The brief

Strategic Leisure has worked with South Gloucestershire Council over a five-year period to improve the management and service delivery of its five leisure facilities. Initially our role was to undertake a detailed operational review and the preparation of a performance improvement plan. This enabled the service to reduce the deficit, increase throughput and improve quality standards. We worked with the service to prepare a competitive tender bid that resulted in the retention of services in-house. Strategic Leisure with the Council reduced the net cost of the service by 50% and saw off stiff competition from the private sector.

Our successful collaboration with the Council was re-established when we were asked to assist with the Council’s Best Value Review. This commission was extended to include a management options appraisal. Strategic Leisure carried out an objective and independent evaluation of all the options for service delivery and concluded that the most economic, effective and efficient way to operate the service was through the establishment of a Leisure Trust. This recommendation was accepted by the Council.

Our Approach

Strategic Leisure was retained again, this time to project manage the set up of a new Non-Profit Distributing Organisation (NPDO). Our work involved but was not limited to;

• Preparing the project plan
• Chairing the Implementation team and the ‘embryonic’ Trust Board
• Recruiting, training and supporting the Trustees
• Preparing the partnership documentation
• Liaising with the Charity Commission
• Preparing the Business Plan and Strategic Framework
• Negotiating the ‘deal’
• Advising on strategic, hr, operational, business and financial matters
• Coordinating the work of external advisers and internal working groups

Project Outcomes

The service transferred successfully to the new Company Limited by Guarantee (with Charitable Registration) in November 2005. The new partnership between the Council and the Trust will bring a number of benefits to the leisure ‘stakeholders’ of South Gloucestershire including;

• Improved revenue position
• The release of funds for capital investment
• Better facilities
• A focus on strategic ‘outcomes’
• Service enhancements