STRATEGY
2015-2019
FIT FOR THE FUTURE
CONTENTS FOREWORD
3
INTRODUCTION
4
ABOUT US
5
OUR STRATEGY
7
OUR SCOTTISH BORDERS 8 VISION, MISSION & VALUES 9 STRATEGIC FRAMEWORK 10 STRATEGIC OBJECTIVES 11 PRIORITY ACTIONS 12 PLANNING FRAMEWORK 13 INSIGHT, IMPROVEMENT & INNOVATION
14
MEASURING OUR SUCCESS 15 CONTACTS 2 | Borders Spor t and Leisure | Strategy 2015-2019
16
FOREWORD
H
ABIT… IT’S AN EMOTIVE WORD THAT can have both positive and negative connotations. Habits are something that we all have and there’s no doubt they impact on our lives, our family’s lives and ultimately society as a whole. What influences any habit is, in some respects, simple psychology based around the avoidance of pain or the pursuit of pleasure. Habits relating to participation in physical activity and sport are no different. If we are in pain we search for ways to alleviate it. If we get pleasure from what we do, we do more of it and more regularly. When ‘People do not decide their a habit has a futures, they decide their positive impact habits and their habits decide on our health, their futures.’ F.M. ALEXANDER wellbeing or sense of achievement, the results have a ripple effect on many aspects of our lives. With this strategy we acknowledge that for us to realise the growth in participation we aim to achieve we need to work with partners to support and encourage people to develop a positive habit of regular participation in physical activity and sport. We will do this by ensuring each and every person’s experience with Borders Sport and Leisure is a positive and pleasurable one. The end result will be a happier and healthier population in the Scottish Borders and beyond.
Borders Sport and Leisure | Strategy 2015-2019 | 3
INTRODUCTION We are pleased to present our physical activity and sport strategy 2015 to 2019. This strategy builds on the success of its predecessor, which guided Borders Sport and Leisure through three years of significant organisational change, resulting in attracting more than one million visits per year. This success has been achieved in one of the most sparsely populated areas in the United Kingdom demonstrating that our customers choose to participate in physical activity and sport with us time and time again. These growing participation numbers are a clear indication of the importance of Borders Sport and Leisure to the people of the Scottish Borders and consequently we have positioned community right at the heart of our strategy. We have done this by developing a framework using age stages for achieving our strategic outcomes. In addition, it is by using this framework that we will gain an insight into what our community needs to encourage them firstly to take part in physical activity and sport and secondly to ensure they continually engage with us following enjoyable and self-fulfilling experiences. We are poised to face many challenges over the next four years including, but not restricted to: 1. Managing austerity-related financial deficits 2. Changes in demographic make-up 3. Causes of and issues arising from health inequalities These challenges require a multi-agency approach and this strategy gives us a clear mandate to collaborate and work with partners. This will enable us to shape and deliver front-line services that realise positive impact on the lives of our customers.
4 | Borders Spor t and Leisure | Strategy 2015-2019
ABOUT US t
THE BUSINESS OF BORDERS SPORT AND LEISURE At its inception in 2003, the core successful future. We will therefore business of Borders Sport and Leisure seek to build on existing strong business was the strategic and operational foundations, for example: investing in management of sport and leisure Information Communication Technology facilities leased from Scottish Borders and the Continuous Professional Council. In 2011, the transfer of the Development of our committed and Sports Development Services and the dynamic workforce. Active Schools Team broadened the company’s offering. The challenge for a business like ours will Today, as a charitable organisation, we always be achieving, offer a wide range of services, delivered and subsequently in our centres and in various locations in maintaining, a our community. These services meet a balance between diverse range of needs and expectations p r o v i d i n g – from improving the health of people services that are who are less active to improving commercially viable sporting performance in those who are with those that are committed to talent development. We socially worthwhile. We will continue to respond to our market know that striking this needs – evolving and developing our balance will come from all services, exceeding the needs of our services being professionally customers, partners and employees – delivered in a way that meets the over the life span of this strategy. customers’ needs, whether they are looking to have fun, improve their health Borders Sport and Leisure is a or develop their sporting potential. We not-for-profit company which means will engage and inspire customers into we have no shareholders. Consequently regular participation. any surplus we make is reinvested back into the business of continuing Through this balanced portfolio we to regularly engage people in physical seek to earn adequate revenues to activity and sport. Innovation and a provide an excellent experience for our modern approach to dealing with the customers while meeting our financial challenges we face are key to our and charitable commitments.
Borders Sport and Leisure | Strategy 2015-2019 | 5
t
STRATEGIC CONTEXT There is now universal endorsement that participation in physical activity and sport yields a positive impact on the physical and mental wellbeing of us all. Nationally, the Scottish Government has, as part of the overarching purpose of creating a more successful country, set out desired outcomes for physical activity and sport for the next ten years. The headline measure for these outcomes is the proportion of the population who meet the recommended level of physical activity for their age.
6 | Borders Spor t and Leisure | Strategy 2015-2019
Age Band Recommended Level of Physical Activity Under 5s
3 hours per day
5–18 years
1 hour per day
19–64 years
30 minutes per day
65+ years
30 minutes per day
Source: Start Active, Stay Active Chief Medical Officer Report 2011
OUR STRATEGY The Active Scotland Outcomes shape our strategic context and are reflected in our own strategic outcomes and objectives, which have age and participation at their heart. We consider ourselves responsible, locally, with our partners, for the delivery of the Active Scotland Outcomes, resulting in positive impact that will be evidenced. However, as with many of our partners, we find ourselves faced with not only the aforementioned challenges, but additional external factors that influence the environment in which we operate. These include:
Austerity
Policy continues to focus on an austerity agenda. The cascading effect of this impacts on everyday decisions
Demographic change
Our population is ageing which needs to be reflected in the services and facilities offered
Change to consumer habits
The choices people have in terms of leisure time activities are as numerous as they are diverse
Increase in competition The fast-paced sector we operate in has fewer barriers to entry than ever before. More and more people are entering the market as physical activity or sport service providers Causes of health inequality
Unfair differences in health within the population across social classes and between different populations
Targeted partnership action will be critical to success so we will enhance our working relations, both in terms of continuing to strengthen current relations with organisations such as Scottish Borders Council, NHS
Borders, Scottish Government, sportscotland, NGBs and Sporta, and with the development of new relationships. Together we will meet these challenges with a combination of energy and enthusiasm, investment and innovation.
Borders Sport and Leisure | Strategy 2015-2019 | 7
OUR SCOTTISH BORDERS The Scottish Borders covers about 1800 square miles and is home to approximately 113,000 people, many living in small rural communities, linked by strong common bonds of family, education and sport. Despite these bonds, the rurality of the region can result in inequalities in health and a sense of isolation. KEY FACTS The Scottish Borders Council Household Survey 2015 gives useful insight into the people of the Scottish Borders, with regards to sport and leisure. • 47% of respondents stated they take part in a
• • •
30 minute period of physical activity at least 4 times per week 31% of respondents are members of a recreational group or organisation, i.e. gym or sports club 30% of respondents regularly attend local fitness classes 30% of respondents stated they were involved with volunteering Source: Scottish Borders Council Household Survey 2015
These are just some of the figures that demonstrate the potential to make a significant impact on the lives of our community through physical activity and sport.
Looking ahead, changes to the demographic make-up of the region mirror that of many across the country with an increasingly ageing population particularly worth noting. Age
2015
2016
2017
2018
2019
Group
% Change
2037
over 4 years
% Change 2015-2037
0-5
5759
5753
5737
5737
5736
-0.4
6113
6.1
5-16
14322
14309
14269
14310
14347
0.2
12777
-10.8
17-24
8952
8873
8810
8539
8320
-7.1
7771
-13.2
25-29
5061
5067
5116
5235
5317
5.1
4470
-11.7
30-34
5214
5182
5163
5171
5178
-0.7
4507
-13.6
35-39
5397
5415
5463
5599
5636
4.4
5189
-3.9
40-44
7351
6918
6429
6052
5864
-20.2
6329
-13.9
45-49
8961
8818
8621
8299
7878
-12.1
6325
-29.4
50-54
9271
9365
9499
9419
9383
1.2
6382
-31.2
55-59
8695
8838
8912
9136
9235
6.2
6510
-25.1
60-64
8081
8137
8339
8476
8672
7.3
7251
-10.3
65-69
8684
8801
8291
8099
8023
-7.6
9163
5.5
70-74
6356
6591
7335
7648
7863
23.7
9240
45.4
75-79
5148
5195
5249
5441
5570
8.2
7805
51.6
80+
6731
6900
7098
7333
7633
13.4
13805
105.1
Total
113983
114162
114331
114494
114655
0.6
113637
-0.3
Source: National Records of Scotland 2012
8 | Borders Spor t and Leisure | Strategy 2015-2019
VISION Improved lives through physical activity, sport and leisure
MISSION To be a successful, sustainable business providing quality opportunities that inspire people to achieve healthier futures by participating in play, physical activity and sport.
VALUES Our values underpin all that we do Enjoy:
We look forward to coming to work every day to deliver the best service to all our customers
Innovate: We are forward-thinking in all we do and continually look for ways to progress and improve Inspire:
We have energy, desire and determination to inspire everyone to take part in physical activity, sport and leisure
Unite:
We work together as colleagues, partner agencies and customers to achieve our vision
Borders Sport and Leisure | Strategy 2015-2019 | 9
STRATEGIC FRAMEWORK OUR OBJECTIVE IS TO INCREASE PARTICIPANT VISITS BY 30% BY 2019
ACTIVE SCOTLAND OUTCOMES
STRATEGIC OUTCOMES
As a business which delivers services with the aim of positively impacting on the lives of our community we have aligned our objectives with the Active Scotland Outcomes and, as is the case with these Outcomes, have taken participation levels as a means of measuring impact. We encourage and enable the inactive to be more active We encourage and enable the active throughout life
We support wellbeing and resilience in communities through physical activities and sport We improve opportunities to participate, progress and achieve in sport
We develop physical confidence and competence from the earliest age We improve our active infrastructure - people and places
10 | Borders Spor t and Leisure | Strategy 2015-2019
PLAY More children participating in active play opportunities with Borders Sport and Leisure ACTIVE More people, in all life stages, participating in regular physical activity with Borders Sport and Leisure SPORT More people participating directly in sport or in the delivery of sport, supported or led by Borders Sport and Leisure
STRATEGIC OBJECTIVES play
active
OBJECTIVES
• Increase number of participant visits for physical activity through play by 0-5 year olds • Increase number of participant visits for physical activity through play by 5+ year olds
OBJECTIVES
• Increase the number of participant visits by 5-16 year olds • Increase the number of participant visits by 17-64 year olds • Increase the number of participant visits by 65+ year olds
COMMUNITY AT THE HEART
• Increase the number of 5-16 year old members • Increase the number of 17-64 year old members • Increase the number of 65+ year old members
sport OBJECTIVES • Increase number of participant visits by 5-16 year olds in developmental sports activities • Increase number of participant visits by 17-64 year olds in developmental sports activities
Underpinning our delivery are clear business objectives • • • •
• Increase number of participant visits by 65+ year olds in
Return an annual surplus to invest into the achievement of our mission Maintain financial reserve of 5% of income year on year Increase generated income: expenditure ratio Increase the number of participant visits per year by 2019
developmental sports activities • Increase number of participant visits by 5-16 year olds in recreational sports activities • Increase number of participant visits by 17-64 year olds in recreational sports activities
participant visits by 65+ year olds in recreational sports activities • Increase the number of active volunteers and volunteer coaches on BSLT database
• Increase number of
• Increase customer satisfaction • Increase standards audits performance • Generate revenue from products/ services no more than 6 months old • Reduce total energy consumption
per square metre • Attract external funding, year on year • Increase the number of programmes delivered with, or on behalf of, partners
Borders Sport and Leisure | Strategy 2015-2019 | 11
PRIORITY ACTIONS t
PRIORITY ACTIONS AND PLANNING FRAMEWORK To achieve our strategic objectives we have identified the following priority actions for our community, based on age. We have aligned the actions to the age segment we consider would benefit most but fully appreciate that participation is not exclusively for the ages noted and that inter-generational participation is a key driver too.
0 TO 5 YEARS • Open new play centre at the Gytes Leisure Centre • Investigate running a play bus • Develop the Mini Programme • Expand Tumble Time programme • Incorporate Adult and Child Swim into the 50 week Learn to Swim Programme 5 TO 16 YEARS • Launch new school swimming programme • Run legacy programmes linked to Rio Games 2016 and the Gold Coast Games in 2018 • Expand Teen Zone sessions to all centres • Introduce new junior membership product • Develop sport participation centres • Introduce advanced development programmes for target sports
12 | Borders Spor t and Leisure | Strategy 2015-2019
• Investigate cycling loop at Tweedbank Sports Complex • Explore a School of Dance programme • Develop recreational sports programmes 17 TO 64 YEARS • Conduct a feasibility study into TriFitness relocation • Launch new membership products • Develop Health Improvement Team • Improve NHS Referrals process • Launch programme of participation events 65+ YEARS • Develop of an Active Ageing Team • Launch of Active Ageing Programme – including physical activity and recreational sports • Investigate Green Gym • Conduct a feasibility study into Active Ageing gym
PLANNING FRAMEWORK t
OUR STRATEGY IS INFORMED BY A SERIES OF PLANS
OUR BUSINESS FIT FOR THE FUTURE The successful delivery of our strategy, and the longer term growth of the business will be supported by a framework of plans.
BUSINESS ACTION PLAN
SALES PLAN
Ensure we have a blueprint for how we operate the business as a whole.
Ensure we maximise revenue generation to sustain core and socially worthwhile programmes.
FACILITIES MANAGEMENT PLAN Ensure facilities continue to meet the needs of our participants through a programme of planned preventative maintenance, building enhancement and renewal.
STAFF DEVELOPMENT PLAN Ensure we have a robust framework of ‘recruit, train and retain’ that provides opportunities to enhance employability and also enjoyment in the workplace.
MARKETING PLAN Ensure the product and business continue to satisfy the needs of our participants.
ENVIRONMENTAL PLAN Ensure we work to minimise our carbon footprint and realise our social responsibility to take care of the environment.
ICT PLAN Ensure our information and computer systems are upgraded to take advantage of developments in new technology.
FINANCE PLAN Ensure the company’s financial position is strong and can sustain long-term growth.
PARTNERSHIP PLAN Ensure partnership working has clear direction and focus for achievement of the respective organisations’ objectives.
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INSIGHT, IMPROVEMENT & INNOVATION INSIGHT Improvement is doing things better but when Insight gives us an invaluable perspective on something reaches the optimum level we will strive those at the heart of our strategy. We will utilise to do things differently through… various market research techniques and technologies to gain an INNOVATION understanding of our customers’ Innovation is significant positive IGHT S INSIGHT motivations and aspirations. change and is key to our IN This will inform us of what business in this fast-paced, influences their attitude dynamic sector. Working towards participation in with our partners will steer physical activity and sport, our innovation but the and thereafter, gives us main source of inspiration the opportunity to turn will come from our staff. IMPROVEMENT INNOVATION intention into action. Every member of our team The insight we gain will be is actively encouraged to the catalyst for… come forward with ideas. As the frontline of our organisation IMPROVEMENT they are best placed to gauge To improve lives we need to continually what our customers want and we have improve as an organisation. We have frameworks a framework in place ready to capture and act in place to evaluate and benchmark areas of quickly on all innovative ideas. improvement and appreciate the positive impact, both on customers and staff, when we realise The key driver for innovation comes from our insight improvement. and so it continues. t
t
In some respects identifying priority actions is the easy part. Drive and determination will be needed when we look to bring these to life. This is when we will be guided by three business fundamentals that are connected and continually feed into each other:
M
NE
T
I NN
O
t
E
TIO A V
N
IMPROV
14 | Borders Spor t and Leisure | Strategy 2015-2019
MEASURING OUR SUCCESS Our performance will be measured by a mix of quantitative and qualitative information. Quantitative data includes financial and participation information. Qualitative data includes case studies, testimonials and VISION
ACTIONS
social impact evaluations which will provide a view of the impact of our services. Both will be reviewed monthly by the management team and regularly reported to the Board of Trustees.
IMPROVED LIVES THROUGH PHYSICAL ACTIVITY, SPORT AND LEISURE 5 TO 16 YEARS Launch new school swimming programme • Run legacy programmes linked to Rio Games 2016 and the Gold Coast Games in 2018 • Expand Teen Zone sessions to all centres • Introduce new junior membership product • Develop sport participation centres • Introduce advanced development programmes for target sports • Investigate cycling loop at 65+ YEARS Tweedbank Sports Complex • Explore School of Dance Develop Active Ageing Team 17 TO 64 YEARS programme • Develop • Launch of Active Ageing Conduct a feasibility study recreational sports Programme – including into TriFitness relocation programmes physical activity and • Launch new membership recreational sports products • Develop Health • Investigate Green Improvement Team Gym • Conduct • Improve NHS feasibility study Referrals process into Active • Launch Ageing programme of gym participation
0 TO 5 YEARS Open new play centre at the Gytes Leisure Centre • Investigate running a play bus • Develop the Mini Programme • Expand Tumble Time programme • Incorporate Adult and Child Swim into the 50 week Learn to Swim Programme
events
IMPACTS
Physically competent and confident children
Increased participation levels by inactive members of community
Continued participation in regular physical activity and sport in all life stages
Improved active infrastructure
Increase in participation and progression in sport
Development of communities around sport
Borders Sport and Leisure | Strategy 2015-2019 | 15
CONTACTS Head Office A: Melrose Road, Galashiels, TD1 2DU T: 01896 661166 E: enquiries@bslt.org.uk
Queens Leisure Centre A: Melrose Road, Galashiels, TD1 2AE T: 01896 752233 E: queens@bslt.org.uk
Active Schools A: Melrose Road, Galashiels, TD1 2DU T: 01896 661166 E: enquiries@bslt.org.uk
Selkirk Leisure Centre A: Buccleuch Road, Selkirk, TD7 5DN T: 01750 20897 E: selkirk@bslt.org.uk
Border Tennis Centre A: Livingstone Place, Galashiels, TD1 1DQ T: 01896 752154 E: galashiels@bslt.org.uk
Selkirk 2G A: Pringle Park, Selkirk, TD7 4EW T: 01896 661166 E: enquiries@bslt.org.uk
Eyemouth Leisure Centre A: North Street, Eyemouth TD14 5ET T: 01890 750557 E: eyemouth@bslt.org.uk
Sports Development A: Melrose Road, Galashiels, TD1 2DU T: 01896 661166 E: enquiries@bslt.org.uk
Galashiels Swimming Pool A: Livingstone Place, Galashiels TD1 1DQ T: 01896 752154 E: galashiels@bslt.org.uk
Teviotdale Leisure Centre A: Mansfield Road, Hawick, TD9 8AG T: 01450 374440 E: teviotdale@bslt.org.uk
Gytes Leisure Centre A: Walkershaugh, Peebles, EH45 8GL T: 01721 723688 E: gytes@bslt.org.uk
Tweedbank Bowling Club A: Tweedbank, Galashiels, TD1 3RS T: 01896 756396 E: tweedbank@bslt.org.uk
Kelso Swimming Pool A: Inch Road, Kelso, TD5 7JP T: 01573 224944 E: kelso@bslt.org.uk
Tweedbank Sports Complex A: Tweedbank, Galashiels, TD1 3RS T: 01896 750456 E: tweedbank@bslt.org.uk
Peebles High School A: Springwood Road, Peebles, EH45 9HB T: 01721 540174 E: peebleshs@bslt.org.uk
TriFitness A: Netherdale, Galashiels, TD1 3EY T: 01896 757224 E: trifitness@bslt.org.uk
Peebles Swimming Pool A: Port Brae, Peebles, EH45 8AW T: 01721 720779 E: peebles@bslt.org.uk
3G Arena Netherdale A: Netherdale, Galashiels, TD1 3HE T: 01896 800340 E:3Garena@bslt.org.uk
www.bslt.org.uk