CIMSPA PRESENTATION
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The Rochdale Borough wide Cultural Trust (Link4Life) launched in 2007 to develop new and improved cultural, sports, and leisure facilities in the borough. It has invested over £35 million to build three new facilities - Middleton Arena, Heywood Sports Village, and an upgraded Rochdale Leisure Centre. These developments consolidated outdated sites into modern centers with expanded amenities. Link4Life faced challenges integrating new technologies, adapting operations, and meeting higher customer expectations at the larger facilities. Lessons included controlling new systems introduction, managing expanded costs and maintenance needs, and allowing time for staff and customers to adjust to changes.
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CIMSPA PRESENTATION
- 1. New Centre – ‘fresh start’ Integrating technological and operational changes into new facility developments.
- 2. Group Structure The Rochdale Borough wide Cultural Trust was launched in 2007 under the name of ‘Link4Life’ (with a trading subsidiary company ‘Link4Life Trading’) Legal Framework 15 year Partnership Agreement with Rochdale MBC Service Provision Arts and Heritage; Fitness and Health; Entertainment; Sport and Leisure Key objectives • Develop new and improved facilities in the Borough • Create new and innovative cultural activities • Provide quality services that show continuous improvement Link4Life
- 3. www.link4life.org Facilities - Services Sports & Leisure Middleton Arena Heywood Sports Village Rochdale Leisure Centre Littleborough Sports Centre Kingsway Park Sports Centre Bowlee Sports Centre Marland Golf Course Hollingworth Lake Water Activity Centre Heywood Civic Centre Castleton Baths Arts and Heritage Service TIC Touchstones Resource Centre Neighbourhood and Community Health & Well-Being Community Capacity Children and Young People
- 4. Develop new and improved facilities in the Borough • Rundown • High maintenance and general running costs • Poor access for families and disabled • Poor condition internally • Usage/Income relatively low • Changing Rooms poor • Fitness Provision in-adequate • Inflexible layout and design • Car parking insufficient
- 6. Facility Township Capital Value (£m) Middleton Arena Middleton 14.00 Heywood Sports Village Heywood 10.30 Hollingworth Lake Water Activity Centre Pennine 0.31 Littleborough Sports Campus Pennine 0.60 Rochdale Leisure Centre Rochdale 10.00 Bowlee Sports Centre Middleton 0.08 Total Capital Costs £35m
- 7. Total Capital Efficiencies based on £19.5m Prudential borrowing over 25 year period E.g. Heywood Sports Village efficiency contribution is £3.4m The financial pressure to succeed was vitally important. Targets had to be met.
- 8. 2008 2009 2010 2012 Capital Programme
- 9. Middleton Arena £14m The £14m sports, leisure and entertainment centre in Middleton town centre includes a 90 station fitness centre, 4 court sports hall, swimming pool with viewing gallery, dance studio, squash courts, youth gym, 550 seat auditorium and licensed bars. It replaced three separate and outdated facilities with a single structure. www.link4life.org
- 10. Heywood Sports Village £10.3m Situated close to Heywood Town Centre it comprises a four-court sports hall, a six-lane 25m swimming pool, two exercise and dance studios, a 110 station fitness suite with dedicated changing facilities and steam rooms, community and training rooms, outdoor and indoor changing areas, floodlit artificial and grass pitches. www.link4life.org
- 11. Rochdale Leisure Centre £14m Opened in July 2012, the centre incorporates a number of new innovations including a large learner pool with moveable floor and a high quality thermal suite. It also has an eight lane 25m, 150 station gym, a smaller activity gym for programmed sessions, and for the first time in the town, it has a fully accessible four-court sports hall. www.link4life.org
- 12. 2006-07 2009-10 2010-11 2011-12 2012-13 1881 5970 8779 9531 11023 Fitness Members
- 13. 2006-07 2009-10 2010-11 2011-12 2012-13 979943 1245011 1352052 1605606 1828028 Usage
- 14. Central Rochdale Variance % Direction Total Usage 145,630 422,442 276812 190.1% h Total Swims 34,885 70,042 35157 100.8% h Adult Swims 21,798 43,723 21925 100.6% h Junior Swims 13,087 26,319 13232 101.1% h Junior Swim Lessons 46,522 51,256 4734 10.2% h Fitness Membership 1,498 4,151 2653 177.1% h Rochdale Leisure Centre 1st 9 Months Of Operation
- 16. Planning For Change – Work stream Business Support Management & Operations/HR Programming Fitness Swimming Arts & Heritage Marketing & Communication
- 17. Unique chance to influence and plan the Customer experience before opening and review current operating policies • New Health and Safety Manual and Policy • QMS Implemented • Duty Managers introduced • Event Planning revised • Booking Policy reviewed • Staff Induction re –written • Centre’s re-branded • Customer Care Policy • Staff Handbook • Financial Procedures Planning For Change – Operations
- 18. Planning For Change - Budgets • Significant change in the size of budgets both income and expenditure! • Expenditure would be higher – Staffing, Utilities, Maintenance (service contracts) • NO PRICE INCREASES • Shift to greater emphasis on Fitness Income • Pre sell of Fitness Membership – VITAL • Delays to handover would potentially be damaging financially
- 20. Technology • Focus on Reception - improve flow into building • Permit fast access to all areas with the use of Barcodes or cards • Proximity used in 2 of the new sites, wristbands for Thermal Suite • Goal to make jobs easier • System works well……until it breaks!! • Reliance on network and technology can cause problems when the systems fail. • Complicated!
- 21. Fast Track Self Service Kiosks • Installed at Rochdale and Heywood • Introduced to assist Reception (not replace!) • Reception free for face to face enquiries • Visit info recorded, receipts issues • Self register for classes • Admits to activities which are free • Re-book for next week • No need to queue • Attend for pre paid activities • Integrates with access control
- 22. The Online Bookings Service has seen an unprecedented number of bookings made, with an average of 50% of all fitness classes being booked via this method. Customers also have the option to book classes outside of out normal opening times. Over 80,000 classes booked online in 2012-13 Online Bookings
- 23. Fitness Class Bookings Online Bookings 49% Kiosk 3% Reception 48% Link4Life 12 - 13 Online Bookings 67% Kiosk 7% Reception 26% Rochdale QTR 4 In QTR 4 at Rochdale, 74% of bookings were made either Online or at the Self Service Kiosks
- 24. New Technology
- 25. Building Management System • 3 sites, 3 different systems • Allows easy setting of room parameter • Easy monitoring of environment • Time programmable • Easy look overview • Fault recording/alarms • Schematic approach • Remote access to issues • Require a skilled operative – needs an IT and M&E expert on site. • High degree of reliability on installer to maintain systems • Identifies faults but staff often don’t understand problems. • Difficulty over riding settings • Staff not able to constantly monitor system. • Massive change from previous system
- 27. Messaging - Advertising • Move away from standard ‘posters’, more paperless approach • Made use of TV’s and usb input to display images. Used small screen display at POS (Rochdale) • Ability to screen adverts onto the Fitness Machines • More flexible – able to cross sell all our services. Emphasis fully on promoting Link4Life • Other services can email promotions – complete and ready for the screens • Professional feel to advertising – added to overall customer care and high standards set
- 28. All the Senior Duty Team members at the three new sites were asked what were the 5 major challenges and changes they had experienced;
- 29. Gary – Centre Manager Heywood Sports Village
- 30. Andy – Duty Manager, Middleton
- 31. Donna – Duty Manager, Rochdale
- 32. Five Key Changes 1. Much more emphasis on Activity programme timetables, class timetable, holiday activity programme and pool timetables. 2. ‘Control’ of staff – bigger centre, more facilities and greater demand for immediate response to customer needs. Bigger teams to manage 3. Customer expectations/standards shifted greatly 4. Team Focus on sales opportunities. Staff morale also increased 5. Overcoming the pockets of resistance to change (both staff and customers)
- 33. What we have learnt! Control the number of new technologies introduced Some staff will struggle! Provide training and support Have a back up plan for the new systems Customers will struggle too Provide advantages, encourage use Staff to help customers Explain benefits Support process in place Back Up Plan
- 34. What we have learnt! • • Customer expectations to be managed • Understand additional costs – opening hours, energy, staffing • Transitional requirements from old to new build • Reporting arrangements/data collection – Scrutiny ,KPI’s, Grant funders • Planned Preventive Maintenance programme in place • Life Cycle costs understood (300k to 400k per annum) • Don’t be afraid of changing – Middleton reception redesigned twice! • Keep maintenance up to date to ensure warranties remain! • Ensure all team are fully committed, involve everyone (inc SMT) • Don’t do to much!!!! Plan for delays and problems.
- 35. Look Back and Be Proud!
- 36. Nathan Matley Business Development Manager nathan.matley@link4life.org
Editor's Notes
- Introduction: Been with Rochdale MBC since 1998. Previously managed the Centre at Middleton in its old form before the opening of Middleton Arena. Took on a development role and managed the business and systems across the company. Been involved in all three of the capital programs from start to finish. Also been on site for a short period in the initial opening period to support the sites. Been fortunate to have the opportunity to experience such change and to be involved in such an ambitious project.
- Before the new centres were planned and built, many staff had already progresses through a significant period of cultural change during the formation of the trust. The
- Link4Life has a wide and varied portfolio of facilities including entertainment venue, a golf course, athletics track, activity centre along with the more conventional leisure facilities. At the formation of the Trust some of the centre were performing poorly and in need of much needed investment. Middleton, Heywood and Rochdale are the three main towns and as such host the three biggest sites.
- At the outset of the formation of the trust it was clear that capital investment was required.
- These images quite clearly show the state of the facilities and need for repair/ closure or re building. The cost of refurbishment was huge for the outdated facilities and thus the only solution was replacement.
- As part of the transfer to the trust, a capital programme funded by RMBC was put in place to ensure that the facilities provided to Link4Life were fit for purpose, modern and capable of securing income generation and cost savings for the life of the contract. The plan was ambitious as received funding for some of the schemes. Middleton was funded entirely by Tesco in a land transfer to build a new town centre supermarket. Heywood had £4m for NDC and approx. £1m each from the Football foundation and Sport England. Rochdale entirely RMBC funded.
- However, those thinking we are lucky, think again. We are extremey fortunate the RMBC would back such a project, but the plan does involve making long terms savings/repayments to RMBC. Around £19m of prudential borrowing will be paid back to RMBC via a reduced management fee. This is on top of the savings provided to wipe the then operating deficit at the formation of the trust and ongoing efficiencies requested by RMBC as part of local government efficiencies.
- The four main capital projects are shown here. Luckily as one ended we had about a 3 month break before the next one commenced. Future managers were well aware what to expect as the whole management team was involved in each project.
- First facility- merger of three facilities into one! The biggest challenge was merging the civic centre into the Sport and Leisure environment and adopting a open all hours approach. The centre has been a tremendous success. The theatre side hosting some impressive names such as John Bishop, Lee Ma.ck and Julian Clary recently. The centre also has a strong community focus and hosts many weddings and family events.
- The last of the capital schemes. The opportunity to put the experience of two previous schemes into practice and ensure the facility was to the highest standards. Also had more input into the design with greater working with the council and a very pro-active approach from the contractor Wilmott Dixon.
- As expected Fitness Membership grew. Exceeded expectations though and with it brought new challenges such as changing room capacity issues and car parking problems.
- Usage has increases 86.54% since launch of the trust across the company. Knowing this information has given great insight as to how we needed to adapt and change as the capital programme progressed.
- Gives an indication in the demands placed on the Centre’s and the initial success. Total Usage - Middleton increased by 114% in year one and Heywood by 231%. Middleton was a little bit on the calculated guess approach to target setting. Unsure how the public would react to the new centre. Heywood – had a clearer understanding on the effects of the new Centre.
- Significant change has taken place at Link4Life following the creation of the trust. We followed no set change theory or processed. Given advance warning of the first new build, a planned work stream approach was developed to lead the process. However, it is clear the change process fell into 3 broad bands. Planned changed which we consciously adapted, mainly working procedures and policy and day to day operations. Designed – changed that come as part of the new builds in the design. Reactive - changes we made in response to problems occurring or from previous experience of known issues. Eg, Rochdale introduced turnstiles inside the gym at our request following the problems at the previous 2 sites.
- Focused on a work stream based approach around key areas led by senior team members. Drove a system of review and change. Approach was refined for Heywood and in particular Rochdale. Much more streamline and effective approach, team members at site became more involved.
- Above are just some of the major changed that took place and were implemented before each centre opened. Not only were centre specific operation changed, but the capital programme led a corporate of policy and procedures.
- Middleton was the benchmark for the budget setting process. Future capital programme were accurately budgeted following knowledge gained from the Middleton experience. Delays to opening would impact greatly within the budget year. One month delay at Rochdale (unforeseen) cost the company in excess of £80k in terms of lost revenue from fitness, swimming and sports hall bookings. At Rochdale the first 9 months has seen the following increases in income and costs: 60% expenditure, over 100% income. Maintenance costs often underestimated. New technology = increased service contracts. Also requirement to service equipment to ensure warranty were kept. Eg. Movable floor for learner pool, annual service costs = £12k
- I will highlight so key areas were technology has been used to dramatically change the way we operate the new centres and the impact the have had. The Must note that not all technological additions have led to operational improvements
- Middleton – many complaints about phone enquires not being answered. Due to customers at Reception – very busy!!! Looked at improving this Warrington – 87% of customers use Kiosks rather than Reception
- Big success, not without its problems. People booking online so that many older people have tried this method. Not always educated on PC’s. Need to progress. New website in progress.
- Impact this has on the pressure at Reception is enourmous. Staff can deal with face to face customers more effectively, queues almost non existence, even at peak times, customer options to book have expanded. Can book 24/7.
- High Def projector, fire alarm/PA VA System, Digital TV rack, access control, sound systems, CCTV, network switches, kiosk, Pool alarms, new pool plant, moveable pool floor, lifts, bms system, pool timing system. Sauna controls, Access barrier to car park via mobile.
- Staff have found this the most difficult to get to grips with. Some more complex than others.
- Used advances in technology to enhance marketing at the Centres. We actively cross sell serviced at our sites using professionally desgined images.
- TV’s can now be used to play USB slideshows. Easy to do, most staff can readily do this. No need for specialist software. With TV’s intergrated on machines, less need to have live TV on. We did install more advanced messaging system, but was too complex for staff on site to use. Far advanced for what we need. Need to be simple and effective yet look professional.
- Demand from all community groups and customers has meant a greater need for
- Control the number of new technologies introduced. Only implement what is absolutely necessary at the beginning. Too much to learn and understand.
- Complaints will increase, expectations are higher. Staff will find it hard, some staff may leave. Others will flourish. Better facilities = increased morale. But demands are high. Very pressurised leading up to opening