Strategic Plan 2010-2011
Bury Leisure Centre
Strategic Plan 2010-2011
(Created June 2010) (v1)
“Inspiring a Healthier You”
Introduction
Abbeycroft Leisure Is a company limited by guarantee with charitable status and was set up in 2005. The company manages a number of services on behalf of St Edmundsbury Borough Council including:
Bury St Edmunds Leisure Centre
- Haverhill Leisure Centre
- Sports Development
- Outdoor Pitches
An unpaid, voluntary, Board of Trustees oversees the running of Abbeycroft Leisure with the day to day management entrusted to a Senior Management Team led by the Chief Executive Officer.
Vision
“Creating Excellent Leisure Services for West Suffolk through Innovation & Quality”
Mission
“Inspiring a Healthier You”
Core Values
Developing the organisation & people
Inspiring
Dedicated
Customer Driven
Results Orientated
Community Focused
Abbeycroft Strategic Plan & Centre Strategic Plan
The business Mission, Vision, and Core Values are the principles and focus that is needed to pursue the business purpose and continuous improvement of the entire organisation based on Quest, business excellence and industry good practice criteria.
To further enable this, Abbeycroft Leisure has a top-tier Strategic Plan that covers a four year period from 2008 to 2011, under which there is a Strategic Plan, Executive Summary and this Centre Strategic Plan that is reviewed annually.
All of the aforementioned ensures that the service is continuously improving and identifies the framework for the development of the Service Improvement Strategy and individual Performance Development Review targets.
Service Improvement Strategy
The centre management team agree the targets that the centre needs to achieve the business objectives set out in the AcL Strategic Plan and the Centre Strategic Plan. These include quantitative targets; e.g. finance and usage; and qualitative targets; e.g. customer feedback levels. The targets are based on financial constraints, contract requirements and perceived customer and community requirements. They include targets relating to service improvement, health and safety management and environmental issues.
Unique Selling Points
The unique selling points for the business were developed by staff following a brainstorming session and are as follows:
Ü Value for Money Ü Range of Services Ü Staff – Experience/Qualifications
These elements are what differentiate Abbeycroft Leisure from its competitors and these messages need to be communicated to our customers and partners constantly.
Partners & Customers
Partnership working is at the heart of everything that Abbeycroft Leisure tries to achieve and the organisation works with a wide and diverse mix of these to deliver services and activities to the community (as listed in the Strategic Plan and Executive Summary). Other Partners are the Customers or Users of facilities and services. Both of the aforementioned groups are essential to the future success of the organisation and therefore innovative services need to be developed to meet their needs.
Objectives
The organisation has a number of objectives set for the next three years and these focus on the following themes:
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Business Development ÜFinance & Attendance ÜFacility Development ÜGovernance – Ensuring the organisation is fit for purpose We Will undertake: |
Service Delivery ÜHealth & Safety ÜEnvironment ÜQuality Systems & Procedures
We Will undertake: |
People & Partners ÜStaff ÜCustomers ÜTrustees ÜBorough Council ÜSports Clubs ÜWest Suffolk College ÜWest Suffolk Sport We Will undertake: |
Programming & Marketing ÜNational, Regional, Local Initiatives ÜPlanning & communicating our services ÜUtilisation of our facilities We Will undertake: |
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Monthly Board meetings |
To maintain & improve - Social Enterprise Mark, FIA, IOS, ASA, RLSS & QLM accredited standards |
¼ Unison meetings |
To target LAA NI 8, 56, 91, 110, 121, 163, 165, 186 |
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Monthly SMT Workshops 1st Mon |
To achieve IFI accreditation in 2010 |
¼ Health and Safety meetings |
Monthly AcL marketing meetings |
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Monthly SMT Formal meetings 3rd Mon |
¼ Internal Facility Inspection Report Audits |
Regular Team meetings |
To deliver the annual promo plan |
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Project Board meetings |
¼ Internal mini Quest SAQ Audits |
¼ Staff, Customer & Member forums |
Align free swimming with paid sessions |
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To look at existing facility mix, develop & improve facilities |
6 monthly Internal Quest SAQ Audits |
To deliver thorough staff inductions |
Programme free swim buddy & free swim lessons |
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To grow & develop new facilities in accordance with trend & latent demand |
To log all items requiring attention using Datastation & action according to priority |
To maintain accurate training records |
To control & plan all internal marketing |
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Upgrade air conditioning in studio 2 & Powerplate studio 2010 |
¼ Internal Contractor Audits |
To identify skills needs analysis gaps |
To measure % capacity utilisation of facilities & target accordingly |
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To replace spinning bikes 2010 – 2011 To replace Gym CV 2010 - 2011 |
Annual On-line H&S, RA & COSHH Audits |
To give all staff customer service training |
Monitor, programme, review & amend according to demand |
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Following swim scheme audit & increase in weeks, introduce DD option |
To complete 250 1/4 feedback cards |
To have & operate a comprehensive customer feedback policy / scheme |
To assess where members / users live & target accordingly |
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To have a comprehensive building PPM schedule |
Annual Self Employed Instructor Audits |
To operate a staff suggestions scheme |
To introduce additional internal digital marketing 2010 |
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To undertake ongoing refurbishment & redecoration of the facility |
¼ Contractor – Client Audits (AcL,SEBC) |
To grow the GP referral scheme |
To create a non user group marketing plan |
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To increase attendances by 3% |
To reduce CO2 footprint by 10% - 2013 |
To grow links within the Chamber of Commerce |
To secondary sell & promote all services & facilities |
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Report daily, weekly & monthly on income & attendances against targets |
To reduce water consumption by 5% - 2013 |
To fully implement & utilise Connect retention software & 10 min gym |
To capture all enquiries & undertake exit interviews |
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Introduce ZOGGS equipment & merchandising |
Annual DDA & Environmental Audits |
To fully embed customer & staff charters |
Offer exit route from Fit 4 Future |
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The following contribute to all themes - Business Development Service, Delivery People & Partners, Programming & Marketing |
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To obtain the ‘Quest’ accreditation with 70% or above in 2010 & the Suffolk Carbon Charter |
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To Embed the Missions Vision & Core Values of the organisation along with reviewing & delivering the Organisations / Centre’s Strategic Plan |
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To focus & deliver 100% of the Service Improvement Strategy |
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The Leisure Net Customer Insight Package (Call-FocusÔ ,Visit-FocusÔ, Customer Experience Calls) & benchmark across three Trusts |
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All Performance Development Reviews, development plans where required & a introduce a career fast track programme |
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To embed the focus on finance, community engagement, customer experience, innovation & development within the Performance Development Reviews |
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The Leisure Net E-FocusÔ staff survey every three years – (2007) Due 2010 |
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The Leisure Net Street-FocusÔ non user surveys every four years – (2007) Due 2011 |
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