1. New Approaches to Leisure and Culture Robin Thompson RPT Consulting 2 October 2013

2. PASSION LEARNING COMMITMENT INSPIRATION

3. On the one hand ….. Profile and Opportunity Major Events Government Focus on Healthy Living

4. On the other ….. Huge Constraints Economic Climate Local Government Spending

5. Leisure and Culture has the potential to deliver.... Financial savings (often significant) – without compromising the service (eg without closures) Council’s objectives and outcomes at no additional cost (or even through savings) New ways of delivering the outcomes – reaching out to new groups (difficult to reach)

6. This session … What are the opportunities Who is best placed to deliver How can you make change

7. Invest to Save – Some Principles Old Outdated Facilities High Costs Low Income Not Market Focused Modern Fit for Purpose Lower costs High Income Market Driven Revenue Savings – funds capital Higher participation – health and wellbeing Revenue Savings – funds capital Higher participation – health and wellbeing

8. Invest to Save – Some Principles Not just New Facilities … Refurbishment opportunities Small scale Major schemes usually through.. Design, Build, Operate or Maintain (DBOM) Prudential Borrowing – affordable Increased participation NOT increased prices

9. Mountbatten Centre (DBOM) Spend to save – 50 metre pool - refurbishment £20 million - prudential borrowing, capital receipts and Sport England from £300k deficit to £400k surplus

10. Riverside Leisure Centre, Exeter Leisure Pool to Traditional Pool £8 million refurbishment £150k deficit to £250k surplus

11. Cost Effective Build Gosport Leisure Centre 25 m pool 4 court hall Health and Fitness 5 a side outdoor Capex - £7.2 million DBOM – DC Leisure

12. Bridgend Recreation Centre Healthy Living Partnership £4 million of cap ex Revenue savings – circa £0.5 m HALO/GLL Redeveloped Gym Library co-location Soft Play Climbing Wall

13. Build Critical Mass Relocate facilities together (eg pool/dry) Cost efficiencies Additional income – cross selling Better service

14. Not only Major Developments … Soft Play Toning Facilities Day Spa

15. A Commissioning Model …

16. What should you provide ….

17. Not just modest product advances based on focus groups but whole new devices and services that customers did not know yet they needed … (Apple, 1997)

18. Extreme Sports XC Centre, Hemel Hempstead £5 million cap ex Skate Park Indoor Climbing High Ropes Caving Key Target Groups

19. Clip n Climb Extension/Add to outside of building – create visual and profile Example – Exeter/ Cumbria Commercially operated Targets non traditional sports

20. Rejuvenating Facilities Swimming Pools – costly to run – high maintenance Skateparks – low capital investment Revenue generator The Pool - Dagenham

21. Jump Zone Trampoline Facilities Commercial – many in USA Jump Zone, Dublin Dodgeball, Parties

22. Use of Artificial Turf Goals/Powerleague – developed commercially New option could be Trys – similar concept but based on touch rugby Matches on 3G/4G – opportunity to increase capacity

23. Covered Area Creates extension of ‘indoor’ space All weather activities – but for indoor space and training

24. Rejuvenating Facilities New Tredegar Leisure Centre Sports Hall – underutilised 3G pitch - indoors

25. Shared Services Moor Park leisure centre, Blackpool Leisure Centre Library 3 GP Practices

26. 96 Shenley Road Library Youth Centre/Service Sports Facilities Performance/ Community Space

27. Commercial Model for Schools School Facilities – Missed Opportunity? Different Model of Operation Caretaker/Key Holder Operation Club bookings – not pay and play Organised Sessions Use space Marketing/Booking/Organisation Platform

28. Commercial Model for Schools Area Schools Organisation Website focus Area Schools Organisation Website focus Marketing Bookings Programmes School 1 School 2 School 4 Interface Customers Providers Clubs Sports Coaching Holidays Community Org Plus … Funding Activities/Clubs Booked Additional Income Increase Participation School decides level of involvement School determines space, times, price School 3

29. Who is best placed to deliver….

30. Who is best placed to deliver … Direct Provision (In House) Establish New Not for Profit Partner with an Existing Organisation Commercial Partnership Each Council is Different

31. Link to the Outcomes Capital Investment Required ? How good is the current operation ? Financially Service What level of Risk do you want to take ? Are there tax advantages ? Impact on Support Services

32. In House Allow the freedom to operate Support and Expertise Operational Partnerships Investment delivery Alliance Leisure / Big Wave Media / Pulse Fitness

33. Establish a Trust Set up to succeed long term – don’t take all the savings - reinvest Retains the ethos of the authority – public services External Funding Opportunities Local delivery Project Champion is essential

34. Partner an Existing Organisation Brings in expertise – delivery of change Capital development (funds and delivery) Transfer Risk Economies of Scale Different Models – DBOM, Mgt Contract

35. Commercial Partnerships

36. Skate Parks Clip n Climb Trys Rugby Alliance/Big Wave/Pulse. Mixed Economy – doesn’t have to be a ‘one size fits all’

37. It is all about the Outcomes ….

38. Leisure and Culture has the potential to deliver.... Financial savings – without compromising the service (eg without closures) Council’s objectives and outcomes at no additional cost (or even through savings) New ways of delivering the outcomes – reaching out to new groups (difficult to reach)

39. Consider … What are the opportunities Who is best placed to deliver How can you make change

40. The Crazy Ones - Because the people who are crazy enough to think they can change the world are the ones who do