Agenda - pdf - Selby District Council

In terms of Tadcaster Leisure Centre, the facility currently has just over 350 gym
members. There is opportunity to grow the business by a further 600 members based
upon a recent latent demand study that was carried out. This would however be based
upon expansion of the current gym facilities to incorporate a larger scale health and
fitness facility.
3.2 Organisational Culture
One of the key priorities for us since the commencement of the contract has been to
embed a positive ‘can do’ culture into Selby Leisure Services. We recognise that setting
clear objectives is only part of the process; we also need a team focused on
improvement to help us deliver on our promises.
Over the last 12 months, progress has been made in a number of areas to improve the
culture within the service. These are:
• Restructure of the existing staffing structure to meet the needs of the service
• Recruitment of a General Manager to instil leadership and commercial
management within the service.
• Introduction of an NVQ programme through Lifetime Health and Fitness, which is
available to employees in Selby
• More regular meeting structures including 1-1 meetings and unit team meetings
• Targets have been introduced across commercial elements of the service such
as health and fitness, swimming lessons and food and beverage.
• More accountability has been placed on the service i.e. checklists and regular
review meetings with our Senior Management Team.
We have had clear objectives from the outset of the contract around meeting both
commercial and social objectives, whilst providing high quality and value services for
Selby District residents. We feel that for this to become the norm, the above processes
need to be embedded within the service.
As detailed above, we implemented a restructure across the management team and
introduced new roles of General Manager and Assistant General Manager. The role of
the Quality and Performance Officer, Marketing and Events Officer and the Centre
Manager at Tadcaster Leisure Centre were also removed from the structure. Having a
new General Manager in post will allow us to drive forward changes and make
significant progress on the key objectives laid out within the attached plans.
3.3 Continuous Improvement and performance monitoring
We committed to continually improving the services delivered in the District of Selby.
However, there needs to be a clear method of measurement to assess performance
levels. It has been agreed through the Selby Forum, that we would be measured across
14 Key Performance Indicators. These would be periodically reviewed by Selby District
Council and results against the indicators would be fed into the Covalent system to
demonstrate how we are contributing to Selby District Council’s wider strategic objectives.
In terms of performance throughout 2010/11, the following summary covers the KPI’s with
considerations for both under and over achievement. (The full report will be submitted as
Appendix 1).
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