5 Year Strategic Plan - 2016 to 2021 - Brio Leisure
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5 Year
Strategic Plan
2016 to 2021
12
Contents
Section I - Introduction - Pg 4
• Who are we?
• Section 5 - SWOT Analysis - Pg 28
What we offer
Section 2 - Mission and Aims - Pg 6 Section 6 - Strategic Principles - Pg 29
Section 3 - Journey to Date - Pg 8 Section 7 - Four Pillars, Visions & Values - Pg 30
• Historic context
• Progress Section 8 - Performance Management - Pg 35
Section 4 - Drivers for Change Section 9 - Risk Management - Pg 36
Environmental Analysis - Pg 11
• The UK Fitness Industry Appendices
• Customers and Consumer Demands
• The Local Demographics A - 4 Pillars and Milestones - Pg 40
• The Cost of Physical Inactivity B - Vision and Meanings - Pg 43
• Participation C - Summary of Influencing Strategies - Pg 45
• External Strategies
• Public Investment
• Communication
Internal Analysis - Pg 21
• Resources - Buildings
• Resources - People
• Resources - Finance
• Resources - Brand
• Resources - Customer Base
• Resources - Partnerships
3Section 1
Introduction
Welcome to Brio Leisure’s 2016-2021 rolling 5
year business plan framework. The purpose of
this document is to set out our mission, journey to
date, drivers for change, strategic priorities and key
strategic milestones to be achieved over the coming
5 years. This strategy is a five year rolling programme
which will be a ‘live’ working document and subject to
frequent review.
The strategy and associated plans have been
constructed by carefully:
• Reviewing lessons from past 4 to 5 years;
• Benchmarking our performance against the wider
industry;
• Reflecting on shifts in the local and national
market and competitor analysis;
• Evaluating trends in consumer habits;
• Appraising risk;
• Assessing the requirements of the Council within
the delivery of all services;
• Identifying opportunities for innovation.
4With 5 years’ experience and a track record
established, Brio’s ambitions have grown.
Who are we?
Boasting strategic sites accessible across the Borough, Brio Leisure was established as a Community Interest
Brio was delighted to receive formal approval of a Company in 2011 by Cheshire West and Chester
new 15 year contract with our shareholder Cheshire Council. As a wholly owned subsidiary of the Council,
West and Chester Council and a repositioning of the we share its vision of customer first, value for money
company as an integrated health, fitness, leisure and best practice.
and wellbeing provider in 2015. This positioning has
been further endorsed via a formal commission from
the Public Health team to deliver relevant health
What we offer
outcomes. Over the course of the next five years we We offer a cohesive range of health, fitness, wellness
are committed to: and leisure services in various indoor and outdoor
community settings, many managed directly by
• Redefining ourselves as an agent for community us. This includes a range of high quality services
health and wellbeing; delivered directly by us or in partnership with
• Creating a whole new interactive, high quality reputable providers offering:
experience for customers which enables them
to become champions of their own health and • Swimming, fitness and exercise classes;
wellbeing; • Sport and games;
• Improving and extending our services through co- • Health advice and referrals;
located services and partnerships; • Smoking cessation and weight management
• Engaging the community in the ways and places services;
they choose; • Flexible exercise, fitness and physical activity
• Continued partnership working with relevant programmes;
providers. • Entertainment and cultural programmes, events
and shows.
5Section 2
Mission and Aims
Brio Leisure’s overarching aims are reflected in our
Mission: ‘Supporting fitness, fun and health at the
The Council requires Brio to work towards and adhere
heart of life’. This summarises our desire to help
to key national, regional and local strategic policy,
everyone in the community get the most out of life.
working with other partners where appropriate. Brio
Complementing this goal, it is important that we meet
must be able to demonstrate that the services are
the aims the council have set for us.
having a positive impact on physical activity, health
and wellbeing among individuals and communities
Contractual requirements within the Borough.
Through our contract with Cheshire West and Chester
Council we contribute to their wider responsibilities Brio must support the achievement of the plans in the
regarding improving life expectancy, particularly Council’s Outcomes Documents by working with key
healthy life expectancy and reduced health partners within sport and physical activity, health and
inequalities. To enable the Council to achieve this aim wellbeing and entertainment.
Brio must: The current strategic priorities of the Council are to
promote healthier communities by reducing obesity,
• Increase participation among those most deprived narrowing health inequalities and increasing absolute
and marginalised; levels of physical activity; promoting community
• Reduce social exclusion; cohesion by improving equality of access, providing
• Help people to actively manage their own health; activities as a diversion from anti-social behaviour,
• Promote employability; raising educational standards, contributing to
• Build the culture offer by delivering a full diverse economic growth and regeneration, reducing crime
range of entertainment and civic activities and the fear of crime; and promoting sustainability
through an annual programme as set out in the and tackling climate change. The Council also wishes
Performance Management Framework (PMF). to support pathways to excellence in sport, leisure
and entertainment in order to provide inspiration for
others within the Borough which will encourage them
to participate. These strategic priorities have to be
achieved in a climate of reduced resources requiring
more efficient and effective ways of working to
deliver the Council’s Outcomes.
6Brio has a carefully structured planning framework
to ensure that all elements of our strategic and
operational plans, and their associated objectives
and Milestones, are fully integrated. Our Integrated
Planning Framework is shown on page 8 & 9.
Brio’s mission statement is simple yet meaningful:
Supporting fitness, fun and health
at the heart of life
7Mission Internal
Resources
National Local Vision
Influencers Influencers
Sport England - Towards an Active CWAC Physical Activity & Growth
Nation 2016 - 2021 Strategy 2016
HM Government Sporting Future - CWAC Health & Wellbeing
A strategy for an Active Nation Strategy 2015 - 2020
2015
CWAC ‘Thrive’ Plan 2016 - 2020 Brio Leisure
HM Government - Childhood 5-Year Strategy
Obesity ‘A Plan For Action’ August CWAC ‘Building a Public Health
2016 System’ 2015 Annual Report
CWAC Cultural Strategy 2015
CWAC Falls Prevention Strategy
2017 (draft)
8Brio Leisure: Integrated
Planning Framework Annual
Business
Plan
Business
Action
Plan
Department
Deliverables
Audience Health & Community Capital
Development Wellbeing Plan Development Investment
Plan Plan Plan
Environmental Brand Entertainment Workforce Plan
Plan Development Plan
Plan
Financial PlanC atering Plan Communications
Plan
9Section 3
Journey to Date
Historic Context Progress Since 2011
On 29 September 2010, Cheshire West and Chester Brio has flourished over the past 5 years, as strong swim, designed to respect the cultural needs of our
Council’s Executive made the substantive decision foundations have been laid to enable the company community. The offer to Armed Forces provides
to establish a Community Interest Company (CIC) to improve its image, efficiency, quality and value. additional opportunities to train whilst away from
to deliver leisure operations. The Council’s aim to Positioned in the heart of the Borough, the ultimate active duty, or whilst making the transition into
transform public leisure and entertainment services focus has been to serve the community of Cheshire civilian life. We also provide support to families with
became Brio’s mission; to provide socially responsible West, using leisure and entertainment products to Looked After Children, the next generation of service
leisure opportunities for all, in a welcoming, safe connect and inspire local people to get active. users.
and supportive environment. From the outset the
Council was determined to create a customer focused Despite a challenging economy and industry shifts, ICT systems have been upgraded including a new
organisation, responsive to local needs and demands Brio’s services remain competitive, innovative and company server and extended WiFi availability at sites.
whilst at the same time being affordable and inclusive. inclusive. This has been further supported by on-line booking
developments including ‘join and book at home’ and
From initial concept approval, just 213 days later a Specific investments and improvements have resulted kiosk facilities at the main hub sites to cut down on
fully-functioning Brio Leisure, with Directors and brand in the following developments: queuing. The first year of the new contract (2015/16)
in place, seamlessly opened its doors to the public as saw many other notable achievements including:
the Council’s wholly owned Leisure CIC. The first of
its kind in the country. The CIC model brings together
Customer Experience • Successful funding and partnership working with
the efficiency of the private sector with the ethos and A complete new brand and a brand awareness ‘Active Anywhere’ to deliver buggy burn and firm
values of the public sector. campaign, including a new website was launched on with new parents;
Brio’s inception. This went on to win a Bronze award • As a result of customer consultation, a re-launch
Just 6 months later, the Board of Directors had drafted at the national annual event of ‘Transform Awards’ – of our website providing site specific pages and
the first cohesive strategy for the delivery of leisure a first for a leisure operator. Continued development programmes for ease of use;
and entertainment services in the Borough - a plan goes into the website to ensure ease of access for the • Vivo Care Choices co-locating with Brio to deliver
that would achieve the balance between social and end user, and a swift response process to social media ongoing co-located services from Northwich
economic drivers. Despite the challenge of transitioning feedback supports the more traditional methods of Memorial Court, providing day care service users
more than 600 staff, creating a new brand and culture, ensuring speedy solutions to customer queries. with access to a wider range of wellbeing and
streamlining memberships and developing new lifestyle services;
services, within 12 months the ambitious new strategy Customer engagement via surveys indicates high • A Leisure Card was introduced in January 2016 to
had been formally endorsed and published. levels of satisfaction for service provision and capture core data on non-member customers, and
the feedback shaped the development of our two which will provide valuable intelligence on user
Brio’s CIC structure allows flexibility and efficiency, new sites opened in 2015, and also the continued habits to enable the business to be responsive to
with reduced bureaucracy often associated with Local programmes of diverse activities across our portfolio. future needs;
Government. At the same time, Brio inherited the • Continuing to maintain ongoing Quest
Council’s social values, prudent financial management The business structure has facilitated the accreditations, via independent assessment,
and probity, safeguarding the leisure assets for the development of more responsive and innovative evidencing best practice of our leisure offer,
community going forward. front line services and examples include a modesty benchmarked against industry.
10Assets
Brio’s portfolio of assets transitioned to its common
brand and a simplified product range which offers
the variety customers demand whilst ensuring
consistency of service. The golf product was
outsourced in 2015 to allow greater focus on the
leisure, health and entertainment market. More than
£30m has been invested into two state-of-the-art Brio also undertook a comprehensive review of facility
facilities in Northwich and Ellesmere Port which both programming to identify opportunities to improve
opened in 2015. Northwich Memorial Court features a access and/or quality of service. This provided an
combination of both leisure and entertainment facilities opportunity for us to review direct versus indirect
amalgamating two predecessor assets into one, and services and work closely with a wide array of existing
enabling cross fertilisation of the entertainment and users to ensure that programming and charging is fair
culture market with that of leisure. and meets customer needs. affordable prices. The first year of the new contract
(2015/16) saw many other notable achievements
As a consequence of this review, booking protocols including:
have been redesigned to enable those most in need
of support to access more cost effective solutions. A • The successful funding and delivery of two new
series of seasonal promotions have brought in new All Weather Pitch facilities;
business and encouraged non-users to try services at • A new Gym for Winsford Lifestyle Centre was
implemented in January 2016 aligned to the
successes of the other 3 hub sites, who all had
new facilities earlier in 2015;
• A new 100 station gym and spin bikes at Northgate
Arena;
11Membership Base
Brio has continued to achieve healthy growth in it’s benchmarks. Brio continues to retain Quest at four
membership base with records indicating over 20,000 sites and uses this as a baseline to drive change and
customers are Brio members. innovation across the wider portfolio.
Financial growth over the 5 year term has seen income Our understanding of our customer base has
rise from £6.6m in 2011/12 to £10.5m in 2015/16, developed significantly, with improved data capture,
largely attributable to membership growth. WorkFit, analysis and engagement through social media and
the corporate membership scheme, now supports in other sources. The first year of the new contract Environmental Analysis
excess of 800 businesses across the Borough. The first (2015/16) saw many other notable achievements A lot has changed since we commenced
year of the new contract (2015/16) saw many other including the review and formulation of new support our journey in 2011 and this needs
notable achievements including a newly implemented service functions and also the continued investment to be factored in to future plans to
Leisure Card which was introduced in January 2016 in an innovative, responsive and dedicated workforce, ensure that we remain relevant and
to capture core data on non-member customers, and which has had to flex and adapt to attain and deliver competitive within the local and
which will provide valuable intelligence on user habits everything we have achieved so far. regional market.
to enable the business to be responsive to future
needs. Currently 91,000 people hold a Leisure Card
across our borough population.
Combined Leisure and Cultural Strategic changes have occurred within
the landscape at an unprecedented
Model Rationale pace, which have a direct impact on our
Our entertainment model holds a database of Our combined leisure and entertainment model seeks business, notably:
customers who regularly attend performances and to exploit the synergies between both aspects, not
shows hosted by Brio, partner agencies and touring only through the cross fertilisation of each product The Fitness Industry
promotional companies. We use this to promote and range, but also to provide a wider offer to the health
cross sell offers with the leisure product range and Customers and Consumer Demands
and wellbeing agenda. Mental health and the value of
vice versa. cultural activities is as equally important as physical The Local Demographics
activity to some, and the breadth of our service The Cost of Physical Inactivity
Organisational Development enables choice. The co-location of leisure and culture External Strategies & Current Position
in Northwich Memorial Court enables effective cost Public Investment
Within the first year of operation, some 600 staff sharing of staffing and building overheads enabling
contracts terms and conditions were harmonised to the company to provide a greater range of services at Communication
ensure parity and consistency. Despite this initial a reduced overall cost, and which contributes to the Resources
disruption, staff satisfaction remained high and reduction in management fee to operate the leisure
sickness absence is well below the industry norm. contract.
Brio has also diversified the talent within the team,
supporting a wide range of work placements and A differing audience base for both aspects enables
apprenticeships, and has extended its team to Brio’s reach to the community to expand further, and
include a Community Development Unit, and placed has seen differing partnerships developed as a result
greater resource into areas of need which support the with local agencies. The cultural facilities enable
customer journey, such as Fitness and Aquatics Leads. local small organisations to experience affordable
access to theatre facilities which would otherwise be
An independent report jointly commissioned by the unavailable and often out of Borough, thus bringing
Council and Brio evidenced capability to deliver for local opportunities into these localities.
the future, and placed Brio in the top quartile for
swimming and lesson delivery against industry
12Section 4
Drivers for Change
The Fitness Industry
The 2016 State of the UK Fitness Industry • The UK penetration rate is 14.3%, compared
Report reveals that the UK health and fitness to 13.7% in the previous year.
industry is continuing to grow. It has more clubs, • 224 new public and private fitness facilities
more members and a greater market value than opened in the last 12 months, up from 191
ever before. The 2016 report highlights that in 2015.
the industry has experienced another year of
impressive growth over the twelve month period Proposed Action
to the end of March 2016, with increases of
1.9% in the number of fitness facilities, 5.3% Brio must differentiate itself in the market to
in the number of members and 3.2% in market maintain and grow its customer base in the
value. For the first time ever, member numbers context of rising competition. Pricing needs to
have exceeded 9 million and 1 in every 7 people be sensitive and attractive to ‘first timers’ and
in the UK is a member of a gym, which is an all- those on low-incomes, and the quality of the
time penetration rate high. customer journey and interface with our teams
needs to ensure our products remain attractive
The influential low cost market with its large and relevant.
membership numbers, online joining, 24/7
opening hours and low price points has continued
to expand rapidly and drive the growth in
the industry. The private low cost sector now
accounts for 12% of the total number of private
So what? Pros
clubs, 13% of the private market value and a • The market continues to experience growth
huge 32% of the private sector membership. • Inactive people and those on low incomes are engaging in physical
For the first time ever, a low cost fitness operator activity via low cost operators
is the UK’s number one. Pure Gym has added 60
clubs in the last 12 months taking them past the
150 mark and into the top position. A summary
Cons
of the key facts are as follows: • Increased competition for our market – need to differentiate
• Need price sensitivity
• There are now 6,435 fitness facilities in the • Need enhanced understanding of first timers
UK, up from 6,312 last year. • Can only compete on service – it has to be great
• The total industry membership is up 5.3% to
9.2 million.
• Total market value is estimated at £4.4
billion, up 3.2% on 2015.
13Customers and Consumer
Demands Proposed Action
Consumer demands are ever-changing and are Brio will embrace technology to improve
heavily influenced by technological changes. interactivity and the social elements of service to
According to Sport England research the primary fulfil wider (and deeper) customer requirements.
3 sources of satisfaction for participants are Extending and improving the services which
‘release and diversion’, ‘people and staff’ and provide the whole package to an experience such
‘social aspects’. Whilst the environment within as the food and beverage offer, and the option
which people participate must be clean and safe, on theatre ticket purchase, or to find out about
of primary importance to consumers are more smoking support whilst visiting for a swim will
people-orientated services. enable consumers to access a wider wellbeing
solution at each visit or point of engagement.
Our understanding of our customer base has New technology and well-trained helpful staff
developed significantly, with improved data will be invaluable in acquiring data.
capture, analysis and engagement through
social media and other sources. The introduction
of a Leisure card has enabled us to capture core
data on 90% of our ‘pay as you go’ users. Our
customers have also told us that they want
clean and friendly facilities, with flexible options
So what? Pros
on product range, complemented with a high • Satisfaction is not intrinsically linked to asset condition
quality food and beverage offer, whether that be • People/service are considered more important than environment
for entertainment, wellbeing or physical activity • Potential for secondary spend
solutions.
Cons
• Service requires ongoing improvement to achieve customer experience
expectations
• We need to embrace technology including sharing experiences on
social media
• Need to ensure our catering and social offer match expectations
14So what? Pros
• Older people often have more disposable income and time
• We can improve health thus ensuring greater independence and
reduced pressure on public care services
• Many shared agendas with partners who are working towards the
same outcomes
The Local Demographics Cons
The local population is aging and growing rapidly • Programming needs to consider demographic shifts
which is increasing pressures on public services.
• We need to support less well-off pensioners
According to the Research & Intelligence Unit,
• Are facilities fit for purpose and in the right locations for our target
Cheshire West and Chester Council population
is expected to grow by an additional 10,000 groups?
residents between 2016 and 2021 (based on
1,100 new dwellings being built per annum over
the Local Plan period (2010 - 2030). Older people
aged 65+ will represent a significant proportion
of this increase, rising from 69,900 to 76,900 in Proposed Action
just 5 years. The number of residents aged over Brio needs to review all of its programmes and
65 is expected to see a continued increase by facilities to ensure that they remain fit for
over 50% by 2029. purpose to target audiences, alongside working
with partners to find mutually beneficial cost
Whilst many older people often have more effective solutions, and which will include co-
disposable income and time, we need to consider location, commissioning joined-up delivery.
less well-off people and how we might help them These issues are be to targeted through our four
to retain independence through fitness, reducing strategic pillars and specific annual milestones
pressure on other Public Services. over the next five years.
15Preventable deaths by increasing levels of physical activity among 40-79 year olds
Percentage more active Cheshire West & Chester North West England
25% -11 344 1749
50% 70 2210 13,438
75% 152 4077 25,127
The Cost of Physical Inactivity 100% 233 5943 36,815
There is widespread recognition of the cost of Source: Public Health England - Health Impact of Physical Inactivity. Year 2010
physical inactivity in health terms and the World Measure: Estimated preventable deaths
Health Organisation cites physical inactivity as
the 4th leading risk factor in global mortality.
Member states have agreed a 10% reduction in Physically active and inactive adults
physical inactivity by 2025. Physically active Physically inactive
Geography No.(000s) Rate No.(000s) Rate
Locally, 61% of Cheshire West and Chester local
residents are physically inactive, costing Cheshire Cheshire West & Chester 145 55.7% 69 26.4%
West and Chester Council £6.9m every year. 923 North West 2988 53.3% 1,745 31.2%
residents die every year from physical inactivity*. England 24,101 56.6% 11,854 27.9%
Locally, there is a desire to change this and our
Source: Public Health England - Public Health Outcomes Framework. Population figures: Annual Population Survey 2012
ability to source external contracts and funding Year 2012/13. Measure: Number of adults (16+) doing at least moderate intensity physical activity per week, and number doing less than 30 minutes per week.
such as the provision of the Integrated Wellness
contract, and the partnership with Macmillan and
Vivo Care Choices means that we are already Health costs of physical activity
working hard at delivering joined up solutions to
this issue. Disease category Cheshire West & Chester North West England
(*Cheshire West and Chester physical activity growth Cancer lower GI e.g. bowel cancer £436,272 £10,000,041 £67,816,189
strategy data) Breast Cancer £262,736 £7,919,863 £60,357,887
Diabetes £1,250,933 £29,733,783 £190,660,420
Coronary heart disease £3,858,649 £81,670,410 £491,095,943
Cerebrovascualr disease e.g. stroke £1,044,418 £20,181,189 £134,359,285
Total Cost £6,853,009 £149,505,285 £944,289,723
Cost per 100,000 £2,091,896 £2,145,919 £1,8187,285
Source: Sport England commissioned data from British Heart Foundation Health Promotion Research Group for PCTs, reworked into estimates for LAs by TBR
Year 2009/10, Measure: Health costs of physical inactivity, split by disease type
16Proposed Action
Brio needs to deepen its understanding of
behavioural change to engage hard to reach
groups. We also need to demonstrate the health
impacts of activity to our users and partner
organisations. Collaboration with the Education
sector will enable us to be at the forefront
of joined up research, and Brio has already
commissioned work with The University of
Chester to demonstrate the impact our offer has
on the local community alongside evidencing our
reach of service provision.
So what?
Pros
• Our work is of vital importance in health terms
• We have the potential to support both prevention and cure agenda
• Opportunity to link wider community services to deliver health
outcomes
Cons
• Our ability to measure impacts is insufficient to secure the confidence
of some health agencies
• We need to understand and engage more inactive people, the least
likely to enter our facilities. Behavioural change models are required
• Funding to deliver focused services will be critical to Brio’s ability to
support high cost solutions
17External Strategies and Sport England ‘Towards an Active Helping the Borough Thrive
Current Position Nation’ 2016 to 2021 Implications and proposed action for Brio:
Leisure provision and the associated delivery Implications and proposed action for Brio: Brio explicitly supports three of the key themes
is dynamic and constantly evolving. Brio will We will enable the inactive to become active, as follows:
continue to take account of existing and emerging and will develop new partnerships to provide the
national and regional strategies to align our right solutions for customers to receive services Vibrant and healthy communities with
delivery processes to take account of the wider in the right places. We will expand our range inclusive leisure, heritage and culture – by
context and the importance of an active lifestyle of services, and use our insight from Leisure increasing the number of leisure visits to leisure
with a particular emphasis on participation and Card and member data to shape future service centres and Civic Halls, providing concessions
social well-being. For some activities where it is provision. We will expand our volunteering offer to certain groups and reviewing these further
clear that we may not be able to deliver some through the existing programme, which includes to establish the right support, and investing
specific outcomes, we will work where possible Macmillan volunteers supporting those affected in leisure assets. Also through extending the
with our stakeholders and associated partners to by cancer to get active. We will develop our service offer into communities and enabling
offer these elements to the community. Cultural Ambassadors scheme supporting theatre people to access services where they best meet
goers and cultural users with access to our range their needs.
There are a range of current influencing strategies of entertainment products. Our technological
which we have used to guide and shape our own capabilities may inhibit speed of relevant data People are well educated, skilled and earn a
strategy. We have identified some of the key capture in the short term whilst we budget to decent living – by the provision of apprenticeships
implications of each one below. amend software to capture the right information. and work placements, and developing these to
provide greater opportunities for those in most
Government Document - ‘Sporting Future – A Government Document – ‘Childhood need including tackling areas of poverty, and
Strategy for an Active Nation 2015’ through supporting paying the Local Living Wage
Obesity – A Plan for Action 2016’ as part of the Councils’ collaboration of wholly
Implications and proposed action for Brio: We Implications and proposed action for Brio: owned companies, enabling lower paid roles
will address the wider needs of our demographic We will work in partnership more closely with and skill sets to access opportunities for career
population to ensure that we reach those key agencies including schools (which will see development pathways.
most in need, through promoting the services the extension of support for the age range of
within our built provision alongside delivery of 5-14 years in line with Sport England’s wider Resources are well managed – by reducing
outreach activity in locations where there are target market too). We will do this by supporting the need for Council support via a decreased
gaps and target audiences. Our partnership key annual events, such as the School Games, management fee over the contract term.
working on locality agendas will ensure wider and will build our ‘out of school’ offer based on
borough challenges, such as tackling poverty evidential feedback on what young people want, Brio is aware of and understands these overarching
are supported by the Brio offer, and we will work and which will extend the service provision into issues and in this respect, we will continue to
collaboratively to break down barriers, and bid communities where we have limited take up of seek funding from multiple sources e.g. grants,
into new funding investment opportunities to Brio services. We will enhance our catering offer sponsorship, partnership working. In addition we
support this. Continued collaborative working to ensure more healthy solutions are available, will assess commissioning opportunities and bid for
on a locality level will be a priority within our and will continue to support and raise the profile relevant contracts which sit within the boundaries
outreach offer. of physical activity at outreach events across the of our Articles of Association. Our objects within
Borough where we have access to young people these provide extensive opportunities on
and their families. addressing the health and wellbeing agenda.
18Cheshire West and Chester Council
Cultural Strategy – February 2015
Implications and proposed action for Brio:
We will deliver a wide range of cultural activity
covering a breadth of genres, and dovetailed to
local audience groups, which we have recently Cheshire West and Chester Council
identified within an Audience Development Plan.
The imminent mobilisation of Chester Theatre,
Health and Wellbeing Strategy 2015-
through its operator, ‘Storyhouse’ will provide 2020
Brio with the opportunity to link its local ‘place’ Implications and proposed action for Brio:
provision into this new cultural centre and will Brio’s current delivery of both leisure and
help to enable the community to access pathways health and wellbeing contracts places it in a Cheshire West and Chester Council
to a range of cultural opportunities. Partnership significant and central place to address the Falls Prevention Strategy (draft)
working with the local arts network will enable wider preventative agenda. We deliver specific
smaller groups such as local artists to showcase supported interventions for smoking, unhealthy 2017-2020
work at Brio sites. Continued close working with weight and access to supported physical activity Implications and proposed action for Brio: As a
the Councils Arts Development team will ensure via an exercise on referral programme. We will key strategic lead through its membership of the
that the wider strategic Action Plan can include work collaboratively with health colleagues, Falls Prevention Group, Brio will help to shape the
Brio’s product alongside other providers, to and hospitals, as part of a care and intervention Borough wide strategy, whilst parallel, delivering
demonstrate borough wide attainment. pathway, which supports people on a weight its contribution to this. The 75+ free membership
management journey which could culminate in package and concessionary products for older
bariatric surgery. people all enable more affordable solutions to
keeping active. This will be evaluated and fed
Supporting this is the free of use activity to back into the wider strategic pathway.
all borough residents aged 75+. We will also
evaluate supported programmes to understand Additionally Brio works with key partners
the impact and value of them in delivering including Age UK to deliver specific programmes
effective sustainable solutions to maintaining of activity, such as Walking Football and
healthy weight, and will do this collaboratively Swimming lessons. We will continue to expand
in partnership with Chester University and these programmes across our portfolio and
the Councils’ Research and Intelligence unit to in partnership with other agencies, such as
ensure that local data is captured holistically Chester Football Club where mutual gain can
and can provide a strong evidence base for the be attained. The growing older population will
future to shape longer term commissioning of prove challenging in terms of volume of people
health and wellbeing services. needing support on a preventative pathway, and
the scale of this will be assessed and fed back
into the steering group to help shape decisions
and commissioning going forward.
19CWAC ‘Building a Public Health CWAC 2016 Physical Activity and Through our ongoing strategic research
System’ 2015 Annual Report Growth Strategy (currently in draft) processes, we are proactive in ensuring that we
capture information on any new or emerging
Implications and proposed action for Brio: Implications and proposed action for Brio: strategies and our delivery model allows us
In responding to these statistics, we will address We will operate as a significant local provider to quickly react and change our processes if
childhood obesity by reviewing our junior leisure of leisure services on the Borough footprint, in required. It is important to react quickly to re-
membership, and consulting on what is needed particular supporting other providers with our align our delivery as required to incorporate any
to enable more children to participate at our sites knowledge and skills to enable more activities new strategies, trends or initiatives.
and in our developed outreach activities. We have and more facilities to be used. This will include
already supported local initiatives, such as ‘The helping schools to open their doors to the
Daily Mile’ and will use the evaluation of these community out of educational hours, working Summary
to shape young people’s preferences, along with alongside other providers to deliver collaborative Brio reflects all of these external strategic
their families’. Our partnership with Macmillan in solutions, and working to mutual gain in cross issues with its careful delivery of programmes
the development and delivery of volunteering fertilising audiences, such as our partnership and facilities to ensure that they remain fit for
will raise the profile and awareness of cancer with Cheshire Phoenix Basketball Club. purpose for all target groups. It has become
and its links to obesity. Supporting local priorities increasingly important to align our business
in areas with the highest health inequalities, A developed range of led walks embedded with operations to ensure that we meet our own and
such as Building Futures in Ellesmere Port and our volunteer programme, and linked to Council our partners’ strategic objectives and also the
Wellbeing Winsford, will be a cohesive element of parks and open space priorities and programmes national and local strategic objectives.
our work programme to tackle these challenges will support more people accessing green space,
in collaboration. complementing indoor and outdoor physical
activity options.
Overall our regional and national strategies and
evidence base present a clear picture of the
challenges and the direction of travel needed.
Over the lifetime of our rolling strategy, these
directives will change, and so we will review
that direction of travel annually through Board
planning alongside our shareholder. We have
a changing Borough demographic over the
lifespan of our contract, and which will see
significant growth in our aging population,
and growth in housing development. We will
remain aware of new challenges, and our strong
relationship with the Council means we will react
to these challenges promptly and efficiently,
demonstrating our capability as a preferred
provider for public health delivery.
20Public Investment So what?
The main political parties agree that public Lottery funds have also reduced since ticket
spending will contract at least until 2019/20.
With social care and waste* spending absorbing
prices increased in 2014, diminishing another
valuable source of income. Pros
a rising proportion of the resources available to • Funding will be targeted to achieve
Councils, funding for other council services drops Brio’s majority shareholder: Cheshire West & greatest impact
by 35 per cent in cash terms by the end of the Chester Council has less funding and needs to • We can provide integrated solutions and
decade, from £26.6 billion in 2010/11 to £17.2 improve connectivity of services, meaning: should become the default partner for
billion in 2019/20. To put this in context, this £9.3 preferred commissioning pathways
billion drop is equivalent to the total general fund • By 2020 it is expected to maintain core • Innovation will overcome some financial
expenditure (in 2014/15) on central services, commissioning unit, market intelligence and barriers
‘other’ services and capital financing combined. community leadership function;
Cons
(source: LGA Future Funding Outlook 2015). • Ongoing limited investment with a focus on
Brio recognises the need to reduce dependency statutory services;
on an ever decreasing public purse and we are • A focus on integrated health and social care • There will be reduced funding available
committed to achieving a nil subsidy by ensuring services to improve outcomes and transform for non-statutory services within Local
that public investment is replaced with growth in services to deliver significant financial Government
sales or other revenue sources. savings. • There will be no ‘plan b’ to seek support
*environmental waste management costs
from our parent company
• The main political parties agree that public Proposed Action
spending will contract at least until 2019/20;
• Imposed, ‘whole system’ reform is likely by We need to deliver value for money for the
2020; consumer and Council and reduce dependency
• Further devolution of budgets (outside of on public investment whilst at the same time
cities) is not yet fully understood; become the preferred partner for the Council to
• The Local Government Association (LGA) deliver some of its integrated services across the
anticipates a £14.4bn shortfall in the funding community. The four strategic pillars and specific
required in 2019/20 and suggests that annual milestones will set out a proactive and
60% of Councils are no longer able to meet detailed framework of how we plan to achieve this.
the budget challenge through efficiency
improvements.
21Communication
New technology and social media sites are
constantly changing, evolving and developing,
which means the face of personal communication
Proposed Action
is also changing. Studies show that three-quarters Brio needs to build on existing foundations
of customers rely on social media to influence to engage, excite and retain consumers. The
their purchasing decisions, with 80% admitting ICT ‘Roadmap’ is underway in terms of roll out,
to being influenced by their friends’ posts. Given and this is undertaken against the capabilities
that social media budgets are expected to double within the budget each year. The datasets we
over the next half-decade, Brio has already made possess don’t always provide information in a
significant inroads with the development of its meaningful manner for us to capture what we
social media and refreshed website, and is aware want to interrogate it thoroughly, so further
of the need to continually improve its online work regards reconfiguration of software will be
presence and interactivity with consumers. undertaken to achieve this.
All of this is happening against a background of
rapid social and technological change.
Communication technology has transformed So what? Pros
the way we connect with each other and our • We have made strong progress on social media
customers over the past 5 years, and as a result
• We have an IT roadmap identifying a pathway for development
Brio has developed a ‘Roadmap’ to identify short
term to medium term ICT developments needed
to ensure the business remains capable of
delivering what’s needed and identified as areas
Cons
and products for growth. • We are still playing catch up in technology terms for our software
configuration
• Limited investment funds are available to invest in latest technology
• We need to link communication to experience
• We don’t fully exploit social media tools and datasets
22Resources - Buildings
Drivers for Change Significant capital investment in our buildings Some of our asset portfolio remain operating as
- Internal Analysis is critical to ensure the long term success of loss making sites, and wider change is required
the business and assessment of a structured regarding the delivery model to address this.
capital investment programme to upgrade Complexities around several partners with long-
three buildings is underway totaling circa standing agreements make the journey to a ‘break
£9m. Additional annual building maintenance even’ point more complicated and time consuming.
capital investment programmes are also being The decisions around their longer term future
formulated to take effect from 2017/18 onwards. require resolution prior to the determination
Estimated costs of condition works to the entire of wider asset investment, and it may be more
Brio portfolio stand at circa £13m over 10 years, appropriate to focus investment into alternative
with investment into the poorest assets critical to strategic locations, and which may not be within
retain their functionality during the contract term. the Brio portfolio. In the intervening timeline, the
condition of those assets remains a challenge
regarding maintaining the status quo and the
value of this versus its longer term purpose.
So what? Pros
• We maintain a diverse Asset Portfolio
Proposed Action • We have new facilities
We need to continually invest in our assets • We have large buildings
and a structured programme of investment will • A structured investment programme is planned
commence in the autumn of 2016 at Winsford
Lifestyle Centre followed into future budgetary
years with Neston Recreation Centre and
Cons
• We have some ‘problem’ assets that need managing out/new
Northgate Arena.
partnership arrangements put into place
• We have some significant issues surrounding the maintenance
conditions survey
• Asset condition may continue to remain a problem in some buildings
• Significant capital investment will be required in order to maintain
our income and growth targets
What will ‘good’ • Consistent quality of assets across the portfolio, ensuring equity of
provision
look like? • Comprehensive forward planning and budget allocation to address
condition survey works over contract term
• Delivering financially viable assets which no longer rely on subsidy
due to their condition
• Co-located services in partner buildings, enabling best use of assets
and ensuring viability of them for the future in locations to meet
demographic need
23Resources - People
Our people are our most important asset, and
more than half our budgetary expenditure is
used in primarily front line service delivery in a
range of customer focused and supporting roles
such as Holistic Needs Assessors, Exercise on Proposed Action
Referral Instructors, Receptionists, Teachers and
Coaches to name but a few. Training, supporting We will need to communicate and reiterate the
and developing our people is critically important vision, mission and values to all staff and also
to ensuring our customers and those we are train specific staff on how to deal with a wider
So what?
aiming to reach recognise and talk about us for range of customer needs. Specific organisational
how we make them feel and how they are valued restructures are also likely as the organisation
more than about how they use our buildings or transforms. A robust training plan has been
services. developed and is being rolled out, focusing
Brio is diversifying into new health markets
initially on leadership training and mentoring by
our middle management team to the frontline Pros
and a peripatetic offer, and our staff will be workforce, and through our customer service • We have strong leadership
instrumental in ensuring the transformation training ‘+VIBES’. Through this we will develop • Council has demonstrated confidence in
of our services. We do not currently possess the skills and expertise of our teams enabling our ability to deliver
the full skillset required to engage some of our opportunities for career progression and • Our position has strengthened as a health
hardest to reach audiences and need to forge supporting succession planning. provider
delivery partnerships in parallel with improving • Our workforce has undergone alignment
the skillsets and the understanding of all staff to We will continue to provide wider training in
to the right roles to develop the business
embrace this journey will be paramount. Aligning the health field as our services extend and the
support needs for customers broadens. Our and support the customer journey
our organisational capabilities to ensure the
Cons
successful delivery of our strategies through a partnerships with health colleagues, such as
structured communication and training plan will Macmillan mean that access to wider training
be a significant undertaking. Where appropriate, opportunities can be undertaken with skills and
• Significant cultural change needed to
it will continue to be necessary to replace existing experience developed in-house, and via partner
embed a consistent offer across the
systems and processes with newly improved training programmes. Our internal appraisal
process will be developed to ensure we provide portfolio and in outreach provision
processes which in turn should demonstrate
opportunities for people to move between requires establishment
improved efficiency and effectiveness.
and across service provision areas, giving us a • No clear succession policy in place
flexible, dynamic and responsive team to react • We don’t have experience of dealing with
and respond to market changes. complex social/health needs
• Some staff may not have a full understanding
of our complete range of services
24What will ‘good’
look like?
• High satisfaction levels from customers in all areas relating to human
interface
Also, supporting our mission ‘at the heart of life’ • Our staff feel highly valued and supported by the infrastructure,
are our brand themes which will help to shape opportunities and leadership in place, and Brio is a preferred
what are organisation is all about. Our brand employment provider locally
themes and values are actions and represent • Our culture is understood based on our actions and Brio is seen as a
feelings which we are moving towards ‘living and ‘go to’ solution to health and wellbeing support
breathing’.
We are:
Friendly because we want everyone to feel Fun because we don’t stop at fitness – we
welcome and take part. Young, old, or anywhere also have pools, outreach programmes and
in between, we care about what our members entertainment centres where people can be
are getting out of their membership. We want socially active, meet up, host parties and events
people to spend their time with us. or enjoy comedy and theatre.
Professional because we’re up there on a Inclusive because we’ve got something for
par with the private clubs for fitness instruction, everyone in the community. There’s always
modern facilities and equipment, social or something going on and plenty of support for
corporate functions and entertainment venues. whatever people are doing to stay active.
Service-oriented because we know that if Supportive because we want to be there
we want to attract new members and motivate every step of the way – helping people reach their
them to stay active with us, our offer has to be goals. Whether they want to run a marathon,
competitive and our members must always come entertain the kids, get back into an activity, lose
first. weight, stop smoking or even just be the place to
escape to with friends.
Active because everyone’s lives can be
improved by being active and our aim is to
promote healthy, active living for everyone in
our area.
25Resources - Finance
Our business financial model has been carefully
constructed and detailed over the 15-year
term against our projected investment plans.
Our overarching strategy is that the hub sites
generate enough contribution to allow us to
operate the remaining sites that deliver little
or negative contribution to cover fixed costs.
We target 2% growth of our trading income
per annum as an organisation and we counter
inflationary pressures through maintaining our So what? Pros
customer base and the price mechanism. Our • We have a financial strategy in place
immediate target is a zero operating subsidy by • Capital investment proposals on our priority assets have been viably
2020/21 and our long term strategy is that of costed into the operating model
a company that is self-sufficient with the ability • Our hub sites maintain core stability in company income performance,
to fund full repairing leases. The only step after and have seen steady growth
that would be to take ownership of the assets • Our newest assets generate over and above projected target income
which would then enhance borrowing power and and have plateaued at this higher level
would make the company truly stand alone.
Our Reserve Position stands at £333k (excluding Cons
pension deficit) which has been built up over • Challenging budgets for forthcoming years are at risk of attainment
recent years from a nil starting point. Our subsidy without capital investment
position stands at £653k or 6.2% of income. • Some sites and services remain as loss making elements of the
business model
Our Hub Sites generate 68% of income, our • We don’t own the assets and are not in control of landlord investment
catering sales operate at profit, whilst our into their obligated areas
entertainment product and some smaller sites • Our pension deficit and liabilities remain prohibitive going forward
operate at a deficit at present
Proposed Action
Our loss making assets have been identified and What will ‘good’ • Our financial long term positioning places us in a position to transfer
are under review with our shareholder for the assets to Brio at low risk to both shareholder and operator
optimum way forward. Our pension liabilities look like?
• All our asset based products operate at minimum break even for
and future provision of pension schemes for those in low income generational locations
new employees are for review, as staffing on- • Future pension solutions are in place which reduce current deficit
costs remain high as a result alongside the but provide our workforce with adequate retirement benefits
pension deficit we carry. Aspects of our company
operation, such as catering and entertainment
have established business models in place to
invest appropriately and within a balanced risk
to grow these elements of our operation.
26Resources - Brand
Our brand has been established since the
company inception and is well recognised by our
members and users. The brand has been regularly
used to extend the company reach to a plethora
of outreach events and is seen as independent
of the Council. Within this are several sub brands
– fitness, aquatics, entertainment and healthy
eating. The brand guidelines carry a suite of clear
protocols around its use and which encompass
So what? Pros
its values. This is used in all of our promotions, • A brand development plan and associated training is underway
and in the language we use within these, such • The brand is strong and has been recognised via a national body
as signage, marketing materials, headers and award
footers, and web design. We also carry a health • There is consumer buy-in to the brand from the existing customer
and wellbeing brand – Cheshire Change Hub base
aligned to the ‘Change for Life’ government led
brand. Cons
• The brand and cultural journey is yet to be embedded within the
Proposed Action •
workforce as a ‘living and breathing process’
Synergy of the Brio brand and key partners for shared delivery
We are working towards wider roll out of our programmes is not fully established
brand through both our staff via their training • Communication of the brand to partners and key stakeholders is
and development and which is led from the required
top of the organisation, and also our partners,
especially those whom we deliver high profile
services with, and which benefit both partners
and the customer bases whom are served.
What will ‘good’ • Our brand is known across every Borough location and community
look like? • Our partners and stakeholders fully understand our brand and its
ethos, and our relationships are all based on mutually beneficial
outcomes
• Our brand means ‘premier provider’ locally for health and wellbeing
solutions
• All staff understand the brand and its importance and constantly
‘live’ its values
27Resources - Customer Base
We have a wide and diverse range of users,
including in excess of 22k members, and 91k
Leisure Card holders, along with pay and play,
hirers, events promoters, totalling in excess of
2.6m visits each year. We track as much detail
as we can about our users, and collect data on
postcode, gender and age for all card holders. This
enables us to assess the reach of our services
to our communities across the Borough, which
currently stands at 22%. We undertake robust
assessment of our potential customer base
So what? Pros
when planning asset investment and business • We have robust data around our Leisure Card and Memberships
growth, looking at latent demand and external • Satisfaction rates are in excess of 80%
influences such as housing development and • Fully funded programmes are followed through with transitionary
projected demographic extension in age groups offers to maintain habit changes and acquire loyalty to Brio
profiled over our contract term. • The customer journey is a priority and our campaigns are successful
in generating new business and translating this into longer term
Our integrated wellness contract transitions memberships
customers from fully supported services into
subsidised services in order to help maintain
their new habits, and we evaluate this carefully
Cons
to understand the value of continued support. • We need to understand our non-card holders better and their habits
with us to improve our offer
• We need to understand our current customer needs around our
wider offer including secondary spend
Proposed Action • We are under resourced in managing drop out of our products and
A key piece of work already underway is looking services
at our harder to reach markets, and those • Our knowledge of why hard to reach users remain disengaged from
customers who struggle to afford to be physically our offer is limited at present
active or access cultural opportunities. We want
to align our customers into activities, spaces and
timeslots which optimise our assets and services.
What will ‘good’ • A Brio membership is viewed as high value by our customers,
look like? and they believe they are able to shape the service through their
feedback and comments being taken on board
• Loyalty levels are high, breaking all industry average member
retention attainment
• User groups who need subsidised support feel that a tailor-made
product is there for them
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