford.
more.
We deliver enjoyable
experiences; customers
leave feeling happy.
Strategic
Priorities:
Our ‘Must
Win Battles’
Inspiring Edinburgh to
be a more active and
healthy city.
Goal: 5 million customer
visits by 2015-16
g&
lvin
So
Com
mu
nic
at
io
n
Vision
Pr
m
le
ob
Service
Promise
Pro
ce
ss
ple
o
Pe
Our success
measures 2014-15
There are a range of measures identified to monitor our success
5m
4%
• Children & young people
(5-18)
• Under 5s
• Older adults (65 +)
• Number of users
on targeted activity
programmes (to
demonstrate our success
in increasing participation
by the inactive, addressing
inequalities)
• Staff turnover
• Staff development
activities leading to
promotion or internal
transfer
• Response to staff survey
(Best Companies) and year
on year improvement in
the feedback
• Staff accidents
customer visits
£1m
in external funding (excluding
annual core funding from CEC)
Royal Commonwealth Pool
subsidy managed at below
£800,000
Customer
satisfaction score
95%+
of customers will
be satisfied
• Mystery visitor score
• Net promoter score
• Health & fitness member
retention level
• Swim member retention
level
• Customer accidents
staff absence
10%
increase in
operating income
(total operating
income £21m)
• 10% (£587k) increase in
health & fitness income
• ‘new income’
• Funding from CEC
• Gross expenditure
• Net expenditure/net
income
• Reserves
• Recovery rate
• Income per visit
• Net cost per visit
Delivering the strategy
A suite of supporting plans turn the strategy into reality.
These are reviewed on a quarterly and annual basis
Inspiring Edinburgh to
be a more active and
healthy city
(Goal: 5 million
customer visits
by 2015-16)
Corporate
Strategy
2012-13 | 2014-15
Annual business
plan, incorporating
the budgeting
process. Identifies
what we are doing
on annual basis
Marketing
Communications
and Sales Plan
2012-13 | 2014-15
Sport and
Physical Activity
Development Plan
2012-13 | 2014-15
les
att
nB
Wi
Plans where the
focus is on EL’s
response to the
external environment
ust
rM
Ou
High level document
detailing strategic
issues
Our
vision
• Purpose,
Vision & Values
• Customer
Experience
• The RCP
• Grow our Funding
• Grow the
Business
Annual Business Plan
2012-13 | 2013-14 | 2014-15
OPEn
Human
Resources
Plan
Venue & Section
Plan(s)
Asset
Learning &
Strategy
Development
Management
Plan
Plan
ITC Plan
Finance
Plan
Plans relating
to our human,
organisational and
information capital
18 | 19
Venue/Section Plans
– annual details
What’s in it for me?
Pride in being associated with an organisation that is making
a real difference to our communities
Key stakeholder
group
The Edinburgh
Leisure ‘team’
The Edinburgh
Leisure Board
Benefits of
the Edinburgh
Leisure strategy
Clarity on who we are, what we
are here to do and how we will
do it together
Clarity and support for our priorities
and outcomes for 2012-13 to 2014-15
Clarity on our priorities and desired
outcomes for the next three years
Pride in an organisation that is
committed to making a difference
to communities
Confidence in the organisation
Pride in being part of
Edinburgh Leisure
The City of
Edinburgh Council
Edinburgh
Residents
Our
Partners
Clarity on our priorities
for 2012-13 – 2014-15
Increased understanding of EL
– who we are, what we do and the
positive impact of our work
Increased understanding of EL
– who we are, what we do and the
positive impact of our work
Confidence in EL’s expertise in sport
and physical activity and our ability
to deliver great services and
enjoyable experiences
An appreciation of the opportunities
to work with us
Ongoing confidence in EL as an
organisation that delivers
Confidence in EL’s expertise
and ability to deliver
20 | 21
Understanding on where we can
work together to help deliver CEC’s
strategic outcomes
The future
How does it look? Altogether Active
• We have an ‘active and healthy city’... with
more people participating than ever before.
• All the sport and leisure venues – our places
– are a focal point in the communities they
serve. They are busy with customers getting
started, staying active and achieving more.
• We deliver on our service promise day in,
day out.
• In recognition that some people need more
help and support to participate in physical
activities we have a team working with
communities to advise and support on all
things physical and to help the inactive
get active.
SPORTS DEVELOPMENT
PATHWAY
community
• Strong partnerships are in place facilitating
the delivery of a range of targeted activity
programmes. There is local and national
recognition of EL’s success in this area
of work.
• All areas of the city are served by a local
venue, we have worked with the City of
Edinburgh Council to ensure there are no
gaps in the City’s sporting provision and we
have invested in new, additional venues to
meet customer demand.
• The school sports facilities are available for
community use, mainly sports clubs and
regular lets. There is a centralised booking
system to support this.
• Due to our work with CEC, sportscotland the
NGBs, local clubs and coaches we have clear
sports development pathways in the city.
22 | 23
Where we can be Altogether Active
1
Ainslie Park Leisure Centre
92 Pilton Drive, Edinburgh Tel: 551 2400
17
Meadows Tennis Complex
East Meadows, Edinburgh Tel: 443 0101
2
Balgreen Bowling
Pansy Walk, Edinburgh Tel: 313 5097
18
Meggetland Sports Complex
Colinton Road, Edinburgh Tel: 455 8375
3
Braid Hills Golf Course
Braid Hills Approach Tel: 447 6666
19
Port Edgar Marina
Shore Road, South Queensferry Tel: 331 3330
4
Carrick Knowe Golf Course
Glendevon Park, Edinburgh Tel: 337 1096
20
Portobello Golf Course (9 holes)
Pavilion, Stanley St, Portobello Tel: 669 4361
5
Craigentinny Golf Course
Fillyside Road, Edinburgh Tel: 554 7501
21
Portobello Indoor Bowls & Leisure Centre
20 Westbank Street, Edinburgh Tel: 669 0878
6
Craiglockhart Leisure & Tennis Centre
177 Colinton Road, Edinburgh Tel: 443 0101
22
Portobello Swim Centre
57 The Promenade, Portobello Tel: 669 6888
7
Dalry Swim Centre
Caledonian Crescent, Edinburgh Tel: 313 3964
23
Powderhall Bowling
Broughton Road, Edinburgh Tel: 669 0878
8
Drumbrae Leisure Centre
30 Drumbrae Terrace, Edinburgh Tel: 312 7957
24
Princes Golf Course (9 holes)
Braid Hills Drive Tel: 666 2210
9
Edinburgh International Climbing Arena Ratho
South Platt Hill, Newbridge, Edinburgh Tel: 333 6333
25
Queensferry High Recreation Centre
Ashburnham Road, South Queensferry Tel: 319 3222
10
Glenogle Swim Centre
Glenogle Road, Edinburgh Tel: 343 6376
26
The Royal Commonwealth Pool
Dalkeith Road, Edinburgh Tel: 270 9300
11
Gracemount Leisure Centre
Gracemount Drive, Edinburgh Tel: 658 1940
27
27
Saughton Sports Complex
Stevenson Drive, aTel: 444 0422
12
Jack Kane Sports Centre
208 Niddrie Mains Road, Edinburgh Tel: 669 0404
28
Silverknowes Golf Course
Silverknowes Parkway, Edinburgh Tel: 336 3843
13
Kirkliston Leisure Centre
Kirklands Park Street, Kirkliston Tel: 333 4700
29
St Margarets Park, Bowling, Tennis
Corstorphine High Street, Edinburgh Tel: 669 0878
14
Leith Links Bowling
John’s Place, Edinburgh Tel: 669 0878
30
Victoria Park Bowling
Newhaven Road, Edinburgh Tel: 669 0878
15
Leith Victoria Swim Centre
Junction Place, Edinburgh Tel: 555 4728
31
Warrender Swim Centre
Thirlestane Road, Edinburgh Tel: 447 0052
16
Meadowbank Sports Centre
London Road, Edinburgh Tel: 661 5351
32
Vantage Point
Vantage Point, 3 Cultins Road, Edinburgh Tel: 458 2100
19
Queensferry
28
4
d
eR
rgi
Go
7 Dalry
Rd
27
18
6
32
Craiglockhart
Colinton
Rd
ark
Lan
21
Portobello
Mil
ton
Rd
20
22
Holyrood Park
17
Meadows
Duddingston
26
Niddrie Mains Rd
31
Cameron Craigmillar 12
Blackford
Hill
Braid Hills
3
24
Toll
Ol
dD
al
ke
ith
Rd
Rd
de
wa
ss
La
www.edinburghleisure.co.uk
City Centre
2
Sl
at
ef
or
d
29
.
es St
Princ
ne Rd
Corstorphi
16
Lon
don
Rd
nt
ge
e
R Rd
11
City B
ypas
Gilmerton
Rd
eld
afi
Glasgow Rd
23
5
Se
8
10
Stockbridge
Clermiston
ass
Byp
City
Ratho 9
Rd
Airport
Ma
yb
ur
y
13
Newbridge
Ferry Rd
ry Rd
Queensfer
14
15
30
Le
ith
Wa
lk
Muirhouse
1
Pilton
Kirkliston
Leith
Newhaven
Mor
ning
side
Rd
A90
Comiston Rd
25