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ANNUAL REPORT 2014 – 2015 of Adur Community Leisure Limited trading as Impulse Leisure

Creating active & healthy communities impulseleisure.co.uk Charity number: Adur Community Leisure 1112020


CONTENTS

PAGE

CHAIR’S WELCOME

2

THE BOARD OF TRUSTEES

3

STRATEGY

4

OUR VALUES

5

OUR BUSINESS

6

OUR YEAR

9

OUR FUTURE

19

OUR THANKS

21


CHAIR’S WELCOME Peter Wilson Welcome to Adur Community Leisure’s tenth Annual Report and my fourth as Chair of the organisation. Adur Community Leisure has a high profile in Adur’s community working with partners including Adur District Council, schools, Health Boards and others to provide significant public benefits. This work along with our increasing membership has helped us to achieve our mission of ‘creating active & healthy communities’. We have delivered health and wellbeing and quality of life improvements, including to groups that might have been previously excluded by socio economic or health inequality. The partnership funded and extended General Practitioner (GP) referral programme and our extensive work with disabled youngsters are great examples of our success in improving the health and wellbeing of the community. All of the sites have maintained their quality (QUEST) registration. Adur Community Leisure continues to perform well and 2014/2015 has been a good year from a financial perspective, achieving good surpluses, despite the continued slow recovery from global economic issues. As a result, a positive contribution to reserves was made during the year improving the financial security of the organisation, whilst also funding improvements to the facilities. Public Sector funding has and will increasingly be under pressure for the foreseeable future, however with stable financial agreements in place until 2018 Adur Community Leisure is well placed to deal with any financial pressure. Any significant increase in revenue is only likely to be achieved through investment in facilities and in terms of Lancing Manor this is limited by the need for car park expansion. It is therefore pleasing that Adur District Council has agreed to invest in the car park and we can therefore plan for facility improvement. Without including any future improvements, a surplus budget has been set for 2015/2016. The Board approved spending on improvements to our services at all sites during 2014/2015 and this was bolstered by good levels of external funding from Veolia, Viridor and Sport England. We look forward to developing the facilities further next year. Our success continues because of the experience, focus and commitment of the Board and management team. Of course, this achievement would be impossible without the hard work and dedication of all our staff. I would like to take this opportunity to personally, and on behalf of the Trustees and management, thank the staff for their efforts.

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BOARD OF TRUSTEES The Board of Trustees (Volunteer Directors) govern ACL in pursuit of its Mission and make sure we comply with the rules that govern charitable companies. The Trustees take a key role in shaping and directing the service, essentially determining the overall policy of ACL. The Trustees come from a variety of backgrounds: Adur District Council elected members, nominees from local organisations, individuals with a variety of skills, users of facilities and a staff elected Trustee.

TRUSTEES DURING THE YEAR WERE:Richard Brattle, Cllr Rod Hotton (retired), Cllr Fred Lewis, David Vandyke, Peter Wilson, Margaret Woolacott, Andrew Ryall, Janice Roberts, Len Saunders, James Trotman, Cllr Carson Albury. The Board meet regularly, directing the future of the organisation. Like last year, the Board have considered performance reports and investment proposals during the year, closely monitoring the Company’s financial position, ensuring management were taking early action to address issues as they arose, particularly around cash flow and budget setting. The Chair has again attended a number of seminars provided by our auditors during the year. The Board comply with the Code of Good Governance.

WE HAVE JUST JOINED YOUR CENTRE AND ARE SO PLEASED WE CHOSE SUCH A WELCOMING, FRIENDLY AND ENCOURAGING YET AFFORDABLE CENTRE FOR OUR FAMILY CUSTOMER COMMENT AT SOUTHWICK 3


STRATEGY Our Strategy is aligned with that of the Impulse Leisure Group, it takes account of the growing national health improvement agenda, our working relationship with local authorities and the need to contribute to their aspirations. How we go about our business remains consistent, leading to stability for staff, customers and the Board.

OUR CHARITABLE OBJECTIVES ACL has charitable objects set out in its Memorandum of Association, which cannot be changed without the consent of the membership. They remain:-

‘To primarily run leisure and recreation facilities and services for the benefit of the community of Adur and its neighbourhood.’ OUR VISION ‘Active communities with viable sport, leisure and well-being opportunities accessible to all’ OUR MISSION ‘Creating active & healthy communities’ OUR GOALS •

Provide clean, safe, friendly and accessible leisure facilities, which provide a value for money top class service to all members of the communities in which we work

Cultivate relationships with potential partners including local authorities, education (schools), health providers, youth services, crime reduction agencies and social care providers

Improve the communities in which we work, as healthier places to work, live and grow

Identify areas, and where appropriate with partners create and influence the provision of new leisure facilities, and or opportunities

Explore and take opportunities to expand the operations of the company and its subsidiaries, increasing turnover, with a view to improved operational efficiency

Value all members of staff as important assets

Where relevant seek external funding, and or sponsorship in identified areas

Create and operate an organisational structure that promotes the above.

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OUR VALUES Our values are important and significant issues that are an intrinsic part of all activities we undertake. Our values are to EXCEL + IMPROVE

EQUALITY OF OPPORTUNITY EXEMPLARY EMPLOYMENT POLICIES, PRACTICES AND PERSONAL CONDUCT CUSTOMER SERVICE EXCELLENCE EMBRACING CHANGE LOOKING AFTER THE ENVIRONMENT

+

INSTILLING RELEVANT URGENCY AND PRIORITY MINDFUL OF SOCIAL INCLUSION PARTNERSHIP AND TEAM WORKING REWARD AND RECOGNITION ONGOING IMPROVEMENT AND USE OF BEST PRACTICE VALUE FOR MONEY ECONOMY, EFFICIENCY AND EFFECTIVENESS

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OUR BUSINESS Adur Community Leisure Limited (ACL) is a company limited by guarantee operating in the leisure industry in the United Kingdom, trading as Impulse Leisure. ACL was established during 2005 and is a registered charity. ACL is a charitable subsidiary of the Group Parent Impulse Leisure (IL). IL is a Non-ProfitDistributing-Organisation (NPDO) that provides management, support and development services to its subsidiary companies including ACL. ACL pay IL for these services, but IL only charge an amount equal to its expenditure, and charging between the Group members is tax efficient. An Intra Group Agreement governs the relationship between IL and the subsidiary companies. ACL is dedicated to improving the quality of life in the local community by providing leisure opportunities in Adur. This is achieved through direct management of three leisure centres, which together welcome over 400,000 visitors per year. In addition ACL provides ‘Outreach’ services in the community, schools and ‘hard to reach groups’ for the benefit of the local community. ACL has continued to develop the services and facilities inherited from ADC and maintain a close working relationship with them. ADC remain ACL’s major funding partner. ACL is a ‘Social Enterprise’, an efficient business providing inclusive leisure and public benefit. ACL contributes to a cross cutting agenda, wider than the sporting and fitness services provided. This wider agenda, which relates well with the partners’ aspirations includes contribution to physical and mental well-being, promotes social interaction and integration, encourages self-empowerment, contributes to crime and disorder reduction strategy, and above all, is fun!

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OUR BUSINESS (CONTINUED) Our business is currently operated from the following leased facilities, which are listed and described below

LANCING MANOR LEISURE CENTRE (01903 524624) Lancing Manor Leisure Centre is in the West of Adur and includes:Impulse Fitness Suite Six court Sports Hall Two Squash Courts Crèche Aerobics Studio Health Suite Café bar Manor View, bar catering and function room Wellbeing Suite –multi-purpose room Multi-use-games-area (MUGA) Petanque Terrain Offices - Local management and administration for ACL

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SOUTHWICK LEISURE CENTRE (01273 238111) Based in Southwick (East of Adur) the centre includes:Impulse Fitness Suite Six court Sports Hall Aerobics Studio Spinning Studio and functional training room Health Suite Conference room Changing facilities for outdoor sport Café bar Three Tennis Courts Some disused Tennis Courts Cricket Net

WADURS COMMUNITY POOL (01273 238000) Based in central/East Adur on a retail site, this centre includes:25m swimming pool Multi use spectator area

MY DAUGHTER HAS WEEKLY SWIMMING LESSONS AT WADURS POOL. I AM REGULARLY IMPRESSED BY THE QUALITY OF TEACHING AND THE CARE OVER THE CHILDREN’S WELLBEING BY ALL STAFF MEMBERS. SHE HAD DIFFICULTIES WITH CONFIDENCE BUT THE INSTRUCTORS LISTENED AND ADAPTED THEIR TEACHING TO SUPPORT HER ANXIOUSNESS AND REASSURE HER CUSTOMER COMMENT CARD JAN-MARCH 14 8


OUR YEAR HUMAN RESOURCES (HR) ACL employs 138 staff, representing approximately 61 full-time equivalents. Staff are our biggest asset and cost. Our staff do a great job, not only providing safe and friendly services, but also helping people to reach their goals and improve their health and wellbeing. Staff contributions to the success of our business are very important. We continue to try to improve how we manage and develop staff and during the year we reintroduced performance related pay to improve retention, reward loyalty and good performance. In addition a 2% inflationary pay increase was implemented in 2014. These improvements have contributed to maintain staff satisfaction at good levels (staff satisfaction survey 2015), and continued low absence rates (2.4%), despite a number of long term absentees. Apprentices were recruited and are guaranteed permanent jobs at the end of their 12 month programmes, provided they meet the necessary standards. We complied with pension auto enrolment obligations. All communications with staff are now carried out electronically increasing the volume, speed and efficiency of information flow. In terms of staff satisfaction surveys, an electronic version of our standard survey returned a best ever 33% return.

Staff make a huge effort attending local outreach events in Adur.

Negotiations between ACL, ADC and West Sussex County Council (WSCC) regarding amendments to ACL’s existing admission agreements into the Local Government Pension Scheme (LGPS) have continued throughout the year but remain unfinished. The uncertainty surrounding this continues to cause administrative work for the HR and payroll team.

FINANCE OVERALL ACL produced a good surplus for the year which was much better than budget and which resulted in reserves being maintained whilst the fixed assets were increased. The surplus position was achieved largely as a result of savings in expenditure and despite income not achieving budgeted targets. Pension deficits aside, the balance sheet continues to improve. INCOME AND MEMEBRSHIP– Income was under budgeted target but up on prior year by 2.8%, despite the increase in competition locally, especially for membership. Continuing on from last year there was further growth in income from swimming and swimming lessons at Wadurs. All centres achieved income growth compared to prior year and bar and catering would have, had it not been closed for two months for an extensive refurbishment.

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INCOME 2,400,000 2,200,000 2,000,000

ÂŁ

1,800,000 1,600,000 1,400,000 1,200,000 1,000,000

5 20 14 /1

4 20 13 /1

3 /1 20 12

20 11/

12

1 20 10 /1

0 9/ 1 0 20

8/ 9 0

07 /8

20

20

20

0

6/ 7

5/ 6 0 20

0 20

Fig 1

20

03 /4

4/ 5

800,000

Fig 1 shows that although income continues to grow, investment in services are required to increase growth rates in future years. Whilst there has been some growth in membership, this has been lower than targeted. As previously mentioned improved competition, combined with sales staff shortages throughout the year, contributed to fewer than targeted sales. Nevertheless membership income increased by an average of ÂŁ3,000 per month over prior year and this is illustrated in Fig 2.

AVERAGE DD INCOME/MONTH 110,000 100,000 90,000

ÂŁ

80,000 70,000 60,000 50,000 40,000 30,000 20,000 5 20 14 /1

4 20 13 /1

3 /1 20 12

12 20 11/

1 20 10 /1

0 9/ 1 0 20

8/ 9 0 20

8 07 /0 20

6/ 7 20 0

Fig 2

20 0

5/ 6

10,000

We continue to provide good value services to concession members, thereby targeting low price services to those most in need in the community. The number of senior citizen, over 55 and youth members remains high, thereby ACL is achieving its objectives of improving community well-being and providing service to ever expanding sections of the community for public benefit.

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OUR YEAR (CONTINUED) EXPENDITURE – Expenditure was well controlled with the majority of the increases relating to staff costs. The combination of staff cost growth and income growth is illustrated in the staff costs as a percentage of income ratio and resulted in a 2% improvement compared to prior year. The graph at Fig 3 illustrates the year on year position.

STAFF COSTS AS A PERCENTAGE OF TOTAL INCOME 100% 90% 80% 70% 60% 50%

5 20 14 /1

4 20 13 /1

3 /1 20 12

12 20 11/

1 20 10 /1

20

0

9/ 1

0

9 8/ 0 0 20

8 07 /0 20

6

6/ 07 0 20

5

5/ 0 0 20

4/ 0 0 20

20

Fig 3

03 /0

4

40%

GENERAL FINANCE – ACL reappointed Sayer Vincent as auditors, following delegated authority granted at the last Annual General Meeting (AGM). ACL is operating effectively within The Charities’ Statement of Recommended Practice (Charities SORP), for accounting and reporting procedures. ACL continues to benefit from being part of the Impulse Leisure group of companies. Detailed financial information can be found in the Company’s audited accounts. ATTENDANCE – We aimed to increase total attendance during the year, however there was a decrease of approximately 5% as can be seen in Table 1. There were a number of facility disruptions due to refurbishment during the year at each of the sites. • In terms of racquet sports, Table 1 shows numbers have continued to fall despite new branding and marketing of badminton in partnership with Badminton England. The introduction of a table tennis club has proven very popular and is expanding however these attendances are included elsewhere • The number of junior attendances continues to show good growth • There are fewer fitness related attendances although membership has continued to show some growth • Pool attendances have increased over recent years potentially related to improvements in the pool hall and changing rooms and through an increase in swimming lesson provision.

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TABLE 1 ATTENDANCE PERFORMANCE INDICATORS 05/06 (Impulse figures) *

06/07

07/08

08/09

09/10

10/11

11/12

12/13

13/14

14/15

931

1,184

2,587

2,935

3,223

3,361

3,363

3,404

3370

3391

Total Health and Fitness Visits

99,498 *

86,738

110,224

128,117

134,023

188,304

176,306

166,293

149263

121437

Total Casual Racquet Sports

61,013 *

47,673

40,783

39,537

29,463

25,391

26,394

26,257

22560

18897

Total Junior Attendances

39,675

42,631

45,109

67,332

76,814

93,672

92,212

110,805

133,089

147784

Total Casual Pool Visits

97,208 **

94,985

81,502

86,650

80,416

81,004

73,980

75,150

81629

83532

Total Swims/ Visits

455,021

333,223

394,429

409,773

391,768

413,478

406,130

410,934

418696

398769

Total Platinum Members

Note * and ** includes 6 months of ADC calculations.

HEALTH AND SAFETY The importance of health and safety for both our staff and customers is paramount. During the year management and trustees have continued to meet regularly to discuss health and safety improvement. We proactively use risk assessment, auditing and resulting actions along with monitoring and review of accident statistics to guide health and safety improvement. Fig 4 shows that there are fewer accidents compared to prior year and the accident rate has also decreased. The vast majority of accidents are minor bumps and scrapes. Staff involvement in health and safety has increased through the use of additional health and safety representatives, their attendance at health and safety committee meetings and involvement in internal auditing. Accident rates at 3.9 accidents for every 10,000 visits, is above our target of under 3.5.

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OUR YEAR (CONTINUED) ACL ACCIDENT NUMBERS/RATES Number of public accidents

Acc rate per million visits 500 400 300 200 100

20 15

20 14

20 13

20 12

20 11

20 10

9 0 20

8 0 20

07 20

6 0 20

Fig 4

20

0

5

0

ACL retains the services of leisure specific health and safety experts (QLM Limited). This service provides us with up to date health and safety news and legislation updates, audits, advice and support in any future litigation. QLM undertook an audit at Lancing Manor during the year against their ‘Leisure Safe’ standard; good results were obtained and action lists for further improvement developed.

MARKETING AND PROMOTION Our marketing and sales team has been at full strength for over half of the year. We have increased swimming attendance and membership levels, with membership sales nearly matching prior year, despite sales staff shortages. As an added attraction DJ Nights have been introduced and promoted in the fitness suites. The themed campaigns, increasingly using social media backed by targeted leaflet and printed copy and e-campaigns has served us well. Initiatives in partnership with the Amateur Swimming Association (ASA), have contributed to swimming numbers increasing in the face of a national 8% decrease (Active Places Survey 2014). New SwimFit, Rookie Lifeguard and AquaFit sessions have been well attended. The Bar and catering facilities at Lancing Manor have been particularly well attended, refurbishment closure aside. Throughout the year new activity timetables have been produced in print and online, whilst ongoing communication with customers through ongoing in centre tv and poster ads, newsletters, tip of the week and promotion of refer a friend and class of the month has been ongoing. Our PR exposure has been good and all positive during the year. Our proactive response to social media comments enable us to positively enforce our decision making and reasoning.

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FACILITIES There was some significant expenditure during the year on redecoration, renewal and repairs. The more notable projects included LANCING MANOR – • With the help of £55,000 of external funding the bar, catering and function rooms were completely remodelled and refurbished • A business plan for improved usage for the squash courts, improvements to reception and the MUGA has been developed and we will be seeking funding to undertake this work during 2015 • Negotiations have resulted in ADC agreeing to undertake car park extension work which is a prerequisite for the business plan undertaking described above • Flooring and turnstiles were installed throughout reception.

SOUTHWICK – • A cycling studio was created within the functional training suite •

Branded décor was completed throughout the site

The cricket net was improved.

WADURS • A pool cover was installed, promoting more efficient utility use •

A UV (ultra violet ) Light disinfection system was installed to improve pool water quality, and reduce chemical usage, whilst reducing environmental impacts

• Refurbished reception, walkways and viewing area. GENERAL – • ACL achieved ISO14001 (the international standard for energy and environmental good practice) and continues to make improvements through a bi-monthly Environment Management Committee •

New voice over internet protocol telephones (VOIP) were installed, increasing functionality potential and reducing line and call costs

• At the end of the year an investment into ICT hardware replaced all remaining Windows XP PCs.

THE REBOUND SESSIONS THAT WE HAVE HAVE BEEN ATTENDING HAVE BEEN GREAT, A BREATH OF FRESH AIR - WELL ORGANISED AND CONSTRUCTIVE! THANK YOU REBOUND THERAPY CARER FROM AUTISM SUSSEX WHO ATTENDS REBOUND THERAPY SESSIONS AT SOUTHWICK WITH TWO CHILDREN

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OUR YEAR (CONTINUED) QUALITY AND CUSTOMER CARE All the facilities operate quality management systems to ensure the level of service provision is delivered consistently. Our systems have been externally audited and endorsed by the leisure industry quality standard (QUEST). All sites have attained/retained QUEST registration following maintenance and or full audits. CUSTOMER SATISFACTION SURVEYS The results of the most recent surveys carried out in April, depicted in Fig 5 have seen a decrease in satisfaction. This decrease was largely related to capacity and cleanliness related scores at Wadurs and Southwick. Obviously the success of increased attendance at Wadurs brings with it its problems which aren’t easily resolved in the short term, nevertheless programme timings have been staggered to ease congestion and aid cleaning during busier periods. In addition Southwick’s redecoration has brightened up the circulation areas and as such we would expect improvement in our next survey. Although slightly lower than last year (97%) 95% of our customers indicate they would recommend our service to a friend.

OVERALL SCORE Trend

Overall

85% 80% 75% 70% 65%

pr -1 4 A

-1 3 pr A

pr -1 2 A

-1 1 Ju l

Ja n11

0 Ju l-1

9

-1 0 Ja n

9 -0 Ja n

Ju l-0

8

8

l-0 Ju

-0 Ja n

-0 7

6 -0 ec

Ju l

6 D

n0 Ju

Fig 5

D ec

-0

5

60%

Customers often leave written comments or suggestions about aspects of their experience on cards designed for this purpose. The cards allow the customers to score other aspects of the service, which some 101 did. This year the scores were generally good although they were generally lower than in previous years. 75% of customers completing cards still rate value for money as good. We received 112 comment cards in total with 12% of these containing compliments about the service.

LANCING HAS A LOVELY BUNCH OF STAFF AND INSTRUCTORS AND IT’S REALLY GOOD VALUE. I HAVE BEEN GOING FOR YEARS AND WILL CONTINUE I’M SURE FOR YEARS TOO FITNESS SURVEY FEB 2015 15


PUBLIC BENEFIT AND DEVELOPMENT ACL has invested in excess of £2.8 million in leasehold facilities (this excludes the millions of pounds spent on equipment replacements), which have been a great advantage to the community, ADC and ACL. Our services are available to all, both casual pay and play users, as well as members. All of our prices remain competitive and in addition we offer significant concessions to those most in need, including heavily discounted membership, with 50% discounts on most facility prices. It remains a priority for ACL to continue to develop new and existing services in the community, working together with ADC and others. ADC continues to benefit significantly every year, through our joint work and agreements.

SERVICES PROVIDED WITH OTHERS INCLUDE • GP Referral Initiative in partnership with the ADC Wellbeing team, delivering service to local GP’s, physiotherapists and chiropractors within Adur. Increased external funding has been received to support the expansion of this programme in 2014/15 and has been confirmed for 15/16 • Short Breaks project in partnership with the WSCC Aiming High team, providing weekly sessions for young people with additional needs. These session include rebound therapy, music, multi-sports and regular Fun Days • Ongoing club sessions for various disability sports are increasingly popular • Regular partnerships with local schools providing taster sessions in a variety of sports and activities, leading to long term courses / curriculum sessions • Attendance, displays and activity provision at schools, fayres and festivals in the community • Rebound Therapy sessions delivered to local schools for children with additional needs. In addition to the drop in sessions, Southwick now hosts exclusive use to Hillside School and 2 adult groups, Heronsdale School, Aspirations and Connaught • Donation of Easyline equipment to Aspirations, a service provider for adults with additional needs, and weekly sessions run by ACL instructors for their users • Enrichment week ran out of Lancing focussing on healthy living for families. Partnerships with providers and Wellbeing Hubs including cancer awareness, British Heart Foundation, smoking cessation, ADC Wellbeing Advisors and safety information/bike stamping with Sussex Police • “Active for Kids” sessions aimed specifically at targeting obesity in young people in partnership with the Wellbeing Hub • Continued partnership with the Amateur Swimming Association and Sportivate to promote and deliver a number of swimming initiatives as part of the Olympic legacy programme • Partnership with ADC Communities Team to deliver fitness sessions for girls aged 14+ and to provide support for a number of Health Fairs within the District, promoting health and fitness to young people • Albion in the Community (AITC, the community arm of Brighton & Hove Albion), partnership with their disability, health, youth and education departments providing a full range of activities, ranging from football sessions for young people with Downs Syndrome, through to running courses for unemployed individuals to train as fitness instructors • Held a number of taster days and events offering free use and classes to all, including some open

YOU ARE A GREAT TEAM AND IMPULSE IS THE BEST LEISURE CENTRE I HAVE JOINED GROUP EXERCISE SURVEY OCT 2014 16


OUR YEAR (CONTINUED) days for disabled users • Kickstart (weight loss and exercise course) initiative in partnership with Adur & Worthing wellbeing hubs delivering exercise and nutritional advice out in community venues • Partnerships with the Sir Robert Woodard Academy to provide community links with the local secondary schools and their children / families • Partnership with the Sussex Football Association to provide Futsal Tournaments at Southwick Leisure Centre • AITC Futsal programme run out of Southwick for NEETS • Various coaching courses developed with governing bodies and local clubs, Youth Offending Team, Police and others to provide facilities for use by local youth • Other arrangements exist with - BHA Wheelchair Football, Lancing United, Lancing Netball League, STARS Gymnastics, , Shoreham Sharks, Worthing Athletic, Lancing Town FC, Lancing Youth Club, Lancing Squash Club, O&G United and Sompting FC, Southwick Cricket Club, Brighton Stormers, Let’s Dance, Sudanese Coptic Group, Bangladesh Badminton Club, Lancing Running Club, Adur Homes

• Host various Charitable Events in the community including – Red Nose Day, Party in Pink, Sport Relief Mile and Swimathon, all using physical activity to inspire charitable giving for community wellbeing.

Most of the above aim to increase physical activity levels, targeting health improvement. This all fits perfectly with ACL’s mission ‘creating active and healthy communities’. The staff who deliver these schemes and programmes are often highly praised by their customers.

STAFF ARE SO PROFESSIONAL, FRIENDLY AND HAVE REAL CARE FOR CHILDREN, I RECOMMEND TO ALL MY FRIENDS CUSTOMER COMMENT CARD 15 17


In addition ACL has self funded a number of initiatives to improve the quality of life of the community • Encouraging independence through standard and special services for older people, i.e. free senior citizen swimming sessions • Improved disabled access and participation leading to accreditation as Inclusive Fitness Initiative sites at both Southwick and Lancing with the resulting increasing disabled attendance referred to above • Developed a scheme to give free use to elite athletes in support of Sport England’s aim of More People, More Medals, More Often • Made energy efficiency improvements that significantly reduce our carbon emissions, reducing impact on the environment.

ADUR DISTRICT COUNCIL Although we have yet again had a new lead officer (John Mitchell) our regular meetings with senior officers and Councillors have largely worked well and good relations have been struck. In addition Trustee involvement with Councillors at social events promotes understanding between the parties. The meetings have also given both parties the opportunity to evaluate progress, discuss property matters, ongoing issues and explore strategy and development. Arising out of our partnership is the potential to install Solar Photovoltaic panels on the roofs of the centres, providing mutual benefits and reducing carbon footprint. ADC continues to benefit from the agreement with ACL, improving services to the community, at a significantly reduced revenue cost. ADC’s agreement with ACL sees the revenue costs continue to reduce year on year whilst ACL increasingly provide positive contributions to ADC’s community aspirations. In real terms funding reductions represent even better value for money and savings to ADC, as ACL absorb inflationary cost increases.

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OUR FUTURE Despite uncertainty regarding national and local elections due in May 2015 we have included growth in income compared to the previous year, assuming that economic improvement will continue, albeit slowly. The economic situation, although reportedly improving, is likely to have a lasting negative influence on public sector spending and disposable income and this has shown signs of having an impact on our ability to continue to grow the business. Reduced grant funding and increased staff costs have led to bottom line projections only showing a marginal surplus position. With continued growth and investment in areas of potential (as outlined below and in Facilities above), it is anticipated that we can make good financial returns and build reserves to a level where we can set aside sufficient funds to cover further facility developments. We will continue negotiation with ADC regarding maximising any expenditure they might agree towards facility maintenance whilst continuing with our own plans for improvement. Close monitoring of performance against budget throughout 2015/2016 is, as always, required. Work carried out during 2014/15 to merge another charity West Chanctonbury Recreation Association (WCRA) with ACL will be completed at the very beginning of 2015/16 and work to integrate the companies will continue throughout the year, including governance systems. Work will continue throughout 2015 to enable a refurbishment project at Lancing Manor to be realised. Whilst implementing this project will cause disruption, it will ultimately result in further improved facilities and service to our valued customers. We will continue to actively seek to expand our work within Adur and with other local authorities. Further expansion of our business, or joint work with other like-minded organisations in the future will enable us to become more efficient and provide best value to the local area, as well as the new areas in which we may work.

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OTHER MEDIUM AND LONGER-TERM AIMS INCLUDE:• Continuous health and safety improvement • Continuous redecoration and facility improvements • Improvements to front of house reception structure and appearance at Lancing Manor • Disabled access improvements during all refurbishment work • Environmental conservation measures including: Recycling initiatives Further energy management and energy usage reduction • Investigate ways to increase swimming attendances – Allowing those on lessons to swim free Introducing Direct debit payment to swimming lessons Introducing software to manage swimming lessons • Seeking external funds where applicable • Security improvements. ACL will continue to work with the local schools, ADC and health service, with a view to expanding into opportunities that might arise in these areas in future. This remains an area of both opportunity and threat in future, as schools and others potentially develop their own facilities, which may compete with ACL. ACL continues to benefit from the Group’s work in Thurrock and Storrington through the sharing of overhead costs.

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OUR THANKS ACL would like to express its appreciation to the many organisations, clubs and individuals who have helped us to achieve continuous service improvements. IN PARTICULAR WE WOULD LIKE TO THANK:•

Our Staff

All Councillors and staff at Adur District Council

Our professional advisors, Sayer Vincent (auditors), Winckworth Sherwood (legal), NatWest (bank) and QLM (health and safety advisors), Katie Rabone (funding advisor)

Veolia, Viridor and Sport England for funding projects this year

Our partners who have helped and supported us, most notably

Our suppliers Schools Albion in the Community •

Above all, our customers.

ADUR COMMUNITY LEISURE LIMITED Registered in England under Company number 5386540 Also registered as a charity, number 1112020 Registered Head Office address is Blackshots Leisure Centre, Blackshots Lane, Grays, Essex. RM16 2JU The Company’s VAT number is 821 1770 56

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Adur annual report 2015  

Adur annual report 2015