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Editor's Notes

1. 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.
2. 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
3. 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.
4. At the outset of the formation of the trust it was clear that capital investment was required.
5. 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 The cost of refurbishment was huge for the outdated facilities and thus the only solution was replacement.
6. 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.
7. 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.
8. 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.
9. 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.
10. 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.
11. As expected Fitness Membership grew. Exceeded expectations though and with it brought new challenges such as changing room capacity issues and car parking problems.
12. 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.
13. 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.
14. 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.
15. 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.
16. 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.
17. 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
18. 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
19. 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
20. 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.
21. 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.
22. 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.
23. Staff have found this the most difficult to get to grips with. Some more complex than others.
24. Used advances in technology to enhance marketing at the Centres. We actively cross sell serviced at our sites using professionally desgined images.
25. 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.
26. Demand from all community groups and customers has meant a greater need for
27. Control the number of new technologies introduced. Only implement what is absolutely necessary at the beginning. Too much to learn and understand.
28. 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