SETTLE AREA SWIMMING POOL
BUSINESS PLAN REPORT
EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
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 2022. 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 2017.
1.2. The following provides a summary of the report findings:
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
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
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS
OUR FINDINGS
PLAN OBJECTIVES
CONSTITUTION
That the current constitution is not fit for purpose
OUR PLANS
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 USERS AND NON USERS
THE BUSINESS PLAN
The survey findings from those respondents who currently That the new Phase 1 programme is implemented from 1st
swim, and for non-users, indicated the following:
October 2016 with the Phase 2 programme implemented
from 1st April 2017
• 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
3
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
OUR PLANS
PLAN OBJECTIVES
• 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
A new approach to partnership working targeting future
potential partners is identified, with priorities and approach
implemented by October 2016
The partner survey provided few responses
MANAGEMENT
AND Management and operational review findings:
OPERATIONAL REVIEW
• The pool should close at 9.00pm midweek and 4.30pm That the new Phase 1 programme will be implemented from
1st October 2017 with the Phase 2 programme implemented
at weekends (3.30pm if no private hire)
• There should be increased opportunity to swim in the from 1st April 2017
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
4
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
OUR PLANS
PLAN OBJECTIVES
• 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 - 4.00pm 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 introduced by 31st March 2017 to cover
PROCEDURES
Key pool procedures are in place such as NOP & EAP but • Opening and Closing the building
other operational procedures require updating and • Reception
documenting
• 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
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
PLAN OBJECTIVES
PRICING
OUR PLANS
There are currently pricing inconsistencies and prices need Introduction of new pricing structure and pricing policy by 1st
to be affordable, comparable with similar yet offering the April 2017
opportunity to meet Business Plan targets in a formal pricing
policy
CUSTOMER CARE/QUALITY ASSURANCE
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.
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.
PREMISES, MAINTENANCE, The pool is currently well maintained but most maintenance Policy for maintenance and capital works adopted and
FACILITIES & EQUIPMENT
is of a reactive nature and there are some aspects of the introduced from 1st April 2017
building that will need attention in the near future
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
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
6
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
PLAN OBJECTIVES
VOLUNTARY ROLES
OUR PLANS
To maintain recruitment/retention of current and future By 31st March 2017:
voluntary management committee members
• 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.
MARKETING, PROMOTIONS, MARKETING & PROMOTIONS
SPONSORSHIP & BUSINESS
DEVELOPMENT
The approach to the marketing and promotion of SASP In order to maximise the limited resources that SASP have
appears to have been ad hoc and has evolved over time. available to market and promote the pool and its activities
Until recently SASP did not have a website and only through there is a need for a clear allocation of responsibilities, a
the efforts of the current Pool Manager has one been clarity of approach and marketing principles and to focus on
established, and the use of social media such as Twitter and the following:
Facebook been introduced.
7
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
OUR PLANS
PLAN OBJECTIVES
There is no clear marketing plan or strategy and there • Use of logo, Branding, Target marketing of swimming
doesn’t appear to any clear allocation of who is responsible
lessons, lane swim, birthday parties; aquacise, use of
for the marketing and promotion of SASP with the Pool
clear messages and media for the customers SASP are
Manager and various members of SASP undertaking
trying to attract, Make the most of free marketing
various tasks
(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
New sponsorship procedures implemented by 1st April 2017
with responsibility lying with the SASP committee funding
The recently introduced business sponsorship scheme has sub group
proved successful in attracting levels of sponsorship.
SPONSORSHIP AND BUSINESS DEVELOPMENT
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
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
PLAN OBJECTIVES
CURRENT AND FUTURE FUNDING
FUNDING STRATEGY
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
OUR PLANS
That future funding requirements and fund raising are
closely aligned each year to the projected financial position
of SASP.
FUNDRAISING AND DONATIONS
Is heavily reliant on the Friends of Settle Pool’s fundraising That the procedure for managing funders is adopted and
efforts and ad hoc donations with no formal procedure in implemented from 1st April 2017
place.
That the procedure for managing donations is adopted and
implemented from 1st April 2017.
FINANCIAL STRATEGY
To set financial targets which if achieved will guarantee To as a minimum move to a break even operational position
SASP’s long term future sustainability
as soon as is practically possible and within the 5 year
business plan period
Currently there is no formal system in place to review To adopt the relevant financial plan(s) to achieve this
performance, either financial and operational. Finance position dependent on which Option is chosen for the way
forward from 1st April 2017
figures are currently monitored
Introduction of the following Key Performance Indicators to
monitor performance by 31st March 2017:
•
•
The number of individual users accessing the pool
The total number of visits to the pool each month and
year
9
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
PLAN OBJECTIVES
OUR PLANS
•
•
•
•
•
•
•
•
•
•
•
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
SECTION 1: EXECUTIVE SUMMARY
SPORTS FACILITY STRATE
SETTLE AREA SWIMMING POOL – BUSINESS PLAN REPORT: EXECUTIVE SUMMARY
SETTLE AREA SWIMMING POOL BUSINESS PLAN EXECUTIVE SUMMARY
AREA OF IMPLEMENTATION
TO
ACHIEVE BUSINESS OUR FINDINGS
OUR PLANS
PLAN OBJECTIVES
THE WAY FORWARD
Open since 1974 and 42 years old the SASP facilities SASP to undertake more detailed feasibility work from
are tired and ageing; as the survey carried out to September 2016 to consider which option: retain, refurbish or
inform the Business Plan process, highlights, rebuild is possible:
changes to bring facilities up to a standard reflective
Option 1 - Retain existing facilities with no material
of the expected modern day leisure experience, and •
changes
to facilities and maintain them for as long as
to meet customer expectations, are needed
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.
1.3. Appendices 17 & 18 provide the basis of the new Business Plan from 1st 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
SECTION 1: EXECUTIVE SUMMARY