Agenda - pdf - Selby District Council

2.1 Development Plans
In addition to the targets detailed within this review document, we will also work towards
specific objectives contained within a number of developmental plans, which include:
• The Sports Development Plan
• The Quest Improvement Plans for the Leisure Centres
• An annual business plan (which will contain the objectives detailed within the
report)
• The Aquatic Strategy
Feedback against the targets contained within the above plans will be reported to Selby
District Council via the Covalent system.
3.0 Service Review 2010 - 2011
3.1 Capital Investment
Since the completion of the £1.1m capital investment programme at Abbey Leisure
Centre, the new facilities are performing extremely well. At the commencement of the
contract, there were 751 gym members at Abbey Leisure Centre and approximately 280
at Tadcaster Leisure Centre. These figures have increased to 2700 gym members at
Abbey Leisure Centre and over 350 members at Tadcaster Leisure Centre.
The second element of the capital investment programme was to refurbish the previous
outdoor pitch changing facilities and create a social area; which encompasses catering
and bar facilities. To follow our branding of sport and leisure, and food and beverage
facilities, the new facilities were named Café Life (Abbey LC Café) and Social Life (Bar
area).
Café Life has been very well received by users at Abbey Leisure Centre and in terms of
stock performance was expected to achieve a Gross Profit of 60%. Over the last 12
months the GP levels have exceeded the required level with stock results coming in at
between 62% - 65%.
However, the revenue turnover for the facility is not at a level that we would expect, so
work is being carried out to develop a comprehensive events programme at the facility
in order to drive up income from food and beverage at Abbey Leisure Centre. The
longer term success of both facilities will be dependant on increasing the number of
special events, conferences, training courses and meetings; maximising occupancy in
these areas. In Wigan, we have found clear correlation between success in food and
beverage and delivery of commercially focused events.
We also believe that there needs to be more cross promotion of ‘healthy option’
packages for gym members with value added pricing to attract the health and fitness
market. Therefore, both areas of the business will have clear objectives within the
contained key priorities for 2011/12.
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