Item 15 - Appendix 1
West Dunbartonshire Council · 1 November 2023
Back to Corporate Services Committee — 1 November 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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BUSINESS PLAN 2023-2024 Inspiring Active “ & Healthier Communities” Appendix 1
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2 Contents Contents Page(s) Message from the General Manager 3 Introduction 4 Trust Activity 4 – 5 Staffing 5 Financial Budget 2023/24 6 Three Year Business Strategy & Annual Delivery Plan 7 Key Performance Indicators 8 – 10 Accessibility Statement 11
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3 Message from the General Manager 2022/23 continued to be a challenging year, recovering the trading performance of the business post pandemic and then coping with the extraordinary effects of soaring energy costs and the cost-of-living crisis. Whilst considerable progress has been made over the last year, the prevailing challenges of increased costs; potential ongoing reduction in funding; and the unceasing investment demands that an ageing portfolio of assets brings should not be under-estimated. Notwithstanding this, the Board and the Management team are fully aware that success will only be achieved through confronting difficult issues, and taking an innovative and collaborative approach to the delivery of services. However, I am sure 2023-24 will bring us exciting opportunities, projects and events and I look forward to welcoming them all throughout the coming year The Board of Trustees approved our Strategic Plan 2023-2028 which sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028) and provides the Board; Management; Employees and key stakeholders with a clear sense of direction for WDLT. The move from a three year to a five year Strategic Plan was to bring it in line with the Council’s five year Strategic Plan where the Trust has an important role in assisting the Council achieve their priorities. The objectives and priorities were developed by management to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects. In addition, it compliments National Strategies and West Dunbartonshire’s Local Outcome Improvement Plan and the Council’s Strategic Plan 2022 – 2027. We recognise that having an engaged, valued, enthusiastic, passionate, and professional workforce is key to our success. Therefore, we will be implementing a Workforce Plan alongside our five-year Strategic Plan to ensure we are able to respond accordingly to challenges and provide a working environment that allows all staff to deliver effective services. Active engagement with our employees, customers and external partners will always remain essential to ensure service delivery continues to meet needs and expectations within the resources we have available to us. We will continue to deliver focused programmes and initiatives that promote inclusiveness and positivity encouraging the adoption of a physically active lifestyle that is even more paramount at this time. John Anderson General Manager
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4 Introduction WDLT is a company limited by guarantee with charitable status and was incorporated in December 2011 and started trading in April 2012. WDLT is responsible for the strategic and operational management of the council’s Sport and Leisure Facilities; Community Facilities; Outdoor Pitches & Bowling Greens (transferred to WDLT 3 April 2017); Sports Development; Active Schools; and the delivery of the Council’s major Outdoor Events. This Business Plan outlines the activity planned in the coming year and the financial budget required to deliver these services in 2023/24. This includes the level of Management Fee from WDC. Trust Activity WDLT proposes to deliver the following on behalf of the Council in 2023/24: Sport & Leisure The strategic and operational management of the council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. Community Services The strategic and operational management of the council’s Community Facilities (currently 12) depending on the outcome of the Council’s review of Community Facilities; Theatre; outdoor Grass Pitches (18); Synthetic Pitches (3); outdoor Bowling Greens (2); and the new Athletics Track in Posties Park, Dumbarton. We will work with the Council to ensure the successful commissioning and operation of the new Athletics Track at Postie’s Park, Dumbarton. Sports Development Our Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park we will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. Unfortunately due to COVID and the recent review of services and the resultant hold on recruitment to cover vacancies as preparation for a new revised delivery model, Active Schools have not been able to deliver anywhere near its previous levels. Following review of statistical information across all 32 authorities, the overall performance has dropped to a level whereby West Dunbartonshire sits in the bottom ranges of local authorities. Therefore, the revised model will work closely with the Council’s Education department to
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5 investigate how best we can increase pupil physical activity participation in Active Schools programmes, including the use of more digital platforms. To monitor this, additional Key Performance Indicators have been included (see Key Performance Indicators section) and will be reported on a quarterly basis to the Board of Directors and the Council’s Partnership Officer. Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Loch Lomond Highland Games; the Scottish Pipe Band Championships; and a Firework Display. In addition to delivering outdoor events for the Council, we also manage and deliver the Run Loch Lomond 10k & 5k Road Races. Staffing To deliver the vast array of services/programmes (152.4 FTE) employees (excluding casual workers/coaches/instructors) are required to be utilised by WDLT. The tables below provide a breakdown of the FTE for each service area Business Development (14.26 FTE) Leisure Services (80.48 FTE) Designation FTE Designation FTE General Manager 1 Senior Leisure Trust Officer 1 Business Development Coordinator 0.6 Leisure Facility Officer 1 Development Officer 1.86 Fitness Officer 2 Customer Services & Support Officer 1 Technical Officer 2 Information & Systems Officer 1 Duty Officer 8.4 Training Officer 1.4 Leisure Attendant 33.82 Live Active Officer 3 Fitness Attendant 8.73 Clerical Assistants 4.4 Activity Assistants 2.5 Receptionist 11.18 Sport & Physical Activity (25.3 FTE) Membership Advisor 0.08 Designation FTE General Operative 9.77 AS, Sport & Physical Activity Manager 1 Active Schools Coordinator 6 Sport & Physical Activity Coordinator Aquatics 1 Community Services (32.36 FTE) Sport & Physical Activity Coordinator 2.9 Designation FTE Assistant Sport & Physical Activity Officer 1 Community Facilities Officer 1 Assistant Swimming Dev Officer 4 Duty Officer 3 Lead Coach 5.5 Facility Assistant 25.65 Assistant Coach 3.9 General Operative 2.71
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6 Financial Budget 2023/24 To deliver the programme outlined above, with the resources as listed, WDLT forecasts the following financial requirements, however this position may require to be updated following the council’s completion of the review of Community Facilities: Management Fee The following key adjustments have been applied to the calculation of the 2023/2024 Management Fee: Key Adjustments Base Subsidy (Management Fee 2022/23) £4,479,466 Employee Costs Uplift £187,431 Utilities Uplift £0 10% Saving (£447,946) Reduction in Property Costs as a result of Comm Facilities Review (£147,230) Draft Management Fee 2023/24 £4,071,721 This would represent a decrease in the management fee from the Council of £407,745 (approximately 9%) from 2022/23. Income 2022/23 Budget (£) Proposed 2023/24 Budget (£) Change in Budget (£) Management Fee 4,479,466 4,071,721 -407,745 Customer Receipts 2,932,134 3,712,000 779,866 Grant Funding 381,095 371,340 -9,755 Income Total 7,474,306 8,155,061 680,755 Expenditure 2022/23 Budget (£) Proposed 2023/24 Budget (£) Change in Budget (£) Expenditure Totals 8,216,611 9,025,837 809,226 A number of budget savings have been implemented within the accounts where possible to achieve the current anticipated budget expenditure; including the savings from the recently completed Active Schools and Sports Development restructure. However, the Trust is required to provide another one-off use of £870,776 of reserves to close the budget gap. Furthermore, the reduction of the Management Fee due to the Community Facilities review will unfortunately not be fully achieved due to the review still ongoing and therefore additional Management Fee will require to be provided to cover the operational costs of the community facilities until either the transfer or closure of these facilities.
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7 Five Year Strategic & Annual Delivery Plan This Strategic Plan sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028). It has been developed to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects and compliment National Strategies and West Dunbartonshire’s Strategic Plan. The following Infographic demonstrates how our Strategic Plan Objectives align with our Company Values and Missions Statement. We are an organisation that aspires to the highest standards in everything we do, and we adopt six core values, which will underpin how we deliver on our three strategic objectives and priorities to achieve our mission. The following table highlights our Strategic Priorities against our Objectives: Objectives: Health & Wellbeing Opportunities for All A Thriving Not For Profit Charity Financial Sustainability Priorities: Facilities Programmes Partnerships People Profile Technology Income Financial Resources Sound Governance Our full Strategic Plan can be accessed here WDLT have also developed a Delivery Plan for 2023/24 identifying the key actions we will undertake to assist achieve the Strategic Priorities within our Strategic Plan. Our Annual Delivery Plan for 2023/24 can be accessed here
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8 Key Performance Indicators Following a review of the previous Key Performance Indicators (KPIs) with the Council’s WDLT Partnership Officer, the following KPIs for 2023/24 have been agreed: Strategic Priority – Health & Wellbeing Opportunities for All Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target CC1 Wet Activities (per 10,000) 399 3,047 3,535 4,252 CC2 Dry Activities (per 10,000) 601 3,810 4,981 6,140 Overall Usage 201,229 1,098,121 1,124,745 1,328,100 Individual Participants - All Memberships 7,598 10,781 12,236 15,000 Priority – Programmes Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target % of local population who have been/are active participants in WDLT activities New Indicator New Indicator New Indicator 24.5% Total No. H&F Members New Indicator New Indicator New Indicator 6,150 No. of Learn to Swim Visits New Indicator New Indicator New Indicator 100,000 No. of Community Sport Programme Visits New Indicator New Indicator New Indicator 27,000 No. of Holiday Activity Visits New Indicator New Indicator New Indicator 4,900
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9 Priority – Partnerships Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target Targeted Active Schools Participants - SIMD 1 & 2 New Indicator New Indicator New Indicator 1,200 Targeted Active Schools Participants - ASN New Indicator New Indicator New Indicator 1,500 Total Targeted Active Schools Participants 625 1,038 2,414 2,700 % of Primary School Roll participating in Active Schools Sessions New Indicator New Indicator New Indicator 24% % of Secondary School Roll participating in Active Schools Sessions New Indicator New Indicator New Indicator 10% % of Total School Roll participating in Active Schools Sessions New Indicator New Indicator New Indicator 17% No. Sports Clubs/Organisations linked to Schools New Indicator New Indicator New Indicator 52 Free access to Holiday Activities New Indicator New Indicator New Indicator 12,000 Strategic Objective – A Thriving Not For Profit Charity Priority – People Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target Number of Workshops / Training Sessions / Courses delivered New Indicator New Indicator 523 500 No. of delivers for Active Schools Sessions New Indicator New Indicator New Indicator 195
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10 Priority – Profile Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target MobilePro Club Hits New Indicator New Indicator 849,177 1,000,000 Social media posts that promotes opportunities; celebrates success and demonstrates impact the Trust delivers New Indicator New Indicator New Indicator 1,500 Priority – Technology Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target MobilePro Users 15,987 25,472 31,109 35,000 % of on-line customer transactions? New Indicator New Indicator New Indicator 25% Strategic Objective – Financial Sustainability Priority – Income Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target / Budget Income £3,728,093 £3,232,720 £3,548,448 £4,071,197 Income Generated from Gym Use/Memberships £202,424 £687,372 £1,164,034 £1,580,000 Income generated from Swimming Activities New Indicator New Indicator New Indicator £818,000 Average Income Generated Per Hour (Community Centres) £7.03 £17.11 £11.70 £13.45
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11 Priority – Financial Resources Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target / Budget % Income (Mgt Fee) 56.2% 56.2% 55.8% 50% % Income (Receipts) 43.8% 43.8% 44.2% 50% % of DD Gym Memberships sustained over a 12 Month period or more 72% 80% 85% 85% Expenditure £6,509,738 £7,167,863 £8,122,237 £9,174,902 Cost of Community Centres per Resident (89,130 population) £7.24 £8.78 £10.54 £11.92 Cost per Visit (Mgt Fee) £18.89 £3.77 £3.98 £3.07 Priority – Sound Governance Performance Indicator 2020/21 Actual 2021/22 Actual 2022/23 Actual 2023/24 Target / Budget Completion of all agreed recommendations following all Internal Audits New Indicator New Indicator New Indicator 100% Achievement of Unqualified Accounts following the annual external audit New Indicator New Indicator New Indicator Unqualified Accounts
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This document is also available in other languages, large print and audio format on request. Arabic Hindi Punjabi Urdu Chinese (Cantonese) Polish British Sign Language BSL users can contact us via contactSCOTLAND-BSL, the on-line British Sign Language interpreting service. 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 3PU communications@west-dunbarton.gov.uk
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West Dunbartonshire Leisure Trust Alexandria Community Centre Main Street Alexandria G83 0NU Tel: 01389 757806 Fax: 01389 751557 Email: leisureservicesadmin@west-dunbarton.gov.uk Website: www.wdleisure.net West Dunbartonshire Leisure is a recognised Scottish Charity: SC 042999; VAT Registered: GB 129 7502; and Company Registered: SC 413707 delivering services on behalf of West Dunbartonshire Council