13. North Ayrshire Leisure Limited Performance
North Ayrshire Council · 28 October 2025
Back to Cabinet — 28 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
NORTH AYRSHIRE COUNCIL 28 October 2025 Cabinet Title: North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27 Purpose: To update Cabinet regarding the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25 and Performance Strategy 2025-27. Recommendation: That Cabinet: a) notes the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25; b) notes the KA Leisure Performance Strategy 2025-27; and c) authorise officers to support the KA Leisure Board and Executive Team in the delivery of the Performance Strategy 2025-27. 1. Executive Summary 1.1 North Ayrshire Leisure Limited (KA Leisure) aims to improve health and wellbeing through physical activity. The work of the leisure trust includes: • Supporting physical activity • Improving health and wellbeing • Providing quality experiences • Supporting and developing community sport • Enhancing skills through training • Creating pathways to employment 1.2 Following additional cashflow management support during and immediately after the pandemic, in 2022/23, KA Leisure operations returned to more normal levels of activity. In the 2023/24 financial year the financial gap was reduced, with a trading deficit of £13,974. In 2024/25, financial performance has continued to improve, with a shift to a £90,452 surplus. 1.3 In 2024/25, KA Leisure recorded attendance of 1,126,068 visits across all venues and activities. They also secured £755,987 of external funding to improve venues and/or deliver activities. In March 2025, the Auchenharvie Ice Rink successfully hosted the
Page 2
World Wheelchair Curling Championships, a high profile international event and the only qualifier for Olympic or Paralympic sports held within the UK in the year. 1.4 In February 2025, a reduction of £300,000 in the KA Leisure management fee was agreed for the 2025/26 financial year in light of ongoing financial challenges and the continued positive trajectory of the KA Leisure financial position. Council officers, the KA Leisure Board and KA Leisure Executive Team are working closely together to monitor the financial performance of the business and the delivery of agreed outcomes. 1.5 A Performance Strategy for 2025-27 has been prepared which reflects the changing landscape of health, wellbeing and physical activity, with a renewed focus on digital technology capability and the role KA Leisure plays as a valued partner in tackling child poverty and addressing the social and physical determinants of health. KA Leisure is a key member of our Community Planning Partnership and the Collaboration for Health Equity in Scotland programme within North Ayrshire, alongside having representation on our Third Sector Chief Officers Group. 1.6 This year marks 25 years since KA Leisure was established to improve the health and wellbeing of North Ayrshire’s residents through sport and physical activity. 2. Background 2.1 North Ayrshire Leisure Limited trades as KA Leisure. They are a company limited by guarantee and a registered Scottish charity and are also a not-for-profit organisation. Any surpluses generated are reinvested across the company. They are governed by their Articles of Association which includes their charitable objectives. 2.2 KA Leisure aims to improve health and wellbeing through physical activity, regardless of age or background and, to fulfil these goals, encourage participation, operate facilities, and create innovative opportunities to help the inactive become active. 2.3 The business continues to expand and the projected trading income for the 2024/25 year period shows a surplus of £90,452. Average memberships throughout the year included 8,580 fitness members, 682 ANA members who are part of a referral scheme for physical activity, and 1,150 golf members. The annual performance report attached as Appendix 1 provides further information on the performance of the business and of each area of work mentioned below. 2.4 The restructure of the senior management team which took place in the previous year has now been completed and a new adaptive model of operation is embedded. As part of this, KA Leisure have appointed their own HR Manager. The Council continues to maintain strong links with KA to ensure it can benefit from the HR expertise of the Council. Work will continue to ensure that the organisation operates as efficiently as possible. Active Communities 2.6 The Active Communities work of KA has two key strands of Active Lifestyles and Community Sport. The Active Lifestyles Team focuses on supporting long-term health and wellbeing. The Community Sport team plays a vital role in promoting participation in sport across North Ayrshire. Examples of projects delivered in the year include early intervention through the Activator Programme, with the highly visible Activator bus
Page 3
providing engaging activities alongside vital health checks. Sports programmes such as the Parkinsons Walking Football Group aim to ensure everyone can participate in sporting activity and come together to be part of a supportive and welcoming community. Wellbeing Alliance 2.7 Wellbeing is a strategy priority established both within the Local Outcome Improvement Plan and North Ayrshire Council Plan. KA Leisure has a key role to play in helping to tackle child poverty and also to support delivery of the Marmot principles established via the Collaboration for Health Equity in Scotland programme. Accordingly, KA Leisure is identified as the lead partner in the development of the ‘Wellbeing Alliance’. The Alliance is a collective, multi-level leadership body of third sector partners which aims to build on existing practice and delivery and shift towards a whole system, person centred approach. This is bringing meaningful change as the shared vision creates a closer relationship between health and leisure, built on social prescribing, co-location of services and the delivery of preventative activity opportunities. 2.8 To this end, during the year, a pilot project was carried out in Kilwinning to connect employability and wellbeing, two of the main pillars of the Community Planning Partnership. Engaging 28 different partners, it offered an opportunity for collaboration and creativity using existing resources and simple communication methods to take an ‘open door’ approach and align assets, venues and partners. From this, targeted engagement and support focused on a small area within the Blacklands, providing bespoke pathways for families and helping to create referrals from families that employability services do not normally engage with. Work is ongoing in relation to the next steps for the Wellbeing Alliance programme. Asset Management 2.9 Working with North Ayrshire Council colleagues, KA Leisure continues to secure funding to enhance venues for communities. Within the 2024/25 year this included £230,000 to develop the grass pitches at the Circuit, and £150,000 to redevelop the existing tennis courts in Brodick, Arran. Officers will continue to work together to maximise further investment opportunities where these arise. Financial Performance 2.10 The business now shows full recovery from the Covid-19 pandemic and the potential for further future growth. The projected year end outturn for KA Leisure for 2025/26 indicates a small surplus. This is set with in the context of a £300,000 reduction in the management fee for this year. In addition, the temporary closure of the swimming pool at Auchenharvie following extensive damage to the roof during winter storms has had an impact on income generation. Work has now begun on the repairs to the roof and the pool will be reopened in due course, contributing to restoration of turnover for the business. 2025 – 2027 Performance Strategy 2.11 KA Leisure has recently produced a new Performance Strategy which highlights its areas for development throughout 2025 – 2027. A copy of this is included as Appendix 2. The areas of focus are: • Financial Performance
Page 4
• Digital Transformation • Wellbeing Alliance and Child Poverty • Staff Wellbeing and Policies • Community Health and Sport • Board Strategy 2.12 Developed using appreciative enquiry, the strategy guides KA Leisure’s key projects over the next two years, each designed to make a tangible impact on the organisation and the communities it serves. It also sets clear and measurable goals to track progress and make informed decisions to adapt and improve services. 2.13 The key projects are strongly aligned to both the Council and Community Planning Partnership’s strategic plans. They are built on an understanding of current strengths and opportunities, as well as the needs of customers and service users. The strategy delivers a comprehensive and flexible approach to navigating the difficult financial landscape while remaining at the heart of collaboration in North Ayrshire and enhancing accessibility and inclusivity across programmes. 2.14 North Ayrshire Council continues to support KA Leisure using previously identified and agreed funding in order to deliver upon its strategy. Officers will work closely together to identify and maximise any future funding and investment opportunities. Governance 2.15 During 2024/25, the KA Leisure Board commissioned a review of current structures and governance processes to ensure compliance with relevant charitable legislation and regulation, build organisational excellence, and to create the optimum conditions to fulfil the charity’s objectives. 2.16 In the spirit of continuous improvement, Council officers, the KA Leisure Board and Executive Team are working through the various recommendations made to augment current culture, policies and processes where required. 3. Proposals 3.1 It is proposed that Cabinet: a) notes the North Ayrshire Leisure Limited (KA Leisure) Performance and Impact Report 2024/25; b) notes the KA Leisure Performance Strategy 2025-27; and c) authorise officers to support the KA Leisure Board and Executive Team in the delivery of the Performance Strategy 2025-27. 4. Implications/Socio-economic Duty Financial 4.1 The KA Leisure financial position is closely monitored by the KA Leisure Board, Executive Team, and relevant Council officers. The Council and KA Leisure continue to work together on medium term financial planning. Human Resources
Page 5
4.2 The Council and KA Leisure will work together to align workforce planning and the KA Performance Strategy. Legal 4.3 None. Equality/Socio-economic 4.4 As set out in the report, KA Leisure continues to focus much of their activity on individuals and groups requiring specialist support and activity, thus closing the inequalities gap across a number of themes. The Wellbeing Alliance aims to work with partners to delivery large scale change that also includes preventative action, with a particular focus on mitigating the impacts of child poverty for children, young people and families. Climate Change and Carbon 4.5 Energy efficiencies continue to be sought through improvements in venues. Key Priorities 4.6 The services delivered by KA Leisure support the North Ayrshire Council Plan strategic aims: • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. The work particularly supports the ‘Wellbeing’ strategic aim, including links with the Collaboration for Health Equities Scotland project and with the Fairer Futures Partnership, aimed at reducing the impact of healthy inequalities and child poverty on people’s life chances and outcomes. Community Wealth Building 4.7 The proposal contained within the report creates and maintains employment opportunities and volunteering and skills development opportunities. Islands Communities Impact Assessment (ICIA) 4.8 KA Leisure continue to deliver services on the islands and to develop new resources on both islands, including the redevelopment of Brodick Tennis Courts on Arran and the introduction of gym facilities within Garrison House on Cumbrae. United Nations Rights of the Child (UNCRC) 4.9 The range of services outlined in the report, including an increased focus on mitigating child poverty, supports children’s rights to participate and to play.
Page 6
Consumer Duty 4.10 None. 5. Consultation 5.1 Consultations take place with KA Leisure on an ongoing basis and partners. Customers and prospective customers are the focus of regular engagement by KA Leisure and North Ayrshire Council David W. Hammond Executive Director (Communities and Housing) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on 01294 324415. Background Papers Appendix 1 – KA Leisure Performance and Impact Report 2024/25 Appendix 2 – KA Leisure Performance Strategy 2025- 27
Page 7
1 ANNUAL REPORT 2024-2025
Page 8
2
Page 9
3 Contents 4-5 Introduction 6-7 Who We Are 8-11 25 Years of KA Leisure 12-13 Our Year in Numbers 14-15 Making a Difference 16 Active Communities 16-19 Active Lifestyles Team 20-21 Community Sport 22-25 Community Leisure in Action 26-29 North Ayrshire Wellbeing Alliance Opportunity Through Collaboration 30-35 Creating a Culture Where People Thrive 36-37 Evolving with Purpose 38-39 Leading the Way - Performance Strategy 2025–2027 40-44 Performance 45 Reference and Administration Details 46 Chief Executive’s Closing Remarks
Page 10
4 It is a great honour to introduce this year’s annual report, my first as the newly appointed Chair of KA Leisure. As we mark 25 years of service to the people of North Ayrshire, I am proud to be a part of an organisation that continues to make a profound and lasting impact on the health, wellbeing, and vibrancy of our communities. This report reflects a year of growth, resilience, and innovation. Despite the challenges posed by Storm Eowyn and the wider cost-of-living crisis, KA Leisure has demonstrated remarkable agility and commitment—ensuring that services remained accessible, inclusive, and of the highest quality. From hosting international sporting events to expanding our community programmes and investing in our venues, the organisation has continued to evolve in response to local needs. Our achievements this year are a testament to the dedication of our staff, volunteers, and partners. Whether delivering life-changing health interventions, supporting young athletes, or creating welcoming spaces for families and older adults, KA Leisure has shown that physical activity is not just about fitness— it’s about connection, confidence, and community. I would like to take this opportunity to express my sincere thanks to Ashley Pringle, who has served as Chair with distinction and commitment. Ashley’s leadership has guided KA Leisure through some of its most transformative years, including the challenges of the pandemic and setting the foundations of our new performance strategy. His passion for community wellbeing and belief in the power of sport and physical activity have left a lasting legacy. On behalf of the Board and the wider KA Leisure family, I extend our gratitude and best wishes to Ashley in his retirement. I would also like to extend our thanks to North Ayrshire Council for their continued support and partnership. Their commitment to community wellbeing has been instrumental in enabling KA Leisure to deliver high-quality, inclusive programmes Introduction
Page 11
5 across the region. Together, we are making a meaningful difference in the lives of thousands of residents, and we look forward to building on this strong foundation in the years ahead. Looking forward, I am excited by the direction set out in our 2025–2027 Performance Strategy. This bold and forward-thinking plan will guide us as we strengthen our financial sustainability, embrace digital transformation, and deepen our impact on community health and wellbeing. We will continue to invest in our people, our facilities, and our partnerships—ensuring that KA Leisure remains a cornerstone across our localities. We are committed to working collaboratively with our partners to build on our successes and meet the challenges ahead. Together, we will continue to lead the way—creating opportunities for everyone to live healthier, happier lives through sport, physical activity, and community engagement. Thank you for your continued support. Cllr John Sweeney Chairman of the Board KA Leisure
Page 12
Who We Are KA Leisure is a charity and North Ayrshire’s leading provider of physical activity, sport, and wellbeing services. Now in our 25th year, we remain committed to helping people of all ages lead healthier, more active lives through inclusive, high-quality programmes and facilities. We operate a range of venues across the region— including leisure centres, swimming pools, golf courses, sports pitches, and community hubs— delivering services that support physical, mental, and social wellbeing. Our activities span early years to older adults and are delivered in schools, communities, and our own venues, ensuring accessibility and relevance for all. Our purpose is simple: to improve lives through physical activity. Whether through fitness memberships, Learn to Swim programmes, community sport, or tailored support for individuals with long-term health conditions, we aim to make a meaningful difference every day. As a not-for-profit organisation with charitable status, KA Leisure reinvests all surpluses into enhancing our facilities and services. We are governed by our Articles of Association and operate under the trading name of North Ayrshire Leisure Limited. Through strong partnerships and a commitment to innovation, we continue to evolve—responding to the needs of our communities and building a healthier, more connected North Ayrshire. 6
Page 13
North Ayrshire Leisure Limited is a Company limited by guarantee and has charitable status. The Company’s trading name is KA Leisure. The Company is governed by its Articles of Association. The Company is a not-for-profit organisation, any surpluses generated are reinvested in improving facilities and services. The Company is responsible for the management and operation of the following facilities in North Ayrshire; Auchenharvie Leisure Centre, Stevenston Garnock Community Campus, Glengarnock Portal, Irvine Vikingar!, Largs Community Sport Hubs Arran High School Dalry Primary School Greenwood Academy Kilwinning Academy Largs Academy Stanley Primary School (Company acts as booking agent only) St Matthew’s Academy West Kilbride (in partnership with West Kilbride Community Association) Golf Courses Auchenharvie, Stevenston Ravenspark, Irvine Routenburn, Largs Outdoor Sports Facilities Community Sport Health & Wellbeing Service North Ayrshire Leisure Trading Services Limited (dormant) Facilities are owned by North Ayrshire Council but are leased to the Company. Specific contractual agreements are in existence to enable sport, leisure and recreational community use within school facilities. Company Structure 7
Page 14
8 In 2000, we were established with a clear purpose: to improve the health and wellbeing of North Ayrshire’s residents through sport and physical activity. Over the past 25 years, we have grown from a small local provider into a cornerstone of community life, delivering inclusive, high-quality programmes across a range of venues and reaching millions of people. From the launch of our first cardiac rehabilitation class to the development of our award-winning Active North Ayrshire, our journey has been marked by innovation, investment, and a deep commitment to community wellbeing. We’ve expanded our reach through mobile health units, community sport hubs, and partnerships that have helped us tackle inequality, promote inclusion, and support lifelong participation in physical activity. Our facilities have evolved too. Major investments in venues such as the Portal, Garnock Community Campus, and the Circuit have transformed the landscape of leisure in North Ayrshire. These state-of-the-art centres, alongside our leisure centres, dual-use campuses, golf courses, and sports pitches, provide accessible spaces for everyone from toddlers to older adults to engage in physical activity, social connection, and personal growth. Over the years, we’ve adapted our programmes and delivery to keep pace with changing fitness trends and the needs of our community. We’ve introduced new classes, embraced digital fitness, and updated our equipment to make sure everyone finds something that works for them. By listening to feedback and staying flexible, we’ve created options for all ages and abilities, whether that’s on-demand virtual sessions, specialist support, or fresh approaches to group exercise. This ongoing commitment keeps us relevant and ensures we continue to support North Ayrshire’s wellbeing. Throughout our history, we’ve remained focused on our charitable purpose. As a not-for-profit organisation, every surplus is reinvested into improving services and facilities. This model has allowed us to maintain affordability and accessibility while continuously enhancing the quality of our offerings. Responding to Crisis, Rebuilding Stronger The COVID-19 pandemic brought unprecedented challenges. Our venues closed, programmes paused, and communities faced isolation and uncertainty. Yet, KA Leisure responded swiftly and compassionately. Our teams adapted to deliver remote support, virtual fitness sessions, and outreach programmes that helped individuals stay active and connected during lockdowns. As restrictions eased, we focused on helping people return to physical activity safely. Enhanced hygiene protocols, flexible programming, and targeted support for those with long-term health conditions ensured that our venues were welcoming and secure. Our Active Lifestyles team played a vital role in re- engaging vulnerable groups, offering tailored interventions that supported recovery and resilience. Looking back, what stands out most are the people who have joined us on this journey, our loyal members, new faces, families, and community partners. For 25 years, we’ve been privileged to support and celebrate your achievements, whether that’s taking a first swim, completing a fitness challenge, or simply finding a place to belong. Your feedback, enthusiasm, and commitment have shaped who we are and inspired us to keep improving. Together, we’ve built more than just facilities, we’ve created a welcoming community where everyone can thrive. of KA Leisure
Page 15
9 of KA Leisure NORTH AYRSHIRE SUPPORTING 25 YEARS
Page 16
10 Companywide customer management and information system introduced. 2001 • First Cardiac rehabilitation class. KA Fitness Launched. • Viking Visitor Attraction Longhouse opened. 2002 OF KA LEISURE 10 2000 • Garnock Community Campus & Portal Open. • Move to New Head Office, Quarry Road. • £123,00 from MacMillan Cancer Care for our Move More cancer rehabilitation programme. 2017 • Awarded £80,000 from Commonwealth Games Legacy Fund for Mind and Be Active mental health improvement programme. • 1st RoSPA Gold Award. 2015 We partner with North Ayrshire Council and a range of other agencies to establish the Community Health and Wellbeing Alliance supporting the CPP’s Wellbeing Pillar. 2023 Launch of the Know, Show, Go the Way programme to support staff development and success. 2022 North Ayrshire Leisure Limited Established. • KA Exercise Referral Programme, Active North Ayrshire, gains funding from Health and Social Care Partnership. • KA Campus West Kilbride opens. 2013 • New fitness internet enabled equipment purchased across all 4 leisure centres. • On-line customer booking introduced. 2012 to lead healthier, more active lives. NORTH AYRSHIRE SUPPORTING 25 YEARS KA Leisure celebrates 2025
Page 17
First KA Campuses Open. 2008 • 3-year funding received from the Health and Social Care Partnership to develop a new Health and Wellbeing Service. • KA Campus Largs Opens, Finalists in UK Active Awards – Gym of the year. 2018 Circuit opens with state of the art indoor and outdoor synthetic pitches. 2019 2007 North Ayrshire Leisure rebranded as KA Leisure. Big Lottery Funding – expansion of exercise referral programme to all North Ayrshire surgeries & appointment of Exercise Referral Officer. 2003 Activator Mobile Health & Physical Activity Unit purchased & outreach programme rolled out across North Ayrshire. 2006 2011 Extended & Refurbished Ice Rink Opens at Auchenharvie Leisure Centre. Launch our “Recovery and Renewal Plan”, focusing on long-term sustainability and rebuilding membership after the pandemic. 2021 COVID-19 Response: KA Leisure adapts rapidly to the pandemic, launching digital platforms for live class streaming, outdoor programmes and new health and fitness concepts. Our reopening focused on supporting staff wellbeing and community health. 2020 11
Page 18
12 Our Year in Numbers ... 1.2 Million Visits Despite the closure of Auchenharvie swimming pool from January due to Storm Eowyn, we recorded a notable increase in visitor numbers, rising from 1.13 million in 2023–2024 to 1.79 million in 2024–2025. 18 Venues With 18 venues ranging from leisure centres to golf courses and sports pitches, our charity continues to serve communities across North Ayrshire. The upcoming renovation of three tennis courts in Arran in 2025 marks another step in improving local access to active and healthy lifestyles. 490,000 Indoor Activity Attendances Dry sports and events attendances increased by nearly 50,000 compared to the previous year, driven by a rise in bookings at Community Sports Hubs and strengthened partnerships and support for local community groups. 8,742 Fitness Members We seen a rise in our fitness membership across 2024-2025, growing from a 12-month average of 7,881 to 8,580, highlighting the success of our ongoing commitment to providing high-quality fitness services across our venues. 1,889 Learn to Swim Members Our Learn to Swim programme continued to grow in 2024, with average membership rising from 1,757 in 2023 to 1,889, reflecting sustained demand for high-quality aquatic education across our venues. 70,000 Active Lifestyle Attendances Attendances rose to 69,901 in 2024–2025, up from 62,328 the previous year, as the team continued to support individuals with long-term health conditions through tailored physical activity programmes. 72,000 Community Sport Attendances Our Community Sport Team attendances increased by 20%, with activities delivered across schools, communities, and KA Leisure venues, supporting participants from early years through to older adults.
Page 19
13 218 Birthday Parties Hosted From bouncy castles to pool inflatables, we’ve been part of hundreds of special days for local families. 263,583 Splashes in our swimming pools during lessons, aqua classes, and family fun sessions. 23,524 Coffees Sold in the Portal café in the last 12 months. The café continues to be a vibrant social space which enhances our customer experience. 9,085 Group Fitness Classes Delivered from yoga to spin to Zumba, keeping energy high and friendships strong. 39,177 Rounds of Golf Played across our courses, keeping the social spirit of golf alive while supporting active lifestyles. 17,000 Miles Walked Over 1700 Miles Walked – Our walking groups covered over 1700 miles which is the equivalent of Irvine to London and back, twice! 12,731 Members With a population of 133,570 in North Ayrshire, KA Leisure proudly serves 12,731 active members across our programmes including Golf, Fitness, ANA, Learn to Swim, and Inspire. This means that 1 in every 11 people in North Ayrshire holds a KA Leisure membership, a strong reflection of our commitment to community health, wellbeing, and engagement. Over a Million Smiles From toddlers taking their first splash to older adults finding strength, confidence, and companionship through activity.
Page 20
14 Making a Difference
Page 21
15 Making a Difference For 25 years, we have been dedicated to promoting, supporting, and inspiring people to lead more active and healthier lives, a mission that is more vital than ever in these challenging times. Our vision and strategic direction continue to drive our commitment to improving personal, social, and community health outcomes across North Ayrshire. Through innovative and inclusive programmes, we engage with communities in meaningful way, building lasting relationships, inspiring participation, and empowering individuals to take positive steps toward better health and wellbeing. The following section highlights the stories of some of our incredible participants whose determination, resilience, and progress have inspired others on their active journey.
Page 22
The Active Lifestyles Team focuses on supporting long-term health and wellbeing. From health walks and physical activity referral programmes to condition-specific classes and wellbeing workshops, the team helps people living with health conditions, those recovering from illness or injury, and individuals simply looking to improve their fitness. Referring partners know they can trust KA Leisure to provide safe, effective, and supportive programmes that empower residents to take control of their health. The Active North Ayrshire (ANA) membership, launched in 2023, continues to go from strength to strength. Offering unlimited access to our fitness suites, pools, and classes, alongside specialist condition-specific classes, ANA provides excellent value for money and ensures participants have regular, supported opportunities to stay active. Membership grew again in 2024–2025 to reach 682 members, highlighting its growing importance as part of North Ayrshire’s wellbeing landscape. Active Communities Lifestyles The Active Communities Team continues to play a vital role in delivering KA Leisure’s mission to improve health and wellbeing across North Ayrshire. With two key strands, Active Lifestyles and Community Sport, the team works hand in hand with partners to engage people of all ages and abilities in meaningful physical activity that makes a lasting difference. Active Lifestyles Team 16
Page 23
Activator The Activator Programme has also maintained its vital role as a mobile health and wellbeing service. It offers early intervention health checks, such as blood pressure, cholesterol, BMI, which often leads to sign posting or referral to a health professional and timely treatment. The Activator also brings health promotion into workplaces and community events, engaging families and children with fun activities while encouraging healthier choices. After receiving a health check from KA Leisure and following their recommendation, I visited my GP for further tests. This led to the diagnosis of a serious blood condition, which is now being treated. I genuinely believe this intervention may have saved my life. Activator Participant Mind and Be Active For several years, the Mind and Be Active (MBA) project has been providing valuable one-to-one and small group physical activity support to individuals seeking to improve their mental health and wellbeing. The programme has made a significant difference, supporting people to build confidence, reduce isolation, and take positive steps toward healthier, more active lives. In March 2024, The North Ayrshire Health and Social Care Partnership concluded its funding for MBA due to budgetary constraints, and while this means we can no longer offer the same level of intensive, specialist support, the positive legacy of MBA continues within the broader Active North Ayrshire (ANA) programme. While capacity for one- to-one and small group interventions has reduced, the breadth of ANA ensures people can engage in regular physical activity, connect socially, and sustain their wellbeing journey. This reflects our commitment to keeping mental health support at the heart of all our wellbeing programmes, ensuring that physical activity on referral remains a trusted pathway for improving both physical and mental wellbeing across North Ayrshire. 17
Page 24
18 I was on the Isle of May trying to photograph puffins and today when I was putting my washing out, I was so thankful for our class and the balance and strengthening exercises we do. This class helps me to live the life I want to. Thank you. Linda Empowered Through Activity: Linda’s Story Linda, living with MS for over 30 years, has faced daily challenges with mobility and balance. Through the ANA programme’s tailored classes, she has strengthened her confidence and ability to stay active: Health & Wellbeing Hub Staying Active Together – The McDowall Family Jane joined Active North Ayrshire to manage stiffness and pain following knee replacements and reduce her risk of falls. She now attends four weekly classes, including Invigor8, Invigor8+, aerobics, and aqua, and values the social connection and enjoyment they bring. Inspired by Jane, her family also got involved. Austin, recovering from a serious illness and 7 ½ months in hospital, now attends Invigor8 classes and no longer requires walking aids. Linda her sister, previously anxious and withdrawn due to dizziness and falls, now participates in four classes weekly and feels more confident and socially connected. Together, the McDowalls demonstrate how staying active as a family can improve physical health, mental wellbeing, and quality of life. The Bridgegate Hub has continued to serve as a valuable base for connecting with communities, offering information, support, and early interventions. As we prepare to relocate to the Trinity Hub, we are excited about expanding our reach further, welcoming more partners, and creating even greater opportunities for collaboration and impact. Active Recovery – Brian’s Story Following a cardiac episode, Brian Haughton (66) was referred to KA Leisure’s cardiac rehab programme by his GP. He began at the active recovery level and progressed to a supported gym class. Today, Brian continues with cardiac rehab and independently follows a bespoke gym routine. Outside of structured sessions, he enjoys regular walking - coastal, forest, and hill walks. Brian credits increased activity with improving both his physical and mental wellbeing. He’s now able to jog, and follow-up hospital tests have shown improved heart function. He values the supportive, good-humoured class environment and appreciates that activities are tailored to individual pace. Looking ahead, Brian is committed to continuing his journey with KA Leisure to further enhance his health.
Page 25
Once for Scotland – Leading the Way in Physical Activity on Referral. Active North Ayrshire data is shaping Scotland’s approach to wellbeing. In 2023, at the Scotland CLUK members’ meeting, a bold proposal was set out: that every leisure trust in Scotland should unite behind a single wellbeing priority and take a collective step forward. The consensus was clear, physical activity on referral should be that focus, with every trust committing to collect and share a consistent minimum dataset from their Tier 2 Physical Activity Referral Schemes. With Public Health Scotland and Napier University as key partners, this initiative represents a landmark moment for our sector: for the first time, Scotland’s leisure trusts are working together to create a national evidence base that demonstrates the true impact of activity on referral. KA Leisure is proud to be at the forefront of this movement. As one of only 10 leisure trusts selected to shape and pilot the minimum dataset, we have helped design a framework that went live nationally on 1 April 2025. This dataset, aligned to the Physical Activity Referral Standards published by Public Health Scotland in 2022, will provide robust and consistent evidence of the life-changing impact these programmes deliver. For us locally, data from Active North Ayrshire is now feeding directly into this project. Not only will this give us richer insight into how our programmes improve health and wellbeing in our own communities, but it also places North Ayrshire at the heart of a national story. Together, we are setting a new standard, showing that physical activity is not just an intervention, but a cornerstone of Scotland’s public health approach. 19
Page 26
The Community Sport team plays a vital role in promoting participation in sport across North Ayrshire. Through strategic partnerships and targeted programmes, the team ensures that sport is accessible, inclusive, and impactful for individuals and communities. Our work is delivered across three key areas: We deliver inclusive programmes that encourage participation across all ages and abilities. Over 100 classes per week are led by KA Leisure coaches and partner clubs, activities take place in schools and community venues, integrating sport with wider wellbeing opportunities. The addition of art, drama, and music allows children and young people to explore diverse interests, while the Inspire Membership ensures cost is not a barrier to participation. Our commitment to developing community pathways and creating sociable environments for inclusive sport was strengthened this year by the recruitment of our new Racquet Sports Coordinator. They have already increased participation across badminton and pickleball by 40%. The next year will see the development of a new social league and further strengthen our pathways from schools to participation. Strengthening Communities Through Sport Through the Community Sport Hub programme, KA Leisure supports the development of local sports clubs by offering guidance on governance, volunteer training, and capacity building. By connecting clubs with schools and community groups, the hubs strengthen networks and enhance participation. Our Sport Hub programme includes a network of 78 clubs who operate across North Ayrshires and embedded in our communities. Support includes our club grow programme designed to encourage clubs to start new age groups and sections. Across the year we supported the start of 7 new teams across 6 clubs with the programme providing 8 weeks of free lets, coach support and training for new volunteers. KA Leisure uses sport as a tool for social change, with targeted initiatives that engage underrepresented groups, promote inclusion, and support wellbeing. Programmes are tailored to community needs, helping reduce inequalities and ensuring sport contributes meaningfully to local development. As part of this commitment, KA Leisure has distributed over 350 memberships to young people, including those who are Care Experienced, Young Carers, and those supported by social work services. These partnerships help remove barriers to participation and ensure that every young person has the opportunity to benefit from sport and physical activity. We marked Scotland’s Euro 2024 journey with a school’s tour and two community fanzone events. The tour delivered Scotland-themed sessions in schools, combining football activities with cultural engagement to inspire pupils. The fanzones featured live match screenings, interactive sports, food and drink, and family-friendly entertainment, creating a vibrant atmosphere that brought communities together in celebration. (Photo in the Folder) In July 2024 we were proud to launch our Talented Athlete Programme. The initiative was introduced to support and nurture athletes from North Ayrshire who are competing at national and regional levels. The programme offers a range of benefits aimed at helping athletes train effectively including a free membership and workshops to improve their training and mindset. We also use the programme as an opportunity to celebrate the talent we have in North Ayrshire. We currently have 34 supported athletes with the youngest aged 12 and the oldest 74. Community Sport 20
Page 27
Champions For Change Champions for Change has remained a key part of our delivery supporting the addiction and substance misuse agenda in North Ayrshire. Funded by the North Ayrshire Alcohol and Drug Partnership it has two key delivery strands. Education on substance misuse in schools using sport and physical activity as a tool to engage with delivery in 37 schools across the year. We also support individuals in recovery by providing memberships and physical activity opportunities. In 2024-2025 we distributed 533 3-month memberships through health professionals and key support workers. It stops her from relapsing to alcohol. It benefits her mental health, and she has seen a difference in herself. She utilises the pass more on the days she is struggling with her mental health and uses the gym and swimming as a way to distract and cope with any negative thoughts and thoughts of relapsing. NADARS Support Worker Parkinson’s Walking Football Our new Parkinson’s specific class is delivered at The Circuit, Irvine, through a collaborative effort between our Community Sport and Active Lifestyles teams. It builds on our well-established Parkinson’s programme, which already includes gym sessions, studio classes, spin classes, and walking groups. We deliver this programme in partnership with Parkinson’s UK, Walking Football Scotland, and the Scottish FA, supporting individuals living with Parkinson’s to get back on the pitch. The sessions are designed to improve balance, coordination, and strength, helping to manage the impact of the condition while promoting independence and wellbeing. Most importantly, the programme offers a weekly opportunity for participants to come together, enjoy a game of football, and share a coffee afterwards creating a supportive and welcoming community. Talented Athlete Spotlight – Ethan Rankin Ethan Rankin joined KA Leisure’s Talented Athlete Programme in 2024 and continues to excel in Ice Hockey. In 2025, Ethan represented Scotland at an under-18 international tournament in Finland, helping the team achieve a strong 4th place finish out of 12 nations. His progress has been supported by access to high- quality facilities and resources through the programme. Ethan’s mum, Joyce, highlighted the impact of the support, providing him the extra tools he needed to achieve his best. KA Leisure is proud to support Ethan’s journey and looks forward to his continued success. 21
Page 28
At KA Leisure, our leisure services are at the heart of community life across North Ayrshire. From our vibrant venues and welcoming fitness suites to our scenic golf courses, swimming pools, and flexible spaces for hire, we offer a diverse range of opportunities for people of all ages and abilities to stay active, connect, and thrive. Our facilities are more than just places to exercise, they are community hubs where wellbeing, inclusion, and enjoyment come together. Whether it’s learning to swim, joining a fitness class, playing a round of golf, or attending a local club or event, KA Leisure continues to provide high quality, accessible experiences that support healthier, happier lives. We continue to see strong and growing demand for our programmes, activities, and services across KA Leisure. However, in January, Storm Eowyn caused widespread damage across several venues, including significant roof damage at Auchenharvie, resulting in the swimming pools long term closure. In response, our staff teams acted swiftly and professionally, working tirelessly to minimise the impact on customers and maintain continuity of service. Thanks to their dedication and adaptability, we reduced the impact to our Learn to Swim and other aquatic programmes by reallocating participants across our three remaining pools. Unfortunately, the damage has had a notable impact on income and has constrained membership growth, with reopening not expected until late 2025. KA Leisure continues to invest in the development and enhancement of our facilities to better serve communities across North Ayrshire. This year, £230,000 of external funding supported the redevelopment of grass football pitches at Quarry Road, providing improved infrastructure for local teams as they expand and grow their sections. In addition, £150,000 was secured to redevelop the existing tennis courts in Brodick, Arran, helping to strengthen tennis provision for both residents and visitors to the island. Both projects are scheduled for completion by Autumn/Winter 2025, and will further expand our portfolio of high quality venues, reinforcing our commitment to accessible, inclusive, and community focused leisure opportunities. Community Leisure in Action 22
Page 29
At KA Leisure, we recognise the vital role that social connection plays in supporting physical activity and overall wellbeing. The adoption of the Portal Café from North Ayrshire Council has created a welcoming space for customers to spend time together before and after sessions, enhancing the overall experience. This has been especially valued by new parents attending gymnastics or swimming lessons, as well as by older adults participating in referral classes. The success of the Portal Café has inspired further investment, with the redevelopment of the Vikingar Café underway and set to open in October 2025, alongside plans for future social spaces at Auchenharvie. In March, KA Leisure was honoured to host the World Wheelchair Curling Championships and the World Wheelchair Mixed Doubles Championships at Auchenharvie Ice Rink, welcoming elite athletes from around the globe to North Ayrshire. The event showcased not only world class sporting talent but also the exceptional dedication and teamwork of our staff, whose preparation helped deliver an unforgettable experience for competitors and spectators alike. This was in despite the recent disruptions caused by storm Eowyn. In partnership with Scottish Curling, this milestone event highlighted KA Leisure’s capability to host international competitions and reinforced our role in promoting inclusive sport at every level. 23
Page 30
24 Golf A wet summer and an extended period of works to public water systems at Auchenharvie contributed to a 3% reduction in attendances at our golf courses this year. While this presented some operational challenges, we remain optimistic about the year ahead, with a renewed focus on junior golf development as a key priority for 2025/2026. The recruitment of a new golf coach and collaborative work with local clubs to build their readiness to support junior players will strengthen our pathway from the driving range to the golf course. Fitness At KA Leisure, we are committed to developing programmes that are inclusive, supportive, and tailored to the diverse needs of our communities. Initiatives such as Elevate 8, Fit Round My Baby, and the Elevate Academy are prime examples of how we create accessible opportunities for individuals to stay active while receiving the additional support they need to achieve their personal goals. In particular, the Elevate Academy has made a significant impact, offering a structured four-week course designed to engage and empower young people through physical activity, education, and confidence building. In 2024/2025, an impressive 856 young people aged 12–15 completed the programme. As part of our ongoing efforts to improve accessibility and simplify customer experience, KA Leisure undertook a successful exercise to streamline our membership options. This initiative has made it easier for individuals to find the right membership to suit their lifestyle and activity needs. Notably, our 12–17 and 18–25 membership categories have emerged as particularly popular choices, reflecting strong engagement from younger age groups. By offering clear, targeted options, we’ve enhanced value for our customers and supported increased participation across our venues. Attendances 2023- 2024 2024- 2025 % Difference Fitness Suite 79,287 94,674 19.41% Fitness Class 83,334 91,231 9.48% The Elevate Academy is a great opportunity which allows under 16’s to use a gym. The instructors were all excellent, very knowledgeable and helpful. I enjoyed getting a good understanding of how the wide range of gym equipment works. I joined the gym after the course, and train regularly with my dad – usually 3 times a week. This training is helping me with my fitness, which in turn helps me with my football and field hockey training. I always feel good after a workout as it helps clear my head. Joshua, Elevate Academy Graduate
Page 31
Learn to Swim Our Learn to Swim programme continues to thrive, building on last year’s successful transition to fully digitalised reporting. This upgrade has significantly improved access for teachers to record progress and for parents to track their child’s development in real time. In response to growing demand, we’ve expanded our offering to include Parent and Child classes, Adult lessons, and ASN specific sessions, alongside holiday crash courses and 1-to-1 lessons. We anticipate that 1-to-1 lessons will soon become a standard option across our programme. These developments have been achieved despite the loss of one of our busiest pools Auchenharvie due to structural damage caused by January’s storms. Thanks to the dedication and flexibility of our staff, over 200 swimmers were successfully transferred from Auchenharvie to The Portal, where lessons have continued side by side using available space. With demand for swimming lessons continuing to grow, we delivered a training course in December that resulted in eight new swimming teachers, and we are now preparing to launch our own teacher training programme. This will allow us to further develop our current staff and offer qualification opportunities for aspiring teachers, ensuring the long-term sustainability and quality of our Learn to Swim programme. The digital tracking system has been brilliant, it’s allowed to celebrate his progress and work on his weaknesses. We’ve seen a huge boost in his confidence, especially in the water. On our holiday this summer, he was swimming independently and even helping his younger brother. It was amazing to see how far he’s come thanks to the support from Jennifer and the Learn to Swim programme. Paul M, Parent 25
Page 32
North Ayrshire Wellbeing Alliance Opportunity Through Collaboration How it all started North Ayrshire Partnership Plan: Local Outcomes Improvement Plan 2022-30 Outcome - We will reduce inequalities by targeted support to improve individual, family and community wellbeing. Established in September 2022, North Ayrshire’s Wellbeing Alliance builds on the extensive work already undertaken and sets the strategic direction for the wellbeing agenda. How it all started 26
Page 33
27 Coming Together: March 2024 Partner Pledge This wasn’t just about putting signatures on paper, it was about showing a genuine commitment to working side by side to make North Ayrshire a healthier, happier place. Health, leisure, education, community, and third sector organisations all played their part, making it clear that the Alliance is strongest when everyone pulls together. The energy from that day has carried forward into the work we’re doing now: local pilots, stronger networks, and fresh ideas that connect people to new opportunities. The pledge is still an important reminder of what we can achieve when we act as one, with the wellbeing of our communities at the heart of it all. In March 2024, the North Ayrshire Wellbeing Alliance marked a real turning point. Partners from across the area came together for a special event to show their support for the Alliance’s vision and to sign up to a shared Wellbeing Pledge.
Page 34
28 The Garnock Valley Task Force was set up as a direct response to concerns about rising anti-social behaviour in the area. KA Leisure was uniquely placed to lead this intervention, drawing on our trusted role locally, our strong partnerships, and our expertise in using physical activity and leisure as tools for positive change. Working alongside Police Scotland, North Ayrshire Council, and local schools, the task force focused on giving young people positive alternatives to anti-social behaviour. It was identified early on that education provided the strongest route to re-engage young people, help them make better life decisions, and encourage them back into the learning environment. Alongside this, structured sport and activity programmes created additional opportunities to build confidence, skills, and a sense of belonging. Although the numbers reached were modest compared to larger scale programmes, the strength of the Garnock Valley Task Force lay in its depth and impact. By responding quickly to identified needs, listening carefully to young people, and testing new approaches, the programme demonstrated how targeted interventions can create real change. The learning from Garnock Valley has directly shaped the ongoing work of the North Ayrshire Wellbeing Alliance, influencing how we design future initiatives such as the Kilwinning pilot. It highlighted the importance of education and wellbeing working hand in hand, and reinforced KA Leisure’s leadership role in reimagining leisure not only as a service provider but as a driver of change and opportunity for young people in North Ayrshire. Our programme with KA has been devised to support young people in our community who find engaging with learning and the life of school a challenge. It is our aim to work in collaboration with KA staff and Youth Services to build confidence in these young people by helping them further develop their existing skills and discover new ones. Mrs Gardner – Depute Head Teacher, Garnock Community Campus Garnock Valley Task Force
Page 35
29 Partner Engagement: Starting the Conversation In late 2023, we launched a series of Wellbeing Alliance partner drop-in sessions — and they proved to be a fantastic success. Held across venues in Lochshore, Kilwinning, Irvine, and Stevenston, the sessions brought together colleagues from KA Leisure, TACT, Arran CVS, NHS Ayrshire & Arran, and North Ayrshire Council’s Employability Team, alongside many local partners. These informal sessions were all about coffee, conversation, and connection. They gave partners the chance to share ideas, explore opportunities to collaborate, and hear more about the ambitions of the North Ayrshire Wellbeing Alliance. More than just meetings, the drop-ins became the starting point of a genuine community conversation, creating space for honest dialogue, fresh ideas, and the first building blocks of projects that are now taking shape. The energy and feedback from these sessions have directly influenced the development of the Kilwinning pilot and future Alliance activity. They reminded us that the strongest ideas come from listening, connecting, and working together. The Kilwinning Pilot brings the Alliance’s principles of innovation, boldness, and collaboration to life. Building on the success of the Garnock Valley Task Force, it tackles two of North Ayrshire’s biggest challenges: improving wellbeing and reducing unemployment, by linking health, physical activity, and social inclusion with skills, training, and employability pathways. Phase 1 focused on around 450 households in Kilwinning West/Blacklands. An initial workshop with 28 partners set the direction, and a simple communication network, the Kilwinning Partner Network (KPN), has kept everyone connected. Delivery has combined structured opportunities such as accredited job courses, supported by wraparound partner input, with informal activities like family fun days, creating layers of engagement that offered something for everyone. At the same time, the pilot has taken a strengths-based approach, making the most of local assets, venues, partners, and creativity, to maximise reach and impact. This collective voice continues to guide delivery, showing that collaboration and creativity can generate meaningful change even without a dedicated budget. Phase 2 will build on this strong foundation, combining demographic profiling with community insight to design more tailored and targeted support. The pilot has already demonstrated that small, locally driven interventions can deliver big lessons, laying the groundwork for a stronger wellbeing future across North Ayrshire. North Ayrshire Wellbeing Alliance – Kilwinning Pilot
Page 36
Our commitment to community wellbeing extends equally to our workforce. We are proud to be recognised as a sector leader in health and wellbeing, and that reputation depends on the quality, expertise, and core competencies of our staff. By investing in skills, training, and clear pathways for progression, we ensure our people remain confident, future-ready, and ahead of emerging trends in the sector. We have enhanced our staffing structure by adopting a strengths-based approach, realigning our teams to improve efficiency and effectiveness. In addition, we have strengthened our HR function with the introduction of a new Head of People role and the allocation of additional resources to support the team’s development and capacity. Creating a Culture Where People Thrive At KA Leisure, our people are the driving force behind everything we do. From colleagues on the frontline delivering activities in our venues to the teams behind the scenes shaping innovation, every individual plays a vital role in achieving our mission of keeping North Ayrshire active, healthy, and connected. 30
Page 37
31 Listening to Our People We are always dedicated to listening to our staff, and this year we introduced the EEDA engagement platform, a significant step forward in how we connect with, support, and empower our workforce. EEDA provides a dynamic and private space for staff to share feedback and engage in meaningful dialogue across the organisation. By embracing this tool, we’re strengthening our culture of transparency, collaboration, and continuous improvement, ensuring that staff voices directly inform how we shape the future. In addition, insights from our Workplace Wellbeing Survey have guided decisions across the organisation, and the refreshed Health, Safety and Wellbeing (HSW) Group has strengthened this further. Acting as a voice for employees, the HSW Group helps shape policies, provides decision-making support, and ensures wellbeing remains at the centre of our organisational culture, enabling us to create practical, campaign- focused improvements that respond directly to what staff say matters most. Learning and Training We continue to place professional development at the heart of our offer to staff. A blended approach to learning now combines traditional training with digital innovation, ensuring that everyone has the tools they need to succeed. Our adoption of the ProCompliance platform provides staff with a clear, accessible, and accountable way to meet training requirements and develop new skills. Alongside our enhanced Professional Development Review (PDR) framework, this ensures consistent, meaningful conversations about goals, progress, and growth, encouraging staff to take ownership of their development while aligning ambitions with organisational priorities. The new training platform has made it so much easier to keep on top of requirements and also explore areas I’m interested in. It feels like an investment in us as people, not just employees. KA Leisure Staff Member
Page 38
32 Health Safety and Wellbeing Group This year, KA Leisure reestablished its Health, Safety and Wellbeing Group, reaffirming our commitment to creating a safe, supportive, and inclusive working environment. The group plays a central role in coordinating and endorsing the development of our health, safety, and wellbeing strategy, while also contributing to the review and drafting of related policies. Acting as a representative body for all employees, the group provides vital decision-making support to the Health, Safety and Risk Manager and collaborates closely with managers across the organisation to ensure the success of our wellbeing programme. It also serves as a forum for open discussion on issues affecting staff and the wider organisation, with a strong emphasis on managing personal health data and individual views with sensitivity and confidentiality.
Page 39
33 A Decade of Excellence: KA Leisure’s RoSPA President’s Award We were incredibly proud this year to receive the prestigious RoSPA President’s Award, celebrating our 11th consecutive Gold Award for health and safety excellence! This remarkable achievement is a testament to the unwavering dedication and professionalism of our entire team. It highlights our commitment to maintaining the highest safety standards across all operations throughout 2024. This award not only showcases our robust safety culture but also the collective effort of every single staff member who helps make KA Leisure a safe, welcoming, and responsible organisation for our employees and local communities. I’m so proud of our team for this incredible achievement! Winning the RoSPA President’s Award for an 11th consecutive year is a huge honour. It truly reflects our team’s tireless effort and professionalism in keeping our facilities safe for everyone. We believe that providing top-quality, safe places for our communities to be active is what we’re all about. Lisa Little Health, Safety and Risk Manager Our Culture Underpinning all of this is our culture, rooted in our “Know the Way, Show the Way, Go the Way” values and behaviours. These values guide how we work with one another, how we support our communities, and how we grow as an organisation. They reflect our ambition to be an employer of choice, where staff feel valued, supported, and empowered to thrive, just as we strive to help our communities do the same. By supporting our people in this way, we strengthen the foundations of KA Leisure, creating a culture of care, competence, and collaboration.
Page 40
Staff Conference This year’s Staff Conference and Awards was a celebration of the passion, dedication, and impact of our incredible team at KA Leisure. Bringing together colleagues from across the organisation, the event provided a valuable opportunity to reflect on our shared achievements, explore future priorities and strengthen connections. The highlight of the day was our Staff Awards Ceremony, where we recognised individuals and teams who have gone above and beyond in delivering excellence, innovation, and community impact. From rising stars to outstanding contributions in customer service, wellbeing, and teamwork, the awards showcased the talent and commitment that make KA Leisure such a special place to work. Award Members: H Community Award: Sharon McIntyre & Celina Graham H Leisure Award: Nicole McDonald & Mark Clark H Community Hero Award: Craig Hamilton H Customer Champion Award: Susan Bell H The Power of Team Award: Active Lifestyles H Additional Team Award: Auchenharvie Leisure Centre H Rising Star Award: Amiee McCluskie H Outstanding Role Model Award: Helen Campbell & Andy Stevenson 34
Page 41
Active Kindness Our commitment to people also extends to our network of volunteers across North Ayrshire. In 2024, KA Leisure was proud to be selected as one of only ten leisure trusts by Community Leisure UK (CLUK) to take part in the Active Kindness programme, a national project designed to build the capacity of Leisure and Culture Trusts in volunteer management and re-energise the volunteering experience across the charitable trust sector. Active Kindness is a bespoke programme that provides funding, training, and tailored support to strengthen how we engage, recruit, and support volunteers. For KA, it has meant access to high-quality resources and expert input that allow us to both profile our volunteer roles more effectively and better demonstrate the vital impact our volunteers have in keeping the world of KA moving. Our involvement has also given us new tools to enhance delivery locally. We benefitted from bespoke workshops led by the National Council for Volunteering (NCVO), and gained access to CLUK’s online volunteer toolkit, a dedicated resource for the charitable trust sector. This project is more than a training opportunity; it’s an investment in the future of volunteering in North Ayrshire. It enables us to increase volunteer numbers, diversify participation, and re-energise the volunteering experience, ensuring our programmes and venues are welcoming, inclusive, and sustainable. Looking ahead, Active Kindness will support us in developing a comprehensive volunteering strategy for KA Leisure, amplifying the value that volunteers bring across our services. For KA, volunteering isn’t just about giving time, it’s about building stronger communities, empowering individuals, and ensuring that everyone can play a role in delivering wellbeing locally. We can now collaborate more effectively with our Third Sector Interface partners the The Ayrshire Community Trust, and Arran Community and Voluntary Service. Volunteering with KA has given me a real sense of purpose. I’ve met new people, learned new skills, and I feel like I’m making a difference in my own community. It’s great to know that even a few hours of my time helps keep things running and brings people together. Volunteer at KA Leisure 35
Page 42
As we continue to grow, we are placing a strong focus on increasing efficiency across all areas of the organisation. This includes optimising supplier relationships and reviewing staffing levels to ensure we are operating as effectively as possible. These efforts are aimed at streamlining operations, reducing waste, and ensuring resources are aligned with strategic priorities, supporting sustainable growth and improved service delivery. As part of our commitment to enhancing member experience and retention, KA Leisure has introduced the KeepMe platform, a powerful tool designed to support personalised engagement and communication with our fitness members. KeepMe enables us to better understand member behaviour, tailor messaging, and deliver timely support that encourages continued participation. By using data driven insights, we can proactively identify members who may need additional motivation or guidance, helping them stay on track with their health and fitness goals. Evolving with Purpose As an organisation committed to continuous improvement, we have made significant strides in evolving our processes, communication, delivery methods, and overall customer experience. This purposeful evolution reflects our dedication to meeting the changing needs of our community while enhancing operational efficiency and service quality. Through strategic investments in technology, staff development, and customer engagement, we are building a more responsive, streamlined, and user focused service model that supports long term growth and impact. 36
Page 43
KeepMe has also supported us in gathering the views and opinions of our customers through targeted surveys, providing valuable insights for managers. These insights have helped shape service improvements and ensure our offerings remain aligned with customer needs and expectations. AI now plays a central role in analysing member behaviour, predicting leavers and personalising communication strategies, enabling us to make smarter, data-driven decisions. In addition, we’re further integrating AI into our data collection and reporting to support real time decision making for our managers. We’ve also introduced smart tile access, which brings added convenience and security for both our team and our customers. This technology enables seamless, contactless entry to facilities using digital credentials, reducing reliance on physical key cards or manual check- ins. For customers, it means quicker, hassle free access to services, while for us, it provides real-time insights into usage patterns and helps optimise operational efficiency. The KA Leisure app, alongside ongoing development of our CRM system, has significantly enhanced the customer journey, including targeted messaging and expanded digital booking options. In 2025, we will be introducing additional online services, including pitch bookings, indoor court hire, and golf round reservations, making it easier than ever for customers to access and manage their leisure activities. 37
Page 44
Our mission is to enhance lives through physical activity, community engagement, and inclusive services, ensuring that everyone, regardless of age, ability, or background, can access opportunities to lead healthier, happier lives. This strategy has been shaped using appreciative inquiry, a strengths-based approach that builds on everything we’ve achieved over the past 25 years. It reflects the values, successes, and energy of our organisation and will be delivered through the collective strengths of our teams across KA Leisure. By focusing on what works well and engaging our people in meaningful collaboration, we are creating a strategy that is both visionary and practical. Leading the Way - Performance Strategy 2025–2027 After celebrating 25 years of service, we are proud to launch our new Performance Strategy for 2025–2027, a bold and forward-thinking plan that builds on our legacy and sets a clear direction for the future. This strategy is rooted in our vision to become a world-class leisure provider, delivering exemplary health, wellbeing, and leisure services across North Ayrshire. 38
Page 45
39 Our Strategic Vision Over the next two years, we will focus on six key areas: 1. Financial Performance: Ensuring sustainable growth and financial stability. We will continue to explore innovative funding solutions and cost-saving measures to maintain our financial health and support our mission. 2. Digital Transformation: Embracing technology to enhance our services and reach. By investing in digital platforms and tools, we aim to improve user experience, streamline operations, and expand our online presence. 3. The North Ayrshire Health & Wellbeing Alliance: Collaborating to address local priorities – the Alliance is designed to place wellbeing at the heart of North Ayrshires strategic development, build on the great work of our partners and explore bold innovative approaches to make a real difference. 4. Our People – Staff Wellbeing and Policies: Investing in our team to foster a supportive and thriving workplace. We recognise that our staff are our greatest asset, and we are committed to their professional development, mental health, and overall wellbeing. 5. Community Health and Sport: Promoting active lifestyles and community engagement. Through a variety of programmes and initiatives, we will encourage participation in sports and physical activities, contributing to the health and vitality of our community. 6. Board Strategy - Fit for the Future: Strengthening our governance to navigate future challenges. We will ensure our board is equipped with the skills and knowledge needed to guide our organisation through the evolving landscape of the leisure and charity sectors. Special Projects & Innovation We are also investing in key developments to enhance our facilities and services: • Auchenharvie Redevelopment: Preparing to transform the pool hall into a community asset. • Vikingar Development: Enhancing entertainment and community engagement. • Brodick Tennis Courts & Quarry Road Padel: Creating new opportunities for sport and recreation. • Community Sport Hubs: Develop our Community Sport Hubs to better serve local need. • Efficiency Savings: Identify savings and generate additional income to tackle reduced funding and rising costs. A Strategy Built on Resilience and Recovery This strategy reflects not only our ambitions but also our journey through recent challenges. The COVID-19 pandemic, cost of living and energy crises tested our resilience, but it also revealed our strength. Now, we are not just recovering, we are growing. Attendance, membership, and engagement are rising. Our partnerships are stronger than ever and our commitment to inclusion, innovation, and impact continues to guide everything we do. Together, with our staff, partners, and communities, we will lead the way, creating a healthier, more connected North Ayrshire. Scan QR code to read full Performance Strategy for 2025–2027
Page 46
Performance Attendances The Company reports its Statutory Performance Indicators (SPIs) to North Ayrshire Council every year to assess its performance. SPI 2023-2024 Attendances 2024-2025 Attendances % Difference 2025-26 Target Wetside 288,846 263,583 -1.9% 271,492 Dryside 440,091 489,683 11.3% 504,066 Outdoor 284,462 284,476 0.0% 293,006 Total 1,013,399 1,037,742 2.4% 1,068,564 This year’s attendance figures reflect a positive trend in engagement across KA Leisure’s venues and programmes, with overall attendances rising by 2.4% compared to the previous year. The increase in indoor sport and leisure activity can be attributed to several key developments. A key area of growth was in fitness suite and class attendances, which saw a 19.4% increase. This is driven by a rise in memberships and improved operational delivery. Efforts to reduce class cancellations, alongside the introduction of smart tile technology, have enhanced the accuracy of visit recording and improved customer experience. These changes have contributed to a more consistent and accessible fitness offering across our venues. Dry sports and events attendances have also increased, particularly at our Community Sports Hubs. This growth is linked to an upturn in bookings and strengthened partnerships with local community groups, which have helped expand programme delivery and attract new participants. The improved functionality of our CRM system has further supported this growth by enabling more accurate tracking and reporting of visits. While most areas have shown positive performance, pool attendances were impacted by the closure of Auchenharvie swimming pool in January due to significant roof damage caused by Storm Eowyn. Despite this setback, our teams worked swiftly to reallocate swimmers to other venues, minimising disruption and maintaining service continuity where possible. 40
Page 47
Venue/Programme 2023-2024 Attendances 2024-2025 Attendances % Difference The Portal 205,889 212,222 3.08% Auchenharvie Leisure Centre 189,251 179,208 -5.31% Vikingar! 125,295 127,278 1.58% St Matthews Community Sport Hub 95,011 102,856 8.26% Garnock Community Campus 92,199 100,196 8.67% Outdoor Sports 98,613 99,615 1.02% Community Sports 59,807 71,631 19.77% Active Lifestyles Team 62,328 69,901 12.15% Greenwood Community Sport Hub 50,467 54,599 8.19% Golf Courses 43,585 42,325 -2.89% Kilwinning Community Sport Hub 36,763 36,357 -1.10% Dalry Community Sport Hub 23,826 25,634 7.59% Largs Community Campus 17,701 18,078 2.13% Walker Memorial Hall 11,526 12,939 12.26% Stanley Community Sport Hub 11,220 10,800 -3.74% KA Campus West Kilbride 2,267 7,861 246.76% Arran Community Sport Hub 9,786 7,772 -20.58% Total 1,135,534 1,179,272 3.85% 41
Page 48
42 2024/2025 Budget 2024/2025 Actual Variance Income NAC Contribution (5,089,288) (4,877,419) 211,869 NAC Funded Projects (142,389) (142,389) 0 Other Funded Projects (572,117) (436,577) 135,540 Trading Income (5,027,847) (5,191,447) (163,600) Total Income (10,831,641) (10,647,832) 183,809 Expenditure Employee Costs 6,747,627 6,763,938 16,311 Administration Costs 382,566 313,758 (68,808) Supplies & Services 581,736 785,491 203,755 Property Costs 2,294,214 2,044,740 (249,474) Third Party Payments 269,062 233,903 (35,159) Capital Financing Costs 168,546 110,425 (58,120) Transport Costs 37,242 27,619 (9,623) Other Expenditure 340,648 267,505 (73,143) Total Costs 10,821,641 10,547,380 (274,261) (Surplus) / Deficit (10,000) (100,452) (90,452) Financial Performance* KA Leisure is a charitable trust and funded through a management contribution from North Ayrshire Council. We do not trade for profit and any profit that is generated is reinvested into the development and continuation of our services to further benefit the people of North Ayrshire through sport and physical activity. *Accounts for 2024/2025 still to undergo audit.
Page 49
During the 24/25 Financial year we generated income of £10,647,832 and expenditure of £10,547,380 (subject to Audited accounts), this has allowed us to add a considerable surplus to our reserves through an excellent commercial performance in 24/25. 43
Page 50
44 Category Budget Actual Variance Health and Fitness (1,828,906) (2,007,967) (179,061) Swimming (526,140) (464,274) 61866 Learn To Swim (552,300) (492,151) 60149 Ice (301,000) (307,751) (6,751) Golf (317,954) (358,364) (40,410) Other* (783,000) (960,531) (177,531) Income Breakdown Total Trading Income for Leisure was £4,591,038. Trading income predominantly sits within Leisure and comprises the following areas; *Other income consists of Dry Sports, Synthetic Pitch Hire, Café, Retail Total Income for Physical Activity was £1,037,388. Income is broken down into three areas, Project Trading Income, Sports Development Trading Income and Non-Trading income including Grant Funding; Category Budget Actual Variance Projects (171,972) (232,959) (60,987) Sports Development (196,250) (220,862) (24,612) Non Trading Income (587,734) (583,567) 4,167 Looking ahead to 2025/26, despite on-going cost pressures, we remain committed to sustainable growth and financial stability which are key aspects within our new performance strategy (2025-2027). Key focus areas within the financial strand of the performance strategy are aimed around cost saving, financial efficiency and generating new innovative income streams.
Page 51
45 Company Name North Ayrshire Leisure Limited (Trading as KA Leisure) Company Registration SC202978 Number Charity Registration SC029780 Number Registered Office 22 Quarry Road Irvine K12 0TH Tel: 01294 315120 www.kaleisure.com Trustees Ashley Pringle (Chairman – Retired March 2025) Councillor Jean McClung Councillor Ian Murdoch (Retired March 2025) Councillor Jim Montgomerie Councillor John Sweeney Anne Todd Lorraine Tulloch Ross Glover (May 2024) Helen Campbell (Employee Rep – Retired March 2025) Chief Executive Officer Malcolm McPhail mmcphail@kaleisure.com Auditors Azets Audit Services Ltd 5 Whitefriars Crescent Perth PH2 0PA Bank Royal Bank of Scotland Reference and Administration Details
Page 52
46 Chief Executive’s Closing Remarks As we reflect on another remarkable year at KA Leisure, I want to take this opportunity to extend my heartfelt thanks to our incredible staff. Your dedication, resilience, and passion continue to drive our success and make a lasting difference in the lives of people across North Ayrshire. Despite the external pressures we’ve faced our organisation has continued to grow, evolve, and deliver with purpose. I am immensely proud of what we have achieved together. From expanding our services and enhancing customer experience, to strengthening our staffing structure and launching our new Performance Strategy, we have laid strong foundations for the future. These accomplishments are a testament to the strength of our team and the values we uphold. Our progress would not be possible without the strong partnerships and collaborative spirit that underpin our work. We are grateful to our partners across the public, private, and third sectors who continue to share our vision and contribute to our mission. Together, we are building a more connected, inclusive, and healthier North Ayrshire. I would like to acknowledge and thank everyone who has contributed to our success over the past 25 years. From our founding members and long-serving staff to our volunteers, partners, and supporters, your commitment has shaped KA Leisure into the trusted and impactful organisation it is today. Your efforts have helped us grow, adapt, and thrive, and we are deeply grateful for your continued belief in our purpose. Also, to our customers, thank you for your continued support, trust, and engagement. Your loyalty inspires us to keep improving and innovating. Looking ahead, I am filled with excitement for the journey we are about to embark on. Our new strategy sets a bold and ambitious direction, one that will see us deepen our impact, embrace innovation, and continue to lead the way in community health and wellbeing. With the continued support of our staff, partners, and communities, I am confident that KA Leisure will not only meet the challenges ahead but thrive in delivering meaningful change. Malcolm McPhail Chief Executive KA Leisure
Page 53
No embedded text on this page.
Page 54
48 Registered Office: 22 Quarry Road, Irvine KA12 0TH 01294 315120 info@kaleisure.com kaleisure.com
Page 55
1 LEADING THE WAY KA Leisure’s Performance Strategy 2025 – 2027 Ver 1 June 2025
Page 56
2 To be a world-class leisure provider for the people of North Ayrshire. By delivering exemplary leisure, health, and wellbeing support throughout our communities, we will strive to be a beacon of excellence for all of Scotland. Performance Strategy VISION The purpose of this two year strategy document is to explore and enhance our capabilities in providing top-tier leisure services. Over this period, we aim to identify our strengths, celebrate our successes, and build on them to achieve our mission of becoming a world-class leisure provider. This process will help us understand what we do best and how we can leverage these strengths to deliver outstanding services that positively impact the health and wellbeing of the communities in North Ayrshire. 20/20 Vision Purpose, Clarity, Commitment We’re on a journey to be the best leisure trust in Scotland
Page 57
3 02 Vision Strategic Vision Clarifying our Focus & Purpose over next 2 years 04 Foreword by Malcolm McPhail, CEO 06 Our Approach Appreciative Inquiry and Agile Delivery 08 Discovery Understanding Our Present to Shape Our Future 10 Dream Building on Our Strengths to Create a Bright Future 12 Design, Deliver and Destiny Strategic Planning and Innovation 28 Special Projects 30 Monitoring and Evaluation 31 Risk Framework 32 Closing Thoughts by Councillor John Sweeney Chair, Board of Director KA Leisure 33 Appendix 1 2025/2026 Budget 34 Appendix 2 Measuring Success Key Performance Indicators Performance Strategy CONTENTS
Page 58
4 FOREWORD Performance Strategy by Malcolm McPhail, CEO As we celebrate our 25th year of operation, it is with immense pride and optimism that I present KA Leisure’s delivery strategy for 2025 – 2027. Over the past quarter-century, we have evolved from a traditional leisure operator into a dynamic charity, deeply embedded in our community. Our journey has been marked by resilience, innovation, and an unwavering commitment to enhancing the lives of those we serve. Reflecting on the past year, we have navigated significant challenges, including funding pressures and rising operational costs. Despite these hurdles, we have achieved remarkable milestones. Our facilities welcomed over 1,100,000 visits, and our turnover exceeded £10,000,000. Membership growth continues across all areas, a testament to the trust and value our community places in us. years Our strategy is rooted in appreciative inquiry, focusing on our strengths and the opportunities ahead. We have identified key focus areas that will drive our efforts: 1. Financial Performance: Ensuring sustainable growth and financial stability. We will continue to explore innovative funding solutions and cost-saving measures to maintain our financial health and support our mission. 2. Digital Transformation: Embracing technology to enhance our services and reach. By investing in digital platforms and tools, we aim to improve user experience, streamline operations, and expand our online presence. 3. Wellbeing Alliance and Child Poverty: Collaborating to address critical social issues. We will strengthen our partnerships with local organisations to tackle child poverty and promote overall wellbeing in our community. 4. Staff Wellbeing and Policies (Our People): Investing in our team to foster a supportive and thriving workplace. We recognise that our staff are our greatest asset, and we are committed to their professional development, mental health, and overall wellbeing. 5. Community Health and Sport: Promoting active lifestyles and community engagement. Through a variety of programmes and initiatives, we will encourage participation in sports and physical activities, contributing to the health and vitality of our community. 6. Board Strategy - Fit for the Future: Strengthening our governance to navigate future challenges. We will ensure our board is equipped with the skills and knowledge needed to guide our organisation through the evolving landscape of the leisure and charity sectors.
Page 59
5 Performance Strategy These focus areas will guide our key projects, each designed to make a tangible impact on our organisation and the communities we serve. We will also outline our Key Performance Indicators (KPIs), enabling us to benchmark our performance and remain agile in our delivery. By setting clear, measurable goals, we can track our progress and make informed decisions to adapt and improve our services. As we look to the future, I am filled with optimism. This is despite continued financial pressures from reductions in both local and national funding. Our commitment to community impact remains steadfast, and our vision for growth is clear. Together, we will continue to build on our legacy, creating a healthier, more connected, and vibrant community. The forthcoming period promises to be an exciting and challenging chapter in our story but I am confident that with the support of our dedicated staff, partners, and community members, we will achieve our ambitious goals. Thank you for your continued support and dedication to KA Leisure. Your trust and engagement are the cornerstones of our success, and we look forward to working together to make a positive difference in the lives of those we serve. Malcolm McPhail Chief Executive Officer, KA Leisure
Page 60
6 To ensure our Performance Strategy is both visionary and practical, we’ve adopted two complementary methodologies: Appreciative Inquiry (AI) and Agile Delivery. Together, they provide a flexible, strengths-based framework for continuous improvement and community-centred impact. OUR APPROACH: Performance Strategy Appreciative Inquiry and Agile Delivery Appreciative Inquiry: Building on Strengths Appreciative Inquiry is a collaborative approach that focuses on what works well—our successes, values, and core strengths—as the foundation for future growth. At KA Leisure, this means: • Engaging staff, partners, and communities in meaningful conversations about what energises our organisation. • Amplifying our best practices, from inclusive programming to community impact. • Co-creating a bold vision for a healthier, more connected North Ayrshire. • Designing strategies that reflect our shared values. • Sustaining change through shared ownership and ongoing learning.
Page 61
7 Appreciative Inquiry and Agile Delivery To ensure continued success, we will review and revise this strategy at key intervals: • 2025 – September (Ver 2) • 2026 – January (Ver 3), June (Ver 4), September (Ver 5) • 2027 – January (Ver 6) Each senior manager will lead up to five workstreams, shaping their delivery plans within this agile framework. Agile Methodology: Driving Success Through Flexibility Agile is a responsive, iterative approach to delivering projects and programmes. It enables us to adapt quickly, gather feedback, and make steady progress. In practice, this means: • Breaking down goals into manageable, time- bound workstreams. • Empowering teams to test, learn, and adjust in real time. • Using data and KPIs to guide decisions and track progress. • Encouraging collaboration through regular performance reviews and shared insights. Agile helps us stay responsive to financial, social, and technological changes while remaining focused on delivering meaningful outcomes. Performance Strategy
Page 62
8 DISCOVERY: Performance Strategy Understanding Our Present to Shape Our Future As we embark on our journey, the discovery phase is a crucial step in our progress. This phase involves taking a comprehensive look at where we are today, identifying our strengths, and uncovering opportunities for growth and improvement. By understanding our present, we can better shape our future. Our community is at the heart of everything we do. With over 1,100,000 visits annually, we have a deep understanding of the diverse needs and preferences of our members, customers and participants. We continuously adapt to ensure our services align with the evolving needs of North Ayrshire. This engagement helps us tailor our programmes and initiatives to better serve our community. Maintaining financial stability is essential for our continued success. Despite the challenges of funding pressures and rising operational costs, we have managed to sustain a turnover exceeding £10,000,000. This financial health allows us to invest in new projects and initiatives. As we move forward, we will explore innovative funding solutions and cost-saving measures to ensure our long-term sustainability.
Page 63
Performance Strategy The digital landscape is constantly evolving, and so are we. Our investment in digital platforms has enhanced user experience and expanded our reach. The KA Leisure app has nearly 10,000 users with 6,700 of them active every month. The integration of AI continues to be a priority exploring how we can enhance delivery and our customer journey. The recent addition of the “KeepMe” platform provides an exciting opportunity to use AI-powered sales agents are to transform how we generate gym leads and better engage with our customers. At KA Leisure, we are dedicated to harnessing the power of sport and physical activity to tackle social issues, improve community wellbeing, and reduce inequalities in North Ayrshire. We offer a diverse range of activities aimed at helping individuals become more active and adopt healthier lifestyles. Targeted interventions focus on priority groups, including those who are vulnerable, isolated, or at high risk of inactivity, providing early intervention and tailored support to meet their unique needs. Our collaboration with key partners including North Ayrshire Council, North Ayrshire Health and Social Care Partnership, and NHS Ayrshire and Arran ensures that our initiatives reach those who need them most. Our people at KA Leisure are at the heart of everything we do. We value our staff as our greatest asset and are committed to fostering a supportive and engaging workplace. We prioritise employee wellbeing through wellness programmes, offer continuous training and development opportunities, and create a positive, inclusive environment. Key to all our success at KA Leisure are our board of directors. These local individuals deeply care about their community and are dedicated to our mission of delivering an exemplary leisure service. Their commitment and leadership are instrumental in creating a more active North Ayrshire, ensuring that we continue to make a positive impact on the wellbeing of our residents Understanding Our Present to Shape Our Future 2024/2025 At a Glance 1,126,068 ATTENDANCES across all venues and activities 8,580 682 1,150 GOLF SUBSCRIBERS Playing across our 3 courses £755,987 OF EXTERNAL FUNDING SECURED (Excludes NAC Management Fee) Hosted the WORLD WHEELCHAIR CURLING CHAMPIONSHIPS Auchenharvie Ice Rink COMMUNITY SPORT CLASSES Per week covering all localities and ages OVER 100 ANA MEMBERS Our referral scheme membership grew by 28% FITNESS MEMBERS 12-month Average 9
Page 64
10 DREAM: Performance Strategy We aim to become the employer of choice in North Ayrshire, attracting and retaining talented individuals who share our vision and values. By fostering a supportive and dynamic work environment, we will empower our team to deliver exceptional service and drive our mission forward. KA Leisure will transform into a digitally forward leisure service provider, leveraging technology to enhance the customer experience. Our commitment to delivering personalised, seamless interactions will set us apart, making every visit to our facilities a memorable and enjoyable experience. Building on Our Strengths to Create a Bright Future In the next two years, KA Leisure will navigate the challenging financial landscape with resilience and innovation, ensuring that the quality of our delivery remains uncompromised. We envision a future where our facilities, programmes, and activities are more accessible and inclusive than ever before, welcoming individuals from all walks of life and fostering a sense of belonging and community. Our passion and motivation will inspire and touch everyone in North Ayrshire, encouraging them to engage with our services and embrace a healthier, more active lifestyle.
Page 65
11 Mission 1. Navigate the difficult financial landscape without compromising the quality of our delivery. 2. Enhance the accessibility and inclusivity of our facilities, programmes and activities. 3. To encourage and inspire everyone in North Ayrshire to be touched by our service provision, passion and motivation. 4. Become the employer of choice in North Ayrshire. 5. To transform KA Leisure into a digitally forward leisure service provider that delivers an exceptional, personalised customer experience. 6. Continue to be at the heart of collaboration and partnership working in North Ayrshire. Performance Strategy We will continue to be at the heart of collaboration and partnership working in North Ayrshire, building strong relationships with local organisations and stakeholders to create a cohesive and vibrant community. Together, we will create a future where KA Leisure is synonymous with excellence, inclusivity, and innovation. Our unwavering dedication to our mission will ensure that we remain a cornerstone of the community, inspiring and empowering individuals to lead healthier, happier lives.
Page 66
12 DESIGN, DELIVER AND DESTINY: Performance Strategy Dream Phase KA Leisure’s financial strategy aims to robustly support the delivery of our organisational goals and mitigate the external pressures including rising costs and reduced funding. We will focus on achieving a balanced and diversified portfolio of income sources to ensure stability and sustainability. Managing our exposure to volatile income streams will be a priority, allowing us to handle financial uncertainties with confidence. We will optimise our cost base, adopting a prudent yet dynamic approach to resource allocation. Our financial structure and staffing will be strengthened to promote efficiency and excellence. We will enhance our financial management policies, systems, and processes to enable swift and accurate decision-making. Building strong relationships with key financial stakeholders will be crucial, as it will enhance our ability to secure support and investment. Achieving financial autonomy will empower us to innovate and expand our services without undue constraints. By adhering to this strategy, KA Leisure will maintain a high level of financial health and strategic foresight, driving forward our mission with unwavering commitment and effectiveness. Discovery Phase Despite the Covid pandemic and the cost of living crisis, we have achieved growth in both attendance and memberships, demonstrating the link between value that the community places on our leisure service and driving the commercial approach, achieving an overall growth in revenue generation of over £1million in the last 3 years. However continued pressures from rising expenditures include increased staffing costs, higher energy prices, and supply costs requires us to adjust our operations and financial planning. Further pressures include a reduction on external funding including a 2-year forecasted reduction in our management fee of £600,000. Financial Strategy KA Leisure’s two year financial strategy aims to ensure the effective delivery of our organisational goals through a structured approach to financial management. By assessing our current financial position, we will identify areas for improvement and set realistic development targets. Mission of the Financial Strategy: 1. Define where the organisation is now – the current financial position. 2. Where it would like to be – how the finances will be developed over the period and/or the development of new income streams. 3. How it plans to get there – what actions will be taken to achieve the financial objectives. Strategic Planning and Innovation
Page 67
13 Performance Strategy Catalysts for Change Bringing It to Life Destiny Income & Expenditure Implement site-by-site monitoring and monthly performance meetings to improve income levels, diversify income streams, and enhance cost control to generate a surplus. Through growth in income and reduction in cost base we would save over £100k in purchasing and staffing and increase our income by £210k. Staffing & Training Monitor and review staffing levels, upskill and cross-train staff, and implement succession planning to optimise efficient working hours and reduce costs. Staff will be more confident with an increased ability to make financial decisions and manage budgets. Policies & Systems Introduce new financial procedures, income/expenditure trackers, and financial platforms to streamline financial management and reporting. Increased financial efficiency, ensuring better resource allocation, and enabling more informed decision- making, ultimately supporting sustainable growth and service delivery. Customer Demand & Industry Changes Continuously monitor changes in customer demand and industry trends to adapt strategies and maintain competitiveness. Increased revenue opportunities, reducing wasteful spending, and improving service relevance and competitiveness. For a complete copy of the 2025/2026 Budget, please refer to Appendix 1. Design, Deliver and Destiny
Page 68
14 Performance Strategy Data-driven decision making is at the forefront of our strategy. By utilising data analytics, we can make informed decisions and optimise resource allocation. This approach allows us to better understand user behaviour and preferences, leading to more effective and targeted services. Dream Phase We are committed to enhancing our software platforms – including finance, HR,, payroll, and CRM systems. These developments will aim to reduce manual processes and minimise errors, creating a more efficient and streamlined operation. Upgrading our financial systems to automate invoicing, payments, and reconciliation is a key priority. Automated financial systems will enhance accuracy and efficiency, allowing for smoother financial transactions and better resource management. We intend to implement a modern HR system to streamline processes and improve overall efficiency. Modernised HR and payroll systems will simplify administrative tasks, making it easier to manage employee information and payroll operations. Achieving seamless integration and real-time data sharing between core systems is vital for better communication and decision-making. This integration will ensure that all departments can access up-to-date information, facilitating more informed and timely decisions. Discovery Phase Investment in digital platforms has been a key focus, with the implementation of the KA Leisure app and online booking platforms. These initiatives aim to streamline operations and significantly improve the user experience, making it easier for individuals to access services and manage their bookings. Dedicated platforms have been adopted for specialised programmes such as Learn to Swim and community sports. These platforms cater specifically to the needs of these programmes, ensuring that participants have a tailored and efficient experience. In the early stages of introducing AI into business support, we have focused on enhancing both internal team operations and customer interactions. AI-driven tools are being utilised to provide more efficient support, automate routine tasks, and offer personalised experiences to our users. Digital Strategy In today’s digital age, businesses must embrace technology to stay competitive, improve efficiency, and meet customer expectations. KA Leisure is committed to evolving through a comprehensive digital transformation strategy aimed at overhauling key operational systems, enhancing customer experience, and leveraging cutting-edge technologies like Artificial Intelligence (AI). Mission of the digital strategy: 1. Integrate Advanced Digital Systems: Implement systems for financial management, HR, payroll, and member management. 2. Leverage AI: Use AI to optimise membership sales, retention, and business operations. 3. Enhance Customer Experience: Improve user experience through digital platforms and personalised, data-driven services.
Page 69
15 Performance Strategy Catalysts for Change Bringing It to Life Destiny Financial Systems and Integration Automate financial processes with an Integrated Financial Management System, providing real-time financial insights through AI-driven analytics, enhancing customer experience with automated payment processing and membership renewals, and migrating core systems to a cloud-based infrastructure for improved scalability, security, and accessibility. Improved financial management, increased efficiency, and better customer experiences, positioning the organisation for sustainable growth and competitive advantage. HR and Payroll Systems Integration Create programmes for learning, development, and career progression. Implement processes for evaluating and improving employee performance and developing strong leaders. Foster a culture of safety by involving employees in training development and encouraging feedback. We will enhance our employee development and performance management, leading to more accurate and timely data synchronisation, optimal staffing levels through AI- driven recommendations and increased staff satisfaction. Utilise AI for Membership Sales and Retention Use AI to enhance membership sales and improve retention strategies. Increase sales and improve member retention by 3% each year positioning the organisation for sustainable growth and a competitive edge. Data-Driven Insights and Performance Monitoring Implement AI-powered Business Intelligence (BI) tools to provide actionable insights into customer behaviours and operational efficiency, while tracking key metrics such as membership sales, operational efficiency, employee satisfaction, and financial performance. Provide actionable insights into customer behaviours and operational efficiency, while tracking key metrics such as membership sales, operational efficiency, employee satisfaction, and financial performance. Security and Data Protection Invest in cybersecurity measures to safeguard data and ensure compliance with GDPR and other regulations. Achieve industry standards for compliance and digital security safety. Design, Deliver and Destiny
Page 70
16 Performance Strategy cultivating an innovative and engaging workforce that possesses the necessary skills, and it is an area that we’re committed to investing in. Additionally, the development of a multiskilled HR team has been instrumental in driving our progress. By enhancing our HR capabilities, we have been able to implement more effective processes that support our strategic goals. Staff development remains paramount, and providing our team with the skills and knowledge necessary to deliver high- quality services and programmes continues to be central to all business decisions. Dream Phase Over the next 12 months, our people strategy at KA Leisure will focus on attracting and developing talent to ensure we have the right skills and capabilities to drive the company’s success. By implementing targeted actions to recruit top talent and providing continuous development opportunities, we aim to build a workforce that is both skilled and adaptable. This approach will not only enhance individual growth but also contribute significantly to our overall organisational goals. Supporting employee wellbeing will be a key priority, as we recognise that a healthy and productive work environment is essential for high performance. We will introduce initiatives that promote physical, mental, and emotional wellbeing, ensuring our employees feel valued and supported. This focus on wellbeing will help foster a positive culture, encouraging engagement and retention, and ultimately leading to a more motivated and committed workforce. Additionally, we will continue to prioritise health, safety, and risk management by developing a positive safety culture. By implementing robust safety practices and ensuring all employees and those affected by our activities go home safe, we will create a secure and supportive environment. This commitment to safety will not only protect our people but also enhance their confidence and trust in the organisation, driving their contribution to KA Leisure’s success. Discovery Phase Over the past 12 months, we have made significant progress in our people strategy. A notable development has been the introduction of a revised staffing structure that aligns seamlessly with our strategic priorities and current business requirements. We recognise that a flexible and robust framework establishes a strong base for People Strategy At KA Leisure, our people are the backbone of our organisation, and we continue to nurture a supportive and dynamic environment where our team members can flourish. Building on this success, our strategy will continue to prioritise personal and professional development, fostering a culture of positivity, collaboration, and innovation. By investing in our people and nurturing their talents, we aim to create a workplace where everyone feels valued and empowered to contribute to our collective ambitions. Mission of the people strategy: 1. Attract and Develop Talent: Implement actions to attract and develop our people, ensuring we have the right skills and capabilities to drive the company’s success. 2. Support Employee Wellbeing: Focus on initiatives that support the wellbeing of our employees, fostering a healthy and productive work environment. 3. Engage and Retain Employees: Develop strategies to engage our people, creating a positive culture that encourages retention and high performance. 4. Health, Safety and Risk Management: Support the development of a positive safety culture to ensure our employees and those who may be affected by our activities, go home safe.
Page 71
17 Performance Strategy Catalysts for Change Bringing It to Life Destiny Employee Engagement and Wellbeing Foster a positive work environment and culture to enhance employee satisfaction, wellbeing and retention. Also further embed our preferred culture and behaviours from Know the Way, Show the Way, Go the Way. An increase in staff retention and improved staff satisfaction and wellbeing scores. Talent Enhance our current programmes for learning, development, and career progression. Implement processes for evaluating and improving employee performance and developing strong leaders. We will achieve improved performance, fostering a culture of excellence and innovation. This will result in higher employee satisfaction, better customer service, and overall organisational growth. Governance Implementation of policies, practices, and processes that guide and oversee the management of our people. Develop a more structured and efficient workforce, enhancing overall performance and productivity. Health and Safety Continue to implement comprehensive health and safety protocols and conduct regular training sessions to ensure a safe working environment for all employees. This will lead to higher employee morale and productivity, as staff feel valued and protected. For customers, it will insure a safe and reliable experience, enhancing their trust and satisfaction with KA Leisure. Design, Deliver and Destiny
Page 72
18 Performance Strategy Discovery Phase KA Leisure’s Board of Director’s has demonstrated remarkable resilience and strategic leadership in navigating the aftermath of the COVID-19 pandemic, financial pressures, rising costs, and the energy crisis. Through dedicated efforts, the board has ensured the charity’s stability and growth, maintaining a clear focus on its mission to serve the community. They have successfully implemented innovative programmes and initiatives aimed at tackling inequalities in North Ayrshire. These efforts have contributed to creating more active and engaged communities, fostering a sense of inclusivity and well-being among residents. Its composition reflects a diverse range of skills, experiences, and backgrounds, enabling it to provide strategic leadership and governance effectively. The dedication and commitment of board members to the charity’s mission, employees, and customers have been instrumental in driving positive change and achieving sustainable outcomes. Dream Phase In the next 12 months we will update governing documents that reflects current operations, create a comprehensive board-led strategy with clear priorities, and instil a consistent understanding of public benefit across the organisation. This refined purpose will drive sustainable delivery and strategic governance, ensuring the charity’s aims are met effectively. We will also implement a strengthened leadership framework, enabling the Board to govern more effectively. This will foster resilience within the organisation and ensure its long-term success. The Board will embed our charity values creating clear and transparent decision-making protocols which supports our strategic direction. These measures will enhance the charity’s reputation, strengthen public confidence, and ensure KA Leisure continues to act with integrity. Board Strategy The Board at KA play an essential role in guiding strategic direction, ensuring financial sustainability and governance, while upholding our “Know the Way, Show the Way, Go the Way” principles that have made KA Leisure one of the most innovative and effective leisure trusts in Scotland. An external review was carried out in 2024 with a main objective to help build organisational excellence and ensure that KA Leisure gives maximum value to its community. The review included several High-Level Recommendations that will be implemented in a new Board Strategy and phased over the next 24 months. These included – 1. Organisational Purpose: Update governing documents, develop a board-led strategy, ensure public benefit understanding, refine impact measurement, and implement a long- term financial strategy. 2. Leadership: Enforce attendance protocols, improve meeting structures, clarify CEO supervision, conduct diversity assessments, and expand board size and expertise. 3. Integrity: Embed charity values in decision-making, enforce independent decision-making, develop a Code of Conduct, enhance safeguarding policies, and adopt conflict of interest policies. 4. Decision Making, Risk, and Control: Strengthen decision-making frameworks, update delegation processes, reinstate the Risk and Audit Committee, expand audit committee expertise, and establish policy management systems. 5. Board Effectiveness: Streamline meeting agendas, define roles and responsibilities, conduct skills audits, establish a governance committee, and develop ongoing training and performance evaluations.
Page 73
19 Performance Strategy Catalysts for Change Bringing It to Life Destiny Organisational Purpose Update governing documents, develop a board-led strategy, ensure public benefit understanding, refine impact measurement, and implement a long-term financial strategy. We will nurture a more unified and efficient organisation. This will enhance financial sustainability and strategic resource allocation, benefiting both staff and the communities we serve. Leadership Implement attendance protocols, improve meeting structures and expand board size and Evaluating and improving board diversity and Leadership – Bringing it to life - “expertise.” Leading to more effective decision-making and overall organisational success. Integrity Embed charity values in decision-making, enforce independent decision-making, develop a Code of Conduct, enhance safeguarding policies and adopt conflict of interest policies. We will build trust and safeguard the charities reputation, leading to more effective governance and positive community impact. Design, Deliver and Destiny
Page 74
20 Performance Strategy Discovery Phase Our venues continue to be the heartbeat of our communities, offering much more than spaces for physical activity. They serve as social hubs where we, alongside our partners and community groups, deliver activities that enhance both the physical and mental wellbeing of our residents. In 2024/2025, we proudly welcomed over 1,100,000 visitors, a testament to the quality of our venues and the dedication of our staff teams. We offer a diverse range of facilities and activities, including fitness classes, swimming pools, sports courts, and wellness programmes, catering to people of all ages and backgrounds. This variety ensures that everyone can find something that suits their interests and needs. Our welcoming environment fosters inclusivity and community spirit, encouraging individuals from all walks of life to come together, engage, and support each other. By providing accessible and affordable options, we strive to create a space where everyone feels valued and can thrive. Dream Phase Over the next 12 months, we will focus on creating a welcoming, friendly, professional, and polite environment to ensure every customer receives a warm welcome. Our staff will be trained to deliver a high standard of customer service and supervision of activities, ensuring that every interaction is positive and supportive. This commitment to excellence will help us build strong relationships with our customers, fostering a sense of community and trust. To enhance the customer experience, we will ensure our staff have a thorough knowledge of our products and services. This will enable them to provide accurate information and recommendations, ensuring customers have a positive and informed experience. We will also prioritise the cleanliness, safety, and maintenance of our venues, creating an environment where customers feel comfortable and secure. Innovation will be a key focus, as we continually strive to offer new products and services driven by technology and fresh ideas. By staying ahead of trends and incorporating customer feedback, we will ensure our offerings remain relevant and beneficial. This proactive approach will help us attract new customers and retain existing ones, contributing to the growth and development of our operations. Operational Performance Strategy The Operations Strategy for KA Leisure aims to deliver consistent, high-quality customer service across all venues, facilities, and programmes. This strategy will focus on enhancing the customer experience by ensuring that every interaction is marked by excellence and reliability. To achieve this, we will implement standardised service protocols, invest in staff training, and utilise customer feedback mechanisms to continuously improve our offerings. Additionally, we will develop a comprehensive events calendar that includes diverse and inclusive opportunities for our communities to engage with our services. This calendar will feature a variety of events tailored to different interests and demographics, ensuring that everyone has the chance to experience the best of what KA Leisure has to offer. By fostering a vibrant and welcoming environment, we aim to strengthen community ties and promote active participation in our programmes. Mission of the Operational Strategy: 1. Enhance Customer Experience: Create a welcoming and professional environment with trained staff to foster strong relationships and community trust. 2. Maintain High Standards and Safety: Ensure staff have thorough product knowledge and prioritise cleanliness, safety, and venue maintenance. 3. Drive Innovation and Customer- Centric Improvements: Offer new products and services driven by technology and customer feedback and improve communication to enhance the overall experience.
Page 75
21 Performance Strategy Catalysts for Change Bringing It to Life Destiny Customer Experience Create a welcoming, friendly, professional, and polite environment by training staff to deliver high standards of customer service and supervision of activities, and ensuring they have thorough product knowledge. Achieve consistently positive customer feedback and satisfaction, ensure high levels of staff training and competency, and maintain accurate and helpful customer interactions, leading to exceptional service and organisational excellence. Venue Standards Prioritise cleanliness, safety, and maintenance of venues through regular inspections and prompt resolution of maintenance issues. Enhance our venues to be a safe, enjoyable environment for customers and enhance the organisation’s reputation for excellence. Innovation and Communication Continually offer new products and services driven by technology and customer feedback, and improve communication with customer base, groups, clubs, and users by viewing sites through the eyes of customers. This will include the development of a comprehensive events calendar which allows us to engage with participants old and new. Increase our overall customer base which will lead to an annual 3% increase in attendances. Events Programme Build an events programme which highlights our venues, facilities and programmes and increase our reach across North Ayrshire and beyond. We will provide our communities with a comprehensive events calendar creating opportunities for ourselves and partners to engage with a wider customer base. Finally, we will adopt a customer-centric perspective, viewing our sites through the eyes of our customers rather than as staff members. This shift in perspective will help us identify areas for improvement and enhance the overall customer experience. We will also work to improve our relationships with our customer base, groups, clubs, and users by establishing better lines of communication. This will ensure we are responsive to their needs and can provide tailored solutions that enhance their experience with us. Design, Deliver and Destiny
Page 76
22 Performance Strategy We will continue to enhance community sport delivery through our dedicated teams and network of community clubs and volunteers. Our primary goals are to increase participation in physical activity, reduce inequalities by eliminating barriers to access, and empower communities and volunteers to build capacity within the system. By fostering inclusive and supportive environments. Mission of the Community Sport Strategy: 1. Boost Participation: Expand and diversify programmes to engage more people in physical activities. 2. Reduce Inequalities: Remove access barriers and provide more accessible options for all communities. 3. Empower Communities: Support and train volunteers to lead and sustain local health and sport initiatives. Discovery Phase We continually strive to deliver innovative programmes through collaboration with key partners. Understanding the vital role sport plays in creating healthy and happy communities, our programmes are designed to foster social connections, enhance confidence, and improve physical and mental wellbeing. We believe everyone deserves to enjoy the benefits of sport, regardless of age, ability, or background. Central to this is the strong partnerships we have built across local and national sectors. Partnering with a range of organisations we are proud to deliver sport for change programmes which reduce inequalities and harnesses the unique power of sport to make meaningful change. Our Inspire Membership ensures young people have the opportunity to try new experiences and are not restricted through costs. Community Sport Strategy Our community sport programme continues to expand, providing over 100 classes per week across all localities. These also include arts, drama, music, and dancing, giving young people the chance to experience more than just sport. Additionally, we have partnered with several local sports clubs to deliver introductory classes, providing clear pathways from community to club sport. Dream Phase Our objectives are clear and focused: We will expand and diversify our programmes to engage a broader spectrum of participants. By offering a variety of activities, we aim to ensure that individuals of all ages and abilities can find something that suits their interests and needs. Our programmes and events will be designed to attract and retain participants ensuring that no matter your starting point in sport or physical activity, there will be a place for you. We are also committed to removing barriers to access, ensuring that physical activity is affordable and accessible to everyone. New initiatives will target underserved populations, providing financial support and tailored programmes to address specific needs. By addressing financial, physical, and social barriers, we aim to create an inclusive environment where everyone has the opportunity to participate. We will support and train volunteers to lead and sustain local health and sport initiatives. Our comprehensive training programmes and resources will enable volunteers to take on roles with confidence. Community sport clubs will benefit from robust development plans and support for club-led initiatives, fostering sustainable growth and engagement.
Page 77
23 Performance Strategy Catalysts for Change Bringing It to Life Destiny Boost Participation We will align pathways for participation from school > community > club ensuring everyone can participate at a level they choose. We will also develop sport specific strategies for our key sports – • Athletics • Badminton/Tennis/Pickleball (Racquet Sports) • Football • Gymnastics • Rugby We will achieve a 3% annual increase in attendances of our community programme, while enhancing community engagement and service quality. Community clubs will also note an increase in participants offering additional opportunities for participation. Reduce Inequalities We will reduce inequalities in access to sport by implementing inclusive programmes, providing affordable options, and ensuring facilities are accessible to all members of the community. An increase in opportunities for targeted groups with sustained participation for those in lower SIMD areas. Empower Communities We will empower volunteers through comprehensive training and resources to lead and sustain local health and sport initiatives, ensuring community sport clubs benefit from robust development plans and support for sustainable growth and engagement. The delivery of a nationally recognised coach and volunteer programme which provides a platform for local communities to enhance participation with their locality. Design, Deliver and Destiny
Page 78
24 Performance Strategy Health & Wellbeing Strategy The Active Lifestyles Team (ALT) delivers a broad range of activities within local communities to support people in becoming more active and adopting healthier lifestyles. We continually strive to deliver innovative programmes through collaboration with key partners who share our commitment to health and wellbeing. Our Health & Wellbeing Service has four key areas of delivery: 1. Active North Ayrshire (ANA) A physical activity referral programme supporting individuals with medical conditions to become more active through tailored activities and exercises. 2. Community Outreach Delivering various activities within local communities, including care homes, to support healthier and more active lifestyles. 3. ACTIVATOR A mobile health unit providing free health checks and lifestyle advice in local communities. 4. Trinity Health & Wellbeing Hub A welcoming space offering a range of health and wellbeing activities and support services. Discovery Phase We are passionate about supporting people to be more active and are proud to be a sector- leading organisation committed to developing a wellbeing-led model that empowers individuals throughout every stage of their health journey and will continue to deliver innovative programmes through collaboration with key partners who share the same outcomes which support health and wellbeing outcomes that: 1. Engage with priority groups including those who are vulnerable, isolated and at greatest risk of inactivity 2. Prevention and early intervention. Offering the right support at the right time in the local community 3. Target specific health issues including long term conditions and mental health and wellbeing Dream Phase Over the next 24 months, we will deepen our collaboration with partners across health, social care, and community sectors to develop tailored solutions that tackle health inequalities and reduce social isolation. Our experienced team delivers a wide range of health and wellbeing programmes designed to meet the varied needs of our communities. We continue to provide specialist support for complex health conditions, including Parkinson’s, cancer rehabilitation, and falls prevention, ensuring personalised, expert-led care. Through embedding social prescribing, we establish clear and timely pathways that offer holistic, individualised support. At the same time, integrating services strengthens the connections between health, leisure, and local resources by promoting co-location and seamless delivery. Using insights gained from ongoing learning and evaluation, we collaborate with partners to co- produce programmes that are responsive, exceed targets, and create meaningful, lasting impact.
Page 79
25 Performance Strategy Catalyst for change Bringing it to life Destiny Secure External Funding & Strengthen Income Streams • Explore additional revenue streams and partnerships to enhance and complement our comprehensive range of services. • Develop flexible delivery and membership options to reach a broader audience. • Sustainable funding models supporting long-term service delivery, innovation, and capacity growth • Accommodate more people across all services. • Growth in the number and diversity of partnership initiatives, leading to increased reach and inclusivity across communities. • Expansion in service accessibility for under-represented / vulnerable groups Building stronger networks & partnerships • Strengthen collaboration through purposeful engagement with local organisations, services, and communities—creating a more connected, aligned wellbeing system for individuals and communities • Growth in the number and diversity of partnership initiatives, leading to increased reach and inclusivity across communities. • Expansion in service accessibility for under-represented / vulnerable groups Impact • Focus on process improvement by using robust data, personal stories, and lived experiences to continuously refine and expand initiatives that support health and wellbeing. • Actively track the growth in participant numbers across all service areas. • Measure and communicate the social return on investment to demonstrate the broader value and positive impact of our services on individuals and communities. • Quantitative and qualitative evidence demonstrating measurable improvements in wellbeing. • Exceeding participation targets with clear reductions in inequalities and gaps in access. • Growing numbers of people supported across the full service spectrum Innovating & Testing Change • Pilot new approaches and programmes to address emerging health and wellbeing challenges. • Leverage digital innovation and AI to enhance service delivery, engagement, and accessibility • Scalable, replicable models of innovation that continuously improve outcomes. • Increased reach through digital and community solutions that allow us to support more people efficiently and effectively. Design, Deliver and Destiny
Page 80
26 Performance Strategy KA Leisure is proud to lead the North Ayrshire Wellbeing Alliance, established in December 2022 as a key driver of the Local Outcomes Improvement Plan (LOIP) 2022–2030 for the North Ayrshire Community Planning Partnership (NACPP). As the lead organisation, we are committed to placing wellbeing at the heart of strategic development across North Ayrshire. The Alliance represents a powerful partnership of local organisations, all working together to reduce inequalities, support prevention, and unlock better outcomes for communities across North Ayrshire. Wellbeing is one of three strategic pillars guiding North Ayrshire’s future—alongside Work and World—ensuring a holistic, joined-up approach. North Ayrshire Wellbeing Alliance Priorities 1. Set a bold and shared strategic vision for wellbeing in North Ayrshire 2. Build on the great work already happening across our communities 3. Improve health and wellbeing outcomes in every town and village 4. Explore bold, creative approaches that drive real, lasting change Discovery Phase Over the next 24 months, the Wellbeing Alliance will place a sharp focus on child poverty - recognising the scale of the challenge but also the power of collective action to create change. We’re uniquely placed to lead this work. From the reach and relevance of our network of wellbeing hubs, to strong partnerships across sectors and a commitment to innovation and prevention, we are ready to act. North Ayrshire Wellbeing Alliance OUR PRIORITIES04 Health and Wellbeing - We will reduce inequalities by targeted support to improve individual, family and community wellbeing. Economy and Skills - We will address the causes and effects of poverty through a strong local economy and skills base. Climate Change - We will work more closely and effectively together to reduce carbon emissions and mitigate the impacts of climate change. Wellbeing Work World NORTH AYRSHIRE PARTNERSHIP PLAN Wellbeing Work World The North Ayrshire Partnership: Fair for All THE NORTH AYRSHIRE PARTNERSHIP PLAN local outcomes improvement plan 2022-2030 North Ayrshire Health & Wellbeing Alliance March 2024 Together, we are uncovering and amplifying what’s already working across North Ayrshire—building on tested practices, lived experiences, and community strengths. The hubs, which are already trusted spaces for physical and social connection, will be central to this work, offering inclusive, local support for families. Creating the conditions for shared action with a strong focus on building trust, aligning priorities, and strengthening the infrastructure needed for long-term impact. Key initiatives such as the Garnock Valley Taskforce and the Kilwinning Wellbeing and Employability Pilot are already laying the groundwork - demonstrating how integrated, place-based approaches can drive real change. These interventions are bringing together local partners across health, education, employability, and community sectors to co-design and deliver solutions that meet the unique needs of individuals and families. By fostering strong partner networks and testing collaborative ways of working, this phase is helping to shape a practical and scalable framework for delivery. Dream Phase The Wellbeing Alliance is not just responding to challenges—we’re reimagining what’s possible. Through bold collaboration and the energy of our partners, we’re creating a wellbeing-led model that puts prevention, participation, and community voice at its core. This approach builds on the incredible work already happening in our communities, while daring to challenge outdated systems that no longer serve us. We believe in rethinking leisure—not as a standalone service, but as a gateway to getting active, building social connections, and simply having fun together in ways that boost health and bring communities closer.
Page 81
27 Performance Strategy Catalysts for Change Bringing It to Life Destiny Profile Elevate the visibility of the North Ayrshire Wellbeing Alliance as a shared platform for partners to showcase wellbeing programmes, amplify voices, and engage the wider community through shared campaigns. • A co-designed “Alliance” brand and narrative, reflecting partner voices and shared purpose • Increased reach and attendance at wellbeing activities • Launch of a child poverty-focused campaign promoting access to fun, inclusive activity opportunities Building stronger networks & partnerships Strengthen collaboration through purposeful engagement with local organisations, services, and communities—creating a more connected, aligned wellbeing system. • Growth in the number and diversity of partnership initiatives • Shared learning opportunities and cross-sector workshops • Partner and participant feedback used to guide development Impact Focus on the process and what works. Use data, stories, and lived experiences to continuously refine and grow initiatives that support children, families, and communities to thrive • More families participating in wellbeing programmes • Evidence of improved physical and mental health outcomes • Reduction in gaps in access and opportunity across family groups Innovating & Testing Change Launch and evaluate small-scale innovations and test-of-change pilots in each of the 6 localities that explore new approaches to wellbeing, social prescribing, and preventative support. • Number of successful pilots integrated into wider delivery • Community co-design sessions feeding into new ideas • Recognition as a learning-led, agile wellbeing system In this Dream Phase, we will: • Align our collective focus to reduce child poverty, starting with the families most at risk • Mobilise wellbeing hubs as engines of community change—accessible, inclusive, and impactful • Strengthen the link between health, leisure, and local assets through co-location and integrated delivery • Embed social prescribing pathways to ensure help is timely, personalised, and holistic Currently, nearly 1 in 4 children in North Ayrshire lives in poverty. We are not content with this. Through physical activity, social connection, and targeted wellbeing support, we will open up new opportunities for families - improving health, raising aspirations, and breaking cycles of disadvantage. Design, Deliver and Destiny
Page 82
28 SPECIAL PROJECTS Performance Strategy Auchenharvie Leisure Centre Development Auchenharvie Leisure Centre Development With the relocation of Auchenharvie Swimming Pool to the new Ardrossan Academy (Summer/ Autumn 2027) provides with an opportunity to redevelop the swimming pool and adjacent areas to become a community asset. Now is the opportunity to begin preparation through consultation and customer engagement to ensure we meet the needs of our communities. The Auchenharvie redevelopment aims to transform the leisure centre into a community-focused wellbeing hub. Key objectives include working with the community to design the redeveloped pool hall and back office area, which could include the creation of studio spaces, for fitness classes, a family activity area, a café, and consultation rooms for stakeholders. This project will leverage Auchenharvie’s strong community presence and diverse programme offerings to enhance community engagement and support. By fostering relationships with local schools and health partners, the redevelopment will provide tailored services for SEN groups and new parents. The initiative aims to increase site usage, generate additional revenue, and offer new opportunities for local youth and residents. Vikingar Key objectives include enhancing the entertainment programme, developing the Barrfields Pavilion Theatre operations, and reintroducing an in-house café to generate additional revenue. The strategy leverages Vikingar’s strong community relationships, diverse programme offerings, and unique tourist attractions to increase footfall and engagement. By improving facilities and services, the project seeks to boost customer satisfaction, support healthier lifestyles, and foster community wellbeing, ultimately contributing to the centre’s financial sustainability and growth. The Vikingar transformation aims to evolve the leisure centre into a community hub and destination venue. Brodick Tennis Courts Funding of more than £150,000 has been secured which will be used to transform Brodick tennis courts, ensuring they are viable for years to come. Planned improvements include resurfacing, repainting, new fencing, new nets, and a new gate entry system. With works set to be complete in June 2025, our teams will develop a pathway of opportunities for to play casually, join organised classes and also support the establishment of a club. This is part of a broader initiative which includes the redevelopment of the Brodick Bowling Pavilion and Green and the connection of local clubs to develop a new Sports Hub. Quarry Road Padel Tennis Our partnership with Soul Padel for the installation of 4 covered Padel Courts and associated clubhouse continues to gather momentum with agreements now exchanged. The next step will be to survey the area and move forward with planning applications. The Courts will be situated directly behind our indoor and outdoor pitches at the Circuit. The project is part of a wider initiative to develop Quarry Road and the Circuit into a greater community asset and sports village.
Page 83
29 Performance Strategy Key objectives include understanding usage patterns and demographics, improving income generation, and tailoring services to community needs. Leveraging strong community relationships, experienced staff, and innovative health and wellbeing programmes, the project seeks to increase participation, generate additional revenue, and support healthier lifestyles. By conducting thorough reviews and demographic profiling, the initiative ensures the hubs are accessible, visible, and financially sustainable, ultimately fostering healthier and more engaged communities. The Community Sport Hubs Development Project aims to reposition KA Leisure’s community hubs to enhance their viability and better serve local demographics. Community Sport Hubs KA Leisure’s Wellness Boost is an innovative programme designed to transform health and wellbeing for the North Ayrshire community. It offers comprehensive health checks, personalised support combining human expertise with AI-driven insights, and access to cutting-edge technology. The programme includes exclusive perks such as expert-led webinars and seminars, and a state-of- the-art health app. Wellness Boost aims to enhance overall delivery by promoting holistic fitness, preventative health, and empowering individuals to lead healthier, happier lives. This initiative supports KA Leisure’s commitment to community wellbeing and financial sustainability by increasing engagement and providing exceptional value. In the next 12 months we will aim to increase our reach, develop our offering and expand our customer base. Efficiency Savings This project addresses financial challenges caused by reduced funding and rising costs. It focuses on identifying savings and generating income to support long-term sustainability. Key actions include reviewing operations, improving resource use, and exploring alternative service approaches. Drawing on internal capabilities and local understanding, the project aims to maintain service quality and accessibility. Through careful financial oversight and flexible planning, it seeks to protect essential services, support community wellbeing, and ensure value for money. Wellness BOOST
Page 84
30 MONITORING AND EVALUATION Performance Strategy KA Leisure’s annual planning and reporting cycle is designed to ensure that we communicate with all stakeholders in a timely and transparent manner. Our KPI framework will play a crucial role in this process, allowing us to consistently monitor and report our performance across various areas. We provide regular updates on organisational performance to the KA Leisure Board, ensuring that our strategic goals are being met and that we remain accountable to our governance structure. Each year, we report our operational performance to North Ayrshire Council’s Cabinet Committee. This ensures that our activities meet the council’s standards and expectations. When necessary, we present additional reports and updates to relevant North Ayrshire Council committees for information or approval, following the council’s committee cycle. This ensures that all necessary oversight and approvals are obtained promptly. We publish the KA Leisure Annual Report each year, detailing the performance of our Business Plan and the impact of our activities. This review is distributed to all stakeholders, providing a comprehensive overview of our achievements and contributions. Our contribution to North Ayrshire Council’s Strategic Plan is reported biannually, including as part of the council’s Annual Performance Report. This ensures that our efforts align with the broader strategic goals of the council and that our impact is clearly communicated. Internally, we monitor and scrutinise the performance of all our service areas every financial period. This rigorous internal review process ensures that we continuously improve and adapt our services to meet the needs of our community. By adhering to this structured reporting framework, KA Leisure maintains a high level of transparency and accountability, ensuring that all stakeholders are well-informed about our performance and contributions. KPI Framework The Key Performance Indicator (KPI) Framework plays a critical role in supporting the strategic oversight of the organisation. The selected KPIs have been tailored to align closely with our strategic objectives and provide structure around Senior Manager and Director communications offering actionable insights that support Board level decision-making. This will enable us to evaluate our achievements, anticipate challenges, and refine our strategies to maximise impact, effectiveness and clarity. The framework provides a balanced mix of data-driven insights and includes: • Current Financial Position • Operational Capabilities • Customer Experiences • Employee Engagement The KPI framework incorporates a blend of quantitative and qualitative measures to ensure a comprehensive evaluation of performance. Quantitative KPIs, such as financial outcomes and operational metrics, deliver clear, measurable data essential for tracking efficiency and profitability. In addition, qualitative KPIs, such as customer testimonials, participant case studies, staff feedback and community insight, capture the broader aspects of our impact. Refer to page 34 for a comprehensive list of our strategic KPIs and corresponding targets. These targets will be regularly reviewed to reflect progress and align with our programme of strategy revisions.
Page 85
31 RISK REGISTER Performance Strategy This Risk Management Framework sets out KA Leisure’s approach to risk management, assisting the organisation in managing risk effectively. The Framework defines the organisation’s risk appetite, risk tolerance and risk hierarchy. It also sets out the individual responsibilities for managing risk. To ensure it remains current, the Framework and supporting guidance will be reviewed on an annual basis and revised as changes are made to relevant organisational processes and procedures. Importance of Risk Management at KA Leisure At KA Leisure we recognise that pursuing our strategic objectives will inevitably carry risks. Risk is defined as the effect of uncertainty on objectives, and is usually expressed in terms of causes, potential events, and their consequences. Realisation of risks is not inevitable, but risks could have an impact (desirable or undesirable) on the delivery of KA Leisure’s strategic objectives. Equally, the realisation of opportunities could be beneficial to us in the pursuit of our objectives. Risk management is therefore an integral part of good corporate governance. Effective risk management helps us to monitor, transfer, accept and/or mitigate risk and uncertainty. Risk management is the process by which KA Leisure manages both: • The threats the organisation faces in pursuit of its strategic objectives; and • The risks the organisation is prepared to take to maximise opportunities to achieve the strategic objectives. The Chief Executive, and Senior Management Team (SMT) are all committed to a rigorous approach to risk management. Our Audit Committee’s role is to support the Board, and particularly the Chief Executive, in monitoring the adequacy of KA Leisure’s corporate governance and control systems including arrangements for the management of risk.
Page 86
32 CLOSING THOUGHTS Performance Strategy From The Chair It is with great pride and enthusiasm that I offer this conclusion to KA Leisure’s 2025–2027 Performance Strategy—my first as Chair of the Board of Directors. This strategy is more than a document; it is a shared commitment to the people of North Ayrshire, built on a foundation of ambition, resilience, and community spirit. Our vision—to be a world-class leisure provider— remains bold and ambitious. This strategy outlines how we will continue to deliver on that vision by focusing on what we do best: supporting health, wellbeing, and inclusion through exceptional services and strong partnerships. From digital transformation to tackling child poverty, from staff wellbeing to community sport and health, every element of this plan reflects our values and our belief in the power of leisure, sport and physical activity to change lives. I am especially proud of the progress we have made. Despite financial pressures and a rapidly changing landscape, KA Leisure has continued to grow, innovate, and lead. Our facilities welcomed over 1.1 million visits last year, and our programmes are breaking down more barriers to participation than ever before. These achievements are a testament to the dedication of our staff, the strength of our partnerships, and the trust placed in us by our communities. Our people are at the heart of everything we do. I want to thank our incredible staff teams for their passion, professionalism, and unwavering commitment. Their work is the engine behind every success story in this strategy. As Chair, I am committed to supporting them and ensuring they have the tools, recognition, and environment they need to thrive. Looking ahead, we will remain agile, responsive, and focused on impact. This document sets out a clear course, but it is our people—our staff, partners, and communities—who will bring it to life. Together, we will continue to build a healthier, more connected North Ayrshire. Thank you for your continued support. Councillor John Sweeney Chair, Board of Directors KA Leisure
Page 87
33 From The Chair APPENDIX 1 Performance Strategy 2025/2026 Budget Projected Outturn* 2024-25 Uplift on Income Growth Other Expenditure Total Increase Budget 2025-2026 Income Trading Income £4,894,150.20 £489,415.02 £185,476.96 - £674,891.98 £5,569,042.18 NAC Core Funding £4,869,068.00 - - - - **£4,671,455.00 NAC Funded Projects - - - - - - Transfer of Core Funding - - - - - - Pay Award £189,000.00 - - - - - Other Projects £286,862.00 - - - - £286,862.00 Sales Fees & Charges - - - - - Investment Income £86,559.00 - - - - £86,559.00 Total Income £10,325,639.20 £489,415.02 £185,476.96 - £674,891.98 £10,613,918.18 Expenditure Employee Costs £6,592,363.74 - - - - £6,592,363.74 Administration Costs £312,189.00 - - £15,109.45 £15,109.45 £327,298.45 Supplies & Services £854,871.23 - - £110,053.56 £110,053.56 £964,924.79 Property Costs £1,838,941.70 - - £163,463.75 £163,463.75 £2,002,405.45 Third Party Payments £238,440.25 - - £11,922.01 £11,922.01 £250,362.26 Capital Financing Costs £119,217.00 - - £5,960.85 £5,960.85 £125,177.85 Transport Costs £25,440.38 - - £997.02 £997.02 £26,437.40 Other Expenditure £302,858.00 - - £15,042.90 £15,042.90 £317,900.90 Total Costs £10,284,321.30 - - £322,549.54 £322,549.54 £10,606,870.84 (Surplus) / Deficit £41,317.90 £489,415.02 £185,476.96 £322,549.54 £352,342.43 £7,047.33 *Projected outturn from period 10 **Overall reduction to core funding of £331,000 but includes 24/25 pay award £191,000
Page 88
34 APPENDIX 2 Performance Strategy Measuring Success Key Performance Indicators Attendances (Overall Increase in attendances by 3%) 2024-2025 2025-2026 Fitness Attendances Target Fitness Suites 94,674 97,515 Group Exercise excl ANA 91,231 93,967 Golf Attendances Target Golf Rounds Played 39,177 40,349 Driving Range Visits 3,150 3,245 Learn to Swim Attendances Target Learn to Swim Programme* 77,581 79,909 *Excludes Auchenharvie, target will be reassesed when reopening schedule confirmed. Community Sport Attendances Target Communit Sport (Minus Events) 42,026 43,287 Community Sport Events 18,026 18,567 Champions for Change 11,579 11,926 Health & Wellbeing Service Attendances Target ANA Attendances 49,068 50,540 Activator / Community Programme Attendances 20,833 21,458 Other 2024-2025 2025-2026 Memberships (Overall Increase of 3%) Average Target Fitness 8580 8837 Golf 1099 1132 ANA 632 651 Inspire 482 496 Learn to Swim 1760 1813 Health, Safety and Wellbeing 2024-2025 Target Audit Programme - Percentage of audits completed on time NA 85% Completed Employee 2024-2025 Target Overall PDR completion rates NA 90% Average Completion Rate Employee Turnover TBC TBC Marketing and Communication 2024-2025 Target Overall increase in Social Media followers of 10% across main channels (Faecbook/Instagram/X) 23739 26113 Statuatory KPIs (Overall Increase in attendances by 3%) Attendances Target Increase attendances for Wetside activities (SPls)* 211,649 217,999 Increase attendances for Dryside activities (SPIs) 489,683 504,066 Increase attendances for Outdoor activities (SPls) 284,476 293,006 *Excludes Auchenharvie, target will be reassesed when reopening schedule confirmed. 2024-2025 2025-2026
Page 89
35 Measuring Success Key Performance Indicators
Page 90
Registered Office: 22 Quarry Road, Irvine KA12 0TH 01294 315120 info@kaleisure.com kaleisure.com