QUEST ASSESSMENT REPORT · manager and sales staff has the potential to achieve significant...

QUEST ASSESSMENT REPORTRiverside Leisure Centre Morpeth

30th March 2012

© 2011 Right Directions Ltd

Summary1

• Centre Manager Name: Ian Hamlet• Centre Manager Contact Number: 01670 514665• Centre Manager Email: cmmorpeth@leisureconnection .co.uk

• Mystery Visit Date & Time: 5th Feb 2012

• Assessor Name: Andrew Goulbourne• Assessor Contact Number: 07979 647329• Assessor Email: [email protected]. uk• Assessment Date: 30th March 2012

MV Contacted Assessor? MV Activities Undertaken

Swim, sauna and use of vending machines.

ASSESSMENT TYPE: ENTRYOVERALL ASSESSMENT SCORE: SATISFACTORY

MYSTERY VISIT - STRENGTHS

• Welcoming atmosphere throughout the Centre making a very pleasant visit.• Clean and tidy throughout.• Excellent programme of varied activities • Good range of marketing material which was bright and attractive.• Staff were very informative and had an excellent knowledge of the products and activities on offer.• Website was bright, informative and easy to navigate.

MYSTERY VISIT - AREAS FOR IMPROVEMENT

• Maintenance of the changing cubicles in the Pool Changing Room.• Maintenance of the Female Toilets off the Main Corridor.• Staff to collect contact information to follow up sales. • Regular checks of marketing material to ensure information is not displayed which is out of date.

ASSESSMENT - STRENGTHS

• The 90 day business planning approach in use at the centre results in a dynamic approach towards business development.• Good quality cleaning standards have been defined and are being achieved by the staff team.• Certified energy efficiency is notably higher than at other similar centres.• There has been significant recent investment to reduce energy consumption and costs at the centre including maintenance of the CHP unit and the installation of photovoltaic solar power.• The centre is well equipped and the modern gym equipment is in good condition, supported by a new maintenance contract.• Responsibilities for health and safety management for staff at all levels has been clearly defined.• The reception team combine friendliness and efficiency very effectively to deliver a high standard of service.• Processes are in place to ensure effective human resource management in line with statutory requirements.• The centre makes use of a good range of promotions which combined with a motivated manager and sales staff has the potential to achieve significant results.

ASSESSMENT - AREAS FOR IMPROVEMENT

• The business plan in use at the centre could be enhanced by the addition of some supporting text, which clearly define the centre's key aims, along with targets in relation to key performance indicators.• The centre may benefit significantly by adopting a more formal approach towards continuous improvement and developing and implementing a continuous improvement plan.• There is little evidence that research is used to enhance the business planning or continuous improvement processes, leaving scope for improvement.• The centre may benefit from taking steps to more effectively communicate the achievement of it's environmental objectives to stakeholders.• A documented customer care policy could be introduced and the effectiveness of the written responses to customer feedback could be improved.


ASSESSMENT SUMMARY

EXECUTIVE SUMMARY

YES NO

Quest Assessment Report for Riverside Leisure Centre Morpeth © 2011 Right Directions Ltd

Summary

OVERALL SATISFACTORYDAY 1 - Excl H&S Satisfactory

DAY 1 - Inc H&S Satisfactory

DAY 2 NA

MODULE ELEMENT BANDING

Purpose 1 - Business Planning Unsatisfactory

Purpose 2 - Continuous Improvement Unsatisfactory

People 1 - Customer Experience Satisfactory

People 2 - Team Satisfactory

Operations 1 - Cleaning & Housekeeping Satisfactory

Operations 2 - Maintenance & Equipment Satisfactory

Operations 3 - Environmental Good

Operations 4 - Health & Safety Declaration Pass

Satisfactory

Satisfactory

PURPOSE

DAY 1 SCORE BEFORE H&S TAKEN INTO ACCOUNT >

OVERALL RESULT


DAY 1 OVERALL SCORE TAKING HEALTH & SAFETY INTO ACCOUNT >

PEOPLE

OPERATIONS

DAY 1 RESULTS

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Purpose1

• The Centre has clearly identified its purpose, se tting out specific and measurable objectives• External factors have influenced the development of the business plan objectives• The staff and stakeholders are involved in develo ping and delivering the business plan objectives• The business plan objectives and measurable outpu ts are reviewed regularly

TYPE CHALLENGE - PLAN AREAS FOR IMPROVEMENT SCORE

QA

Influenced by local and national strategies, how has the centre identified its purpose in developing the business

plan?

• The business plan objectives do not appear to have been influenced by external factors, including local and national strategies. The centre could consider reviewing the business plan to include objectives which reflect the current agenda from the local authority.• There is little evidence of the use of research in relation to determining the action points within the business plan. Establishing and undertaken research with external factors could assist the centre in the development of the business plan objectives in the future, so as to reflect the aspirations of the local authority and relevant sports governing bodies. • The business plan uses a simple action plan format which does not contain any supporting text to set a context for the numerous objectives it contains. This leaves clear scope for improvement and added value could be gained from reviewing the business plan objectives to ensure that they take into account the overarching corporate (council and contractor) business and social objectives.

S

TYPE CHALLENGE - DO AREAS FOR IMPROVEMENT SCORE

QAHow are the staff and stakeholders

involved in developing the business plan?

• Although the bowling club and swimming club are consulted, there is little evidence that the wider staff team, beyond those on the management team, is involved in the development of the business plan. Involving the full staff team and encouraging them to contribute to the development of the business plan objectives may add value, and some formal staff consultation could be considered.• During the assessment the manager noted the lack of input from the client manager or other partnering organisations into the business planning process and commented that this is an area where the Centre could make improvements in the future.

S

QAHow do you ensure the staff and

customers are informed and updated about the business objectives?

• The centre may wish to consider adapting and summarising the business plan and making it available to all team members by providing summary copies within the staff room, so as to highlight to all team members what business objectives the centre is trying to achieve. • The induction process for new staff does not involve a focus on clearly and simply explaining the business plan objectives; including this in future may assist the team in developing their understanding of the centres key objectives.• Displaying a summarised version of the business plan objectives on a dedicated notice board within the Centre, may add value and assist in increasing stakeholders understanding of the business plan and its principal objectives. • Including regular reminders via written communication to the team could assist in reinforcing the value of the centre’s purpose and key objectives, for example the fortnightly management meetings could be minuted and all agenda items related to the business plan could be highlighted.

S

QAAre there sufficient resources available for staff to deliver the objectives set out

in the business plan?

• The staff training budget makes provision for only modest investment in staff and a review of the funding that is provided to enable team members to be trained in order to carry out and deliver the assigned objectives effectively may be beneficial. • A significant number of management team meetings are not minuted at present. Ensuring that meeting minutes are routinely produced and used to track the progress of resources made available for the delivery of delegated tasks that are aligned to business plan objectives may assist in achieving the overall objectives.• During the assessment it was noted that some thought could be given to establishing a local marketing budget. Linking the financial plan to the delivery of the business plan objectives and subsequent actions may assist in its achievement and delivery.

M

TYPE CHALLENGE - MEASURE AREAS FOR IMPROVEMENT SCORE

QA How do you measure?• Consideration could be given to identify how the centre will achieve its business plan objectives. Little use is currently being made of quantitative measures, leaving further scope for improvement in relation to monitoring performance and achievements.

M

TYPE CHALLENGE - REVIEW AREAS FOR IMPROVEMENT SCORE

QA How do you review what you measure?

• During the assessment it was clear that management has little scope for regularly reviewing and updating relevant procedures and polices, so that when reviews are completed procedures are unlikely to change.• When the business plan is subject to review during staff meetings, clear minutes of the discussions could be taken and distributed to key staff, possibly in an action note format which identifies the staff responsible for taking further action.

M

TYPE CHALLENGE - IMPACT AREAS FOR IMPROVEMENT SCORE

QAHas what you have done made a

difference?

• Involving the wider staff team in the development and delivery of the business plan objectives could lead to a greater transparency of the process. It would also harness more of the potential within the staff team as a whole and achieve greater overall buy in from the staff team.• There is further scope for communicating with staff and customers to make them aware of the achievement of business plan objectives and the impacts or reaching key milestones within the 90 day business plans.

S

TYPE CHALLENGE - STRENGTHS STRENGTHS

A R E A S F O R I M P R O V E M E N T

S T R E N G T H S


P U R P O S EPURPOSE 1 - BUSINESS PLANNING

A S S E S S M E N T

[N] - No Contribution to Challenge, [S] - Some, [M]

- Majority, [A] - All

A S S E S S M E N T

Quest Assessment Report for Name of Leisure Centre © 2011 Right Directions Ltd

Purpose1

QAAssessment Strengths and examples of

good practice

• The use of the 90 day business plans at the centre is evidence of a dynamic method of setting and delivering planned objectives, which appears to serve the centre's needs effectively.• A number of commercial and financial objectives have been clearly set and there is evidence of a focussed approach towards achieving financial objectives.• Notable examples of successes coming from the business planning process include the high level of completion in relation to the previous 90 day plan. In addition it was also evident that new initiatives in relation to swimming pool programming and the development of the swim school were becoming increasingly successful. Reducing staff costs is also a key business plan objective and the manager is successfully reducing costs in line with the 'model hours' format in use within the organisation.


Purpose2

• The implementation of improvement planning shows tangible improvements to the service• Performance measurement, feedback and process rev iews are used as a basis for continuous improvement• A culture of continuous improvement exists throug h staff and stakeholder involvement and consultatio n


QAHow do you plan to improve your

facilities and service?

• Regular self assessment is not being undertaken and the centre may benefit from developing and implementing a self assessment programme. • The centre may benefit from creating an improvement plan to underpin a more formal approach towards continuous improvement in the future, the tasks could be collated from various sources and include areas to improve the service and customer experience. This could be relatively easily achieved by adding a further quality and improvement section to the current 90 day business plan in use at the centre. • Consideration could be given to developing a regular programme of audits that are undertaken by trained individuals independent of the activity and area audited. The results and findings could be used as part of an improvement plan in the future.• The centre manager is keen to focus on the details of the customer journey and improve the overall quality of the customer experience. Consequently the centre may benefit from developing a programme of mystery visits. These could be used to determine how effective the customer service is and what the customer experience is. The findings from the reports could be used to further develop an improvement plan in the future.

S


QAHow do you involve and update the staff and customers on improvements made

and planned?

• Consideration could be given to including quality / continuous improvement as a meeting agenda item as this was not evident within the sample of notes viewed during the course of the assessment.• Customers are not informed about the regular improvements to the service, the centre could consider doing this via different media including internal notice boards and a customer newsletter or e-news letter.• There is little evidence of customer and staff input in relation to improvement planning. Consideration could be given to asking the team and customer for ideas and suggestions on service improvement, for example in relation to the development of service standards. The ideas could contribute to service improvements and the findings used in the creation of an improvement plan.

S

QAWhat benchmarking opportunities have been realised and use to influence the

improvements to the service?

• There is clear scope for making increased use of benchmarking opportunities, both internally and within the wider industry. In addition the centre manager is considering benchmarking with the hotel industry in the future.• The Centre may benefit from participation in the national benchmarking service in the future.

S


QA How do you measure?

• The centre may wish to develop some formal methods of measuring customer satisfaction levels in relation to key products and services. Reviews how customer satisfaction levels align with the achievements and completion of business plan objectives could then be carried out.• Added value may be gained from the centre establishing task completion targets as an outcome measuring tool, linked to a continuous improvement plan, in the future.

S


QA How do you review what you measure?• There is no improvement plan in place at the Centre, which limits the current scope for formal reviews at present and leaves scope for future improvement The centre may benefit from establishing a review programme and recording success and achievement.

S



difference?

• During the assessment it was clear that there were few examples of improvements in service delivery being achieved as the result of a planned approach towards continuous improvement. • There is clear scope for matching the approach taken towards business planning to develop a planned approach towards continuous improvement. This would have the additional benefit of helping to document improvements being made and could then ensure that customers are informed about what achievements and improvements have been implemented within the centre.

S



good practice

• One notable example of a review and the implementation of improvements at the Centre is the development and introduction of enhanced documented cleaning standards.• Another tangible improvement to the customer experience noted during the assessment was the upgrade to the air conditioning within the gym, which has been welcomed by customers.

A R E A S F O R I M P R O V E M E N T

A S S E S S M E N TS T R E N G T H S


P U R P O S EPURPOSE 2 - CONTINUOUS IMPROVEMENT

A S S E S S M E N T [N] - No Contribution to Challenge, [S] - Some, [M]



People1

• Customer satisfaction improves each year• More customers become more active, more often• Customers actively recommend the centre to friend s and family

TYPE CHALLENGE - MV AREAS FOR IMPROVEMENT SCORE

QMV Reception is well managed

• Whilst turnstiles were in place the disabled gate was open. However the size of the reception meant every customer had to walk past the reception desk. I did not think there was a problem with access control but would question the need for the turnstile if the gate was always open.• No receipt was given.

M

QMVTeam members are carrying out their

duties in a professional manner

• All but one of the Lifeguards were carrying out their duties in a professional manner, however one was slouching in the Lifeguard chair and had the position of the chair facing the shallow end of the Pool. He was not able to see the deep end of the water where children were diving and jumping in.• The Swimming Teacher was not prepared for his swimming lesson and had to ask another colleague to get him floats when he started to teach. As he had had plenty of time I felt he should have been spending this preparing for the lesson and been on Poolside to greet the parent and child when they arrived.

S

QMV Sales and enquires opportunities• My membership enquiry was not followed up by a phone call.• I did feel all the staff were very encouraging and took the opportunity to sell me the product but missed the opportunity to collect my details to follow up my call.

M

QMVAre enquires made via the telephone

proactively dealt with?A

QMV Information is available• I noted a variety of promotions, they were very eye catching and effectively displayed in different locations around the facility and externally. However football leaflets were still being displayed which were out of date. Regular checks could prevent this occurring.

A

QMV Is feedback proactively sought?

• The facility did not proactively seek feedback from other sources, I did not observe any evidence of customer forums, focus meetings or meet the manager sessions during my Visit• Whilst I did observe comment cards and posters encouraging feedback I did not see evidence of ‘You said we did’ comments displayed to show what happened to the feedback.

S

QMVIs feedback actioned and responded to in

a timely manner?• I did not receive a response to my comment card. N

QMV Standard of coaching and instruction A

QMV Accessibility

• I did not observe any signage and/or literature that appeared to be available for the visually impaired.• Pool hoist lift(s) did not appear available to assist access into the pool. • I did feel the Centre offered the Disabled customer a wide range of aids to help them navigate the Centre.

M

TYPE CHALLENGE - MV STRENGTHS

QMVMystery Visit Strengths and examples of

good practice

• The facility was located in a very prominent position and made good use of external advertising of promotions. • The staff were all extremely friendly and helpful both in person and when answering telephone enquiries.• The Centre had a very good atmosphere where children were obviously made to feel welcome.• The Centre was very busy and had a good mixture of activities taking place.• All staff were extremely knowledgeable about the activities taking place in the Centre.• Car parking and disabled access were all very good.• Marketing material was very good throughout.


QAHow do you commit to the delivery of

excellent customer service?

• The centre could consider developing a documented customer care policy that brings together customer care initiatives, training, standards and predicted outcomes.• It may prove beneficial to provide a reception manual to the team as to how the front of house tasks should be delivered in a consistent and effective manner.• It may add value to introduce a research plan which includes research into how customer satisfaction levels and improvement opportunities will be found.

S


QAHow do you inform staff and customers

of the service standards?

• Consideration could be given to displaying to customers responsibilities in accordance with hygiene and behaviour standards. For example some guidance on gym etiquette could be posted within the gym and/or changing facilities.• An opportunity currently exists to make further use of the website to inform customers about the centre's intention to create a great customer experience and the arrangements in place to deliver a consistently high quality customer experience.• Added value may be gained from making customers aware that feedback is valued with regards to the level of service experienced. Information about how to leave feedback, response times, to feedback and the arrangements in place when the customer perception that the response to feedback, when received, is unsatisfactory could be published.

M


- Majority, [A] - AllA R E A S F O R I M P R O V E M E N T


[N] - No Contribution to Challenge, [S] - Some, [M]


M Y S T E R Y V I S I T

P E O P L EPEOPLE 1 - CUSTOMER EXPERIENCE

M Y S T E R Y V I S I TA R E A S F O R I M P R O V E M E N T

S T R E N G T H S


People1

• Customer satisfaction improves each year• More customers become more active, more often• Customers actively recommend the centre to friend s and family


P E O P L EPEOPLE 1 - CUSTOMER EXPERIENCE

QAWhat regulation and legislation have you

considered to deliver your service standards?

• The padlock symbol relating to data protection is not used on the membership application form, and consideration could be given to using this symbol in the future to reassure new members that their data is being held securely, provided that good practice is being implemented.• It did not appear that signage is displayed to inform customers that images are been recorded; the centre may wish to review this and post suitable signage to inform customers that the CCTV system is operational and recording.• The centre may wish to review that licensing needs for the bar, as at the time of the assessment it was unclear if they are being met.

M

QAWhat training takes place to ensure that the staff provide an excellent customer

service?

• Processes do not appear to have been defined for the reception team in relation to logging the use of refunds or complimentary vouchers. The implementation of defined procedures and a coordinated system may prove beneficial.• Consideration could be given to developing a customer care training programme that is delivered during inductions together with on-going or refresher training on the centre's agreed standards and procedures.

M

QAHow have you allocated sufficient

resources to ensure that you can deliver your defined service standards ?

• The location of the turnstile at the centre's main entrance could be reviewed to improve access control.• The availability of staff to carry out cleaning duties is at times limited, which could compromise the attainment of the cleaning service standards.

M


QA How do you measure?

• The introduction of regular customer satisfaction surveys that combine both post use and exit questionnaires may add value, and could feed into an improvement plan in the future.• Customer comments are not currently analysed for trends or sampled to ascertain that complaints have reduced as a result of changes put in place; the centre may wish to introduce this with any future feedback received.• Consideration could be given to the introduction of a both internal and external audit programmes; this could assist the centre to measure the implementation of agreed standards. Additionally any areas for improvement or findings could be used to develop an improvement plan.

S



• Actions and findings that result from customer feedback do not appear to be added to an improvement plan, the centre may wish to review this.• Comments sampled from the Quest mystery visitor were not responded to directly within the agreed time frames; the centre may wish to consider reviewing the current feedback process.

S



difference?

• The centre uses a significant number of promotions to drive membership sales and the centre management could benefit from taking steps to identify which promotional activities and tools generate the best response and achieve the highest sales or return on investment.• The use of satisfaction surveys to measure satisfaction levels could be of value.• Proactively generating customer feedback may provide clearer evidence of impact.• The centre may benefit from introducing the average membership lifespan as a key performance indicator for non contracted gym members, in the future.

S



good practice

• The centre manager is currently placing significant emphasis on customer service, including increasing the provision of customer care training.• Customer feedback in relation to the air temperature in the gym has clearly improved since the air conditioning within this facility was upgraded.• 'Sales busters' have been established at the centre so that more members of the team are able to close and process membership sales.



Comments

Customer Comment Card.Sunday 5th February 2012.Anne Pattinson 07720844608I commented that the bench was loose in the sauna and a gentleman had nearly fallen, but went on to say that the centre was clean and we had enjoyed our visit.No response received at the time of writing the report.No response received at the time of writing the report.

Verbal.Sunday 5th February 2012.On arrival at the Reception desk.Purchasing two swim and sauna sessions.Sunday 5th February 2012, Kerry.

I arrived at the Leisure Centre with my husband and was immediately greeted at the Reception by Kerry. She was very pleasant and enquired as to how she could help. Checking with my husband to see if he wanted a sauna, I then asked for two swims and saunas. Kerry told us the price would be £11.60 and asked if that was alright. She gave the impression that she thought it was expensive. She then went on to ask if we came often and when I said no she told me to look on the internet and download a free day pass for my next visit. Before she told me this she checked over her shoulder to make sure the Duty Officer who had previously been standing with her, had left the area. I felt Kerry was trying to be very helpful to the customer however, may be to at a cost to the centre.

Verbal.Sunday 5th February 2012.Speaking to a Swimming Coach in the Sauna.Joined in a conversation with the Swimming Coach and a male customer. Sunday 5th February 2012, Male Swimming Coach.A male Swimming Coach joined me, my husband and another male customer in the Sauna. We chatted and I commented on him being wet. He went on to explain that he had been teaching all morning and was waiting for his next one-to-one to arrive. The Coach chatted to the male customer about his holidays and work and appeared to have a good rapport with regular customers. The bench then came loose when the gentleman went to step down. The Coach apologised and went on to make it secure stating that he had cleaned it that morning and mustn't have put it back in right.

Verbal.Sunday 5th February 2012.Conversation with a female customer.I spoke to a female customer who joined us in the Sauna.Sunday 5th February, 2012 - female customer.I chatted to a female customer in the Sauna. She told us that she enjoyed her sauna as it helped her to relax. She seemed to enjoy her visit to the Centre and was very comfortable in the surroundings.

Request through website link.Monday 13th February 2012.Anne Pattinson [email protected] for a free day pass.--

Verbal.5th February 2012.

Type of CommentDate

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COMMENT 5Type of CommentDateContact Details

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Type of CommentDate

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COMMENT 4

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COMMENT 1Type of CommentDateContact Details

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COMMENT DETAILS

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Comments

Conversation with the Receptionist Kerry.Handing in property found in the Pool Changing Room.5th February 2012 - Receptionist.

I took a pair of wet socks to the Reception where I handed them to the Receptionist. She thanked me and asked where I had found them. She then took them to a cupboard at the back of the Reception where she put them in a box and went to record the details. This demonstrated the presence of a lost property system.

Date & Whom Responded

Details of Response

Contact DetailsDetails of Comment


Telephone

Sunday 5th February 2012 10.23 a.m.Automatic answering service. Dialled "O" to be put through to Reception.Two

Answer Riverside Leisure Centre, Kerry speaking, how can I help?Query I enquired about swimming sessions that day.

Response to Query

I asked if there was public swimming sessions on that day. I was told that I could come along that morning but that Kids Crazy was also on. I asked about bringing my two nieces swimming and was told this would be ok. I had to prompt for supervision ratios as the information wasn't volunteered. Kerry was very helpful and informative giving details of prices and swimming timetable. I was also told that I could bring two children under 8 per adult.

Sunday 5th March 2012 - 11.10 a.m.Automatic answering service. Dialled "O" to be put through to Reception.Immediately upon transfer.

Answer Riverside Leisure Centre, Kerry speaking, how can I help?Query I asked if they had a Sauna.

Response to Query

I mentioned that I had rang earlier about swimming and wondered if they had a sauna. I was told they had and given details of the charges. When I asked if the sauna was next to the Pool or separate in the Fitness Suite I was told it was in the top left hand corner of the Pool near the deep end. Kerry then remembered I had mentioned bringing my nieces and informed me that I wouldn't be allowed to take children in. Again, she was extremely helpful and very pleasant.

Thursday 9th February, 2012 - 5.45 p.m.Automatic answering service. Dialled "O" to be put through to Reception.Four

Answer Riverside Leisure centre; no name was given.Query I enquired about swimming lessons.

Response to Query

The Receptionist gave me comprehensive details of the learn to swim programme asking questions about my son, his age, what level he was. She then made recommendations of sessions she felt would be most suitable. Offering either level 1 or ducklings which was now for children aged 3 to 5 but parents would need to stay in the water. I asked if the Swimming Teacher went into the water with the children and was told that they had recently increased this to allow teacher in the water for classes up to level 3. I was also told of the free taster sessions that were being held during the school holidays which would give him to opportunity to join in and meet the coaches and other children. I was given details of the times and encouraged to book a place. I felt the Receptionist was very knowledgeable and encouraged me to bring my son along. She took the opportunity to try to get me to book a place. By the end of the call I really wanted to book and felt guilty saying I would ring back after checking times.

Monday 13th February 2012 - 8.00 p.m.Automatic answering service. Dialled "3" to be put through to the Harpers Membership Team.Three

Answer Good evening Riverside Leisure Centre.

QueryI enquired about gym prices and was asked to hold while I was transferred to Keith who would be able to help me.

Number Dialled

Number of Rings

Number DialledNumber of Rings

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Date & Time of CallNumber DialledNumber of Rings

TELEPHONE 4Date & Time of Call


TELEPHONE DETAILS

TELEPHONE 3Date & Time of Call

TELEPHONE 2

TELEPHONE 1Date & Time of CallNumber Dialled


Telephone

Response to Query

Keith answered the call immediately upon being transferred. I asked how much it would be to join the gym. Keith asked me questions to find out what I required and where I worked to see if I would be eligible for a discount. I was then given a range of membership options including ones with a contract and without. I was also given details of a price per session but encouraged to join if I was going to attend often as it would be cheaper. I was given an outline of what was included and when I asked about classes I was encouraged to look on the website to see the full timetable and a breakdown of what each class involved. I was told about access to the gym via card and how to book on line for classes two weeks in advance. I was then given details of how much I would have to pay when I joined if I joined before Wednesday and encouraged to come in tomorrow to see him as he could make all the necessary arrangements then. I was also informed that I would get two Personal Training Sessions when I joined. When I asked if I would need to book an appointment I was told this would not be necessary, that he would be there all day or I could join on line if I preferred. Excellent customer care and sales however the only thing that let Keith down was that he never took any details from me to follow up my call. I felt this was a missed opportunity.

Monday 13th February 2012 - 8.15 p.m.Automatic answering service. Dialled "O" to be put through to Reception.Three

Answer Riverside Leisure Centre, Kerry speaking, how can I help?Query I asked what type of exercise classes they had.

Response to Query

Kerry asked me to wait while she got a timetable. She then went on to give me a list of classes they held. I asked what she would recommend as I hadn't done any classes for a while. She suggested Pilates which was actually taking place at that time. She also suggested that Step would be suitable as it could be done to either high or low impact depending on my fitness level. She asked if I lived locally and suggested that I popped in to collect a programme as this would also give me a description of the classes and details of the timetable. She said they would then be able to book me in to a class. I felt Kerry was very familiar with the classes and really tried to find a class suitable for me. She encouraged me to join in and come along for a programme.

TELEPHONE 5Date & Time of CallNumber DialledNumber of Rings


People2

• Staff are of sufficient quantity, trained and qua lified to deliver the standard of service promised to the customer• Succession planning is an integral part of staff development in achieving the organisation’s objecti ves• The leadership style demonstrates the ability to communicate and motivate staff at all levels, whils t encouraging regular feedback• Staff are knowledgeable, professional and friendl y


QMVDo the team work as a team and appear to

be well managed• The Duty Manager presence was not noticeable and visible around the facility other than briefly as I arrived when I saw him leaving the Reception desk.

M

QMV Activity/tasks

• The Swimming Teacher had a very good rapport with the customers and children however while waiting for his next lesson he swam and played in the water with several groups of children, some including young girls aged around 9 or 10 years. While he was trying to be friendly he was also putting himself in a vulnerable position.

M



good practice

• Lifeguard change overs were very good and regular.• There was a good rapport between staff.• The staff were very customer focused and tried to help where they could.• All staff were smart wearing branded uniform.


QAHow do you plan your staffing to deliver a

well managed facility?

• The development and implementation of service standards to assist in the consistent delivery of services and effective management of the team may prove beneficial.• Consideration could be given to the development of a skills requirement audit that includes all specific job roles and the training needs for individual team members.• The training and development programme does not appear to be structured to enable team members to achieve further qualifications; this could be considered and may provide sound future succession planning.

M


QAIs your two way communications

effectively implemented at all levels?

• The introduction of regular minuted team meetings may prove beneficial. • Added value may be gained from including all team members in a performance and development appraisal process.• The centre may benefit from actively seeking views, regular feedback and suggestions from team members at all levels; this could take place via the introduction of a staff satisfaction survey which could be used at regular intervals.

M

QAWhat regulation and legislation have you

implemented in order to safeguard the organisation and staff?

A

QAWhat training takes place to ensure that

staff are competent?

• Added value may be gained from delivering regular refresher training to team members on how to deliver agreed levels of service. This is particularly significant because of the high quantity of documented procedures and systems in place at the centre, to ensure staff have a good working knowledge of these procedures and are able to implement them consistently.• A review of the current induction process could prove beneficial; this could include the planning, resource allocation and method of recording inductions. This process may assist in providing the team members with a clear understanding of their roles and serve as a useful record of the training which has been completed.

S

QA

How have you allocated sufficient resources to ensure that you can deliver the required training and programming/

footfall needs?

• Consideration could be given to review the training budget to ensure that sufficient financial resources have been allocated to meet the centre's aspirations and develop the staff team sufficiently.

M


QAHow do you measure the effectiveness of

your staff?

• The use of team retention and sickness level performance indicators may be useful to measure the team commitment.• External mystery visits and audits could be used to assist in determining the effectiveness of the staff team and whether the desired standards are being achieved.

M


QA How do you review what you measure?• There is scope for the centre to make use of a skills training matrix to identify staff training needs and also serve as a simple quick reference tool to compare training needs with the training actually delivered and identify any gaps in training provision.

M



difference?

• The centre has recently made use of an apprenticeship scheme, to provide development opportunities for individuals who want to embark on a career within the industry.• The centre manager has taken a proactive approach towards team development and is implementing a series of staff training sessions, focussing on key areas of service delivery.

S


M Y S T E R Y V I S I T [N] - No Contribution to Challenge, [S] - Some, [M]



P E O P L EPEOPLE 2 - TEAM


M Y S T E R Y V I S I TS T R E N G T H S




People2


good practice

• The staff room at the centre has a wide range of useful reference material on display and accessible to staff. This includes useful information about staff training opportunities.• There is clear evidence that a wide range of human resource policies are in place.• Procedures and systems are in place to ensure compliance with working time regulations. The team working patterns appear to abide by the WTD, for example the number of hours to be worked, rest periods, holidays and breaks whilst on duty.• The centre manager uses robust systems for ensuring that fixed cost staffing budgets are adhered to.• There is clear evidence that the manager and sales staff are highly accountable for the financial performance of the centre and the processes in place exceed those typically found within this sector of the industry.• Effective arrangements are in place to ensure a satisfactory level of attendance at staff training among the lifeguards at the centre.


Ops1

• The level of cleanliness is visibly acceptable, t aking due account of customer expectations• There are high standards of hygiene in critical a reas• Standards are in place to prevent injury and inco nvenience, increasing customer compliments• The facility is presented in a fit, clean and tid y state, reflecting general pride by the organisati on, staff and customers


QMV Standards of Cleanliness • The Pool Changing Room was generally clean and tidy however it was looking tired. A

QMV Presentation• The first changing cubicle I saw when I walked into the Changing Rooms was covered in graffiti which had been etched into the cubicle walls.• A large hose had been hung on the wall in the Pool Changing Room. This looked bulky and untidy.

M

QMV Monitoring• Whilst signage was displayed stating the areas were checked on a regular basis no check sheets were visible to say when they had been last checked or how often they were checked.

M

QMV Toilets and Changing Facilities

• The walls of the Female Toilets located in the corridor, appeared to be damp. The plaster was raised and the paint flaking. • There did not appear to be sufficient mirrors and vanity arrangements in the Pool Changing Room. I observed one hairdryer. It looked as though a second one had been disconnected but the shelf left in place. • The hairdryer I used was not very powerful.

M

QMV Housekeeping• I observed two ladies with pushchairs watching the basketball game, however they were standing behind the badminton court and could have obstructed play. It may be better to encourage them to use the viewing gallery to prevent badminton players potentially falling onto the pushchairs.

M

QMV Fire Safety A



good practice

• The Centre was very clean and tidy but looked a little tired in the Pool Changing Room and Female Toilets.• A good display of staff photographs was present in the Reception.• The Fitness Suite was very well presented, clean and tidy with all equipment in a good condition.• All equipment observed in the Main Hall was in a good condition. I observed basketball and badminton taking place. • The viewing area was well used during my Visit and had been kept litter free and well presented.• Equipment appeared to be appropriately stored in various locations; I observed floats stored neatly in a Storeroom located on Poolside.• Corridors and fire exits were all clear and free of obstruction.


QAHow do you commit to the creation of a

clean and well presented centre?

• A review of how team members inspect and address cleaning and housekeeping issues may add value, for example during the assessment it was noted that the current cleaning arrangements are not effectively dealing with the accumulation of high level dust on ducting within the pool hall.• Researching good practice initiatives and implementing, for example the British Institute of Cleaning Science (BICS) cleaning and training systems may assist in improving the current processes.

M


QAHow do you communicate the standards/

commitment to cleaning and housekeeping

• The centre may wish to display pledges that communicate the centre's commitment to maintaining acceptable cleaning and housekeeping standards; these may assist in informing the team and customers of the high standards set.• Implementing regular meetings and forums with customers and stakeholders to ascertain that the desired cleaning expectations are being met may enhance the process.

M

QAWhat action have you taken in order to

deliver cleaning and housekeeping safely?

• A review of the accessibility of COSHH data and assessment documentation for chemicals currently in use may prove beneficial. The assessor noted that at the time of the assessment the COSHH files were not available within the cleaning cupboard and appeared to be retained in the office away from the staff who might be expected to make regular use of these documents.• Consideration could be given to developing a plan to deal with chemical spills and other major incidents, including the provision of purpose made spill kits.

M

QAAre there sufficient numbers of trained staff in place to deliver the cleaning and

housekeeping standards?

• A review of the training plan/ programme to ensure cleaning and housekeeping standards are included could be beneficial.• Ensuring cleaning and housekeeping is embedded into the induction training process, may assist in improving the cleaning standards.• The male toilets near reception were not cleaned to a high standard on the morning of the assessment and there was only a single cleaner rostered to work. It may be beneficial to review whether increasing the number of dedicated cleaning staff would be beneficial in raising standards in the future.

M

QA

How have you ensured that sufficient resources (time, equipment, materials,

security and storage) are in place to deliver the cleaning and housekeeping

standards?

• Consideration could be given to reviewing resources that have been allocated to ensure the team can deliver and maintain acceptable cleaning and housekeeping standards, including those priority areas such as floor areas where higher standards could be achieved through the provision of equipment such as a rotawash or similar floor scrubbing equipment. At the time of the assessment the potential benefits of sourcing floor scrubbing equipment was being investigated and this process could be brought to a conclusion.

M




O P E R A T I O N SOPERATIONS 1 - CLEANING & HOUSEKEEPING





Ops1


QA

How do you measure whether high standards of cleanliness and

housekeeping are being achieved and maintained within the centre?

• The approach taken in relation to measuring the effectiveness of the centre cleaning programme appeared to be fairly informal at the time of the assessment. A number of options could be considered to formalise this process in the future which could include developing an appropriate performance indicator that monitors the level of check sheet completion; a review of the opportunities available for customers to feedback on specific cleaning and housekeeping issues the introduction of a regular analysis of customer comments to evaluate if standards are being met.

S



• Consideration could be given to the introduction of a quantifiable review process which takes into account the results from the check sheet completion rate and feedback from customers and stakeholders.• The centre may wish to establish a regular review process that includes management and frontline team members, who do not appear to be involved in a review process at present.• There does not appear to be consultation with the team that deliver the cleaning process; this approach could be reconsidered and may improve awareness of where standards may be flagging or indeed improving.

S



difference?

• The cleanliness of floor areas within some facilities at the centre are a concern for customers and could be one area where the cleaning programme focusses on delivering improvements in the future. Carrying out customer surveys before and after new cleaning procedures are put in place could help to demonstrate the impact of any new measures and changes in procedures.• Overall the cleaning programme at the Centre appears to be fairly static and some fresh momentum to review current performance and procedures may be beneficial.

S



good practice

• The Centre benefits from a set of good quality documented cleaning standards.• The sole contracted cleaner at the centre demonstrates a consistent and conscientious approach to their cleaning duties.• A new range of cleaning products has recently been introduced at the Centre. Although this has not made significant improvements to the standard of cleanliness being achieved it is clear that the environmental impact of these new products is an improvement compared with the products they have replaced.



Ops2

• Maintenance is planned to prevent unwarranted dis ruption of the service• The centre is well maintained• The centre has suitable, sufficient and well main tained equipment available


QMVMaintenance of the buildings and

structure is acceptable.• There were issues within the toilets and Changing areas that required attention with areas not particularly well maintained to an acceptable level. These included the walls in the Female Toilet.

M

QMVMaintenance of the fixtures and fittings

within the building is acceptable.

• There were several maintenance issues noted in the Pool Changing Rooms and toilets including cubicles in need of repair. The bottom of the cubicles was rusted and sharp. Several cubicles did not lock with many not having a lock fitted. The shelf and mirror located next to the hairdryer was a very poor standard. The shower located next to the Sauna was very temperamental and difficult to operate.• The bench in the Sauna moved when a customer went to step on it and as a result he very nearly fell. This needs to be secured before opening to the public.

S

QMV Activity equipment available A

QMVThere is a provision of goods for sale and hire equipment to meet the programming

needsA

QMVMaintenance issues are managed

effectively

• The maintenance of fixtures and fittings and the problems with the walls make the centre look more tired than it really needs to be. If these areas were to be addressed it would make a huge difference to the Centre.

M



good practice

• Overall I feel the Centre is maintained to an acceptable level. The air quality was very good, the pool temperature was very good. The Main Hall and Fitness Suite were very well maintained.• All equipment observed was of a good standard and appeared to be well maintained.• From the outside the Centre looked well maintained with footpaths, doors and brickwork of a high standard making the general appearance very inviting.• There was an excellent range of equipment available for sale particularly for the swimmer as well as protein drinks for the serious trainers!• A good selection of vending machines were available which were well stocked and affordable.• Car parking provision was very good and charges reasonable. Free parking was available on Sundays and Bank Holidays. Adequate disabled parking was also available however no eye level signage is present making it difficult to see in snow conditions.


QAHow do you commit to the provision of a

well maintained and equipped centre?

• Following the completion of a condition survey in 2009 the centre could now consider using this survey to develop an asset replacement programme that identifies year on year what works will be undertaken via the capital investment programme.• The centre may wish to consider developing a planned approach for future proposed capital projects and refurbishment works; this may ensure that work is completed in a timely manner. Some of the areas where this may prove beneficial include the pool hall air handling unit, dampers, actuators, pool hall extract fan, the heating and ventilation control panel and the ground floor air handling unit.• Play equipment in the cafe is in poor condition and could be replaced in the near future, if the business case that the centre manager is working on determines that this would be beneficial.• The 'high, medium, low' priority ranking system for dealing with repairs is vague and could be more clearly defined.• The corrective action file did not contain entries for the passenger lift or male toilet which were out of service at the time of the assessment, this raises some questions about the effectiveness of the defect reporting systems, which could be addressed.• The centre may benefit from taking steps to clarify the details regarding the financial responsibilities for maintenance between the contractor and the Council, which owns the building and adjacent facilities.

M


QAHow do you communicate this

commitment?

• Consideration could be given in ensuring that an agreement or contract defining responsibilities for the maintenance and replacement of plant and equipment is in place. This could assist the management team in the understanding of who is responsible for specific maintenance arrangements including making financial provision for maintenance, which is an issue at the centre.

M

QAWhat health and safety standards and

guidance have you considered to deliver this commitment?

• Set up instructions for the assembly and dismantling of equipment are in place. However, they could be further developed to be easier to use by including photographs and diagrams in the future. • A ‘Permit to work’ system is in place, however staff awareness of the procedures is limited and could be improved through training, particularly in relation to hot works and working at height.

M

QAWhat training has taken place to deliver

this commitment?• Pool water test results from the comparator are inconsistent and some further training for staff along with the provision of a light box has the potential to bring more consistent results.

M




O P E R A T I O N SOPERATIONS 2 - MAINTENANCE & EQUIPMENT





Ops2

QAHow have you allocated resources to

deliver this commitment?

• Consideration could be given to reviewing the financial resources that are available to ensure sufficient allocation is available to maintain the maintenance and upkeep of the building and facilities. • Some investment into the café kitchen equipment may be beneficial and could assist in increasing the options in relation to menu development, which is something the Centre manager is keen to focus on.

S


QAHow do you measure achievement of

your commitment?

• Customer comments that were sampled appeared to have several maintenance issues with the timescales taken to resolve problems promptly. Added value could be gained from developing a process that monitors specific maintenance issues, particularly those in service critical areas.• Added value may be gained from the management monitoring monthly the percentage of secondary spend per customer visit; this could also be compared against other centres' performance within the organisation. Additionally if a local KPI is set this could help to motivate staff to consistently achieve high levels of secondary spend.

S


QAWhat have you done as a result of the

review?

• Added value may be gained from developing a replacement and refurbishment programme for the building and equipment; this could assist the to continually deliver improved services, for example the full potential of the cafe is not currently being pursued. Facilities and equipment in this facility are clearly dated and the centre management is aware of this, however it is unclear whether there is an effective plan to make improvements in this facility at present.• A review of the vending provision to ensure the best secondary spend KPIs are being could be considered as there are more profitable models for operating vending machines than those in use at the Centre at the time of the assessment.

S



difference?

• A programme for replacing the lungs on the training mannequins could be introduced, to reduce the risk of infections• Higher quality badminton posts could be provided at the centre, to raise the standard of this frequently used equipment and improve the customer experience.• No examples of the centre management being able to quantify whether the lifespan of equipment has been extended or exceeded as a result of effective maintenance were noted during the assessment, leaving scope for future improvement.• The centre may benefit from the provision of a suitable swimming pool inflatable and investment in this equipment could have a positive impact and increase income from the pool.

S



good practice

• A building condition survey was carried out in July 2009 at the Centre.• An effective defect reporting system is in place at the Centre.• The provision and display of resale items is of a notably high standard and generates significant secondary spend at the Centre.• Manual handling risk assessments at the centre have been completed, along with improved manual handling training for centre staff.



Ops3

• Reasonable temperatures, lighting and ventilation of the facility is achieved• Use of utilities is managed efficiently and reduc ed where possible• The centre is minimising its impact on the enviro nment


QMV Environmental conditions are acceptable A

QMVRelevant environmental information is

displayed• A Display Environmental Certificate (DEC) was not noted on display. M

QMVActions are being taken to reduce the

centres carbon footprint and reduce the impact on the environment

A



good practice

• Both air and water temperatures were very comfortable throughout the centre.• Temperature gauges were noted on Poolside and temperatures were displayed. I also observed this being adjusted and the time changed to show the latest check.• Recycling was evident throughout.• A pool cover was in use showing a commitment to reducing the carbon footprint.• Lighting was very good throughout the Centre.


QAHow do you commit to improving the

environmental efficiency of your centre?

• Developing an action plan with clear environmental objectives could add value and assist the centre in achieving the 5% reduction in energy costs which has been set corporately as a target. The action plan could include specific measures that will be taken to reduce energy consumption, increase the recycling of waste and reduce the overall carbon dioxide emissions.• The centre may wish to investigate forming links with various agencies that specialise in helping organisations become more environmentally friendly. This could assist in developing and delivering the centre's commitment to issues of environmental management.

S


QA

How do you inform the staff and customers about what you are doing to

manage the environment within the centre?

• Informing customers of the action the Centre has already taken and intends to take in minimising energy consumption could be beneficial, particularly as in relative terms energy efficiency for this type of facility appears to be low. For example customers could be informed about the use of solar energy at the centre.

M

QAIn delivering these environmental standards what legislation or best

practice have you considered?

• The centre may wish to contact the Carbon Trust to seek guidance and obtain educational materials. Additionally they may be able to undertake an audit with recommendations that could assist the centre in showing tangible improvements.• A review of the Control of Substance Hazardous to Health (COSHH) assessments could prove beneficial to ensure that these assessments include details about occupational exposure limits. Reviewing the action in place in case of chemical spills including the provision of spill kits could also be considered.

M

QAWhat training has taken place in order

that the staff can implement these environmental standards?

• During the assessment it was noted that the manager is now able to access the BMS, which could provide opportunities for further improving energy efficiency and make changes to conditions in response to customer feedback, provided some training in the use of this system is sourced.• Although an environmental champion has been appointed at the Centre to promote good housekeeping and reduce waste consumption, it is clear that they have received little training to enhance their effectiveness, leaving scope for improvement.

M

QA

How have you allocated resources for the installation of systems and equipment

that could enhance environmental conditions and reduce energy

consumption within the centre?

• Installing PIR (Passive Infra Red) occupancy sensors in various areas of the centre may reduce electricity consumption.• Valves within the hot water systems at the centre do not appear to be lagged, and further energy savings could be made by installing suitable lagging.• Installing an ultra violet light disinfection system to the swimming pool could reduce the chlorine based residual disinfectant concentration and further expert advice could be sought to explore the potential of adding a UV system in the future.

M


QAHow do you measure what you are doing

in relation to your environmental conditions and commitment?

• There is currently an opportunity to gain a clearer insight into the effectiveness of the centre's recycling efforts through recording the volume of material being recycled and monitoring for future improvements.• Recording and measuring customer feedback in relation to their perception of the environmental conditions around the centre could be used to the benefit of the centre. This feedback could be used to identify any areas where customers have concerns and allow the centre management to address any issues which are adversely affecting customer satisfaction levels.• The centre has recently invested in a photovoltaic solar energy system and some measurement and analysis could be carried out to determine if the projected payback period for this equipment will be realised.

M





O P E R A T I O N SOPERATIONS 3 - ENVIRONMENTAL





Ops3

QAHow do you review what you have

measured?

• During the assessment it was noted that management does not have processes in place to regularly review and update procedures and policies, which limits the ability of the staff team to use their initiative and make improvements. Some thought could be given to ways in which more of the potential of the staff team could be released by identifying areas where team members can undertake reviews and make or recommend changes.• The centre has recently invested in some photovoltaic technology. However some calculations of the costs and savings from this installation could be carried out to determine the financial benefits of this installation.

M



difference?• There is further scope for reducing the use of paper at the centre, to minimise waste and reduce costs.

M



good practice

• Recent investment at the Centre into the air conditioning system has reduced temperatures within the gym and improved the quality of the customer experience.• Switching from using printers to photocopiers appears to have made savings at the Centre.• During the assessment it was noted that recent measures, including reducing the pool water temperature, have resulted in a 21% reduction in gas consumption in the current year.• The manager has focussed on getting the CHP unit at the centre back into service, which appears to be generating significant savings.• A significant proportion of hot water pipework within the centre appears to have been lagged.



Ops4

The signatory of the current Health and Safety Poli cy will confirm that the facility being assessed me ets the : • Health and Safety Work Act 1974 • Management of Health and Safety at Work Regulat ions 1999 • Regulatory Reform (Fire Safety) Order 2005 • Current legislation and has procedures, so far as reasonably practicable, for the health, safety a nd welfare of who may be affected

DATE YES NO N/A

HS(G)65 Successful Health & Safety ManagementBS OHSAS 18001:2007 Occupational Health & Safety Ma nagement SystemsDate of Last Review

Signed by Chief Executive, Managing Director or Cha irmanDate Signed

Expiry Date

Clear Chain of Command/StructureBoard/Management TeamOperations/Site SpecificExternal Advice/Support

Category 1 Actions Have Been Addressed Within Stipu lated Timescale,Recently Completed Inspections Should Be Able to De monstrate Planned Action

Wed 25 Apr 2012 ��Wed 05 Oct 2011 ��Wed 07 Jul 2010 ��

��

��

Tue 08 Nov 2011 ��

As recommended by the Fire Risk Assessment

��

Risk Assessment in Accordance With L8Implementation of Risk Control Measures With Approp riate RecordsRisk Assessment Date

AREAS FOR IMPROVEMENT NOTED FROM ADDITIONAL SAMPLING OF PRE-ASSESSMENT QUESTIONS

• COSHH data sheets in use at the centre could be improved by including information on occupational exposure limits.• A longer reach pole could be provided on poolside and positioned close to the high chair.• A programme for maintaining awareness of the risk assessments at the centre among the duty managers could be introduced, so that a good working knowledge of all control measures is attained and staff with a supervisory role can positively reinforce the use of control measures.

Sun 26 Jun 2011

��

Thu 01 Dec 2011

Mon 01 Aug 2011

Tue 31 Jul 2012

Thu 07 Jul 2011

��

��

EMERGENCY PROCEDURES

EMERGENCY LIGHTING TEST CERTIFICATE FIRE ALARM TEST CERTIFICATE & SERVICE RECORDS ASBESTOS SURVEY

RISK ASSESSMENTS (Suitable & Sufficient)

LEGIONELLA RISK ASSESSMENT (Within Last 2 Years)

FIXED ELECTRICAL INSTALLATION INSPECTION CERTIFICATE

��

SAFE SYSTEMS OF WORK and/or METHOD STATEMENTS

FIRE RISK ASSESSMENT (Site Specific)

FIRE SAFETY CHECKS

��

��

DEFINED RESPONSIBILITIES


O P E R A T I O N SOPERATIONS 4 - HEALTH & SAFETY DECLARATION

HEALTH & SAFETY MANAGEMENT SYSTEM

HEALTH & SAFETY POLICY STATEMENT

H E A L T H & S A F E T Y D E C L A R A T I O NV E R I F I C A T I O N O F P R E - A S S E S S M E N T Q U E S T I O N N A I R E

EMPLOYERS & PUBLIC LIABILITY INSURANCE CERTIFICATE

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