BOARD OF DIRECTORS MEETING MONDAY 8 MAY FROM 4.00PM VENUE – RCP
For For Decision/ Noting Discussion Approval
1. Apologies & Declarations of Interest √
2. Minutes and matters arising from meeting of 6 March 2017 √
3. CEO Update √
4. Reviews – Full Year 2016-17
(i) Finance & Usage Performance Review √ (ii) People Review √ (iii) Customer Experience √ (iv) Active Communities √ (v) Asset Management Plan √ (vi) Energy & Sustainability √ (vii) Health & Safety √ (viii) Board Attendance
5. Staff Survey √
6. Governance
Terms of Reference – Audit & Risk Sub Committee √
7. Representatives Feedback (verbal update)
√
MINUTES OF EDINBURGH LEISURE BOARD MEETING HELD AT THE ROYAL COMMONWEALTH POOL ON 6 MARCH 2017 AT 4.00PM
Present: David Milne - Chair Richard Lewis - Vice Chair Jestyn Davies - Director Ken Goodlad - Director Scott Haldane - Director Doug McKenzie - Director Jackie Moran - Director Colin Mumford - Director Colin McMillan - Director
In Attendance: June Peebles - Chief Executive Kevin Johnston - Commercial Director Remko Plooij - Director of Operations Karen Scott - Director of People David Bruce - Senior Education Manager, Sport & Lifelong Learning, CEC
Item 1 - Apologies & Declarations of Interest & Welcome
Apologies were received from Jeremy Balfour, Chas Booth, Agnes Petkevicius, Ron Cairns and Karen Doran.
David Milne welcomed the group and offered thanks for attendance.
Declarations of Interest
No declarations of interest were noted at this point.
Item 2 - Minutes & Matters Arising
(i) Minutes The Board approved the Minutes from the meeting held on 5 December 2016.
(ii) Matters Arising June Peebles advised the following: Item 6 (i). A high number of applications were received in response to the recent advertisement for the role of Customer Representative to succeed Gill Messenger who resigned in December 2016. The Board were supportive of the proposed process; a short list will be prepared and candidates invited to an initial interview. A second interview will then take place with Board
[1] Members and recommendations on the appointment made to the Board. CEC’s Director of Communities & Families will also be consulted with on the appointment (as per the Funding Agreement). David Milne advised of a conflict of interest with one of the applicants and, as a result, would prefer to withdraw from the selection process. Scott Haldane and Jackie Moran volunteered assistance, subject to availability. Colin Mumford also indicated that he was happy to support and acknowledged that he knew one of the applicants.
Item 3 – CEO Update
(i) June Peebles highlighted key points within the report.
Item 4 - Funding Agreement
(i) June Peebles advised that the content of the Funding Agreement is the same as last year’s, however, council officials have advised that they wish to review the agreement to strengthen and build upon the existing partnership by updating the governance arrangements in place. Edinburgh Leisure are supportive of a review, recognising that the funding agreement needs updating in parts and that the newly created ‘Council Companies Hub’, will also impact on content. Approval was sought to sign the Funding Agreement 2017/18.
(ii) The Board approved the request.
Item 5 - Finance & Usage Performance Review
(i) Kevin Johnston highlighted the following points:
The net operating financial position for the period to 31 January 2017 is a surplus of £234K, £409K ahead of the budgeted £175K deficit.
Customer visits are 2% ahead of target and last year.
The forecast for the remaining 2 months of the year remains positive; laying strong foundations for 2017/18.
(ii) Reference was made to the new website and the success of the on line joining functionality in the January campaign. The new website is also providing additional customer metrics. EL are working with the web developers to confirm reporting requirements. Doug Mckenzie enquired on the ability to report on the type of use e.g. concessionary use, membership type. Kevin Johnston advised that EL’s reporting capabilities allow for this.
(iii) Jackie Moran enquired on the impact of EL’s investments. Kevin Johnston advised on the performance of Clip’n Climb and Gracemount, both are reviewed against initial business case.
(iv) Discussion took place on the game’s legacy and children & young people participation trends. Colin McMillan noted no major decline in participation in clubs. [2]
Item 6 - Board Representatives
(i) No report from Agnes Petkevicius who had offered apologies due to illness.
(ii) Colin McMillan advised of the work being done to increase the number of clubs joining Clubsport Edinburgh and also the partnership work with CEC.
A.O.C.B
(i) June Peebles advised of the international swimming event taking place at the RCP on 11-12 March. And of this year’s impending fundraising event for Edinburgh Leisure’s ‘Jump In’ programme. Board Members were invited to partake in both events.
Date of Next Meeting 8 May, 4.00pm, RCP
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REPORT TITLE: Chief Executive Update
DATE: 8 May 2017
Agenda Item No: 3
CHIEF EXECUTIVE: Report Ref: ELREP992 June Peebles
1. Purpose:
1.1 To provide the Board with an update on matters since the last Board meeting that are not covered by other agenda items.
2. Decision:
2.1 No.
3. Recommendation:
3.1 N/A
4. Background:
4.1 Key business issues often do not always fall neatly within Board Agenda items or occur out with the quarterly review cycle. This report attempts to ensure that such issues are brought to the Board’s attention as well as sharing information on how we are delivering on our Purpose, Vision and Values.
5. Additional Information
5.1 See attached notes and appendices.
5.2 Further details can be obtained from June Peebles, telephone no 458-2100 or by email [email protected]
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6. ‘IInspiring Edinburgh to be a more active and healthy city’
6.1 The company’s vision; inspiring Edinburgh to be a more active and healthy city applies to the people within Edinburgh Leisure as well as the wider Edinburgh populace; we want an active and healthy Edinburgh Leisure Team. We were therefore delighted to be awarded the Gold Healthy Lives Award in March ‘17.
7. Funding
7.1 Our external funding target for 2016/17 was £816K, we raised £708K; 13% short of target but 5% up on last year. This is a good result, appreciating the challenges in the fundraising environment. We are also delighted to start the new year on a strong footing with circa £500K secured to date. This money enables EL to do more to support participation and deliver positive outcomes in individuals and groups who face particular challenges.
8. Places
8.1 Work continues on finalising the accommodation schedule and layout of the new Meadowbank Sports Centre. The detailed project plan is being updated by CEC, however, at this juncture, we are still anticipating a closure towards the end of 2017. EL personnel are supporting CEC colleagues on the communications and engagement plan to advise stakeholders of the closure. CEC are also keeping us updated on progress regarding the disposal of the site adjoining Tumbles in Portobello (monies from the sale of the land is ring fenced for the Meadowbank project).
8.2 At the meeting on 20 March, CEC’s Culture & Sport Committee approved the recommendations to: progress the Hunter’s Hall project to RIBA Stage 4 (technical design) and for Edinburgh Leisure to take over the lead role in the project. The necessary approvals were also given at subsequent Council committees: Finance & Resources and Policy & Strategy. A meeting has been arranged with Council colleagues on 5 May to: support CEC’s internal ‘handover’ of the project, identify how we work with the Council to deliver the project especially with regards to procurement and governance arrangements and to identify project management arrangements to progress with the project.
8.3 Customers at Dalry and Warrender Swim Centre(s) have been enjoying and voicing their appreciative of the new gym equipment. The investments made in our fitness facilities throughout the year plus the ongoing product development, most
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recently the new float fit classes at Ainslie Park, have all undoubtedly contributed to the increase in our overall membership length of stay; from 12.2 to 13.2 months.
9. Partnerships
9.1 The range of events hosted at EL venues ably showcases the expertise of EL employees to work with partners to deliver successful events. The list below details some recent hi-lights:
• Meadowbank is hosting the local election count; the centre is closed from Tuesday 2 May to Friday 5 May, re-opening Saturday 6 May. Discussions are also underway regarding Meadowbank hosting the general election count. • The Royal Commonwealth Pool hosted a very successful Edinburgh International Swim Meet 9-12 March and next up is East District Grand prix on 26 May and the British Diving Championships on 30 May. • On a slightly smaller scale to the RCP, Glenogle Swim Centre delivered two swim galas recently for the local school plus a swim gala for all the children attending the centre’s swim lesson programme. • A variety of events have been taking place on our pitches and at Meggetland; Soccer 7s end of year festivals for primary schools, Scottish Hockey events, Scottish Rugby training and a large Blue Sky B corporate event.
9.2 Edinburgh Leisure’s customers have, for some years, enjoyed the services of the cafes operated by Skills Path Training at Leith Victoria Swim Centre and Craiglockhart Tennis Centre. The cafes employ training and employment opportunities for adults with additional support needs. We were therefore saddened to be advised by Skills Path Training, in March’17, that they would be withdrawing their service at Leith Victoria (end of June 2017) and their service at Craiglockhart Tennis Centre (date to be confirmed). They advised that this was due to changes in the funding arrangements with CEC and operating arrangements. They, as we do, regret that they are no longer able to sustain the supported traineeship; it provides a valued service to our customers as well as the obvious benefits to the individuals involved. We were advised that the ‘trainees’ who work in the café will be moved to a department that will concentrate in developing independence skills and life skills in the community.
We are looking to maintain a similar service; we have two Edinburgh based local enterprise’s, Upward Mobility and BFG (the latter currently operates in Drumbrae Leisure Centre) and are in the process of determining which would be the best fit for Leith.
9.3 Meetings continue to take place with colleagues in Edinburgh’s new Health & Social Care Partnership to discuss ways of working and the role Edinburgh Leisure can play in prevention and early intervention programmes.
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10. Pay Award 2017/18
10.1 Following Board approval of the pay award proposals and budget on the 6 March, a formal pay offer was made to the JNCC on 8 March 2017. The JNCC intimated their acceptance of the offer on 30 March. The pay award will be implemented in May, backdated to April and all employees will receive an individual letter detailing the impact of the pay review on them.
10.2 June Peebles and Karen Scott have been delivering ‘core briefs’ at EL venues. The briefings have provided colleagues with information on EL’s financial performance and context and have discussed the changes to pay and this pay year’s award. All twenty core briefs will be completed by mid-May’17.
11. Customer Experience
11.1 This year we invested in Learn2; a software product that supports our coaching programme. Learn2 allows customers to log onto a Coaching Home Portal to view the progress of their children in our coaching competencies. The decision to introduce Learn2 was made in response to repeated customer feedback on wanting more information on how their child / children were progressing. The Coaching Home Portal has attracted positive customer feedback.
The software package is designed to work with Direct Debit payments. We have continued to offer our customers the opportunity to pay for coaching in upfront block payments however the plan is to move all customers onto Direct Debit payments for the term starting after the summer holidays. We have been communicating with customers on this planned change for several weeks and, to date, we have received very few comments. The move to DDs will ensure all customers realise the service benefits that Learn 2 offers e.g. no requirement to re-book, a reduced financial outlay as compared to current arrangements where the smallest payment is for an 8-week term. However, if a customer, for whatever reason, is unable to set up a Direct Debit we will work with them to find a suitable solution. For example, for customers without a bank account there are potentially options with the Post Office or the Capital Credit Union which we would explore with them.
11.2 Accessibility to our coaching programmes is important to us and since last year we have been trialling coaching for customers on low incomes at one of our venues and we are looking at rolling this out to our other venues. This will help to give children from low income families access to our coaching programme. We already work with several agencies and groups to help children from deprived backgrounds access our mainstream coaching and this will continue.
11.3 In tandem with the work around DDs we have also been reviewing the cost of coaching across the 17 coached sports and 130 different coaching sessions (any changes to coaching prices are usually introduced in August). And in addition to the annual price increase we have taken the opportunity to introduce a more
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consistent approach and a clear rationale for prices across all sports / sessions. As a result, 72% of customers will have a price increase of 2% or less, and the average increase is approximately 2.9%.
12. MEDIA ROUND UP
12.1 An overview of media coverage since the last Board Meeting is detailed in appendix 1.
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Appendix 1 – Overview of Media Coverage (14 February 2017 – 24 April 2017)
Executive Overview:
The coverage for the period 13 February – 24 April 2017 focuses on:
• Great Edinburgh Run • Edinburgh Leisure holiday clubs – half term and Easter fun • MSC redevelopment and Party manifestos • EICA Youth Climbing Championships • To Your Future course • 7 Day Pass • Soft Play promotion • Friends of the Scotsman Article – Looked After and Active • Glasgow 2018 (RCP hosting the diving) • Vibes Awards • Floatfit • Swimathon Other coverage, which was not PR generated but had mentions of Edinburgh Leisure included:
- Edinburgh Evening News Gym of the Year competition (5 articles), which five of our venues were shortlisted. However, this is not a competition based on merit but merely a sales drive from the Evening News, requiring people to buy a copy of the newspaper and send in the coupon to vote for their gym. Pure Gym ‘won’ 1st, 2nd and 3rd place! - There was also coverage of a new surf lagoon planned at Ratho (18 articles) that mentions its proximity to EICA
PR value and PR reach The value of the PR generated media coverage from 35 articles which were PR generated was £ 39,223.47 with a reach of 1.2m. In total, there were 106 articles (EL PR generated and other) with a total value of £317,843.79 with a reach of 6.35m.
PR Sentiment In terms of PR sentiment, media coverage was either positive (67), balanced (8) or neutral (33).
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REPORT TITLE: Finance & Usage Performance Review
DATE: 8 May 2017
Agenda Item No: 4(i) COMMERCIAL DIRECTOR: Kevin Johnston
CHIEF EXECUTIVE: June Peebles
Report Ref. ELREP993
1. Purpose
1.1 To advise the Board of the financial and usage performance for the year to 31st March 2017.
2. Decision Required
2.1 No
3. Recommendations
3.1 N/A
4. Key Issues
4.1 The draft net operating financial position for the period to 31st March 2017 is a surplus of £336K compared to the budgeted break even position.
4.2 With final adjustments to be made as we square off the year end accounts, this draft position will be subject to change. However, it is presented as an indication of the trading performance before unusual one off adjustments such as the alignment of the unused holiday accrual balance to the current year end position. Furthermore, we expect it to be confirmed imminently that the provision for £75K, which we have been carrying, is not required and therefore the year end position for the core business is likely to be in the region of £400K surplus. Such a performance in the current economic and competitive climate is considered by management to be very pleasing.
4.3 Total customer visits for the year were 4,627K, 1% ahead of both target and last year.
5. Further details can be obtained from: Kevin Johnston tel. 458-2135 or email at [email protected].
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6. Additional Information
6.1 Corporate Position
A summary of the Income & Expenditure position is shown below.
TABLE 1 : INCOME & EXPENDITURE SUMMARY - 12 MONTHS TO 31 MARCH 2017
COMPARISON TO BUDGET COMPARISON TO LAST YEAR ACTUAL BUDGET VARIANCE LAST YEAR VARIANCE £K £K £K % £K £K % OPERATING INCOME 21,103 21,085 18 0 % 20,354 749 4 % CONTRACT INCOME 8,308 8,308 0 0 % 8,418 (110) (1)% TOTAL INCOME 29,411 29,393 18 0 % 28,772 639 2 %
EMPLOYEE COSTS (17,230) (17,366) 136 1 % (16,585) (645) (4)% PROPERTY COSTS (5,927) (5,964) 37 1 % (6,143) 216 4 % SUPPLIES & SERVICES (5,918) (6,063) 145 2 % (5,987) 69 1 % TOTAL EXPENDITURE (29,075) (29,393) 318 1 % (28,715) (360) (1)%
NET INCOME/(EXPENDITURE) 336 0 336 57 279
6.2 Strong performance in the activity based income streams, particularly the ongoing expansion of our coaching programmes, has helped to offset lower than budgeted performance in a number of secondary spend areas, such as food sales, events income and equipment sales. With a third of our operating income coming from the fitness category, the extensive investments we have made in the last couple of years have helped to achieve the budgeted 4% growth in this, most competitive, of activities.
6.3 Expenditure control remains of key importance to managers across the company. It is worth reflecting again that perhaps the key element of the improved financial performance of the business in the last few years has been that ethos of effective expenditure. Managers in Edinburgh Leisure do not spend to protect a budget, but instead incur expenditure when it is required in support of the services we provide to our customers. Any funds thereby saved in operational costs become available for capital investments to further improve the customer experience and, therefore, the ongoing sustainability of the vital services that we provide to the communities across our capital city.
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7. Detailed Analysis
7.1 Appendices 1 and 2 provide more detailed analysis on the financial and usage performance by activity and venue respectively.
Appendix 1 Detailed Activity Analysis
YTD Visits '000 YTD Income £000 Versus Versus Prior Versus Versus Activity Actual Target Prior Year Target Year Actual Budget Prior Year Budget Prior Year
Health & Fitness 1,226 1,244 1,225 (1)% 0 % 7,004 6,991 6,741 0 % 4 % DRY (inc ext lets & education) 1,108 1,054 1,095 5 % 1 % 2,798 2,733 2,551 2 % 10 % Swimming 1,112 1,117 1,120 (0)% (1)% 2,600 2,601 2,524 (0)% 3 % Coaching 628 595 568 6 % 11 % 3,818 3,735 3,598 2 % 6 % Golf 133 134 134 (1)% (1)% 1,100 1,118 1,160 (2)% (5)% Other 420 420 421 0 % (0)% Soft Play 960 931 892 3 % 8 % Special Events 470 505 468 (7)% 0 % Discount Card 231 229 228 1 % 1 % Equipment Hire & Sales 350 378 369 (8)% (5)% Vending & Catering 1,541 1,591 1,516 (3)% 2 % Other Operating Income 231 273 307 (18)% (25)% Total Operating 21,103 21,085 20,354 0 % 4 % CEC Income 8,308 8,308 8,418 0 % (1)% TOTAL 4,627 4,564 4,563 1 % 1 % 29,411 29,393 28,772 0 % 2 %
Extended lets included above Wet 460 434 423 6 % 9 % Dry 1,048 968 1,004 8 % 4 % Total 1,508 1,402 1,427 7 % 6 %
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Appendix 2 Detailed Site Analysis - 12 Months to March 2017 YTD Visits YTD Income YTD Expenditure %Versus % Versus Versus Versus Prior % Versus % Versus Versus % Versus % Versus Activity Actual Target Prior Year Actual Budget Year Budget Prior Year Actual Budget Versus Prior Year Budget Prior Year Craiglockhart 395,052 1% 2% 1,762,255 -32,543 -4,107 -2% 0% 1,826,460 -37,360 -129,164 2% 8% Jack Kane 90,969 3% 4% 269,213 4,162 5,123 2% 2% 431,552 6,479 12,869 -1% -3% Kirkliston 36,482 -6% -1% 140,527 7,777 21,079 6% 18% 207,172 -27,619 -21,132 15% 11% Meadowbank 476,312 1% -11% 1,384,741 -68,050 -54,495 -5% -4% 1,748,087 604 29,970 0% -2% Tumbles at Portobello 167,537 5% 20% 934,217 28,114 135,639 3% 17% 972,141 -42,662 -58,027 5% 6% EICA 227,655 5% 20% 2,393,545 -19,328 198,502 -1% 9% 2,671,451 -41,699 -173,166 2% 7% Saughton 117,195 36% 36% 151,891 -3,790 3,170 -2% 2% 181,442 5,444 -7,875 -3% 5% Waverley Court 13,255 2% 4% 31,183 -9,557 -8,530 -23% -21% 42,204 -258 1,423 1% -3% Total Dry Centres 1,524,457 4% 3% 7,067,572 -93,216 296,380 -1% 4% 8,080,509 -137,071 -345,101 -2% -4% Ainslie Park 395,488 3% 4% 1,445,647 12,348 56,687 1% 4% 1,550,754 -37,168 -62,729 2% 4% Drumbrae 205,634 3% -24% 977,054 -24,879 -226,044 -2% -19% 1,188,462 22,085 4,883 -2% 0% Dalry 121,480 1% 3% 526,417 23,781 45,850 5% 10% 541,793 -17,140 -23,173 3% 4% Gracemount 317,519 12% 37% 1,313,224 6,266 277,179 0% 27% 1,420,361 1,263 -115,251 0% 9% Glenogle 131,910 1% 1% 632,671 -15,097 24,799 -2% 4% 598,881 12,720 -14,571 -2% 2% Leith Victoria 268,511 -2% -1% 1,173,127 43,484 40,571 4% 4% 1,124,427 16,803 2,838 -1% 0% Portobello Swim 230,009 0% 1% 1,007,854 23,471 33,016 2% 3% 1,165,722 -3,827 -8,191 0% 1% Queensferry High 34,554 0% 2% 131,071 977 15,981 1% 14% 122,766 4,568 -5,639 -4% 5% RCP 783,532 1% 3% 4,058,654 152,172 233,975 4% 6% 4,025,546 418 -24,111 0% 1% Warrender 169,248 -4% -4% 867,510 -10,809 162 -1% 0% 651,734 -14,498 -23,567 2% 4% Total Wet Centres 2,657,885 2% 2% 12,133,229 211,714 502,174 2% 4% 12,390,447 -14,775 -269,512 0% -2% Braid Hills Golf Course 18,111 -4% -4% 241,003 -22,304 -26,634 -8% -10% 210,574 16,620 70 -7% 0% Carrick Knowe Golf Course 33,808 1% 1% 299,072 3,063 -6,892 1% -2% 219,177 4,972 -2,870 -2% 1% Craigentinny Golf Course 27,943 -5% -5% 231,846 337 -6,656 0% -3% 220,323 12,505 5,051 -5% -2% Portobello Golf Course 13,606 -6% -6% 87,553 -2,468 -6,037 -3% -6% 92,659 11,040 10,271 -11% -10% Princes Golf Course 9,867 -9% -9% 87,125 2,084 -1,506 2% -2% 100,611 -4,670 -6,188 5% 7% Silver Knowes Golf Course 29,716 10% 10% 278,331 -10,252 -17,707 -4% -6% 243,259 14,194 43,002 -6% -15% Grounds Maintenance & Golf Mgmt 577 -1,424 -521 -71% -47% 328,341 24,702 29,189 -7% -8% Sub Total Golf 133,051 -1% -1% 1,225,506 -30,964 -65,953 -2% -5% 1,414,945 79,363 78,524 5% 5% Outdoor 299,575 -12% -11% 389,633 3,200 46,704 1% 14% 902,303 23,069 -20,325 -2% 2% Central Functions 12,076 -22% -23% 286,600 -73,205 -30,943 -20% -10% 6,286,094 368,128 197,710 -6% -3% Closed Venues -79 -100% Total Operating 4,627,044 1% 1% 676,233 -70,005 15,761 -9% 2% 7,188,397 391,198 177,306 5% 2% CEC Income 8,308,000 -110,000 -1% TOTAL 4,627,044 1% 1% 29,410,541 17,528 638,361 0% 2% 29,074,298 318,715 -358,783 1% -1%
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REPORT TITLE: People Annual Review 2016-17
DATE: 8 May 2017
DIRECTOR OF PEOPLE: Agenda Item No: 4(ii) Karen Scott
CHIEF EXECUTIVE: Report Ref: ELREP994 June Peebles
1. Purpose To advise Board members of key work streams within Human Resources and Learning & Development and to summarise the annual figures for absence, turnover and training days.
2. Decision Required No
3. Key Highlights
3.1 Sickness absence is 3.17% for 2016/17. This is a decrease of nearly 1% from the 4.16% achieved in 2015/16.
3.2 Staff turnover is 20.2% for the period April 2016 to March 2017 (above the target of 15%).
3.3 Staff Survey: Our results are reported in a separate Board report.
3.4 We provided 2468 Trainee Days in 2016/17. This equates to 2.48 training days per year per employee (based on 966 employees).
3.5 302 employees completed a Vocational Qualification specific to their current role.
4. Further details can be obtained from:
Karen Scott on tel. 0131 458 2132 or by email at [email protected] Chris March on tel: 0131 458 2127 or by email at [email protected]
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5. Additional Information: Human Resources
5.1 Sickness Absence
5.00% 4.50% 4.00% 3.50% 3.00% 2.50% 2.00% Absence Rate 1.50% Target 1.00% 0.50% 0.00% 2002/3 2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Year
5.1.1 Our annual sickness absence rate has decreased to 3.17%. This is below our target of 4%, and a decrease of 0.99% from last year (which was at 4.16%). This welcome reduction in our absence is as a result of our renewed focus on attendance management and is mainly due to a decrease of long-term sickness absence.
5.1.2 30% of the sickness absence during the period April 2016 to March 2017 was due to long-term absence (periods of 20 days or longer). This is a much lower ratio than last year (at 58%), and reflects our experiences this year of a reduction in the number of long-term absence cases.
5.1.3 The HR team have been focussing on supporting managers to manage the attendance of their teams. We are stressing the importance of the effective management of short-term absence and the necessity of holding short-term absence management stage meetings promptly and to the agreed standard. We are challenging those staff that have significant short-term absence records to improve on these.
5.2 Staff Turnover
5.2.1 173 employees who were on permanent contracts left Edinburgh Leisure in the period April 2016 to March 2017. This equates to a turnover of 20.2%, which is higher than last year (18.4%) and higher than our 15% target for permanent contracts.
5.2.2 18 of these leavers were instigated by Edinburgh Leisure, resulting from dismissals and failed probations. Redundancies (there was one last year) are not included in these figures, following a previous Board request.
5.2.3 These figures include 6 employees who have left to ‘retire’.
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5.2.4 The turnover of people who were in permanent contracts and who chose to leave EL to go to other jobs, emigrate or go to further education is 16.8%.
5.2.5 We have analysed our turnover to check for any patterns / trends and to identify changes that we can make to reduce turnover rates. Our turnover is influenced by a number of factors, including: • A changing attitude to employment – people are less likely to seek a ‘job for life’ and people starting on their careers are actively seeking a varied job portfolio, meaning that the jobs market is more fluid • Turnover in part-time roles – 65% of our turnover is in part-time roles (increased from 60% last year). Part-time roles are 45% of our establishment (increased from 40% last year). • Our Grade 11, 12 and 13 roles tend to attract people who are at school or college/university, or who have just graduated, or who are returning to the jobs market. • 56.9% of our turnover is in people leaving in their first two years of employment with us. 74% of these leavers are in part-time roles. We need to balance the benefits of part-time work for our resourcing against the significantly higher turnover that this creates. The figures clearly show that while people will accept a part-time role, they will quickly move on from this as it is not what they are looking for in the longer term.
5.2.6 The graph below shows the trend for our annual turnover figures (note that these figures do not include redundancies or TUPE transfers).
25.0%
20.0%
15.0%
Year Turnover Rate Target 10.0% Target
5.0%
0.0% 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
5.3 Review of HR Issues in 2015/16
5.3.1 Staff Survey. We completed our annual staff survey in October 2016 and, overall, there is an improvement in our results. Please see the separate Board report for more detail of the results.
5.3.2 People Technology. We have upgraded our ‘People’ System, and the first two phases of implementation (to move payroll and to move the HR team to the new
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system) have been completed successfully. We are now developing our use of the upgraded system and section 5.4.1 below details the improvements planned for 2017/18. To date, we have: • Moved the payroll and HR teams over to the upgraded system • Begun to develop the L&D section of the new system and create the workflows that will let people book themselves onto courses and complete any admin required online • Tested the Self-service functionality and introduced to the first phase of venues • Develop more sophisticated and responsive reporting (e.g. absence) • Develop reports that managers will be able to access for their own venues • Begin the work to move all ‘paperwork’ to being saved electronically and attached to personnel files (this functionality will be in full compliance with newly updated Data Protection Act).
5.3.3 HR Policies. We have reviewed and implemented the following policies: • Whistleblowing (updated) • Conflict of Interest (reviewed and updated to include our previous Hospitality policy and our obligations under the Bribery Act 2010) • Career Break (updated) • Attendance Management (updated) • Alcohol, Drugs and Substance Abuse (updated) • Smoking (updated) • Uniform (new) • Respect at Work (review of previous Threat of Violence policy)
5.3.4 Employee Benefits. We have focused on the promotion of our employee benefits, to ensure that all employees are fully aware of all the benefits available to them. We recently introduced an Employee Assistance Programme that offers all our staff access to confidential counselling services and online self-help guides. We have been highlighting a different benefit in each edition of A Quick Ello, including case studies to help people see how they can be used. We also offer employees access to a discount shopping portal called Celebrate. About 60% of our employees are actively using this website, spending £253K in the last 12 months. Employees can receive either discounts or cash-back on all goods and services they purchase through the website.
5.3.5 Recruitment. In 2016-17, we had 137 recruitment campaigns and assessed over 675 people. We have had some high-profile roles such as Head of L&D, Head of Schools and Financial Controller.
5.3.6 Pay Review. We have completed a review of our pay structure and policies. This has been subject to Board approval, and the formal offer has recently been accepted by the Joint Negotiation and Consultative Committee (JNCC).
5.3.7 Occupational Health. We completed a tender process to select a new supplier for our Occupational Health services. This service will be supplied by DuraDiamond, supporting our ongoing attendance management, in particular, the effective management of long-term sickness absence.
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5.3.8 Conferences. The work of Edinburgh Leisure has been presented at two conferences. Our Essentials behaviour framework was presented at an annual HSE conference. Our Employee Wellness journey was presented at the Scottish Annual CIPD Conference.
5.3.9 Communications. We have worked with our PR Officers to re-launch our employee newsletter A Quick Ello. It is now published every fortnight, is four pages long, and brings the latest news to life with pictures and case studies.
5.4 HR Priorities in 2017/18
5.4.1 People Technology. We will develop the capability and use of our HR system. The next phase will include: • Full implementation of employee ‘self-service’ – meaning that all our employees will be able to view their personnel records online, advise of changes and submit requests for annual leave and training courses electronically. • Improved line manager access to the system, which will allow them to view and update the HR records for their team and manage attendance and training online. • Creating and introducing ‘workflows’ that will reduce the administration and paperwork that line managers currently deal with. • Developing and improving our HR and L&D reports. • Add our appraisal process to the self-service function so that all our appraisal discussions can be recorded electronically.
5.4.2 HR Policies. Continue with our review of HR policies into our new policy template, conducting appropriate consultation and review at our Joint Negotiation and Consultative Committee (JNCC).
5.4.3 Occupational Health. We are seeking to move the currently pre-employment checks to an online process. This will create a far more efficient and secure process for our new starts.
5.4.4 Support for Reviews: The HR team will be supporting various business improvement and change projects throughout the year, supporting managers to deal effectively with the impact of changes on our people. For example, transfer of the school estate and closure of Meadowbank for development.
5.4.5 Staff Surveys. We are planning to conduct a ‘quick’ survey in May 2017. This will measure progress on our engagement KPI, prior to the full survey in October 2017. We will also use this survey to gather employee views on their own health and wellness to inform our plans for Active Staff and maintenance of our Gold Health Working Lives award.
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6. Additional Information: Learning and Development
6.1 The following gives an overview of the training delivered from April 2016 to March 2017.
Training Type Example Course Titles Trainee Days
Welcome and • Inside Edinburgh Leisure 562 Induction • Engaging Our Customers • Introduction to MRM and Product Knowledge • E-Learning Modules and Workbooks Customer Service • Defusing Potential Conflict 313 • Mental Health Awareness • Writing to Our Customers Fitness • Applied Nutrition 256 • Motivational Interviewing • Retention Workshops • Strength Training Health and Safety • Fire Awareness 359 • Food Hygiene • Manual Handling • Safeguarding Leadership and • Action Learning 331 Management • ART of Assessing • Attendance Management Performance • Starting as an Appraiser 112 Management • Performance Appraisal for New Line Managers • Performance Appraisal Refresher Personal • Career Development 167 Development and • Environmental Other Aquatics • Advanced Teacher Training (Swim) 368 • Early Years • NPLQ Refresher Total 2468 *This equates to 2.48 Training Days per staff member (based on 966 staff)
6.2 Vocational Qualifications
302 staff achieved the following vocational qualifications between 1 April 2016 and 31 March 2017:
• 1 x CIPD Certificate in Learning and Development • 2 x Food Sales and Service Skills (Level 2) • 1 x Food and Drink Operations – Craft Bakery Skills (Level 2) • 5 x Food and Drink Operations (Level 3) • 9 x Sport and Active Leisure Operational Services (Level 2) • 12 x UKCC Aquatics Qualification (Levels 1 and 2) • 11 x RLSS NPLQ Trainer/Assessors
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• 53 x RLSS National Pool Lifeguard Qualification • 1 x Additional Support Needs CPD • 41 x First Aid at Work • 8 x Early Childhood Swim Teachers • 1 x UKCC Coaching Diving (Level 2) • 1 x National Rescue Award • 5 x refresher First Aid Training • 27 x Emergency First Aid at Work • 7 x Emergency Paediatric First Aid at Work • 6 x Automated External Defibrillator • 45 x Pool Extraction Trainer Assessor Bolt on • 12 x Automated External Defibrillator Trainer Assessor Bolt on • 22 x REHIS Food Hygiene (Basic and Intermediate) • 17 x Exercise Referral Diploma • 15 x Exercise Referral Diploma (Nutrition)
6.3 Progress of other Priorities
6.3.1 Learning and Development Academy
Measures and reporting systems have been developed for the following L&D Key Performance Indicators and will feature in forthcoming Board Reports:
1. Annual budget/investment per employee 2. Annual Training Days per employee (under specific headings of Health and Safety, Fitness, Management & Leadership, Customer Service, etc.) 3. Cost of individual L&D Activities and Qualifications (internal and externally provided) 4. The number of Vocational Qualifications achieved per year 5. Percentage of staff who have completed Compliance Training 6. Measure of internal customer satisfaction (Learner and Line Manager) 7. Percentage of learners who have met with their line managers before their training to agree learning objectives and outcomes.
6.3.2 Pre-Employment Pilot Programme
Last year we piloted a pre-employment programme in partnership with Direct Partners who provide our government funded VQs. Candidates are accepted onto the programme if they are age 18 to 24, and are primarily recruited for wet Leisure Attendant roles; the programme is no cost to Edinburgh Leisure and the candidates receive a training allowance through Direct Partners. So far, we have completed 3 intakes of candidates and have had some real success stories. 16 candidates have been placed in employment with Edinburgh Leisure, and of those, 12 are still with us and performing well. Candidates complete the Welcome and Induction prior to working in a venue and once in a venue they are supported by a mentor. We have filled vacancies in RCP, Ainslie Park, Gracemount, Queensferry, Portobello and Warrender.
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The next intake will be August 2017 for wet Leisure Attendants. We have now expanded the programme and we have our first Soft Play Assistant starting on the 1st of May at RCP and we have just started another in the Café at RCP. This process has helped to support our current recruitment process and has filled vacancies with staff that are fully inducted and have spent 10 weeks working in venues.
6.3.3 Welcome and Induction
To increase engagement and compliance we have improved our Welcome and Induction (W&I) Training including:
• Evaluated the 3-5-day programme with increased results in Product Awareness, Point of sale system and Customer Service expectations. • Embedded E-Learning to enhance the learner experience and accessibility to learning. • Launched a Welcome & Induction module on our E-Learning platform. • Launched tools to support Mangers in identifying the needs of our new people. • Launched a monitoring and reporting system to measure completion rates to align with EL expectations.
Following the introduction of these changes, we have seen an increase in attendance and compliance with new starts more competent and confident within their first few days in the job.
6.3.4 Compliance Training
In addition to re-designing our Corporate W&I Training to improve compliance, we have also:
• Introduced Site Induction checklists for our operational posts with the next phase focusing on Schools. • Reviewed CECIL e-learning modules to align with EL expectations and standards. • Trained over 70 venue staff as Occasional Trainers and they have access to the above Site Refresher Sessions. • Established our specification for our new Learning Management System.
6.3.5 Leadership Development
We have completed thirteen Developing New Leaders meetings and improved the process by comparing Personal Development Plans before and after.
Our eight Action Learning Sets continue to meet at least quarterly to develop our leaders through reflection and action planning.
We have designed two new open course to support our Performance Management Framework. These are;
• 2-day Performance Appraisal Course for new Leaders • 1 day Refresher course for our existing Leaders
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6.3.6 Chartered Institute for the Management of Sport and Physical Activity (CIMSPA)
We are reviewing how we can collaborate with CIMSPA to benchmark and professionalise our standards of service further. CIMSPA benefits from being employer led in setting industry standards and membership pathways. Membership of CIMSPA could form a staff benefit and encourage ongoing professional development for individuals. The next stage is to establish a Project Group with representation from key internal stakeholders to identify actions to take this forward.
6.3.7 Internal Consultancies
The L&D Team has provided the following internal consultancies:
• Performance Management at Facility Manager Meetings. • Leadership for Marketing Managers and RCP Catering Team. • Mental Health Awareness for Mangers for RCP and WSC. • Development of a new Customer Service Advisor Toolkit. • Time Management for individual Supervisors and Duty Managers. • Goals, Roles and Responsibilities and Customer Service for Drumbrae LC. • Personal Development Planning for Meadowbank SC. • Goals, Roles and Responsibilities for Swim Co-ordinators. • MRM Training for Tumbles at Portobello. • Performance Management with Management Team at Leith Victoria SC. • Giving Feedback on Performance for individual Manager. • Excel Training for Marketing Team members. • Defining project outcomes and results for individual Development Officer.
6.3.8 Apprenticeships
From 6th April 2017, all UK employers with annual salary bills of more than £3 million will pay an apprenticeship levy; this amounts to an annual Apprenticeship Levy for EL in the region of £60,000.
Since 2006, 166 of our staff have started a Modern Apprenticeship (MA), an average of 15 each year. These have included MAs in Leisure Management, Sport and Active Leisure Operational Services, Playwork, Customer Service, Active Leisure, Learning and Wellbeing, Food and Drink Operations and Food Sales and Service Skills.
To maximise the return on investment from the Apprenticeship Levy we will need to increase the number of our staff starting MAs. In order to do this, we will establish a Modern Apprenticeship Working Group which includes representation from L&D, HR, Active Communities, Operations and Marketing. The remit of the group will be to plan how to get best return on investment from increasing the number of MAs we support and work across EL to achieve this.
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6.3.9 Interest Free Training Loans
We have supported Interest Free Training Loans totalling over £3,500 enabling staff to access their own personal development, for example, a Counselling HNC.
6.3.10 Ongoing Organisational Development
The L&D Team is preparing an Action Plan for future improvement based on:
• The recommendations from an internal “Training to Learning Culture” survey. • The recommendations in the CIPD Towards Maturity Preparing for the Future of L&D Report. • Completing the Towards Maturity Benchmarking exercise.
7. Further details on L&D can be obtained from: Chris March on tel. 0131 458 2127 or email at [email protected]
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REPORT TITLE: Customer Experience Review 2016/17
DATE: April 2017
DIRECTOR OF OPERATIONS: Agenda Item No: 4(iii) Remko Plooij
CHIEF EXECUTIVE: Report Ref: ELREP995
1. Purpose
1.1 To update the Board about EL’s customer experience in 2016/17
2. Decision Required
2.1 No – for information only.
3. Recommendations
3.1 N/A
4. Key Points
4.1 Delivering a great customer experience and achieving a high level of customer satisfaction is critical to the success of Edinburgh Leisure. Customer feedback is gathered using a wide variety of research methods and is continually monitored, providing managers with clear areas for development.
4.2 Our main customer feedback score was further developed in April 2016 and is now called the Customer Experience Index. The Customer Experience Index for 2016 is 8.63 against a target of 9.5. This is up from last year’s score which was 8.46.
4.3 The overall mystery visit score for 2016 is 89% against a target of 90%. Ten venues have achieved the target with seven of these scoring over 90%. Four of the five remaining venues have achieved their target in part.
4.4 The Net Promoter Score (NPS) currently stands at 52, 10 points up against the same period last year and 7 points up on the industry average.
5. Further details can be obtained from: Remko Plooij on tel. 0131 458 2100 or by email at [email protected]
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6. Additional information
6.1 Feedback on the Edinburgh Leisure customer experience is gathered and measured in the following ways:
• Customer comment cards filled in at site or sent via website • Customer Experience Index • Mystery Visit programme • Net Promoter Score
These are explained in more detail below.
7. Customer Comment Cards
7.1 Customer comment cards are mostly received at sites and are dealt with by the site management team. These comments are traditionally at either end of the satisfaction scale i.e. complaints or compliments which a customer feels they wish to be addressed formally. Customers also have the opportunity to submit these online via the website or a QR code on the paper cards.
7.2 1169 comments were received in 2016/17. The majority of customers (91%) have chosen to submit paper based comments, with 45 customers opting to comment via the web. It is clearly important that venues maintain a supply of comments cards, along with working pens, to meet customers’ preference for paper based commenting. For this reason, availability of comments cards is checked during Mystery Visits. The comments can be classified as: 38% Positive, 41% Negative and 39% Suggestive. Often one Comment Card will be either Positive / Negative and Suggestive. There are 466 complaints.
7.3 Comments came from a range of venues with the following especially high: Ainslie Park (175), Gracemount Leisure Centre (174), EICA (166), Leith Victoria Swim Centre (146) and Dalry Swim Centre (112). Women were much more likely to comment (76%), as are those in the middle age ranges of 35-55 years (44%). In terms of activity: 51% of all comments concern Fitness Classes, 21% relate to Swim visits, and 16% to Gym visits. 52% of comments are from Full Fitness members
7.4 The importance of staff attitude shines through when the content of comments is analysed; running through both positive and negative feedback. Positive comments in order of frequency relate to: appreciation of an individual instructor, praise for a particular class, a good overall experience, the positive attitude of staff, and the high standard of facilities. Negative comments in order of priority tend to focus on: disappointing service, removal of a class, music in a class being too loud and a class starting late. Suggestions cover a much broader range of areas. The two most frequent being: suggestions for a new class followed by suggested improvements to customer service.
7.5 EL has a target to contact customers regarding their comments within 5 days. Most customers request a response by email. We know from the Mystery Visitor information that this target can slip down the priority list, indeed responding to comments is the lowest scoring standard of all those measured.
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8. Customer Experience Index
8.1 Our main customer questionnaire was further developed in April 2016 and is now called the Customer Experience Index. The Customer Experience Index Score is a robust score which includes all elements of the customer experience rather than just “overall satisfaction”. The Experience Index reflects visitors’ experience across a range of areas specifically; staff, venue, quality, cleanliness and temperature. These areas reflect the standards agreed as core for the business moving forwards.
8.2 In 2016/17 2,328 visitors completed our Customer Satisfaction Survey. This includes a good spread across the venues generally, though soft play and Meadows Tennis Centre are not yet well represented. The Customer Experience Index for 2016/17 is 8.63 against a target of 9.5. This compares favourably with 8.46 for 2015/16.
8.3 The Experience Index reflects visitors’ experiences across a range of areas, specifically– Staff, Venue, Quality, Cleanliness and Temperature. These areas reflect the standards agreed as core for the business. All scores for the year are 8+, suggesting generally high levels of satisfaction across the areas. For 2016/17 Staff has the highest rating with a score of 8.99, followed by Cleanliness 8.40, Quality 8.34, Venue 8.33, and Temperature 8.27. Four of these core aspects have improved since the previous year, these are: Staff, Venue, Cleanliness and Temperature. Quality has dipped (previously 8.58).
8.4 Most activities have improved scores– Climbing (8.64), Gym (8.56), Swimming (8.47), Catering (8.00) and Golf (7.30). Fitness has dipped (now 7.70, previously 8.17). A breakdown of the overall Customer Experience Index score for EL can be found in Appendix A.
8.5 In terms of venues: Jack Kane Leisure Centre and Meadows Tennis Centre are the highest scoring with Experience Indexes over 9. The following venues also score at the higher end (over 8.8): Portobello Golf Course, Craigentinny Golf Course, Drumbrae Leisure Centre, Silverknowes Golf Course, Gracemount Leisure Centre and Dalry Swim Centre. A full list of scores by venue can be found in Appendix B. 8.6 The overall Customer Satisfaction Report is circulated quarterly to Facility Managers, who can also access the information, in real time, throughout the year via an online system. Centre level and Activity level reports are all made available in this way. Using the online reports also gives timely access to customers’ verbatim comments. A top-up mailing is planned over the coming months to boost Soft play responses which have traditionally been low.
9. Mystery Visit Programme
9.1 176 mystery visits took place across EL venues over the year – this is allocated as 3 visits per quarter for most venues. Visits take place in all our leisure centres and currently cover: swim, fitness classes, gym and cafes. In addition, there are 3 visits per quarter for each soft play centre. The real-time reports are available to management via an online system. Separate reports can be accessed for each leisure centre as [3]
well as reports for Fitness Class, Gym, Soft Play and Catering. Comments are particularly useful to Managers so these have been encouraged, and are now also reported separately for ease of access. 9.2 The overall Mystery Visit score for venues in 2016/17 is 89% against a target of 90%. 10 venues have achieved the target with 7 of these scoring over 90%. 4 of the 5 remaining venues have achieved the target in part with 1 recorded as not achieved with a score of 74%. The venues scoring over 90% for the year are: Leith Victoria Swim Centre (93%), Meadowbank (92%), Royal Commonwealth Pool (92%), Jack Kane (92%), Gracemount (92%), Warrender Swim Centre (91%) and Ainslie Park (91%). In terms of improvement over the year Drumbrae is up 16% post- refurbishment. Gracemount and Jack Kane Centre also show consistent and significant improvement. QHRC has dropped noticeably in Q3 and Q4. Full details can be found in Appendix C.
9.3 The main areas for improvement identified via mystery visits are: Response Times, Customer Service and Welcome. Welcome is especially critical as we know this is a key driver of customer satisfaction. Response times for Comments Cards continue to score in the low 70s; largely pulled down by responses not being given within the 5- day target.
9.4 In terms of the customer journey; comparing Q4 to Q1 shows the largest improvements were in aspects of the cafés (Staff greeting customers with a smile, Café staff thanking customers for their custom). The largest decreases were in Gym and Fitness equipment (equipment being in good working order and clean when needed).
10. Net Promoter Score (NPS) survey
10.1 The NPS survey involves; customers who are members/discount card users surveyed by email to rate their likelihood to recommend EL to a friend or family member out of a score of 10. The proportion of “Detractors” (those scoring 0-6) are deducted from the proportion of our “Promoters” (scores of 9 or 10) to provide a ‘Net Promoter Score’ (NPS).
10.2 Our score for 2016/17 is 52, which is up 10 points on the same time last year when our score was 42. The numbers of surveys returned has increased significantly; from 4889 in 2015/16 to 7258 this year. Managers and their teams continue to contact customers who are ‘Detractors’ to discuss their suggestions for areas for improvement. The main issues highlighted by customers are fitness class timetabling and cleanliness. A full overview of NPS score by site can be found in Appendix E.
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APPENDICES
Appendix A – Customer Experience Index Score – EL overall
Appendix B – Customer Experience Index Score – Scores by venue
Appendix C – Customer Experience Index Score – Responses by venue
Appendix D – Mystery Visit Scores
Appendix E – Net promoter score
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Appendix A – Customer Experience Index Score – EL overall
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Appendix B – Customer Experience Index Score – Scores by venue
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Appendix C – Customer Experience Index Score – Responses by venue
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Appendix D – Mystery Visit Scores
Venue (Q1) (Q2) (Q3) (Q4) Year total Change over period
LVSC 92% 96% 92% 94% 93% 2% MSC 92% 93% 89% 92% 92% 0% GLC 88% 92% 92% 93% 92% 5% RCP 93% 91% 95% 91% 92% -2% JKC 89% 89% 94% 95% 92% 6% WSC 94% 89% 92% 90% 91% -4% APLC 93% 88% 91% 91% 91% -2% CLTC 91% 91% 90% 88% 90% -3% GSC 92% 85% 93% 91% 90% -1% KLC 92% 85% 92% 90% 90% -2% DSC 88% 87% 89% 89% 88% 1% DLC 79% NA 89% 95% 88% 16% PSC 90% 85% 83% 92% 87% 2% EICA 79% 77% 80% 76% 78% -3% QHRC 80% 80% 67% 70% 74% -10%
Edinburgh Leisure Overall 89% 88% 89% 89% 89%
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Appendix E – Net promoter score
16/17 15/16 Location Difference Total Takers Score Score
Jack Kane Centre 63 58 5 80
Craiglockhart Leisure Centre 58 54 4 875
Glenogle Swim Centre 58 51 7 346
Gracemount Leisure Centre 57 50 7 718
Drumbrae Leisure Centre 56 49 7 655
Leith Victoria Swim Centre 55 45 10 696
Dalry Swim Centre 54 42 12 366
Ainslie Park Leisure Centre 50 41 9 710
Royal Commonwealth Pool 49 38 11 1162
Portobello Swim Centre 47 38 9 422
EICA - Ratho 46 38 8 311
Warrender SC. 44 27 17 498
Meadowbank Sports Centre 41 25 16 369
Kirkliston Leisure Centre -2 -30 28 50
EL total 52 42 10 7258
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REPORT TITLE: Review of EL’s Active Communities Work 2016/17
DATE: 8 May 2017
INTERIM DIRECTOR OF PEOPLE: Agenda Item No: 4(iv) Karen Scott
CHIEF EXECUTIVE: Report Ref: ELREP996 June Peebles
1. Purpose
1.1 To update the Board on the work undertaken by the Active Communities team, which supports EL’s purpose ‘To make a positive difference to communities by creating opportunities for everyone to get active, stay active and achieve more’.
Our Active Communities programme delivers on the following strategic priorities: • We enable the inactive to be active and the active to stay active throughout life. • We support and develop wellbeing in individuals and communities through physical activity and sport.
Our Active Communities team use the power of physical activity and sport to help those in need improve their health and wellbeing.
2. Decision Required
2.1 No
3. Recommendations
3.1 N/A
4. Key Points
4.1 Active Communities have created an A5 leaflet explaining: who we are, why we are needed, what we do and how we do it. The leaflet will be used with staff and partners to explain the wide range of physical activity and sport projects being delivered, focusing on: prevention, early intervention, tackling inequality, tackling inactivity and keeping people active. A copy of this will be circulated to board members in May.
4.2 Active Communities - Helping people get active Some highlights from the last 12 months on how Active Communities have helped people get active: • 5200 people helped to get active this year
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• 1405 people helped to improve their health and wellbeing each week • 190 community groups helped to access leisure centres through the Community Access Programme • 400 older adults active each month through our Ageing Well project • 798 children and young people in care supported to be more active through our Looked After and Active project this year • 118 Active Communities classes delivered every week • 65 families learnt to eat healthier and be more active through the Get Going project
More details on our Active Communities projects can be found in Appendix A
4.3 ‘Get Active’ – Supporting the inactive to get active The Scottish Health Survey 2015 states that 37% of Scottish adults do not meet the recommended amount of physical activity.
The 2016 Sport England, Tackling Inactivity report states that physical inactivity is a growing public health concern, with: • 29% of the adult population inactive • More than 1 in 4 do fewer than 30 minutes of moderate intensity physical activity a week • 1 in 6 deaths caused by inactivity (the same as smoking).
At Edinburgh Leisure, we recognise the importance of offering a helping hand to get inactive people active. In October 2016, following a review of our existing low level activities, we launched three new classes; • Active Sit - Chair based class with a focus on improving strength, balance and confidence in everyday movements. • Strength and Balance - Seated and standing exercises with a focus on improving strength, balance and fitness. • Strength and Cardio - Standing movement class that focuses on fitness, strength and endurance.
Analysis of ‘Active Sit’ shows that 85% of participants are non-EL members; indicating that we are successfully attracting the less active population. The ‘Strength & Balance’ and ‘Strength & Cardio’ classes launched in November 2016 attracted existing EL members. 81% of participants attending these classes are existing EL members, highlighting the benefit to customers in providing lower intensity activity classes.
Classes were initially launched at Drumbrae Leisure Centre during October re- opening and have since been rolled out to Craiglockhart Leisure Centre, Ainslie Park Leisure Centre, Gracemount Leisure Centre and Meadowbank Sports Centre. We are currently delivering 16 classes each week.
4.4 Healthy Working Lives – supporting our staff to be more active and healthy Encouraging and supporting people to be active and healthy is at the heart of what we do at Edinburgh Leisure. This also applies to everyone who works at Edinburgh Leisure. In March 2017 Edinburgh Leisure achieved the Gold Healthy Working Lives Award in recognition of the number of initiatives we deliver to support employee wellbeing. The reviewer’s conclusions and recommendations stated that:
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‘Edinburgh Leisure has strong leadership that makes employee wellbeing a priority recognised throughout the organisation. The workforce is focused on health and activity for people in the community and sites are fully engaged in their own programmes and initiatives. During the assessment day, feedback from employees was very positive and it is clear that activities and information reaches employees throughout the organisation. Moreover, there are clear efforts made to reach people who might otherwise be overlooked.
The Healthy Working Lives Strategy is embedded within the overall organisation business plan. The action plan includes specific actions with delegated responsibility. During the assessment day, those on the Wellbeing Board talked about plans and ideas for the future with a tangible enthusiasm for the Healthy Working Lives programme.
There is a strong commitment to employee wellbeing in this organisation and overall this was an impressive assessment visit.’
4.5 New Areas – Dementia friendly Edinburgh Leisure In Edinburgh 8,000 people are diagnosed with dementia and, with an ageing population, it is predicted that one in three will develop the condition.
Edinburgh Leisure have submitted an application to Life Changes Trust for £189,209, over 3 years, to support the independence and wellbeing of people living with dementia, their carers and families by supporting them to get physically active.
The funding would enable people with early, early onset and mild to moderate dementia and their carers to confidently access Edinburgh Leisure activities and facilities. The proposal includes training for staff and coaches, introducing a dementia friendly buddy service, dementia physical activity outreach, person centred support and access to mainstream activities. We will find out if we have been successful on 15th May 2017.
In addition, Ageing Well received a £6k grant from Paths for All to support dementia friendly activities within the programme. This funding is being used to train volunteers in dementia awareness and to introduce: • a dementia friendly sit to walk programme (a progressive programme of seated, strength and balance exercises leading onto indoor and outdoor walking). • a dementia friendly sensory garden within Leith allotments.
4.6 Access to services for people on low incomes Edinburgh Leisure’s concessionary membership options have been reviewed and the supporting processes and procedures have been amended and updated following changes to benefits and tax credits. The £10 “Get Active” pass, for people on low incomes, required revision due to the Department for Work and Pensions introduction of Universal Credit. Edinburgh Leisure’s Disability membership, for people with a disability or long term health condition, has also been updated following changes to Personal Independence Payments.
A project has been initiated which will explore how well our existing concessionary membership options meet the needs of people on low incomes. The project will seek to identify product options to: – • ensure that the range of services Edinburgh Leisure offer provides affordable opportunities for low income individuals and families to be physically active
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• supports participants from our targeted health programmes who are on low- incomes to continue to access physical activity with Edinburgh Leisure. • increase the number of Edinburgh Leisure members from the “working poor” segment, ensuring that Edinburgh Leisure services are able to support those most in need.
5. Additional Information
5.1 Partnership Developments Critical to the success of Active Communities is working with our partners (for example: the NHS, Local Authority and Voluntary Sector) to reach the most vulnerable individuals and communities in need of our help to get active and improve their health and wellbeing. Below is a summary of partnership developments during 1st April 2016 – 31st March 2017.
5.1.1 Health and Social Care Edinburgh Leisure continues to explore opportunities to further develop our role with Edinburgh’s Health and Social Care Partnership. In September Edinburgh Leisure’s Chief Executive and Head of Active Communities presented to the Integrated Joint Board on how we are working collaboratively to improve the health and wellbeing of the people of Edinburgh. We asked for a strategic link person to help us plan services in an integrated way and to understand how to secure ongoing investment for preventable programmes which Edinburgh Leisure deliver (for example our falls prevention, mental health and long term conditions projects).
Edinburgh Leisure’s Chief Executive and Head of Active Communities have also met or arranged to meet with three of the four Health and Social Care Locality Managers and the Strategy Planning and Quality Managers for Primary Care and Public Health, Older People and Mental Health.
The Head of Active Communities is representing EL on the newly established North East Locality Physical Activity Alliance. This group aims to build local community partnerships across services that deliver physical activity in the North- East Locality and influence the physical activity priorities within the North-East Locality Implementation Plan.
5.1.2 Creating a new Physical Activity and Sport Strategy for Edinburgh The City of Edinburgh Council are leading a process to create a new physical activity and sport strategy for Edinburgh. The Head of Active Communities and Director of Operations are involved in a multi-agency Strategic Leadership group which will set the scope of the strategy. A key aspect of the new strategy will be to ensure that it reflects the new locality based approach to service delivery.
5.1.3 Health Partners Meeting The Head of Active Communities and Physical Activity and Health Manager continue to facilitate quarterly meetings with our key health partners. The purpose to create a single point referral system for health professionals to refer people to Edinburgh Leisure health programmes.
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Edinburgh Leisure currently receive four hundred referrals per month from health professionals to eight physical activity referral projects. Health professionals have highlighted that they find it difficult to access the appropriate project and would like a single point referral hub within Edinburgh Leisure.
Our emerging priorities are to: • Create a single referral system • Create a triage team within Edinburgh Leisure • Create a resource pack for health professionals • Develop a marketing and communication plan to raise awareness of our projects and referral process to maximise uptake • Build a more sustainable delivery model
5.1.4 Physical Activity for Health Research Centre, Edinburgh University (PAHRC) Two projects, Active Lives and Looked After and Active, were profiled through poster submissions at the Scottish Physical Activity for Research Collaboration in October 2016 which brought together academics, researchers, policy makers and deliverers to celebrate best practice.
5.1.5 City of Edinburgh Council The close partnership with City of Edinburgh Council continues to yield excellent project outcomes for children, young people, and families across the city. The following programmes contribute significantly to local authority ‘Curriculum for Excellence’ and ‘Getting It Right for Every Child’ (GIRFEC) outcomes: • Social Work and Foster Care: Looked After & Active • Education and Active Schools: Health 4 U, Positive Destinations, Young Ambassadors • Lifelong Learning for Communities & Families: Open All Hours
Work has been progressing to ensure Edinburgh Leisure staff are aware of the CEC programme of transformational change and the move towards locality working. Our Community Development team are contributing towards the emerging locality improvement plans in each of the four locality areas.
5.2 Funding Overview For 2016/17, we received a total of £556,884 external funding and so far, have secured £391,645 for 2017/18 for delivery of the Active Communities programme. This external funding is used alongside funding carried forward from previous financial years to enable delivery of project outcomes.
The challenge we continue to face is the uncertainty around our statutory funding, particularly with the integration of Health and Social Care budgets going forward. One example of this is Healthy Active Minds which is currently funded to the end of October 2017 through NHS Lothians Mental Wellbeing Team, however, from November 2017 the funding of all mental health services in Edinburgh will come under the new Edinburgh Wellbeing Public Social Partnership. We are hugely passionate about the positive impact physical activity can have on mental health and it is our goal to work with the new Edinburgh Wellbeing Public Social Partnership to continue to deliver our physical activity referral which supports
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people with mental health conditions to get active and use physical activity as a tool to treat and manage their condition. As it stands however funding post October 17 is uncertain.
Project Funding end dates: • October 2017 o Healthy Active Minds (Mental Health Referral) o Positive Destinations (NEET Young People)
• March 2018 o Ageing Well programme (Older Adults) o Fit for Health (Multi Condition Referral) o Get Going (Child Weight Management) o Get Moving (Adult Weight Management) o Macmillan Move More Edinburgh (Cancer) o Steady Steps (Falls Prevention)
5.3 Project Success / Milestones
Ageing Well The Ageing Well volunteer team has been nominated for the Queens Volunteer Award. As part of the process for this the Lord Provost visited our Ageing Well Buddy Swim session at The Royal Commonwealth Pool in January 2017.
Get Moving (Adult Weight Management) A total of 453.14kg (71 stone) has been lost in total by the 163 Get Moving participants who have completed the programme.
Looked After & Active Looked After and Active uses physical activity and sport to improve the lives of young people in care. It encourages looked after and accommodated children & young people (together with their carers) to become more physically active to improve their health and wellbeing.
798 access cards have been issued to Looked After and Accommodated children and young people, with 6,711 visits made to our facilities since April 2016.
Children from ‘Looked After & Active’ continue to be supported to access mainstream coaching services to build confidence, resilience and create healthy lifestyle habits. Since April 2016 Looked After and Accommodated children have made 780 visits to our sport coaching programme, enabling these children to get active, have fun and make friends.
5.4 Awards & Recognition Ageing Well Get Up & Go Awards 2016 - AW Volunteer team received a highly commended certificate for ‘Services that make a difference’
Steady Steps Herald Society Awards 2016 - Steady Steps received a commended certificate in ‘Older Peoples Project of the Year’ category
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Friends of the Scotsman Over the last 12 months we have had the following articles published: • August 2016: ‘Sit down less, move around a lot more’ this article also featured in the Edinburgh Evening News with the headline ‘Living longer is easier… sit less and move more’ • October 2016: ‘Here’s how you get fitter for a longer life’ • November 2016: ‘It’s not so hard to fit in a much healthier lifestyle’ • January 2017: ‘Here’s the help that could get you fitter and happier this new year’ • March 2017: ‘On your marks, kids, for a better start in life’
Conference Case Studies / Abstract features Steady Steps was showcased as best practise at the: • SPORTA Health and Wellbeing Conference in September 2016 • Health and Social Care Facilities Conference in November 2016
Active Lives and Looked After and Active were profiled at the: • Scottish Physical Activity Research Connections (SPARC) Networking Event in October 2016 • Spirit 2012 conference - Legacy In Action: Making Scotland More Active in March 2017
Promotional Films Two short films have been produced to showcase the impact of Looked After and Active and Positive Destinations on changing lives.
6 Project Overviews
6.1 An overall summary of Active Communities projects can be found in Appendix A
Further details can be obtained from: Karen Scott on tel. 0131 458 2100 or by email at [email protected]
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Appendix A: Health and Community Board Report 1 April 2016 to 31 March 2017
Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area Older Adults / 45 + living in 375 participants referred 283 referrals Active Lives funding and delivery came to an end in January 2017. areas of health inequalities 244 engaged in physical activity The Active Lives programme was initially launched in April 2013 with a 3 year grant from the City of Edinburgh Council and subsequent funding from Spirit of 2012 as part of the 2014 Physical Activity Legacy fund.
Between January 2013 - December 2016 the project received 2,223 referrals and helped 1,749 people get active.
Analysis of Active Lives data showed that 52% of people were doing less than 30 minutes of physical activity a week before they started the programme but following 6 months of participation in Active Lives (stage 1) this fell to 27%.
Whilst we’re not able to claim that the project has enabled inactive people to achieve the national recommended guidelines for physical activity our evidence supports a marked increase in physical activity levels and significant change (26% improvement) in participants moving from a position where they did less than 60 minutes’ physical activity to one where Active Lives they are doing over 60 minutes’ activity on a weekly basis.
100% of the participants that completed a questionnaire following stage 1 reported that they had experienced better health as a result of the Active Lives project and 47% of people completing final evaluation forms indicated that they had reduced their health risks.
27% reported that they were eating healthier and 52% reported that they had maintained or improved their weight throughout their Active Lives journey.
Active Lives submitted an abstract to the Scottish Physical Activity Research Connections Scientific Committee and was selected to submit a poster presentation at their Conference in October 2016.
Over the next 12 months the Health and Physical Activity Manager will work with Spirit of 2012 and 10 national projects who were also funded as part of the 2014 Physical Activity Legacy Fund to share key learnings and best practise nationwide around targeting the inactive.
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area Older Adults 400 older adults active per 400 older adults active per The Ageing Well project underwent a review this year to ensure the delivery model was month month more sustainable and aligned to other Active Communities projects. A new team structure is now in place: 20 new AW volunteers 246 new participants recruited & completed their core training programme 15 new volunteers recruited, trained and supporting 2 new programmes programmes introduced 60 active volunteers throughout the year
6 new activity sessions introduced including Buddy Tennis
10,036 programme visits
Ageing Well (AW)
Changes to the programme delivery have also taken place, including an increase to participants’ voluntary contributions from 50p to £1. Care Homes now also cover the full cost of their seated exercise classes.
The AW team have been working with Edinburgh Leisure colleagues to increase older adults participation in swimming and walking; expanding the delivery of buddy swim sessions across our venues and introducing 2 cancer friendly walks.
The AW project received a £6k grant from Paths for All to support dementia friendly activities within the programme. This funding is being used to train volunteers in dementia awareness and to introduce: • a dementia friendly sit to walk programme (a progressive programme of seated, strength and balance exercises leading onto indoor and outdoor walking). • a dementia friendly sensory garden within out Leith allotments.
Events AW, in partnership with CEC Health and Social Care, organised and delivered a successful care home Olympics event in July with 11 CEC Health & Social Care, care homes taking part.
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area
October 2016 saw the successful delivery of the Big Fit Walk and our annual older adult’s event, in partnership with Pilmeny Development Project and CEC. 500 older adults took part in a range of physical activities and information stalls, staffed by a wide range of professionals.
Over the last 12months AW has received much recognition for their impactful work with older adults including: • Press articles on the older adults event and the big fit walk • STV Edinburgh featured the Older Adults Day and the Big Fit Walk events • BBC Scotland Paths for All featured our walking programme • Friends of the Scotsman article written by our Ageing Well Manager was published in September 2016 and focussed on the importance of being active into later life. • Get Up & Go awards 2016 - The AW volunteer team were awarded a ‘highly commended’ certificate for their contribution to a service that makes a difference. • Queens Award for Volunteering - As part of our nomination for the Queens Award for Volunteering the Lord Provost visited our Swim Buddies session at the Royal Commonwealth Pool in January 2017.
One buddy swim participant who had used a float to swim when she started back in April, has built up her confidence with the support of the volunteers over the past few months and now swims float-free. She swam 34 lengths last week at the Buddy Swim session at Glenogle Swim Centre. Voluntary Sector 20,000 visits by CAP 24,669 visits. Visits are 23% The Community Access Programme is designed to support community groups working with Organisations participants higher than target. people facing disadvantages. It encourages people to get active through making more and (Working with a range of better use of Edinburgh Leisure facilities. The project works with registered charities based equalities groups) 1,000 participants referred 1,053 participants referred. in Edinburgh who want to increase the amount of physical activity that their service users participate in. 171 individuals have participated in community-led physical activity sessions. These include: Community 185 organisations will join 190 organisations affiliated. • 100 young carers and their families participated in the Edinburgh Young Carers Project Access the CAP in 2016/17 1,781 voluntary organisation Family Fun Day which was organised through the Community Access Programme in Programme (CAP) staff card holders. partnership with Scottish Widows. • 36 Carers from VOCAL regularly attending physical activity tasters which have been running for 3 months at Meadowbank SC and Drumbrae LC. Delegates from 35 CAP affiliated organisations attended our annual CAP conference in April where workshops were offered on Physical Activity, Health & Wellbeing and encouraging the inactive to get active. First Steps in Black & Minority Ethnic 2,200 visits to Leith Victoria’s 2,221 visits to women’s The First Steps in Leith Women’s Only Swimming session offers a weekly, low cost, Leith (BME) Groups Women Only swimming activities targeting Black & swimming session in an environment supported and staffed by women. This offer is
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area Women’s Groups sessions. Minority Ethnic women. attractive to women and their families from Black and Minority Ethnic communities, and women from all over Edinburgh travel to attend this Saturday afternoon service. The number of women attending this service continues to be very high.
Since April 1st 2016 the First Steps programme has not received any additional external funding. In recognition of the importance and benefits of offering a female only swim session, staffed by women, existing project funding will support this session to become part of the mainstream Leith Victoria SC programme. As of the 1st of April 17 the cost of a female only swim session has increased from £1 to £2. This remains a significant subsidy and offers a price that is 54.5% lower than a standard swim. Usage will be closely monitored to analyse the impact of this price increase on participation. Fit for Health (FFH) is being delivered in 7 Edinburgh Leisure venues. Anyone aged 16+ who has a 500 participants referred 655 referrals received long term health condition (31% above target) Over the last 12months we have made small changes to the participant pathway. Previously (e.g. cardiovascular disease, participants had unlimited time to attend 12 FFH sessions. This led to challenges managing respiratory disease, heart 80% (400) participants start 78.3% (513) participants started waiting lists and made it difficult to report on completion rates. Participants are now invited failure and diabetes) to a 16week block of FFH sessions and must complete 12weeks to be classed as a completer. 50% (200) completion rate 33% (131) completion rate This has reduced waiting lists and allowed us to invite 121 new participants in September / October. Prior to this an average of 17-18 people per month were invited to join FFH. We are now able to invite an average of 39 new participants per month. As a result our completion rates have increased from 100 last year to 131 this year, a 31% increase.
We also introduced a part time (16hrs/week) specialist health instructor in June 2016 to Fit For Health allow us to support more people through the programme. (FFH) The last quarter of 2016-17 saw the introduction of activity trackers to support people to complete the FFH programme. This means that FFH participants can monitor their activity levels out with FFH sessions. The initial role out of trackers was at Leith Victoria and Ainslie Park. The Fit for Health Development Officer will measure the impact of the trackers - it is hoped that they will support behaviour change and motivation levels of participants.
Fit for Health worked with Edinburgh University & NHS Lothian to deliver a 12 week programme for South Asian Women. This successful pilot saw an average of 11-12 participants attend each class, with participants improving their 6minute walk test by an average of 89metres (23%). The women reported ‘Improved Wellbeing’, ‘Better Sleep’ and ‘Feeling Fitter’ following the 12week programme with 75% feeling more confident in taking part in independent physical activity.
A successful partnership with Queen Margaret University was developed this year with 11 students now supporting programme delivery through student placements.
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area
From the 655 referrals the breakdown of health conditions are:- • 49% cardiovascular disease • 42% respiratory disease • 29% diabetes • 17% with Multi-conditions
Participants completing the FFH programme increase their 6 minute walk test by an average of 185.3metres (69.5% improvement)
“At first I was really nervous attending the classes but watching everyone else inspired me and gave me the confidence to complete all the different circuit exercises. I really enjoyed my 12 weeks and I’m definitely planning on continuing to be active!” (FFH participant) Children & Young People, 16 courses per year 16 courses completed Get Going has supported 48 families to complete physical activity and healthy eating aged 5-17, out with a courses. healthy weight range 75% completion rate 67% completion rate The Weight Management Development Officer continues to work with participants and Maintenance or decrease in Average change in BMI colleagues to provide opportunities for families and children to continue to be active out BMI at course completion, 3 from pre-course measurements with the Get Going programme. This has led to the following opportunities being available and 6 month catch up at: to Get Going families / children: • Programme completion: • Concessionary soft play membership: This is offered to all families who complete the 9 decrease of 0.45kg/m2 week Get Going course and entitles them to 1 month free access to soft play for the • At 3 month catch ups: referred child, followed by a 6 month membership with 45% discount. 8 families have decrease of 3.7kg/m2 taken up this soft play membership in 2016/17. • At 6 month catch ups: • Concessionary coaching places (piloted last year): This is offered to all families who Get Going decrease of 0.24kg/m2 complete the 9 week Get Going course and allows parents to book their children into subsidised coaching blocks. Block 1 is offered with a 60% subsidy and a consecutive . coaching block at 30% subsidy. 14 families have taken up this concessionary coaching offer, moving from the Get Going programme into mainstream coaching programmes. Additionally, 11 families from the first pilot group continued on with a 2nd term of coaching.
“It’s great to see how much my kids have progressed through the Get Going programme. Amy loves using her lifestyle diary and Jamie has really enjoyed the physical activity element. I now know how to compare foods when shopping, which is something I never used to do.” (Parent) Adults with a BMI over 30 20 courses per year 22 courses delivered Get Moving has supported 163 adults to complete the adult weight management Get Moving referred to us from NHS programme. To support adults with long term behaviour change the following additional
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area Lothian weight 163 participants completing interventions took place: management service 72.8% completion rate • 32 6month follow ups • 17 9month follow ups 5% weight loss in 11 weeks Average weight loss • 11 12month follow ups from pre-course measurements Maintained or continued at: Outcomes for participants attending courses between April 2016 – March 2017 include: weight loss at 6, 9 and 12 • Programme completion: • a combined weight loss of 453.14kg (71 stone) months 36 (22.1%) have achieved 5% • 93% of participants increased their physical activity levels 58 (35.6%) have achieved • 74% of participants report an increased knowledge on how to lead a healthier lifestyle >3-4.9% • 78% of participants report an increased confidence level • At 6 month catch ups: • 67% of participants had made improvements to their diet 63% achieved a further • 67% of participants felt that their overall health had improved weight decrease • At 9 month catch ups: ‘I like the combination of learning and getting together for exercise, as both are important. 47% achieved a further Attending the group regularly gives a sense of support and confidence to make food weight decrease decisions during the week. Group work and level of activities were good and coordinators • At 12 month catch ups: were positive.’ (Get Moving participant) 27% achieved a further weight decrease People living with a long 100 health referrals Programme Referrals: Health and Wellbeing term health condition Exercise After Stroke 81 At the start of the year Health and Wellbeing classes were being delivered within 8 EL Deliver 4 Exercise After Smoke Free Management 38 venues with the primary aim of providing a pathway from our targeted health referral Stroke Stroke Classes / week Cystic Fibrosis 21 programmes into mainstream Edinburgh Leisure services; making it easy for our health Health and Wellbeing referral participants to stay active. Exercise Referral Programme visits: Smoke Free Management Health and Wellbeing 578 In October a review of Edinburgh Leisure’s Health and wellbeing classes saw the launch of a Exercise Referral 2188 new 3 tier low level class programme which continued to support health referral participants Health Smoke Free Management 223 to stay active but also targeted the inactive / less able to become active with Edinburgh Development Cystic fibrosis 363 Leisure: Programme / • Active Sit - Chair based class with a focus on improving strength, balance and Health Referral confidence in everyday movements. Services • Strength and Balance - Seated and standing exercises with a focus on improving strength, balance and fitness. • Strength and Cardio - Standing movement class that focuses on fitness, strength and endurance.
Recent analysis of Active Sit attendance showed that 85% of participants are non-EL members indicating that we are successfully attracting the less active populations. The Strength & Balance and Strength & Cardio classes were later to launch and initial analysis of
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area attendance highlights that 81% of participants are existing EL members highlighting the benefit to customers in providing lower intensity activity.
These classes were initially introduced at Drumbrae Leisure Centre during their re-opening but have since been rolled out to Craiglockhart Leisure Centre, Ainslie Park Leisure Centre, Gracemount Leisure Centre and Meadowbank Sports Centre, meaning we now have 16 classes running weekly.
Exercise after Stroke Weekly classes run at 4 Edinburgh Leisure venues with the Royal Commonwealth Pool introducing a class in early 2017/18. The additional class at Royal Commonwealth Pool is possible due to investment in training in October 2016 where 1 staff member from Royal Commonwealth Pool started their Level 4 Exercise After Stroke training.
Focussed work with Stroke wards within NHS Lothian over the last 3 months has seen referrals increase by 15%.
“The class is excellent and I look forward to it every week for the social aspect as well as the physical aspect” (Exercise After Stroke Participant)
Smoke Free Management Over the last few years referrals to this programme had drastically reduced due to NHS staffing issues. Towards the end of 2016 NHS Lothian appointed a new Smoke Free Lothians manager and initial meetings have taken please in January 2017 with a new Smoke Free pathway to be implemented in 2017/18. People experiencing mild to 800 Individual consultations 707 Individual consultations Healthy Active Minds received 1198 referrals in 2016/17. moderate mental health delivered completed conditions, stress and (88% to target) 2,442 1-1 appointments delivered to participants (these include initial consultations, anxiety physical activity sessions and post programme follow ups). 400 participants to complete 295 completed stage 1 stage 1 (0-12 weeks) (74% to target) Historically Healthy Active Minds has been a GP referral programme only but following feedback from Health Professionals and discussions with NHS Lothian we have opened up Healthy Active Participants supported to be 7,815 stage 1 (0-12 weeks) visits the referral pathway allowing any mental health professional to refer to the service. We Minds more active made hope that this will make access to the service easier for people that need it. Whilst we don’t anticipate the opening up of the referral pathway to have a significant impact on the overall Improve mental wellbeing 2,192 stage 2 (12 – 36 weeks) numbers of referrals we will be monitored this over the next 6 months to ensure that we are visits made able to meet demand.
Total Visits= 10,007 Last year saw 26% of appointments not attended or cancelled at the last minute. This is a comparable figure to other services working with this target group. To reduce this level of
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area 969 physical activity sessions unattended appointments and improve the customer experience the Healthy Active Minds delivered team introduced a text reminder service in February 2017. Studies show that text reminder services can reduce non-attendance at appointments by up to 50%. The Healthy Active Minds team will monitor appointment attendance over the next 6 months to determine impact.
The Healthy Active Minds team use the Warwick Edinburgh Mental Wellbeing Scales (WEMWBS) to monitor participant’s mental wellbeing during the programme. The WEMWBS scale runs from 14-40, the higher the score the better someone’s wellbeing. Results over that last year evidence an improvement in mental wellbeing after 12 weeks participation in Healthy Active Minds with average scores going from 37 pre programme to 46.
Healthy Active Minds is currently funded to the end of October 2017 through NHS Lothians Mental Wellbeing Team however from November 2017 the funding of all mental health services in Edinburgh will come under the Edinburgh Wellbeing Public Social Partnership. We are hugely passionate about the positive impact physical activity can have on mental health and it is our goal to work with the new Edinburgh Wellbeing Public Social Partnership to continue to deliver our physical activity referral which supports people with mental health conditions to get active and use physical activity as a tool to treat and manage their condition. As it stands however funding post October 17 is uncertain.
Healthy Active Minds evaluations at 12 weeks show: • 99.6% enjoyed their Health Active Minds journey • 99.6% plan to continue with physical activity • 99.6% would recommend Healthy Active Minds to others Looked After & 500 Looked After & 798 LAAC engaged with the Looked After & Active was initially launched in April 2013 with a 3 year grant from the City of Accommodated Children & Accommodated children programme Edinburgh Council. Funding for this programme came to an end in January 2017 and Young People (LAAC) per year Edinburgh Leisure took the decision to continue to fund key elements of the programme to January 2018. 6,000 visits to the 6,711 visits to the programme programme per year Looked After and Active uses physical activity and sport to improve the lives of young people Looked After & in care. It encourages looked after and accommodated children & young people (together Active 100 Children accessing 78 children taking part in EL with their carers) to become more physically active to improve their health and wellbeing. coaching sessions coaching through the LA Active bursary In 2016 around 1,400 children and young people were looked after by the City of Edinburgh Council. Research shows that children and young people in care don’t participate in physical activity, with 34% not doing any at all.
This year 798 young people, aged between 0-26 years old have been supported to be more
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area active or learn a new sport through Looked After & Active. 53% are being active regularly, with participants making 6711 visits to Edinburgh Leisure facilities.
Any child aged 0 – 26 years old, who is looked after at home, in Kinship Care, Foster Care, in a residential care setting or in through care and after care is eligible.
Edinburgh Leisure have delivered 13 physical activity and health and wellbeing outreach sessions to 45 young people in residential units and through care services over the summer.
In February 2017, Edinburgh Leisure recruited a temporary 12 month supervisor to deliver outreach health and wellbeing sessions and 1-1 person centre activity sessions with hard to reach young people. People affected by cancer 240 referrals in year 2 172 referrals Move More Edinburgh was formally launched in May 2016 at the Royal Commonwealth (72% of target) Pool.
The programme which has just completed 2 years of delivery currently has the following classes taking place across the city: 1 x Gardening (The Royal Botanic Gardens) 2 x Gentle Movement Classes (Leith Victoria Swim Centre and Craiglockhart Leisure Centre) 4 x Circuit classes (Drumbrae Leisure Centre, The Royal Commonwealth Pool, Meadowbank Sports Centre and Napier University, Sighthill) 1 x Walking group (The Meadows) We have also supported our Ageing Well colleagues to introduce 3 cancer friendly walks across the city.
Move More Over the last year we have achieved: Edinburgh • 172 referrals (This is almost double the referrals of year 1) • 58% (99 people) conversion from referral to participant • 48% (48 people) completing a minimum of 10 weeks of Move More Edinburgh activities. • 1068 physical activity visits made by 126 Move More Edinburgh participants.
The last quarter has seen us make some changes to the participant pathway. Previously Macmillan requested that participants were provided 12 weeks access to 4 different activities and were not to repeat any activity. This meant that if people found an activity they enjoyed they still needed to move on after 12 weeks leading to low attendance at classes and some people only taking part in 12 weeks of activity as they were not interested in attending the other Move More sessions. We have worked with Macmillan to improve this pathway and participants can now take part in 48 weeks of their preferred activities. This has led to increased activity levels and has increased the number of people in each
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area session. This has also had a positive impact on the social element of the programme which is important to participants. The impact on completion rates and sustained physical activity longer term is being monitored.
Following feedback from participants around the marketing images on Move More leaflets the Move More Development Officer worked with Macmillan marketing team to update the images - Move More projects nationwide are now using images featuring participants from the Move More Edinburgh project. Children & Young People 300 young people to attend 336 visits per week Open All Hours is a physical activity youth work provision delivered in partnership between Disabilities / Additional weekly, stretch target of 350 Edinburgh Leisure, City of Edinburgh Council and the voluntary organisations FABB, Support Needs Canongate Youth, Jack Kane Community Centre and Southside Community Centre. The Low Income Households 5 young volunteers to 3 young volunteers currently provision aims to provide young people with fully inclusive, accessible and affordable Young Women support the citywide working in 3 Edinburgh Leisure opportunities to take part in sports and physical activities at weekends. Open All Hours programme venues takes place in 10 Edinburgh Leisure facilities and Wester Hailes Education Centre (WHEC). Young People attending can choose to go to the gym, go swimming, participate in a dance Work with Fabb to 7 Fabb staff working in 4 venues session, enjoy team sports or hang out with their friends. encourage young people supporting 19 young people with with Additional Support additional supports needs to This year there were 7742 indivdual visits to Open All Hours over a 23 week period, which Needs (ASN) to attend the attend the provision equates to 336 visits per week. provision Funding for 2017/18 has been secured to run Open All Hours for 23 weeks. Funding beyond this is uncertain.
Ainslie Park have two very keen and dedicated young volunteers who have been Open All Hours volunteering for a year and half every Friday evening. Both of the volunteers came through the programme and understand how Open All Hours offers young people a positive activity to take part in on Friday evenings.
A smoking prevention poster was created by the young people at the Jack Kane Sports Centre Open All Hours, which was funded through Lothian Association of Youth Clubs Youth Tobacco Grants, and is now being promoted around the local community. The centre’s detached youth team and the young people took the poster to various locations in and around the local community to promote the healthy choices message.
Drumbrae and WHEC Open All Hours have created strong links with their local rugby clubs. The Rugby Development Officers and coaches have been delivering positive coaching sessions throughout this year. More than 30 young people have benefited from the coaching sessions, and 4 attended Murrayfield Wanderers Summer Rugby Camp in 2016.
Fabb (Facilitating access breaking barriers) have currently 7 youth work staff involved in
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area Open All Hours venues across the city – namely, Commonwealth Pool, Drumbrae, Gracemount and Warrender. Nineteen young people take part in the sessions, supported by a Fabb worker (10 boys and 5 girls) Families on a low income in 1,000 Visits to More 952 Visits to More Families, More Families More Active works with families on a low income in the North East of the city North East Edinburgh Families, More Active More Active programme - taking in Craigmillar, Niddrie, Duddingston, Craigentinny and Leith – to provide programme initiatives in initiatives in North East opportunities for them to be more physically active. North East Edinburgh Edinburgh The Scottish Index of Multiple Deprivation (SIMD) identifies concentrations of deprived areas across the country and its 2016 statistics show that areas in the North East are among the most deprived in Scotland. More Families, More Active supports families to overcome the health inequalities they face, developing healthy physical activity habits, changing behaviour and encouraging the lifelong health benefits associated with achieving recommended levels of physical activity. In 2016/17 More Families More Active has: • Worked with Jack Kane Sports Centre in Craigmillar to pilot low cost activities for under 5’s including “pop up” soft play, Active Start and Mini Kickers. • Provided local children with the opportunity to play outdoors in a safe environment with 6 weeks of free play sessions during the summer holidays More Families • Delivered 3 terms of “Get Moving” (Edinburgh Leisure’s Weight Management More Active programme) from Jack Kane Sports Centre, where local adults with a BMI of 30 or over could be referred by their GP for a 12 week weight management course. • Worked in partnership with Active Schools to provide the Primary 1 class at Niddrie Mill School with lunch time music and movement classes for 8 weeks. • Participated in Health promotion weeks in 3 local primary and secondary schools • Delivered physical activity sessions for a young men’s group in partnership with the Health Opportunities Team in Niddrie. • Launched a new product for under 5’s – Born to Move - at Meadowbank Sports Centre and The Royal Commonwealth Pool, with 4 classes running each week. 40 local children attended 2 “roadshow” family fun days to promote the product. • Piloted an 8 week block of fitness classes for teenagers at The Royal Commonwealth Pool, with group cycling and dance fitness classes for 13-17 year olds. • Delivered fitness taster sessions for parent’s groups in community venues and in partnership with 3RD sector organisations such as Edinburgh Young Carers Project and the Citadel in Leith. Children & Young People 150 Participants per year 173 young people engaged in Edinburgh Leisure’s Positive Destinations through Sport project utilises the capacity of sport Positive Not in Employment, Positive Destinations to transform lives, increase motivation, encourage learning and support personal Destinations Education or Training (NEET 100 young people to gain programme development. Through Sport CYP) certification The project is targeted at young people who are Not in Employment, Education or Training
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area /qualification 96 young people gained sports (NEET). Young people on the programme are encouraged to progress into Further or Higher qualification/certification Education, or supported into employment within the leisure Industry. 50 young people to • 173 young people engaged on Positive Destinations interventions during the period complete a work placement 45 work based placements have April 2016 – March 2017 been completed • 96 young people gained sports qualification/certification in same period • 75 work based placements completed • 6 Sports Leaders SQCF Level 4 courses delivered in Edinburgh engaging over 100 young people • 8 Sports leader’s day courses successfully delivered in partnership with CEC Activity Agreements engaging 65 young people. • 96 young people receiving sports qualifications/certifications which include Sports Leaders Award, UKCC Level 1, NPLQ, Scottish FA Football qualifications, Athletics Leaders & First Aid • 20 participants have since moved into employment/volunteering within Edinburgh Leisure as service providers, LA’s and cleaners • 35 participants have since moved into further education opportunities at college and university
Positive Destinations has been successful in securing £3000 funding from a local trust to set up and support the delivery of the leadership academy at Castlebrae High School.
Positive Destinations was successful in October 2016 in securing £20,000 worth of project funding from the State Street Foundation to deliver Sports Leaders courses to a further 150 young people across Edinburgh. Due to the good work in the first 6 months of delivery of the State Street funding, Edinburgh Leisure have been invited to reapply for continuation funding to enable the further delivery of personal development projects for young people in Edinburgh.
“Over the course, I have come across a few difficulties. I have OCD, on which I struggle with every day. However, the course has made me able to overcome some of my struggles and helped me figure out new strategies for me to cope with my intrusive thoughts and actions I take towards those thoughts” (Jemma, Positive Destinations Participant)
“The course helped me develop my confidence in meeting new people and the ability to stand up and speak to a large group of people. It’s increased my people skills, where I’m now able to speak with people and get myself out there and know I’m giving a good impression of myself” (James, Positive Destinations Participant)
“The course taught me all the fundamentals of how to be a good coach. Planning your
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area sessions by creating a session plan and how to structure the session. It’s taught me how to deal with difficult situations whilst coaching, such as what to do when someone is injured or kids who are not wanting to take part in activity. Overall the course was a great experience, met some great people, developed my skills as a coach and the course is a great starting block for my coaching career. (Ryan, Positive Destinations Tutor) Children & Young People 4 Young Ambassadors to be 21 schools registered with the The Young Ambassador programme is a national Youth Sport Trust and Sportscotland registered from each State Young Ambassadors Programme programme, facilitated in Edinburgh by CEC Active Schools and Edinburgh Leisure. Our aim School (23) in Edinburgh is use the power of sport and physical activity to upskill young people to promote and be ambassadors of sport in the School and Community. We support young people to lead and Training calendar created Training calendar created support sport in their schools and to lead and facilitate both Edinburgh Leisure and Active Schools events. Young Ambassadors training Training residential in November residential to take place in 2016. 41 YAs from 15 schools The Young Ambassadors induction day took place on the 24th June at Meggetland Sports November 2016, and 30 YAs attended Complex. 51 Young Ambassadors from 18 Edinburgh State Schools were represented. There to attend was also 6 from 3 Special Schools. The day consisted of workshops on their role as a Young Ambassadors, sharing training and volunteering opportunities and teambuilding.
Young The training residential took place on 11th to 13th November 2016 at Loch Eil. 41 Young Ambassadors Ambassadors from 15 schools attended the residential. Training included Sports Leadership, presentation skills, and teambuilding. ‘Great experience and good for learning new skills and getting to know more Young Ambassadors across the city’ (Young Ambassadors participant)
‘I had a really positive time at the residential, I always have a great time with all the Young Ambassadors as we all have the same interests and strive to succeed and achieve in life ‒ can’t wait till next year!’ (Young Ambassadors participant)
A new Development Group has been created with senior Young Ambassadors recruited from 6 High Schools. Their main responsibilities for this year are fundraising for the residential in November, creation of a quarterly newsletter and to lead on the Young Ambassadors citywide meetings. Health referral programme 400 referrals per year 615 referrals In April 2016 we received an additional £13,000 from the Prevention Investment Fund to for those who have had or cover the cost of an additional part time instructor to support the delivery of Steady Steps. are at risk of having a fall. 100 per quarter 314 completed programme The part time instructor started with the project in June 2016.
Steady Steps Increased confidence 97 on waiting list As a result of this increased staffing we have been able to grow the delivery of Steady Steps with four new classes introduced during 2016/2017 at the following Edinburgh Leisure Improved physical function 64 not taken up the opportunity venues: due to health condition • Ainslie Park Leisure Centre • Leith Victoria Swim Centre
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Project/ Target Equality Group Annual Target Output Output Against Target Progress & Impact: What difference has the project made in the last year? Service Area • Craiglockhart Leisure Centre • Portobello Swim Centre
Volunteer recruitment and retention continues to be challenging, with a number of our volunteers being university students and volunteer hours are heavily influenced by the University year. Despite the difficulties we have managed to train 11 new volunteers over the year.
Over the last 12 months Steady Steps has been profiled through case study presentations’ at both the SPORTA health Improvement conference in September 2016 and the Scottish Health and Social Care Facilities Conference in November 2016. In addition to this Steady Steps was short-listed and commended at the Herald Society Awards in association with Social Work Scotland for The Older people’s project Award in November 2016.
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REPORT TITLE: Asset Management Plan Review 2016-17
DATE: 24 April 2017
DIRECTOR OF OPERATIONS: Agenda Item No: 4(v) Remko Plooij
CHIEF EXECUTIVE: Report Ref: ELREP997 June Peebles
1. Purpose
1.1 To update the Board on the Asset Management Plan, both in terms of key activities that were delivered during 2016/17 and key priorities for 2017/18.
2. Decision Required
2.1 No – for information.
3. Recommendations
3.1 N/A
4. Overview/Key Points
4.1 The Asset Management Plan is a fully funded programme of repair, maintenance and investment extending over a 24-year timescale designed to maintain the estate to the standards required to meet ongoing service demands.
4.2 One of the key activities in 2016/17 was the refurbishment of Drumbrae Leisure Centre, with over £1.8M invested in upgrading and extending our current offer. This project was successfully executed on time and on budget.
4.3 The key planned lifecycle refurbishment next year is the Jack Kane Centre, although the time-frame for this project is unclear. We are currently working with the Council to agree the management and governance arrangements for this project, including the developments in the Hunter’s Hall park in which the Jack Kane Centre sits.
5. Further details on either past or planned works can be obtained from:
Remko Plooij on tel. 0131 458 2160 or by email at [email protected]
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6. Additional Information
6.1 Asset Management Plan
6.1.1 The Asset Management Plan is a fully funded programme of repair, maintenance and investment extending over a 24-year timescale designed to maintain the estate to the standards required to meet ongoing service demands.
6.1.2 The plan incorporates both short term annual maintenance requirements as well as longer term cyclical component replacement and is produced in full consultation with the City of Edinburgh Council.
6.1.3 The cost of the 24-year plan is averaged out over the period and this cost is budgeted annually as follows:
a. Annual maintenance (circa £1.3m p.a.) – carried out by our own employees and external contractors and involving 6,000+ recorded jobs per annum to maintain the assets “commercial functionality” i.e. a functioning and safe state. Includes both reactive and planned. Funded internally and expensed to the income & expenditure account.
b. Lifecycle maintenance (circa £0.45m p.a.) – a rolling programme of asset refurbishment and component replacement to ensure the longer term functionality and suitability of our venues to meet evolving customer requirements. EL funded and expensed.
c. Capital maintenance (£0.27m p.a.) – investment of a capital nature (new or replacement assets) managed by Edinburgh Leisure and part-funded (£165k) from a specific ring-fenced budget provided by CEC.
6.1.4 The Asset Management Plan is broken down into a rolling 5-year tactical plan to allow more informed scheduling. Major components of the planned Lifecycle Maintenance spend within the next few years are Jack Kane Centre, Dalry, Leith Victoria, Craiglockhart Tennis Centre and Warrender. There are strategic discussions on-going in terms of the programme of refurbishment and the business priorities going forward with the exact programme yet to be agreed for the next 5 years.
6.1.5 It should be noted that the longer term cyclical plan applies to all properties in the estate apart from Jack Kane (currently under review), Meadowbank, and the refurbished RCP. For these properties, the estimated annual maintenance costs are included but no additional funding has been secured by EL from CEC for key component replacements. With the exception of the RCP this reflects the work being undertaken by CEC into the future of these venues.
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6.2 Key activities carried out in 2015/16
6.2.1 In addition to the annual maintenance programme which included over 3,000 reactive maintenance tasks, key activities carried out by the Property & Estates team included:
6.2.2 Drumbrae Leisure Centre refurbishment: including upgrading the reception area, wet and dry change areas, toilets, corridors and the pool water filtration system and the installation of energy efficient lighting throughout. In addition, the gym was extended into the office area, upgrade of the existing fitness studio, new fitness studio created in former creche area and a new RPM studio in the formal external change area. (EL Lifecycle replacement, CEC Capital Maintenance, EL capex funding).
6.2.3 New windows at Silverknowes golf (EL Capital Maintenance).
6.2.4 EICA Lift controls upgrade (EL Capital Maintenance).
6.2.5 Portobello SC dry side changing upgrade (EL Capital Maintenance).
6.2.6 RCP – Studio structural floor strengthening works (EL Capital Maintenance).
6.2.7 Seafield Pavilion - Internal decoration (EL Capital Maintenance).
6.2.8 Wardie Pavilion – External rendering (EL Capital Maintenance).
6.2.9 Craiglockhart SC – Drainage survey and remedial drainage improvement works (EL Capital Maintenance).
6.2.10 Roof repairs at Gracemount LC (EL Capital Maintenance).
6.2.11 Kirkliston LC – Reception area decoration (EL Capital Maintenance).
6.2.12 Replacement A/C systems at Gracemount, Craiglockhart, APLC & Portobello (EL Capital Maintenance).
6.2.13 Estate wide pool plant audit (EL Capital Maintenance).
6.2.14 Kirk Brae Pavilion – Water heater (EL Capital Maintenance).
6.2.15 RCP – Poolside tiling repairs (EL Capital Maintenance).
6.2.16 EICA – High level bollard lighting replacement (EL Capital Maintenance).
6.2.17 RCP – Dry dive flooring repairs (EL Capital Maintenance).
6.2.18 EICA – Underfloor heating pipe replacement EL Capital Maintenance).
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6.2.19 Cold water storage tank repairs/replacement at APLC/Gracemount (EL Capital Maintenance).
6.2.20 Energy Saving initiatives including: Installation of three CHP systems at Portobello, Warrender and Leith Victoria. This was front-funded through Salix funding with the costs recovered through energy efficiency savings over a 5-year period. In addition, high efficiency variable speed pumps were installed at Drumbrae as part of the centre refurbishment project and the Edinburgh Solar Co- operative PV installation project was completed at Tumbles which followed on from the schemes fitted at Ainslie Park and Drumbrae.
6.3 Key Priorities for 2017/18
6.3.1 The planned lifecycle refurbishment next year is the Jack Kane Centre (JKC), alongside the planned developments for Hunter’s Hall (HH). We are currently working with the Council to agree the management and governance arrangements for this project. If we do not manage to start the JKC/HH project this financial year there is the option to revert back to Dalry as the original planned lifecycle refurbishment project for 2017/18 (funded via EL Lifecycle replacement, CEC Capital Maintenance, EL capex funding).
6.3.2 Glenogle SC - poolside tiling replacement (EL Capital Maintenance).
6.3.3 Kirkliston - boiler replacement (EL Capital Maintenance).
6.3.4 Pool moving floor repairs - Portobello, Drumbrae & RCP (EL Capital Maintenance).
6.3.5 APLC - pool basin tiling replacement (EL Capital Maintenance).
6.3.6 Estate wide – flow meter replacement (EL Capital Maintenance).
6.3.7 RCP - heating system water replacement (EL Capital Maintenance).
6.3.8 RCP - emergency lighting & AHU filter replacement (EL Capital Maintenance).
6.3.9 EICA - emergency lighting upgrade (EL Capital Maintenance)
6.3.10 In addition to the above programme, Property & Estates will be involved with the following projects which have been allocated from the EL Capex programme (some of which are subject to feasibility studies and business case approval):
a) Vantage Point Heating/Cooling replacement part 2 (EL Capex programme) b) New AHU systems at Warrender/Glenogle c) Meadows additional floodlighting replacement d) RCP: new sauna and steam room provision e) EICA sewage pipe project f) RCP staff room improvements g) EICA – new lift feasibility/implementation project
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6.3.11 The department will also be involved with the decommissioning and closure strategy for Meadowbank Sports Centre in preparation of the new build facility.
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REPORT TITLE: Energy and Sustainability Review 2016/17
DATE: 27 April 2017
DIRECTOR OF OPERATIONS: Agenda Item No: 4(vi) Remko Plooij
CHIEF EXECUTIVE: Report Ref: ELREP998 June Peebles
1. Purpose:
1.1 To provide the Board with an annual update on energy and sustainability for 2016/17.
2. Decision:
2.1 No.
3. Recommendation:
3.1 N/A
4. Overview/Key Points
4.1 Last year the board gave approval for the installation of combined heat and power units using funding from SALIX. Three 20kWe combined heat and power units were installed at: Leith Victoria, Portobello Swim Centre and Warrender using this funding source.
4.2 Our target for reduction in carbon dioxide emissions is 5% per annum. Our carbon dioxide emissions for 2016/17 are estimated to be 6% lower than for 2015/16.
4.3 The recycling target of 80% will not be achieved at all venues.
4.4 Energy costs for 2016/17 are likely to be £65k lower than budget, driven by lower prices and a modest reduction in consumption.
5. Further details can be obtained from:
Remko Plooij on tel. 0131 458 2100 or at [email protected]
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6. ADDITIONAL INFORMATION
6.1 Energy
6.1.1 Combined heat and Power Three combined heat and power units were installed, at Leith Victoria, Portobello and Warrender Swim centres following a loan from SALIX. The unit chosen was a SAV unit. These provide 20kWe and 39kW thermal. The units were commissioned in December’16, but were only started at the end of February’17 following a delay in getting the units certified by Scottish Power. The units will run 24/7 and will save an estimated £41,500 per annum giving a payback period of just under 5 years.
6.1.2 Carbon Footprint Our target reduction in carbon dioxide emissions is 5% per annum. Full year consumption data is not yet available, but we have estimated our CO2 emissions reduction for 2016-17 will be circa 6%. This has been achieved with a modest 3% reduction in consumption and a larger reduction in the emissions factor for electricity brought about by the de-carbonisation of the electricity grid. The level of reduction in energy consumption is slowing due to a lack of investments; this limits the work we can do both during refurbishments and as part of an overall carbon management plan.
6.1.3 Carbon Management Plan The recommendations from the ESOS surveys and the existing energy project list has been gathered into a carbon management plan. The format of the plan will be the same as used by the City of Edinburgh Council. Each year we provide a list of projects for inclusion in CEC’s plan and it makes sense to use the same format. The projects will need funding and SALIX have indicated that potential funding could be available to Edinburgh Leisure for energy reduction projects. The larger projects that require building closures will be programmed to coincide with lifecycle refurbishments and Edinburgh Leisure will endeavour to commit to funding these projects.
6.1.4 Energy Spend Our energy spend for 2016-17 will come in under budget by approximately £65K. Some of this is due to a modest reduction in consumption and some is price driven.
The table below shows our energy cost for the year was £64,935 below budget and £197,673 lower than last year. Our energy consumption for the year was 4.88% lower than the previous year.
2016-17 Cost kWh Budget £1,828,028 41,231,304 Actual £1,763,093 40,051,474 Change -£64,935 -1,179,830 Change (%) -3.55% -2.86%
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Cost kWh
2016-17 £1,763,093 40,051,474
2015-16 £1,960,766 42,105,663 Change -£197,673 -2,054,189 Change (%) -10.08% -4.88%
Edinburgh Leisure is part of the Procurement Scotland energy consortium. Their budget guidance shows a reduction in wholesale costs of electricity and gas for the next two years. However, there will still be upward pressure on electricity costs because non-commodity costs, which make up 30-55% of our electricity invoice, continue to rise.
Energy budgets have been set for next year based on the most recent budget guidance, but final prices will not be known for another month.
6.1.5 Water Costs In 2016-17 our water costs are estimated to come in on budget, with no significant variance. There have been no major leaks or water losses helped in part by a relatively mild winter and continued monitoring of our water logger data.
Water consumption is continuing to reduce and was 3,293 cubic metres lower over the past year equating to 2.8%.
Cubic m 2015-16 117,427 2016-17 114,134 Change -3,293 Change (%) -2.80%
Our contract with Business Stream came to an end in March 2017 and we have signed up for a new water supply contract with Anglian Water using the Scottish Procurement agency framework agreement. This ends a long relationship with Business Stream, but will bring savings to Edinburgh Leisure of £20k.
6.2 Sustainability
6.2.1 Recycling The average EL recycling rate remains below our target of 80%. Some sites are doing very well and are scoring high, as can be seen in Appendix A. Site clearances throughout the year; at Drumbrae for their refurbishment and at Meadowbank in preparation for demolition, contributed to some of the lower recycling rates. Our golf sites only recycle 50% of their waste and if we could turn this around by reducing the number of waste pickups we would increase our overall recycling rate to over 75%.
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With our Refuse Derived Fuel service from BIFFA we are still diverting 97% of our waste from landfill.
6.2.2 VIBES (Vision in business for the environment of Scotland) Award We entered Craiglockhart Leisure Centre for a VIBES Award and were delighted to win the new Green Team category. This was very much due to the hard work put in by EL’s Energy and Sustainability Officer, Fiona Douglas, and Kirsty Stobie, Manager at Craiglockhart and the site’s Green Team.
6.2.3 Edinburgh Community Solar Co-operative Edinburgh Community Solar Cooperative raised £1.5M last year to fund a project to install solar panels on 25 Council buildings, including three Edinburgh Leisure properties. EL now has a total of 273kWe of PV installed at Ainslie Park, Drumbrae and Tumbles. These have been generating power since September’16 and are already making a positive difference to the electricity bills at these sites.
The Solar Cooperative are developing a display for each building to share information with our customers on the energy generated by the systems and on how much carbon the systems can save.
6.2.4 Home Energy Scotland We have been working with Home Energy Scotland (HES) and have agreed they will pay to host stalls at our venues to provide information for our customers. HES carried out free energy efficiency training last year which was well received by staff.
6.2.5 Resource Efficient Scotland We have been asked to present at a number of energy awareness events by Resource Efficiency Scotland (RES). They hold regular events throughout the year to give help and advice to companies wanting to engage their staff to become more sustainable and to reduce their carbon footprint. RES have been impressed by the work of our Green Teams and asked our Energy & Sustainability Officer to talk about her experiences at Edinburgh Leisure.
6.2.6 Green Plans Our Green Champions continue to champion the sustainability work in our venues and their enthusiasm shows no sign of diminishing. The two environmental questions in the recent Best Companies staff survey demonstrated this with both questions showing improvements on the previous year. The innovation section of the Green Plan(s) is where some of our best work is being done. This section gives our venues the opportunity to do their own sustainably projects.
The most recent league table shows Craiglockhart at the top (see Appendix B).
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Appendix A
March 2017 Recycling League Table Site Recycling Landfill 1 LEITH VICTORIA SWIM CENTRE 88.94% 11.06% 2 DALRY SWIM CENTRE 86.96% 13.04% 3 PORTOBELLO SWIM CENTRE 85.38% 14.62%
4 WARRENDER SWIM CENTRE 84.62% 15.38% 5 GRACEMOUNT LEISURE CENTRE 83.86% 16.14% 6 AINSLIE PARK LEISURE CENTRE 83.65% 16.35% 7 CRAIGLOCKHART SPORTS CENTRE 80.84% 19.16% 8 THE ROYAL COMMONWEALTH POOL 80.34% 19.66%
TARGET 80.00% 20.00% 9 JACK KANE SPORTS CENTRE 76.92% 23.08% 9 KIRKLISTON LEISURE CENTRE 76.92% 23.08% 9 MEGGETLAND SPORTS CENTRE 76.92% 23.08% 9 SAUGHTON SPORTS COMPLEX 76.92% 23.08% 13 DRUMBRAE LEISURE CENTRE 75.00% 25.00% 14 EICA 61.32% 38.68% 15 TUMBLES @ PORTOBELLO 60.84% 39.16% 16 MEADOWBANK SPORTS CENTRE 60.00% 40.00% 17 GOLF 45.98% 54.02% 18 PITCHES AND PAVILLIONS 42.86% 57.14% 19 GLENOGLE SWIM CENTRE 34.81% 65.19%
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Appendix B Green Plan League Table
GREEN PLAN LEAGUE TABLE
End of year 2016-2017
Rank Centre Score
1 Craiglockhart 180 2 Portobello Swim 330 3 Gracemount 370 3 EICA 370
5 Vantage Point 440 5 Glenogle 440 7 Tum bles 450
7 Ainslie Park 470 9 RCP 490 10 Kirkliston 500 11 Jack Kane 510 Key 12 Saughton 520 A 0-100 13 Leith Victoria 540 B 100-300 14 Dalry 650 C 300-500 15 Warrender 680 D 500-700 16 Meadowbank 840 E 700-900 16 Drumbrae 840 F 900-1100 18 Meggetland 980 G 1100-1200
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REPORT TITLE: Health and Safety (Annual) Review 2016/17
DATE: 8 May 2017
DIRECTOR OF OPERATIONS: Agenda Item No: (vii) Remko Plooij
CHIEF EXECUTIVE: Report Ref: ELREP999 June Peebles
1. Purpose
1.1 To inform Board members of Health and Safety performance for the year 2016/17
2. Decision Required
2.1 No
3. Recommendations
3.1 N/A
4. Overview/Key Points:
4.1 The health and safety manager introduced an on-line accident recording system in April 2016 to better log and track: accidents, near misses and sporting injuries. This has resulted in more accidents/incidents being reported.
4.2 Reported customer accidents per 100,000 visits have increased from 2.4 in 2015/16 to 8.0 in 2016/17, a 251% increase.
4.3 There has also been an increase in the reported number of accidents to staff from 34 in 2015/16 to 59 (+74%) in 2016/17.
4.4 QLM (our external Health and Safety Consultants) carried out three full ‘Leisuresafe’ audits on facilities with scores ranging from 87% to 92% (previous best score 89%).
5. Further details can be obtained from: Remko Plooij on tel. 0131 458 2100 or at [email protected]
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6. ADDITIONAL INFORMATION
6.1 Accidents to customers
6.1.1 Appendix A provides details of the total number of reported accidents sustained by customers in 2016/17, in comparison with those sustained in the previous year, on a facility to facility basis. The total number of injuries to customers was 376, which represents an increase of 274 compared to the previous year.
6.1.2 Appendix B provides details of the total number of recorded customer accidents as a percentage of the total number of customer visits for 2016/17. This demonstrates an average rate of 8 customer accidents per 100,000 customer visits. This represents an increase from the same period in 2015/16 when there were 2.4 recorded customer accidents per 100,000 customer visits.
6.1.3 To the end of March this year, 5 customers intimated their intention to seek compensation from EL for injuries sustained; this compares with 1 claim in the same period in 2015/16.
Facility Injury JKC Damaged shoulder GLC Damaged leg Megg Damaged leg RCP Damaged wrist LVSC Damaged leg
6.1.4 Comparison between 2015/16 and 2016/17 is shown in graphical format here:
Cumulative Customer Accident Comparison Table 2015/16 -2016/17 400 376 344 350 304 300 269 237 250 199 200 159 2015/2016 150 114 109 87 2016/2017 100 81 76 83 58 61 69 51 44 50 30 26 36 1018 20 0
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6.1.5 The 10-year trend in customer accidents is illustrated in the graph below:
16 14.8 14 11.8 12 10.1 10 8 8 6.7 6 4.1 3.4 4 2.9 3.1 2.4 2
0
6.2 Accidents to Staff 6.2.1 Appendix C provides details of the total number of accidents sustained by staff in 2016/17, and compares this with those sustained in the previous year, on a facility to facility basis. The total number of recorded injuries to staff was 59. This repre- sents an increase of 25, from 34 the previous year.
6.2.2 One staff member indicated an intention intimated their intention to seek compensation from EL for injuries sustained; this compares with 1 claim in the same period in 2015/16. Facility Injury RCP Burn
6.2.3 Minor injuries, i.e. bruises, bumps, grazes and cuts accounted for 20% of all injuries. Manual handling related injuries, i.e. those resulting in back pain, strain or sprains, accounted for 5% of accidents incurred. Slips trips or falls accounted for 8% of staff accidents.
6.2.4 Staff accidents accounted for 10 lost days in total - 58 days less than 2015/16.
6.3 Notifiable Accidents 6.3.1 A total of 7 incidents required notification under RIDDOR to the Health and Safety Executive (H.S.E.) in the current period, 2 more than the previous year. 5 of these involved customers, with the remaining 2 being staff reports.
Facility Injury CLTC Crushed finger EICA Leg injury KLC hand damage MSC Hand damage MSC None sustained
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PSC Hurt hand (staff) TaP Arm break
6.4 Incidents
6.4.1 EL’s Health and Safety Manger introduced and implemented an on-line database in April 2016, allowing all sites to record accidents and incidents at the time they happen. This enables immediate recording and analysing of information. New categories were also introduced; including non-work related, near misses and sporting injuries.
The new database allows us to drill into different types of incidents. In 2016/17 there were 827 sporting injuries recorded. 27% of these were in gymnastics/trampolining classes and 16% occurring in the sports hall from football/badminton. Near misses including pool rescues and slips accounted for 76 incidents. Non work related inci- dents which include treating injuries which have occurred out with an EL venue total 379. Appendix D shows these incidents in table format by facility.
6.5 Health & Safety developments in 2016/17
6.5.1 EL’s Health and Safety Manager carried out internal audits of all sites, the results of which were shared with Senior Managers and Facility Managers.
6.5.2 EL’s Health & Safety Manager manages over 500 checks and audits across the estate and now has all sites (with Wi-Fi) using a paperless checking system. To date over 17,000 checks have been completed, signed and saved to computer re- moving the burden of retaining paper documents.
6.5.3 EL’s Health and Safety Manager delivered an in house IOSH managing safely recer- tification course for 14 staff who all passed the exam.
6.5.4 EL’s Health & Safety Manager meets with other Scottish Leisure Trust Health & Safety Managers quarterly to benchmark and share best practice.
6.5.5 EL’s Health & Safety Manager carried out vibration and noise testing of all new grounds and greenkeeping hand held tools.
6.5.6 EL’s Health & Safety Manager identified an issue with the internal processing of PVG membership which has resulted in a new internal system being introduced.
6.5.7 The asbestos management and construction/maintenance Health & Safety systems have been completely rewritten with input from Property and Estates and senior management.
6.5.8 Sixteen Staff attended and successfully passed a CIMSPA Managing Safely Course in May. The Health & Safety Manager (under licence from QLM) delivered two IOSH Managing Safety renewal courses to eighteen staff.
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6.5.9 EL’s Health & Safety Manager updated all Managers about the new sentencing guidelines and their effect on the fines/sentencing for health & safety or food safety offences.
7. EXTERNAL AUDIT
7.1 An external and independent audit was undertaken of EL’s health and safety perfor- mance by QLM, which involved three full audits of EL facilities. The conclusions from the QLM report have been utilised to create action plans for every facility which. These will be audited by EL’s Health & Safety Manager in internal audits from July to Novem- ber 2017, in accordance with the health and safety performance monitoring plan.
Facility QLM Previous QLM Score Customer No. Of Staff Score accidents per Accidents 100,000 visits (2016/17) (2016/17) Meggetland 92% 64% (partial audit 2010) 0 3 Kirkliston 90% Never audited 0.77 2 Tumbles 87% Never audited 1.49 8
7.2 The facilities were allocated a ‘score’ by QLM based on their ‘Leisuresafe’ audit. These are used as a guide to the health and safety performance of the facility and the health and safety management system. The scores show a huge improvement for Megget- land, the other two venues showing very impressive scores for a first external audit.
7.3 The table below shows a few of the corporate and common issues as discovered by QLM in their 2016/17 audit as well as the actions already taken to resolve them to date.
Corporate Issues
Issue Action Health & Safety policy signed off - 2015- Updated with review month and date 2017-no review month in the year 2017 of signing in 2017 Policy indicated It was noted that staff do not automatically Corporate decision to allow open complete inductions or Health Commitment access, H&S Manager and Fitness Statements with new members unless they Manager to investigate request them implementation of health commitment statement. Only 40min-60 min emergency lighting P&E decision which meets duration checks were being completed on requirements of licencing board but a monthly basis- no 3 hour duration tests not of fire brigade. These are carried completed annually out in EICA, RCP and MSC currently. Consider adding recommendations from A central plan is created (not shown audits/reviews/ walk rounds and risk at audit as H&S Manager not assessments to a central health and safety involved). Common issues are action plan shared with the sites and corporate issues are discussed at a senior level.
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7.4 A comparative report was carried out by another independent consultant (Right Direc- tions). This took place at Tumbles at Portobello in December and produced a score of 76%. A decision was made, based on the quality of the report and site feedback, to continue audits with QLM.
8. Conclusions
8.1 The audits have again proven to be useful in helping to identify the areas which should be a focus of attention in relation to the health and safety of customers and staff. They give a clear external viewpoint of Edinburgh Leisure’s health and safety performance, which again shows the systems and processes are robust.
8.2 This year represents a great organisational improvement in overall compliance, as demonstrated by the scores. The sites have focussed on the subject and the Managers have driven health and safety to achieve these great results. Facilities being audited in 2017 will be RCP, DLC and GLC.
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APPENDICES
Appendix A - Number of customer accidents; comparisons
Appendix B - Customer accidents per 100,000 customer visits
Appendix C - Number of staff accidents comparison
Appendix D - Incidents comparison
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APPENDIX A NUMBER OF CUSTOMER ACCIDENTS COMPARISONS
Customer Customer Accidents Accidents April 2015 Facility April 2016 Difference to to March March 2017 2016 Ainslie Park Leisure Centre 28 51 23 Craiglockhart Leisure Centre 0 3 3 Dalry Swim Centre 1 15 14 Drumbrae Leisure Centre 3 4 1 EICA, Ratho 16 50 34 Glenogle Swim Centre 3 3 0 Golf, Outdoor Tennis & Bowls 1 1 0 Gracemount Leisure Centre 1 1 0 Jack Kane Centre 2 7 5 Kirkliston Leisure Centre 0 5 5 Leith Victoria Swim Centre 1 10 9 Meadowbank Sports Centre 3 10 7 Meggetland 1 0 -1 Portobello Swim Centre 4 20 16 Queensferry High Rec Centre 0 3 3 Royal Commonwealth Pool 31 160* 129 Saughton Sports Complex 0 1 1 Tumbles at Portobello 6 24 18 Warrender Swim Centre 6 8 2
Total 107 376 269 251%
*Slips accounted for 84 of RCP accidents with cuts on pool/poolside/changing being 32.
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APPENDIX B CUSTOMER ACCIDENTS PER 100,000 `CUSTOMER VISITS
April 16- April 16- Accident Rate March 17 March 17 Facility Per 100,000 Number of Customer visits visits Accidents Ainslie Park Leisure Centre 395,488 51 12.9 Craiglockhart Leisure Centre 395,052 3 0.76 Dalry Swim Centre 121,480 15 12.35 Drumbrae Leisure Centre 205,634 4 1.95 EICA, Ratho 227,655 50 21.96 Glenogle Swim Centre 131,910 3 2.27 Golf, Outdoor Tennis & Bowls 353,647 1 0.28 Gracemount Leisure Centre 317,519 1 0.31 Jack Kane Centre 90,969 7 7.69 Kirkliston Leisure Centre 36,482 5 13.71 Leith Victoria Swim Centre 268,511 10 3.72 Meadowbank Sports Centre 476,312 10 2.1 Meggetland 142,865 0 0 Portobello Swim Centre 230,009 20 8.7 Queensferry High Rec Centre 34,554 3 8.68 Royal Commonwealth Pool 785,576 160 20.37 Saughton Sports Complex 117,195 1 0.85 Tumbles at Portobello 167,537 24 14.33 Warrender Swim Centre 169,248 8 4.73 Total 4,667,643 376 8.06
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APPENDIX C NUMBER OF STAFF ACCIDENTS COMPARISON
Staff Accidents Staff Accidents April 15 to April 16 to Facility March 16 March 17 Difference
Ainslie Park Leisure Centre 6 7 1 Craiglockhart T&S Centre 1 3 2 Dalry Swim Centre 0 0 0 Drumbrae Leisure Centre 0 1 1 EICA, Ratho 6 5 -1 Facilities Management 1 1 0 Glenogle Swim Centre 1 1 0 Golf, Outdoor Tennis & Bowling 0 1 1 Gracemount Leisure Centre 4 1 -3 Jack Kane Centre 0 0 0 Kirkliston Leisure Centre 0 2 2 Leith Victoria Swim Centre 0 3 3 Meadowbank Sports Centre 6 3 -3 Meggetland 0 3 3 Portobello Swim Centre 1 4 3 Queensferry Rec. Centre 0 0 0 Royal Commonwealth Pool 5 15 10 Saughton Sports Centre 0 0 0 Tumbles at Portobello 2 8 6 Vantage Point 1 1 0 Warrender Swim Centre 0 0 0
TOTALS 34 59 25 +74%
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APPENDIX D INCIDENTS COMPARISON
Near Non Work Sporting Miss Related Injuries Ainslie Park Leisure Centre 17 52 130 Craiglockhart Leisure and Tennis Centre 3 8 51 Dalry Swim Centre 2 3 7 Drumbrae Leisure Centre 3 16 17 EICA Ratho 7 36 53 Glenogle Swim Centre 1 4 3 High Schools 4 Gracemount Leisure Centre 7 19 Jack Kane Sports Centre 2 3 14 Kirkliston Leisure Centre 1 27 Leith Victoria Swim Centre 4 23 7 Meadowbank Sports Centre 20 86 Meggetland Sports Complex 1 20 Golf Courses 1 3 Portobello Swim Centre 5 15 16 Queensferry High Recreation Centre 9 Royal Commonwealth Pool 28 136 162 Saughton Sports Complex 2 11 Tumbles at Portobello 2 35 184 Vantage Point 1 Warrender Swim Centre 1 11 7 Grand Total 76 379 827
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REPORT TITLE: Board Attendance 2016-17
DATE: 8 May 2016
Agenda Item No: 4(viii)
CHIEF EXECUTIVE: Report Ref: ELREP1000 June Peebles
1. Purpose To advise Board members of attendance at Board meetings during 2016/17.
2. Decision Required No.
3. Key Points
3.1 Overall Board attendance indicates an average of 75% for six Board meetings during 2016/17.
4. Background
4.1 The Board considers attendance at Board meetings on an annual cycle. In addition to the full Board Meetings, Board Members also service three sub committees and support members of the Strategic Leadership Team and other EL colleagues in a variety of ways.
5. Further details can be obtained from: June Peebles on tel. 458 2100 or by email at [email protected]
6. Additional Information
6.1 The attendance by individual Board members for the past year is shown in Appendix 1. This does not of course reflect the substantial commitment on various sub committees and support to members of the Strategic Leadership Team and other EL employees over and above the Board meetings themselves.
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Appendix 1
BOARD ATTENDANCE TO APRIL 2016 - MARCH 2017 (INCLUSIVE)
Attendance Board Member Attendance May June Aug Oct Dec March April 16 2016 2016 2016 2016 2016 2017 to March 17
% Actual Possible
D Milne √ √ A √ √ √ 83 5 6
R. Lewis √ √ √ √ A √ 83 5 6
R. Cairns A √ √ √ √ A 67 4 6
C. Mumford √ √ √ √ √ √ 100 6 6
C. Booth √ √ √ √ √ A 83 5 6
J. Balfour A √ √ √ A A 50 3 6
K. Doran A √ √ √ A A 50 3 6
A. Petkevicious A √ √ √ √ A 67 4 6
S Haldane √ A √ √ √ √ 83 5 6
J Moran √ A √ √ √ √ 83 5 6
K Goodlad √ √ √ √ A √ 83 5 6
D McKenzie √ √ √ √ √ √ 100 6 6
J Davies A A A √ A √ 33 2 6
C McMillan N/A N/A N/A N/A √ √ 100 2 2
Totals 8/13 10/13 11/13 1313 9/14 9/14 75% 60 80
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REPORT TITLE: Staff Survey Results 2017
DATE: 8 May 2017
Agenda Item No: 5 DIRECTOR OF PEOPLE: Report Ref: ELREP1001 Karen Scott
CHIEF EXECUTIVE: June Peebles
1. Purpose:
1.1 To provide the Board with an update on the results of the most recent staff survey which was completed in October 2016, with results received in February 2017.
2. Decision:
2.1 No
3. Recommendation:
3.1 N/A
4. Background:
4.1 Edinburgh Leisure has participated in the “Best Companies” staff survey for each of the past 6 years (for more info, please see www.b.co.uk). This is a national survey that attracts almost 900 entries annually. The survey consists of a series of statements that staff rate their level of agreement or disagreement with.
4.2 The statements are then grouped into 8 distinct factors and aggregate scores are produced for each factor. There is also the opportunity for participants to leave free form comments around what makes EL a great organisation to work for and what would make EL a better organisation to work for.
4.3 The survey is an important measurement of our staff engagement.
4.4 The survey is open to all staff and completion is encouraged but not enforced (as per the Best Companies regulations). Completion takes place during the month of October; this timing is set by Best Companies and needs to be followed if we wish to be considered for the Top 100 list.
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5. Key Results
5.1 The total completion rate was 56% which is a 2% increase on the previous two years and exceeds the qualification rate of 40%. This year was completed with an entirely email and electronic based approach.
5.2 Our overall results improved by 1% compared to last year. We have retained our ‘one to watch’ status.
5.3 We saw an improvement in most factors:
Fair Deal +4% Giving Something Back +2% Leadership, My Manager, Wellbeing +1% My Company and Personal Growth haven’t changed My Team showed a 3% reduction (partly connected to a new question)
5.4 Comparing our factors to the ‘1 Star’ benchmark results: • ‘Wellbeing’ is our strongest factor, and is 2% above the ‘1 Star’ benchmark • ‘Fair Deal’ is our weakest factor, and is 7% below the ‘1 Star’ benchmark
5.5 We didn’t see any big change in the question results, which means that many of the large increases seen last year have been consolidated. For example, ‘I am inspired by the person leading this organisation’ improved by +29% last year, and by 1% this year, meaning that it is 30% higher than it was in 2015.
5.6 As it was last year, our highest scoring question (meaning that it had the strongest level of agreement with the statement) was: ‘I believe that I can make a valuable contribution to the success of this organisation’
5.7 We are able to look at our results by ‘venue’ and we have 16 in total. There was more variation in our results compared to last year at venue level. 9 of our 16 venues showed an improvement. The highlight results from our venues were: • Portobello Swim Centre and Gracemount Leisure Centre achieved ‘2 Star’ • Ainslie Park Leisure Centre and Vantage Point achieved ‘1 Star’ • Ainslie Park Leisure Centre achieved a year on year improvement of 20% • Portobello Swim Centre and Meadowbank Sport Centre both achieved improvements of over 15% • We have 6 venues who did not improve on their scores from last year. The Managers of these venues are being supported by their Heads of Service to identify possible reasons for the drop and agree actions to improve their employee experience.
5.8 All managers are sharing their results with their teams and they have identified actions to build on and improve the employee experience in Edinburgh Leisure. The target is for us to achieve ‘1 Star’ accreditation next year.
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5.9 We will carry out a Quick Staff Survey in May 2017. This will measure our progress on our desire to improve staff engagement. We will also use this survey to ask staff for their views on wellness at work to inform our Active Staff plan.
6. Additional Information
6.1 The graphs are detailed under section 7.
6.2 Further details can be obtained from Karen Scott, telephone no 458-2100 or by email [email protected]
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7. Staff Survey Graphs
7.1 This table shows our year on year results compared to the accreditation scales.
7.2 Our 2017 results compared to our 2016 results: Overview
Overall by Factor
5.5 (-3%) (0%)
5.2 (+2%) (+1%)
(+1%) (0%) 4.9 (+1%)
4.6
4.3
(+4%)
4
3.7
3.4 Leadership My Company My Manager Personal Growth My Team Wellbeing Fair DealGiving Something Back
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
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7.3 Our 2017 results compared to our 2016 results: by Factor
Leadership by Question
(+1%) tion do a lot of telling but not much listening
(+2%) nior managers truly live the values of this organisation
(+3%) e leadership skills of the senior management team
(+1%) organisation based on sound moral principles
(+1%) This organisation is run on strong values / principles
(+1%) I am inspired by the person leading this organisation
3.9 4.1 4.3 4.5 4.7 4.9 5.1 5.3
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
My Company by Question
(-1%) ribution to the success of this organisation
(-1%) My work is an important part of my life
(+2%) I love working for this organisation
(-1%) I feel proud to work for this organisation
(+1%) I would leave tomorrow if I had another job
4 4.3 4.6 4.9 5.2 5.5 5.8
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
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My Manager by Question
(+1%) manager cares about me as an individual
(+2%) he leadership skills of my manager
(+1%) manager helps me to fulfil my potential
(+2%) s about how satisfied I am in my job
(0%) otivates me to give my best every day
(+2%) ot of telling but not much listening
4.3 4.5 4.7 4.9 5.1 5.3
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
My Manager by Question
(+2%) f I showed signs of being under too much pressure
(+1%) expresses his / her appreciation when I do a good job
(0%) My manager is an excellent role model for me
(-1%) ager shares important knowledge and information with me
(+3%) I feel that my manager talks openly and honestly with me
(+1%) I feel that I lack support from my manager
4.5 4.7 4.9 5.1 5.3 5.5
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
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Personal Growth by Question
(+1%) learn and grow within this organisation
(-1%) I am bored with the work I do
(+2%) This job is good for my own personal growth
(+2%) in this job is a great benefit to me personally
(-3%) I gain from this job is valuable for my future
3.8 4 4.2 4.4 4.6 4.8 5 5.2 5.4
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
My Team by Question
(-3%) am go out of their way to help me
(-1%) am don't care much for each other
my team have a negative impact
(0%) a strong sense of family in my team
(0%) My team is fun to work with
4.3 4.5 4.7 4.9 5.1 5.3 5.5 5.7
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
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Wellbeing by Question
(+1%) interferes with my responsibilities at home
(+3%) e balance between my work and home life
(-1%) My health is suffering because of my work
(+2%) feel exhausted when I come home from work
(0%) My work deadlines are unrealistic
(0%) too much pressure at work to perform well
(+1%) I'm spending too much time working
3.5 3.8 4.1 4.4 4.7 5 5.3 5.6
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
Fair Deal by Question
(+5%) I am happy with the pay and benefits I receive in this job
(+3%) hat I do relative to others within this organisation
(+4%) le in similar positions in similar organisations
(+3%) receive fair pay for the responsibilities I have in my job
3.4 3.5 3.6 3.7 3.8 3.9 4 4.1 4.2 4.3 4.4
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
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Giving Something Back by Question
(0%) organisation encourages charitable activities
(0%) ation genuinely cares about the environment
(+1%) s organisation has a strong social conscience
(+2%) put more back into the local community
(+2%) do enough to protect the environment
(+5%) e only things driving this organisation
3.6 3.9 4.2 4.5 4.8 5.1 5.4 5.7
Edinburgh Leisure - (Not For Profit Sectors Accreditation 2017) Edinburgh Leisure - (Not For Profit BCI Survey 2016)
7.4 Our 2017 results compared to the 1 Star Benchmark
Overall by Factor
5.7
5.4 (-6%) (-6%)
(-1%) (-4%) 5.1 (-5%) (-4%) (+2%) 4.8
4.5
4.2 (-7%)
3.9
3.6 Leadership My Company My Manager Personal Growth My Team Wellbeing Fair DealGiving Something Back
Edinburgh Leisure 1 Star Mid Companies
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REPORT TITLE: Audit & Risk Committee Terms of Reference
DATE: 8 May 2017
Agenda Item No: 6
CO. SECRETARY: Report Ref: ELREP1002 Kevin Johnston
CHIEF EXECUTIVE:
June Peebles
1. Purpose:
1.1 To advise the Board of the suggested amendments to the terms of reference for the Audit & Risk Sub-Committee.
2. Decision Required:
2.1 Yes: to approve the revised terms of reference document
3. Background:
3.1 The terms of reference document was last updated in 2013 and has been subject to review and discussion at recent meetings of the Audit & Risk Committee.
3.2 The result of those reviews has been the document appended below, highlighting proposed changes.
4. Additional Information
4.1 Further details can be obtained from Kevin Johnston, telephone no 458-2135 or by email [email protected]
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Audit & Risk Committee Terms of Reference
Overall Responsibility:
Take delegated responsibility on behalf of the Board for ensuring that there is an assurance framework for accountability, for examining and reviewing all systems and methods of control both financial and operational including risk analysis and risk management and for ensuring that Edinburgh Leisure is complying with all aspects of the law, relevant regulations and good practice.
Membership:
The Audit & Risk committee will consist of no fewer than 4 Board members appointed by the Board.
The Chair of the Audit & Risk committee will be appointed by the board. This Chair should not be Chair of main Board of Directors.
Any Board member may attend a meeting of the Audit & Risk Committee, including those who are not members of the committee. They will be shown as “in attendance” in the minutes.
The Chief Executive, the Commercial Finance Director, Director of Operations and such other members of staff as the Chair of the Audit & Risk committee may require, shall be in attendance at meetings.
External auditor shall be in attendance at invited to attend all meetings.
Secretary:
The Company Secretary or their nominee shall act as the secretary of the committee.
Quorum:
The quorum necessary for the transaction of business shall be 3 members. A duly convened meeting of the committee at which a quorum is present shall be competent to exercise all or any of the authorities vested in the committee.
Frequency, Notice & Minutes of Meetings:
The Audit & Risk committee will meet at least 3 times per annum.
The Audit & Risk committee will report back regularly and at least every 4 months to the Board.
The Audit & Risk committee will meet at least once per annum with External Auditors with no members of the management team in attendance.
Meetings of the committee shall be called by the secretary of the committee at the request of any of its members or at the request of external auditors if they consider it necessary.
Notice of each meeting confirming the venue, time and date together with an agenda of items to be discussed, shall be forwarded to each member of the committee and any other person required to attend no later than 5 working days before the date of the meeting. Supporting papers shall be sent to committee members and to other attendees as appropriate, at the same time.
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The secretary shall minute the proceedings and resolutions of all meetings of the committee, including recording the names of those present and in attendance.
Minutes of committee meetings shall be circulated promptly to all members of the committee, and once agreed to all members of the Board.
Duties:
• To ensure that management have a framework of effective Audit & Risk coverage, having reviewed the internal (CEC) and external Audit & Risk processes and to ensure that the framework is proactively monitored, managed and acted upon.
• To undertake an annual review of the Risk Management process and advise the Board on its appropriateness.
• To advise the Board on the minimum and optimum level of internal and external Audit & Risk arrangements.
• To ensure that all required Governance reporting is completed including but not restricted to annual accounts, OSCR compliance, current SORP 2005, CA2006 Companies Act 2006.
• To ensure that regular audits are risk assurance activity is carried out in the following areas; legal, risk, financial (including statutory annual audits, VAT, PAYE), health and safety, investments and insurance, and to contribute to those reviews identified in the risk register.
• To ensure that the Standing Orders and Operating Guidelines are reviewed on an annual basis.
• To monitor internal and external Audit & Risk reviews and to advise the Board accordingly.
• To investigate on behalf of the Board any financial, operational or reputational matter which may put Edinburgh Leisure at risk.
• To examine reports on special investigations and to advise the Board accordingly.
• To consider the appropriateness of management action following audit reviews and to advise senior management on any additional or alternative steps to be taken.
• To appropriately challenge management to encourage a culture within the Charity whereby each individual feels that he or she has a part to play in guarding the probity of the Charity, and is able to take any concerns or worries to an appropriate member of the management team or in exceptional circumstances directly to a member of the Audit & Risk committee.
• To provide minutes of all Audit & Risk committee meetings for review at meetings of the Board.
External auditors
• To consider tenders for the external auditing services and recommend to the Board which firm should carry out the annual external audit of the charity's statutory accounts’.
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• To advise the Board on the contents of the draft Audit report and of any Management Letter that the Auditors may wish to present to the Board, and to formulate for Board use any written representations that may be needed by the auditors in connection with the Statutory Accounts or any other financial statements.
• To discuss with the external Auditors any issue or reservations arising from the draft external Audit report and draft Management Letter, reporting relevant issues back to the Board, and advising the Board accordingly.
• To review the performance of the auditors and advise the Board on any changes that ought to be made to their terms of engagement.
• To obtain any necessary external professional advice to enable the Audit & Risk committee to carry out its responsibilities more effectively.
Review
• Review the terms of reference annually.
• Via a formal feedback at the Board review the performance of the Audit & Risk Committee on an annual basis against the terms of reference.
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