From Fitness to Lifelong Activity

Changing the Public Sector model to meet the population inactivity challenges of the next decade.

Jonathan Stemp June 2009

• Courage • Vision • Strategy • Change • Performance

The Current LA model

•  LA Service framework has moved towards a ‘health club business model’

•  Adult Health & Fitness driven, particular emphasis on prepaid adult income.

•  Operators have become led by their solvency challenges.

The Challenge The Concept Case Study Change 1 2 3 4

The Money Pie!

Pre Paid Income (Adult) 45

Management Fee Contribution 10

Pay and Play Income 45

The New Environment •  Statutory responsibilities for accessible activity provision for the

population? •  Outcome driven approach to policy formation, supplier contracting

and funding. •  Political Cross boundary working, funding sources evolving. •  Less emphasis on ‘who delivers’, more on what outcomes are

achieved. •  Demonstrate Partnership and joined up characteristics

The Challenge The Concept Case Study Change 1 2 3 4

The Concept 1.  Plan to reinvent your organisation to operate in this new world. 2.  Acquire new leadership skills to manage the journey. 3.  Create a new communication message for your organisation 4.  Embrace and consult partner organisations. 5.  Redesign your products and educate new workforce behaviours .

The Challenge The Concept Case Study Change 1 2 3 4

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

South Gloucestershire’s journey towards a new delivery model

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

Before 1.  Typical challenges of annual solvency, under investment and a CCT

legacy of uncertainty.

2.  A firm but repetitive business plan, limited funds for change of service quality and an inability to embrace a new agenda for public wellbeing.

3.  No confidence amongst the staff that the service would dramatically improve and ‘best efforts’ culture imbedded.

4.  All regional Service partners acting and behaving as individuals.

ThePlayers

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

The Change 1.  New Leadership & a New Vision to ‘get off the treadmill’ and begin

a fundamental change.

2.  Principles established through a new 5 year vision and All stakeholder partners engaged in a consultation process.

3.  The Completed Vision becomes a shared document amongst the partners. All partners commit to real joined up working.

4.  With the right people and attitudes, a new strategy group created to deliver the new model.

The New model

Libraries

Leisure Centres

Sports Development Health Authority

Schools

Sports Clubs

Straetgic Control Team • Research & development • Marketing & Communications • Strategy & Policy • Budget Integration

What it looks like now

•  A connected IT platform for the partners giving linked databases and a single card scheme for Activity related services across the county.

•  Joined up communication and marketing (Planning, budgets and resources)

•  Joined up research to help all partners understand the issues and the policy priorities.

•  Pushed organisational brands into the background because customers want to see a joined up service.

•  Integrated activity programming targeted at the most inactive, alongside improved services for core users.

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

The New Characteristics

•  Significant increase in card holders and users of activity services, targeting 94,000 Active cards holders by year 4

•  Accurate customer data for research & Com’s purposes

•  Regular & relevant communications about Activity opportunities in South Gloucestershire.

•  Improved residents awareness of active lifestyle opportunities

•  Improved customer satisfaction levels

•  Increased activity levels – up at least 1.25% per year

•  Creating and delivering ‘The Active County’

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

Now

Intellectual property rights of all concepts are those of Proleisure Ltd, unless otherwise agreed in writing The Challenge The Concept Case Study Change 1 2 3 4

Change – How?

The Challenge The Concept Case Study Change 1 2 3 4

1.  New Leadership & a New Vision to ‘get off the treadmill’ and begin a fundamental change.

2.  Principles established through a new 5 year vision and All stakeholder partners engaged in a consultation process.

3.  The Completed Vision becomes a shared document amongst the partners. All partners commit to real joined up working.

4.  With the right people and attitudes, create a strategy group to deliver the new model.

• Courage • Vision • Strategy • Change • Performance

PLAY CLIP

Thank you