QUEST ASSESSMENT REPORT - WhatDoTheyKnow · Summary1 • Centre Manager Name: Kevin Beales • Centre Manager Contact Number: 01162 720789 • Centre Manager Email: [email protected]

QUEST ASSESSMENT REPORTParklands Leisure Centre

4 & 5 April 2012

© 2011 Right Directions Ltd

Summary1

• Centre Manager Name: Kevin Beales• Centre Manager Contact Number: 01162 720789• Centre Manager Email: cmparklands@leisureconnecti on.co.u

• Mystery Visit Date & Time: 28 January 2012

• Assessor Name: Bob Lancaster • Assessor Contact Number: 07765 894044• Assessor Email: [email protected]• Assessment Date: 4 & 5 April 2012

MV Contacted Assessor? MV Activities Undertaken

Casual Badminton

ASSESSMENT TYPE: PLUSOVERALL ASSESSMENT SCORE: SATISFACTORY

MYSTERY VISIT - STRENGTHS

• Popular badminton group on Saturday.• Comfortable temperatures maintained throughout.• Good telephone response with calls answered promptly.• Proactive sales team.• Ample free parking.• Spacious Reception area. • All public areas on one level.

MYSTERY VISIT - AREAS FOR IMPROVEMENT

• Gloomy interior especially in Reception.• Café closed and nowhere to have food.• The male toilets and Sports Hall floor looked tired and in poor condition.• Cleanliness lacked attention to detail with dirty vents and evidence of body fats on the floor in the Changing Rooms.

ASSESSMENT - STRENGTHS

• The Assessment took place on Wednesday and Thursday 4 and 5 April 2012. • The Centre is located in a country park next to a football ground and close to a residential area.• Sales and retention is clearly a key strength.• There is evidence of partnership working with several partners. • Staff appear to be motivated.• There is evidence of service planning in the areas that affect service delivery. An Operations Manual and an Emergency Action Plan (EAP) are in place.• Aims and objectives can be found in various documents.• Responsibilities for the maintenance of the Centre have been considered.• The Centre has a good range of equipment to meet the needs of the programme. • Disabled access around the Centre is good.• Staff are appropriately qualified.• A Service Improvement Strategy (SIS) has been introduced to develop and implement the principals of Quest.

ASSESSMENT - AREAS FOR IMPROVEMENT

• Some checklists are poorly completed, which does not reflect the level of inspection that is intended.• Continuous improvement, research and financial management are areas for improvement.• Key Performance Indicators (KPI) could be expanded. • Delegation could be improved.• Although the Centre appears to be generally maintained to a satisfactory level, there are some exceptions. • Although Staff check critical areas of the Centre throughout the day, there is limited evidence to the customer that these checks take place. • Although the Centre is generally clean, there are some exceptions.• Access to the Fitness Suite is not always controlled and is not staffed all the time.• Benefit may be gained from developing a Training Matrix, which identifies essential and desirable training required for each member of Staff.• Refresher training for Staff could be considered.• The SIS could be developed further, to link with other documents.• A Responsibility List could be developed to include all Staff.• Some Staff show limited awareness of some corporate documents.


ASSESSMENT SUMMARY

EXECUTIVE SUMMARY

YES NO

Quest Assessment Report for Parklands Leisure Centre © 2011 Right Directions Ltd

Summary

OVERALL SATISFACTORYDAY 1 - Excl H&S Satisfactory

DAY 1 - Inc H&S Satisfactory

DAY 2 Satisfactory

MODULE ELEMENT BANDING

Purpose 1 - Business Planning Satisfactory

Purpose 2 - Continuous Improvement Unsatisfactory

People 1 - Customer Experience Satisfactory

People 2 - Team Good

Operations 1 - Cleaning & Housekeeping Satisfactory

Operations 2 - Maintenance & Equipment Satisfactory

Operations 3 - Environmental Satisfactory

Operations 4 - Health & Safety Declaration Pass

Satisfactory

Satisfactory

MODULE ELEMENT BANDING

GPLUS Gplus 05 - Contribution to Health and Well-being Good

GPLUS Gplus 07 - Health & Safety Management Satisfactory

GPLUS Gplus 08 - Sales and Retention Excellent

GPLUS Gplus 06 - Customer Insight (Research & Feedback) Unsatisfactory

PURPOSE

DAY 1 SCORE BEFORE H&S TAKEN INTO ACCOUNT >

OVERALL RESULT


DAY 1 OVERALL SCORE TAKING HEALTH & SAFETY INTO ACCOUNT >

DAY 2 RESULTS

PEOPLE

OPERATIONS

DAY 1 RESULTS

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Summary

GPLUS Gplus 09 - Financial Management and Performance Unsatisfactory

SatisfactoryDAY 2 SCORE (Excl: Gplus 09) > G

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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 Centre has a 90 Day Plan which sets out what it seeks to achieve. However, this is dated 2011 and is out of date. Benefit may be gained from updating this document to reflect the current business direction of the Centre.• There may be some benefit in displaying the Mission Statement to customers as an indication of what the Centre is trying to achieve.• There may be some benefit in longer term business planning, for example three to five years. This may enable Management to make decisions that may be dependent on performance over a period of time.• There may be some benefit in linking the 90 Day Plan to further local, regional and national strategies, for example Community Sports Network (CSN) or County Sports Partnership (CSP).

S

TYPE CHALLENGE - DO AREAS FOR IMPROVEMENT SCORE

QAHow are the staff and stakeholders

involved in developing the business plan?

• Senior Management have set the Mission Statement and the aims and objectives of the organisation. However, there is limited evidence to suggest that it has been developed following research and consultation. Consideration could be given to involving Junior Staff and customers in this process.• There may be some benefit in arranging meetings with partners, for example clubs. Any joint programmes or initiatives could be included in the 90 Day plan.

S

QAHow do you ensure the staff and

customers are informed and updated about the business objectives?

• Once it has been updated, there may be some benefit from making the 90 Day Plan available to customers and stakeholders by placing it on the website.• Some Staff have limited awareness of the contents of the 90 Day plan. This may be an area for future awareness training.

M

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

in the business plan?A

TYPE CHALLENGE - MEASURE AREAS FOR IMPROVEMENT SCORE

QA How do you measure?

• The Centre reviews its performance using Key Performance Indicators (KPIs). These KPIs relate to sales, income and utility costs. These could be expanded to include other areas of performance such as cancelled activities.• There is some evidence that attendances are increasing in balance classes. Benefit may be gained from establishing whether other areas of operation are achieving similar success, for example curling.

M

TYPE CHALLENGE - REVIEW AREAS FOR IMPROVEMENT SCORE

QA How do you review what you measure?• Management responsibilities are understood by Staff and are detailed in Job Descriptions. Benefit may be gained from developing a Responsibility List, which could be made available to Staff, for reference purposes.

M

TYPE CHALLENGE - IMPACT AREAS FOR IMPROVEMENT SCORE

QAHas what you have done made a

difference?

• There may be some benefit in establishing whether business planning objectives have resulted in greater customer retention.• Fitness class attendances in relation to 'step' and 'pump' have reduced over the last nine months. Benefit may be gained from establishing the reasons for this and identifying actions to address the situation.

M

TYPE CHALLENGE - STRENGTHS STRENGTHS

QAAssessment Strengths and examples of

good practice

• A 90 Day Plan is in place for the Centre which sets out KPIs for the business and feeds into the Service Improvement Strategy (SIS).• In addition, there are a number of Values and a Mission Statement for the Company.• Council objectives also feed onto the 90 Day Plan.• The 90 Day Plan makes reference to a number of local and national strategies including General Practitioners (GP) referral scheme, 'Sportivate' scheme and 'Activate' scheme for children in care.• The 90 Day Plan is discussed with Staff through Team meetings.• Customers and stakeholders are informed of business planning objectives through a Service Promise, customer forums and verbally.• Senior Management have set the Mission Statement and the aims and objectives of the organisation.• Management consider that there are adequate resources to achieve the desired outcomes identified in the 90 Day Plan.• The Centre reviews its performance using KPIs. These relate to sales, income and utility costs.• There is evidence that attendances are increasing in balance classes.• The SIS is reviewed on an on-going basis and the 90 Day Plan is reviewed quarterly.• Management responsibilities are understood by Staff and are detailed in Job Descriptions.

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

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?

• Self assessment has not taken place during the last year. Consideration could be given to introducing a regular programme of self assessment using the Quest Assessment Preparation Forms.• A Disability Discrimination Access (DDA) Audit has not taken place. Consideration could be given to undertaking an audit in order to comply with legislation.

M


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

and planned?

• There are several external awards held by the Centre and there is some evidence that they have been used to continuously improve. Further quality awards that could be considered include Inclusive Fitness Initiative (IFI) approved Centre, Register of Exercise Professionals (REPs) register or Fitness Industry Association (FIA) membership. Improved quality of service may be experienced as a result.• Some Staff show limited awareness of the SIS and its contents, although they understood the need for a customer focused and quality service. Involving junior Staff in the process could be considered.• A Staff suggestion scheme is in place. However, it is not well used and no suggestions have been submitted recently. Consideration could be given to the best means of generating more Staff suggestions that could be considered when identifying improvements to the service.

S

QAWhat benchmarking opportunities have been realised and use to influence the

improvements to the service?

• Some benchmarking already takes place at the Centre. Further benchmarking could be considered which might include joining a network or contacting professional institutes. These are good sources of benchmarking information that might assist in continuous improvement.• The Centre makes use of mystery visits through the Quest process. Other mystery visits could be considered and might include Managers from neighbouring authorities making visits. This may enable Management to make meaningful comparisons with other Quest-registered Centres.

S



• The Centre reviews its performance using KPIs. These relate mainly to utility costs and income. These could be expanded to include more qualitative KPIs.• Benefit may be gained from establishing whether customer satisfaction levels has improved as a result of the achievements and completion of tasks identified in the SIS.

S


QA How do you review what you measure?

• The SIS could be expanded to include all actions that have resulted in tangible improvements to the service.• There may be some benefit in revising the KPIs as a result of achievements and attendances that have been realised.

S



difference?

• Tangible improvements to the service have been identified including new fitness class equipment. Benefit may be gained from feeding all identified improvements into the SIS.• There may be some benefit in establishing whether the Health and Safety audit score is improving.

S



good practice

• Staff questionnaires are circulated prior to Health and Safety seminars.• There are a number of audits which take place throughout the year. These include Health and Safety, fire assessment, financial and energy.• The results of audits are fed into the SIS. • Staff are informed of improvements made and planned through the Staff notice boards.• Customers are informed of improvements made and planned through notices and customer forums.• A formal Staff suggestion scheme is in place called 'any bright ideas' whereby Staff could be rewarded for suggestions that may improve the service or save money.• Benchmarking already takes place against other Centres within the Company.• The Centre reviews its performance using KPIs).• Mystery Visits take place through the Quest process.• The Display Energy Certificate (DEC) indicates that the score has improved over the last three years.• Tangible improvements to the service have been identified including new fitness class equipment.


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

• The team member at Reception that I had contact with, was not particularly welcoming. I was not given additional information without prompting.• No receipt was given without my requesting one• Although there was a gated system at Reception, access control was poor because the gate was open.

M

QMVTeam members are carrying out their

duties in a professional manner• Reception was not busy during the Visit and a team member on Reception was observed idly using his mobile telephone.

M

QMV Sales and enquires opportunities

• I made an enquiry to a team member who I saw leaving the Gym but was asked to go and "have a look". He made no attempt to show me the Gym or refer me to a member of the Sales team which was considered an opportunity lost.• There was only one customer adviser on duty and she was busy throughout the Visit.

M

QMVAre enquires made via the telephone

proactively dealt with?A

QMV Information is available

• I did not observe a child admission policy.• Price lists were not noted on display.• The notice boards observed did not have headers and information was not displayed neatly. This included the club notice boards.• The internal directional signage was non existent. Finding the changing rooms was difficult and only notices on the doors were observed.• Code of conduct and centre etiquettes were not displayed in activity areas.• Notice boards were drab and in most cases empty.• Literature did not suggest that alternative formats of information was available such as Braille, large print or in other languages.

S

QMV Is feedback proactively sought?• Team members did not appear proactive in seeking my views, and the views of other customers.• The "Any bight ideas" scheme was tucked away at the end of Reception and had I not been looking for it, would have been overlooked.

S

QMVIs feedback actioned and responded to in

a timely manner?A

QMV Standard of coaching and instruction • In the areas I visited I did not see team qualification or CVs displayed. A

QMV Accessibility• Strobe alarms were not installed.• The cafeteria was closed on a Saturday even though a menu was displayed.• I did not see any provision for children or young babies in the changing rooms.

M

TYPE CHALLENGE - MV STRENGTHS

QMVMystery Visit Strengths and examples of

good practice

• I was served quickly at Reception.• A customer forum was held on 5 December 2011 and the minutes were displayed.• My telephone enquiries were followed up on each occasion showing a definite desire to close a sale.• The website was accessible and information up to date and accurate, is was easy to navigate with site specific information available to download.• A Customer Survey was displayed showing that satisfaction levels are sought.• Customer comments and respective action points were listed.• There is a feedback system in place.• A full and satisfactory response was received to my email enquiry.• The badminton session in the Sports Hall was extremely popular and the Coach was interacting with, and motivating the large group.• Access for Disabled users was well considered throughout the Centre with dedicated parking, changing facilities and ease of movement around the Centre.• A hearing induction loop was advertised on Reception.• The instructor in the Fitness Suite was conducting an induction and showed care and consideration for the elderly Customer.• I asked the Badminton Coach if he could give me any tips on scoring the game and he took some time out from his session to tell me. • The Centre advertises a Royal National Institute for the Deaf (RNID) "type talk" facility on its literature.• Despite making it clear on arrival that I was new to the Centre nobody asked if I had enjoyed my visit.



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


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 SM Y S T E R Y V I S I T


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


People1




QAHow do you commit to the delivery of

excellent customer service?

• Verbal comments are not always recorded and Staff prefer to pass comments on to a member of Management for action. Consideration could be given to introducing an arrangement whereby all Staff record all verbal comments. • A Customer Care Policy does not appear to be in place, although a list of promises is included in the Customer Charter. There may be some benefit from developing a Customer Care Policy, which could contain more detailed information on customer care, for example objectives, measures of success, KPIs, procedures, equality and diversity, training and development of Staff and consultation. This is in the process of being introduced.• Relatively few verbal comments have been received, which may indicate that the customer comment system is less than fully effective. Consideration could be given to the best means of generating more customer feedback.

S


QAHow do you inform staff and customers

of the service standards?

• Although Staff check critical areas of the Centre throughout the day, there is limited evidence to the customer that these checks take place. Consideration could be given to displaying checklists in the critical areas as an indication of the level of inspection that is taking place.• Cleaning standards are defined. These could be displayed to customers as an indication of the standard of cleanliness to be expected. The use of photographs may assist in this.

M

QAWhat regulation and legislation have you

considered to deliver your service standards?

• Customers have to seek permission to take photographs by completing and signing a form. However, no forms have been submitted within the last year, which may indicate that the system is less than fully effective. Consideration could be given to ensuring that all requests are made in writing and signed to indicate whether they have been authorised, or refused.• Some employees are not screened for working with children and vulnerable people through Criminal Records Bureau (CRB) checks. Consideration could be given to carrying out risk assessments on all posts to ensure all appropriate staff are screened.• Benefit may be gained from informing customers that external CCTV is in operation.

S

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

service?

• Benefit may be gained from offering customer service training to all Staff who may benefit from it• Similarly, benefit may be gained from offering sales and retention training to all Staff who may benefit from it• There may be some benefit from introducing a regular programme of Staff training following the lines of training that is delivered to Lifeguards at other Centres.

S

QAHow have you allocated sufficient

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

A



• There is some evidence of some research having been undertaken in relation to customers who cancel their Fitness Suite membership. However, user and non-user research does not appear to have taken place at the Centre within the last year. Consideration could be given to introducing this and including it in the programme of primary research.• A programme of satisfaction surveys could be introduced, to take place throughout the year.• Post-use research does not appear to have taken place within the last year. Categories of users who could be researched in this way include fitness classes and birthday parties.

S



• Should a programme of primary research be introduced, trend analysis or research evaluation could be undertaken.• Should a programme of satisfaction surveys be developed, the findings could be reviewed and fed into the SIS.• Actions resulting from customer feedback could be identified and included in the SIS. This is planned.

S



difference?

• It is unclear whether the number of positive customer comments has increased or decreased over the last year. Benefit may be gained from investigating this. This is planned.• Benefit may be gained from undertaking Staff satisfaction surveys to establish whether they are satisfied with their working environment and whether their satisfaction is improving.• As mentioned earlier in this Report, some benchmarking already takes place at the Centre. Further benchmarking could be considered which might include joining a network. This might assist in the customer experience.

S




People1





good practice

• A Customer Charter and a Service Promise is in place. These are available as a leaflet within Reception.• A customer feedback system is in place.• Customer feedback is received in a number of ways including customer comment scheme, email and letter.• A range of standards has been developed in relation to Reception. These include telephone answering and Facility Expectation Sheets.• Staff check critical areas of the Centre throughout the day.• Customer comments and Management responses are displayed.• Cleaning standards are defined in the Systems of Work.• Customers have to seek permission to take photographs by completing and signing a form.• Customer information is held securely in a locked filing cabinet, safe or on a password protected computer.• Safeguarding children training has been delivered to all Staff.• Annual first aid refresher training takes place.• Staff operating in the Fitness Suite, and coaching fitness activities, are qualified following the Register of Exercise Professionals (REPs) guidelines.• There appears to be sufficient Staff to deliver the service as intended.• Exit surveys take place for customers who cancel their Fitness Suite membership.• Staffing rotas indicate the levels of staffing required to run the Centre depending on the activities that are taking place.• Sales figures in relation to Fitness Suite memberships are constantly monitored.


Comments

Email via Contacts section on website.Thu 26 Jan 2012I used the name Roland Marrs and asked to be contacted by email before 5.30 p.m.I said that my son had been classed as obese and needed exercise and diet advise. I asked for their help. I said that my son did not like sport.26 January 2012. I received an automated response to confirm receipt of my enquiry.26th January. Although I had requested contact by email, I received a call from the Centre at 8.00 p.m. on the 26 January. I returned the call later on the 27 January.

Verbal.Sat 28 Jan 2012non required.I enquired whether the Centre offered General Practitioner (GP) Referral session for my father. I said he was advised to exercise but felt he should seek his doctor's approval first.28 January 2012 from male Receptionist on duty at the time of the Visit.The Receptionist confirmed that the Centre offered GP Referral sessions and explained the process from a referral letter to the Centre by the GP and then the Centre arranging an induction directly with my father. He was knowledgeable about the process.

Verbal.Sat 28 Jan 2012Non required.I asked a member of Staff how I was able to get my son on the badminton course in the Sports Hall because it looked so popular.28 January 2012 from a member of Staff whose name badge I could not see.He did not stop to talk to me in detail and instead continued to walk towards the Sports Hall talking to me as he went. He explained that the coach hired the hall from the Leisure Centre and any enquiries were best done through the Coach. He said there were no leaflets he could show me and I should talk to the Coach.

Written via "Any Bright Ideas" comments scheme.Sat 28 Jan 2012Peter Martin and my home address details.I said that I enjoyed my game of badminton but it was shame the cafeteria was closed on a Saturday!No response to date.No response to date.

Contact Details

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COMMENT 4

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COMMENT 1Type of CommentDate

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COMMENT DETAILS

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Telephone

26 January 2012 at 3.10 p.m.01162 720 789Four

Answer "Parklands Leisure Centre, Tom speaking. How can I help?"

QueryI said that I had been told by a friend that the Centre was advertising 75% off a workout and wanted to know more.

Response to Query

Tom told me that I needed to speak to a Sales Adviser but they were busy. He took my name and number and said that I would get a return call in about 10 minutes. I gave my name as "Martin". I received a telephone call from Jodey at 4.15 p.m. in response to my enquiry. Jodey briefly explained the membership offer and asked me to book one of two appointments over the weekend.

26 January 2012 at 4.30 p.m.01162 720 789Two

Answer "Parklands Leisure Centre, Tom speaking. How can I help?"Query I asked if a badminton court was available on Saturday or Sunday.

Response to QueryTom gave me the times of the courts available and said that if I did not want to book over the telephone, the 10.00 a.m. courts on Saturday would most likely be available. He suggested I call the Centre beforehand to make sure.

27 January at 1.20 p.m.01162 720 789Two

Answer "Parklands Leisure Centre, Karen speaking. How can I help?"

QueryI said that I had previously emailed with regard to my son who has an obesity problem.

Response to Query

I was put through to Sally who was aware of my email query and was able to suggest one to one sessions with my son who was too young to use the Gym. Sally explained the types of activity and frequency she had in mind and suggested 8 x 1/2 sessions for £65 which I through was good value.

5 February 2012 at 10.15 a.m.01162 720 789Two

Answer "Parklands Leisure Centre, Julika speaking. How can I help?"

QueryI claimed to be looking for a venue to bring a group of disabled people to play wheelchair basketball. I wanted to know the best day and time and the facilities available.

Response to Query

Julika was very helpful and suggested a Monday afternoon between 12.30 and 2.30 p.m. because it was quiet. I could use half the Sports Hall. She said that the Changing Rooms were available and should be large enough for wheelchairs. She explained that there was only one disabled toilet facility. Julika did not take any details but I felt she gave me all the information I requested.

6. February 2012 at 12.05 p.m.01162 720 78915

Answer "Parklands Leisure Centre (I did not catch the name) how can I help"?

QueryI claimed to have lost a badminton racket at the Centre and described it as a red Dunlop carbon with black handle.

Response to Query

The Receptionist asked for a description and hesitated whilst she looked for a racket matching the description. It sounded as though she was physically looking at other rackets rather than through a log book. Once she realised the racket was not amongst those, she suggested I had a look through when I next came in. I said it was an expensive racket in the hope she would take my details to call be if one matching the description was handed in. A very friendly conversation.

Number of Rings

Date & Time of CallNumber DialledNumber of Rings

Number of Rings

TELEPHONE 5

TELEPHONE 4Date & Time of CallNumber DialledNumber of Rings

Date & Time of CallNumber DialledNumber of Rings

Number Dialled


TELEPHONE DETAILS

TELEPHONE 3Date & Time of Call

TELEPHONE 2

TELEPHONE 1Date & Time of CallNumber Dialled


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

• Team members were not observed picking up litter and cleaning cafe tables from rubbish. • There appeared not to be any way of communicating with Reception and team members were seen returning to Reception regularly throughout the Visit.• It was not possible to identify the Duty Manager as all staff were wearing similar uniforms and name badges were not worn by all Staff.• The team members were not observed carrying out patrols and checks throughout the facility, for example, I saw litter in the Male Changing Rooms on arrival which was still there when I left an hour later.

M

QMV Activity/tasks A



good practice

• Staff observed appeared to work well together and communicated regularly throughout the Visit.• Two members of Staff were observed moving equipment from a store in the Sports Hall and did this working as a team showing consideration for Sports Hall users.• The member of Staff I spoke to on Reception was able to tell me the process for the G.P Referral scheme.• The number of Staff on duty at the time of the Visit appeared to be sufficient.• When I waited in the Fitness Suite, the instructor who was engaged in an induction, acknowledged me by briefly coming over to me and asked if she could help.


QAHow do you plan your staffing to deliver a

well managed facility?A


QAIs your two way communications

effectively implemented at all levels?

• Although there is a Staff suggestion scheme in place, it is not well used. Consideration could be given to the best means of obtaining Staff feedback.• Although there is some evidence that the Centre has introduced an effective system for internal communication, some Staff show limited awareness of decisions that are made at a higher level. This may be an area for awareness training.• Some Staff do not consider that they are asked for their opinion relating to decisions that are made. Consideration could be given to involving all Junior Staff, including casual employees, in the decision-making process.• Consideration could be given to re-instating the appraisal process. Appraisals could take place annually, with a review every 6 months.

S

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?• The introduction of refresher induction training for Staff who have worked at the Centre for several years may be of benefit in refreshing their knowledge of policies and procedures.

M

QA

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

footfall needs?

A


QAHow do you measure the effectiveness of

your staff?

• Consideration could be given to the development of a skills matrix for different categories of Staff. This may indicate the actual training that individual Staff have received and any gaps there might be in their training. A Training Matrix may assist in this.• Consideration could be given to the introduction of Staff surveys to establish whether there are any specific issues that may need to be addressed.• There may be some benefit in introducing a range of KPIs that relate to Staff, for example Staff retention, sickness levels and attendance to Staff training.

S


QA How do you review what you measure?• Consideration could be given to the development of a Training Matrix to show all training that has been delivered to individual members of Staff and identify if there are any training shortfalls.

M



difference?

• It is unclear whether Staff retention has increased or decreased over the last year. This may be worth investigating to establish the reasons why Staff are leaving, and whether there is an issue that may need to be addressed.• As mentioned earlier in this Report, consideration could be given to the introduction of Staff surveys to establish whether Staff satisfaction levels have improved.

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

• Management consider that staffing rotas indicate the levels of staffing required.• Staff check critical areas of the Centre throughout the day.• Team meetings take place once a month so that information can be shared with the Team.• A Staffing structure is in place.• The Centre is generally well staffed.• A range of personnel procedures are available to Staff on the intranet. All Staff have access to these procedures.• All Staff receive an Employee Handbook.• A Working Time Directive Policy is in place.• All Managers undertake Competent Person training in relation to Health and Safety.• Members of Management who are involved in interviews are appropriately trained.• Management consider that the training and staffing budgets are sufficient to deliver the service as intended.• The Sales Team and the Fitness Team are measured in relation to sales targets.• Budgets are increased or decreased as a result of measurement.• Training sessions are offered to assist Staff in their personal development.



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 floors in the circulation areas looked grubby around the edges.• There was litter on the floor in the Male Changing Rooms.• The extract ventilation grill in the male showers was clogged with dust and dirt.• The top on the waste bin in the Male Changing Room was filthy.• There was noticeable yellowing of the floor in the showers caused by an accumulation of body fats.• The areas of ceiling around the extract ventilation grills in the Changing Rooms were dusty.• A build up of scale in the grouted between the floor tiles in the changing rooms made them look especially dirty.

S

QMV Presentation

• The information displayed on the notice boards around the centre was not to a high standard. Some boards were empty or with one or two notices on such as the board displayed near to the entrance of the Sales area. Others displayed the same notice for example 75% membership offer.• I did not observe any art or pictures displayed around the facility.• The membership display in the glass kiosk in Reception was spoiled by the lack of lighting. Only two lights were working.• The whole of Reception was dark and gloomy with nothing colourful to catch the eye or contrast the gloomy appearance.

M

QMV Monitoring

• During the visit I did not observe team members patrolling, inspecting or monitoring any of the areas visited including areas such as changing rooms and toilets.• There were no monitoring control sheets displayed in any of the areas visited.• I did not see a Customer Charter displayed.

S

QMV Toilets and Changing Facilities • I did not observe any sanitary bins or products for sale during the visit. MQMV Housekeeping A

QMV Fire Safety• I did not observe an assembly point during the visit.• The emergency exit signs in the Sports Hall were very small indeed for such a large area.

M



good practice

• The floor in the Sports Hall was litter free.• Litter management outside the Centre was good.• The lockers I tested were clean and free of debris or dust.• Other areas of the building were clean and free of rubbish.• There was a colourful display in Reception advertising the Centre's ability to host wedding receptions.• A sign displayed in the Male Toilets indicated that Staff regularly inspect the area.• There were two private cubicles in the Male Changing Rooms.• The Disabled Changing Room and Toilet was large and well equipped.• There was evidence of equipment stored in appropriate areas.• The Sports Hall store was locked. I saw a member of Staff lock it when mats were removed.• Fire Extinguishers were located strategically around the Centre and had been serviced within the last 12 months.• A printed notice on the door of the Changing Rooms warned customers that a series of drills was planned without notice.• Notices located around the Centre provided details of the specific area such as opening times, presentation standards and optimum temperatures.


QAHow do you commit to the creation of a

clean and well presented centre?

• Facility Expectation Sheets are displayed in some areas. These could be displayed in all key areas of the Centre and may be a good way of informing customers of the standard of cleanliness that can be expected.• The Centre has a planned and documented Cleaning Programme for daily tasks. Other cleaning appears to be reactive. Benefit may be gained from scheduling these tasks to take place at regular intervals. A year planner may assist in this.

S


QAHow do you communicate the standards/

commitment to cleaning and housekeeping

• Although standards relating to cleaning are defined in the Systems of Work, Staff indicate that they do not always follow these procedures, preferring to rely on common sense or instructions received from other Staff members. Reminding Staff of these standards may be of benefit.• Customer forums take place four times a year. These could be used to establish whether the Centre is meeting customer expectations in relation to cleaning.• As mentioned earlier in this Report, although Staff check critical areas of the Centre for cleanliness issues, there is limited evidence to the customer that these checks take place. Consideration could be given to displaying checklists in the critical areas as an indication of the level of inspection that takes place.

S




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


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



Ops1

QAWhat action have you taken in order to

deliver cleaning and housekeeping safely?

• There may be some benefit in delivering training in litter picking to all Staff, with particular reference to 'sharps'.• Some Checklists have several gaps in the records, for example the Fitness Suite Cleaning Checklist. Consideration could be given to ensuring that all checklists are appropriately completed and reviewed by trained Staff. Benefit may be gained from countersigning the form by Management to indicate that the omissions are acceptable.• An unmarked bottle was noted in the Fitness Suite. This may be worth investigating as the use of unknown chemicals is potentially dangerous.• There does not appear to be a regular cleaning programme for the bouncy castle. Consideration could be given to introducing cleaning procedures to maintain inflatable equipment in a hygienic and safe condition.

S

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

housekeeping standards?

• Although the Centre is generally clean, there are a few exceptions which may indicate that more Staff resources may be required. These include smelly drains in the Disabled Changing Room and the Top Plant Room is untidy. Consideration could be given to the best means of addressing this.

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?

• The Fitness Suite is not staffed all the time, for example weekend afternoons. With this in mind, it may be worth considering a review of the staffing arrangements in this area, which may assist in keeping the area clean and tidy at all times.

M


QA

How do you measure whether high standards of cleanliness and

housekeeping are being achieved and maintained within the centre?

• Consideration could be given to developing appropriate performance indicators that monitors the level of check sheet completion, which could ensure that there is a consistent approach and there is an adequate level of managerial counter signing.• Seeking the views of customers may be a good way of establishing whether cleaning standards are being achieved.• Once again, although the Centre was generally clean during the Assessment, there are some exceptions. These include a smelly drain in the Disabled Changing Room, and a grubby floor in the Male Toilet.

S


QA How do you review what you measure?• There is some evidence that the Cleaning Programme has been reviewed to improve it. An area for improvement may be to sit down with the people who undertake cleaning duties, to establish whether there are any further improvements that could be made.

M



difference?

• There may be some benefit in establishing whether the cleaning function has improved over the last year. Once established, this information could be conveyed to Cleaning Staff so that they can take any action that may be required.• As mentioned above, although the Centre is generally clean, there are a few exceptions which may indicate that more Staff resources may be required. Consideration could be given to the best means of addressing this.

S



good practice

• Systems of Work are in place in relation to cleaning.• Cleaning appears to take place in a coordinated manner for daily tasks.• Staff check critical areas throughout the day.• Staff are aware of their responsibilities and have an appropriate level of knowledge of Health and Safety issues and COSHH regulations.• Leisure Assistants and Contract Cleaners carry out the cleaning function for the Centre and have sufficient equipment and supplies to carry out their duties.• Several cleaning products are used at the Centre. The COSHH file indicates that several pieces of Personal Protective Equipment (PPE) should be used when using some of these products, including goggles and gloves. This is available in the Cleaning Store Room.• The number of cleaning chemicals is limited to those from one supplier. Training is delivered to Staff.• Management consider that should all the Staff vacancies be filled, there are sufficient resources in place to deliver the cleaning and housekeeping standards.• The standard of cleanliness is measured through lack of negative customer comments, internal audits and client audits.• The cleaning rota is reviewed as a result of negative comments received.• There is some evidence that the Cleaning Programme has been reviewed to improve it.



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.

• The Centre was generally well sign posted from the A6 into Brabazon Road but the directional signs stopped at a critical and busy junction with the A582 Wigston Road. The sign suggested that the road lead to a Country Park and not the Leisure Centre. I would not have liked to tackle this in rush hour.• The surface of the Sports Hall floor was badly worn in places with the surface coating being completely worn down to the block floor.• The was evidence of water damage to the wall in the Male Changing Rooms.

M

QMVMaintenance of the fixtures and fittings

within the building is acceptable.

• The cubicles in the toilets were in a poor state of repair with evidence of wood delamination and rot.• A small carpeted section in the corridor to the changing rooms was coming up and stuck down with hazard tape. This looked to have been in place for some time.• I counted 5 lockers out of use in the Male Changing Rooms. • The locker I used (57) did not have instructions of where to insert a coin whereas others did. I did not know that the lockers were the coin-retain type.• A significant number of lights were not on in Reception and this added to the previously described, gloomy impression.• There was a flashing light just outside the Sports Hall.

S

QMV Activity equipment available• The badminton net I used was torn in several places.• I noted that the Portable Appliance Test (PAT) sticker on the a short extension lead behind the height and weight machine next to the Sales area was unreadable and appeared to be quiet old.

M

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

needs

• Some of the "Pure Lime" products did not display a price.• I did not see any evidence of the sale of shuttle cocks or rackets to purchase.

M

QMVMaintenance issues are managed

effectively• None of the broken lockers had a notice displayed to say they had been actioned for repair. M



good practice

• The general appearance of the outside of the building was very good and well presented.• The parking area was tidy and road markings were clear and effective.• With only a couple of exceptions, the walls and ceilings throughout the Centre were in good condition.• The racket I borrowed was in very good condition and I was not asked to pay a deposit or hire fee which I felt was good service.• A quality range of branded Ladies fitness wear was displayed in Reception with prices starting from £20.• The showers in the Male Changing Rooms were in good condition and appeared to be a recent replacement.• The vinyl floor in the showers was in good condition and did not show signs of water damage as was the case with the grout on the tiles.


QAHow do you commit to the provision of a

well maintained and equipped centre?

• An Asset Management Plan is not in place. Consideration could be given to developing an Asset Management Plan to implement the findings of the Condition Survey. This is planned.• Although the Centre appears to be generally maintained to a satisfactory level, there are a few exceptions, for example some toilet cubicles are in a poor condition and the air conditioning is not working properly in the Fitness Suite. In addition, four of the 8 heaters in the Sports Hall do not work and the Sports Hall floor may benefit from resealing.• Equipment is generally well maintained and kept in a satisfactory condition, with a few exceptions. These include crash mats that are worn on the corners and some worn upholstery in the Fitness Suite.

S


QAHow do you communicate this

commitment?

• Hire equipment is available at the Centre. However, this is not obvious and is kept behind Reception. Making hire equipment more prominent could be considered as it may prompt impulse bookings from customers who may not have their own equipment. This could be promoted through signage in Reception. In addition, some hire equipment is in a poor condition.• There may be some benefit in expanding the range of retail items to include those that relate to fitness, for example towels and socks.

M




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





Ops2

QAWhat health and safety standards and

guidance have you considered to deliver this commitment?

• There is some evidence that outside Contractors who have to enter the Centre to carry out work are required to sign in. Consideration could be given to issuing the Contractor with a plan of the building, which could include more detailed information, for example fire exit locations, telephone points or utility isolation points• Written instructions are in place relating to the setting up of equipment. Consideration could be given to supporting the written instructions with diagrams to indicate the exact location where the equipment should be set up.• Benefit may be gained from undertaking specific Risk Assessments for the manual handling of all larger pieces of equipment, for example the bouncy castle.

S

QAWhat training has taken place to deliver

this commitment?

• There may be some benefit in informing Staff of the location of the isolating points for incoming gas, water and electricity services. This may help to ensure that the correct action is taken in the case of an emergency.

M

QAHow have you allocated resources to

deliver this commitment?

• As mentioned earlier in this report, there are a number of maintenance issues, which may indicate that further resources may be required for maintenance.• Although a Condition Survey is in place, funds do not appear to be set aside for the work to be completed. This may be worth investigating to help ensure that the Centre is maintained to the level that is intended.

S


QAHow do you measure achievement of

your commitment?

• The majority of maintenance request are identified as high priority. Benefit may be gained from reminding Staff of the priority ratings that should be applied.• Although most maintenance work appears to be carried out in a timely fashion, this is not always the case. Consideration could be given to ensuring that all maintenance is completed in a timely fashion. • There may be some benefit in developing a range of KPIs that relate to maintenance, for example the number of lockers out of use, or the number of ceiling tiles missing.• Benefit may be gained from listing all outstanding maintenance issues. A regular review of this may assist in identifying any outstanding maintenance issues. This is planned.

S


QAWhat have you done as a result of the

review?

• As mentioned above, although the Centre appears to be generally maintained to a satisfactory level, there are some exceptions which may indicate that there are insufficient funds for the maintenance that is required.• Should a range of maintenance KPIs be developed, these could be reviewed and actions identified. These could be included in the SIS.

M



difference?

• There may be some benefit in establishing whether the amount of secondary spend per customer is increasing or decreasing.• There are a number of pieces of equipment that may benefit from replacing or repairing including crash mats.• One vending machine is out of order.

M



good practice

• A defect reporting system is in place.• A Condition Survey has been undertaken, which includes plant and major machinery.• Asset management is controlled by the Technical Officer.• Cyclical maintenance agreements are in place with a number of specialised companies, for example emergency lighting and air filters.• A Planned Preventative Maintenance (PPM) programme is also in place.• Retail goods are displayed in Reception.• Plant and equipment appear to work effectively and there is evidence that hazards are controlled and defective equipment is taken out of use. If the defective item cannot be moved, an ‘out of order’ sign is usually put on it.• The Service Promise states that the facilities will be clean and well maintained.• Replacement of larger and more expensive pieces of sports equipment are subject to a capital expenditure bid.• There is some evidence that outside Contractors who have to enter the Centre to carry out work are required to sign in and issued with some safety information.• Written instructions are in place relating to the setting up of equipment.• Maintenance is coordinated at the Centre by a Maintenance Manager.• A quarantine area has been designated in the Plant Room where broken and defective equipment is kept.



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

• I used the tap in the toilets and the water was very hot indeed. No sign was displayed to warn younger customers.• My wife used a shower in the changing rooms and its was very cold indeed. She wondered if it was a shower for the Sauna Suite but it was not signed as such.

M

QMVRelevant environmental information is

displayed

• A Display Environmental Certificate (DEC) was not noted on display.• Green transport initiatives were not apparently displayed, for example bus times, bus stops, and cycle routes.• No environmental information was displayed around the facility.• There was no evidence to suggest that energy consumption is monitored and comparisons made to demonstrate improvements.

S

QMVActions are being taken to reduce the

centres carbon footprint and reduce the impact on the environment

• The radiators were thermostatically controlled but controls were not protected to stop unauthorised use. • The vending machines in the Reception did not appear to have timing units on; this could be considered to reduce energy overnight.• There was evidence to suggest that customers are encouraged to download literature from the website as opposed to taking a leaflet.

S



good practice

• The temperatures in the activity areas such as the Sports Hall and Changing Rooms were maintained at a comfortable level.• A statement displayed on the water dispenser machine raised awareness that plastic cups were being wasted and to encourage more people to use personal water bottles, the Centre had considerably lowered the price of purchasing a bottle.• A considerable number of lights were not on throughout the building but it was not clear if this was a maintenance issue of an attempt to reduce the Centre's energy footprint.• Push button taps and shower controls were fitted.• Water economisers were in place to limit urinal flush.• Notices displayed highlighted the optimum temperature for certain areas such as Reception and the Cafeteria seating area. Unfortunately I did not see any thermometers in these areas from which to check.• The air conditioning and ventilation in the Fitness Suite was effective with good operating temperatures and no unpleasant smells.• There were no unpleasant smells in the toilets or changing rooms which suggested adequate ventilation in these areas.


QAHow do you commit to improving the

environmental efficiency of your centre?

• A CO2 Reduction Plan could be introduced as a commitment to environmental efficiency.• Involvement in Local Agenda 21 work may be of benefit, and may help to build good links with the Environmental Health Department.

M


QA

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

manage the environment within the centre?

• Standards relating to temperatures are defined, based on industry standards. Benefit may be gained from displaying these next to thermometers that are situated around the Centre. This would indicate to the customer that the Centre is achieving the desired temperatures.

M

QAIn delivering these environmental standards what legislation or best

practice have you considered?

• There may be some benefit in pursuing ISO 14001 accreditation as a commitment to environmental management.• Measuring the Centre’s carbon footprint and developing and demonstrating its ‘green’ credentials may be useful in indicating how it is contributing to the Council’s agenda.

M

QAWhat training has taken place in order

that the staff can implement these environmental standards?

• There may be some benefit in delivering environmental awareness training to all Staff who may benefit from it.• Similarly energy awareness training could be delivered at induction and through performance reviews. This may assist Staff in meeting the Centre’s commitment to environmental management.

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?

• The Centre has a number of environmental control initiatives already in place. Further initiatives could be considered including waterless urinals and Building Management System (BMS)• There may be some benefit in using occupancy sensors in the Plant Room and rarely used areas of the Centre.

M


QAHow do you measure what you are doing

in relation to your environmental conditions and commitment?

• There may be some benefit in asking customers to feed back on specific issues about the environmental conditions within the Centre.• There may be some benefit in developing the range of KPIs which relate to Environmental management, for example temperature variances.

M




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





Ops3


QAHow do you review what you have

measured?

• Benefit may be gained from a review of the consumption of cleaning chemicals and identify means by which the amount being used can be reduced.• Benefit may be gained from establishing whether the investment in energy saving initiatives have been successful.

M



difference?

• The Centre has an Environmental and Energy Policy Statement. An area of improvement could be to promote the Policy more effectively. This could be reinforced by highlighting what impact the Policy is having on the operation of the Centre, by including aims, objectives, targets, and achievements. This is planned.• Benefit may be gained from establishing whether customer satisfaction is improving or decreasing in relation to environmental issues.

M



good practice

• The Centre has an Environmental and Energy Policy Statement which is supported by an Energy Management Procedure.• A Display Energy Certificate (DEC) is displayed in Reception. There is evidence that the score has improved from D to C since the last Assessment.• Some recycling takes place including paper, cardboard and plastic.• A Noise Management Plan is in place for functions.• Utility consumption targets have been set and the Centre is expected to make 5% savings year on year. This is being achieved.• Environmental conditions appear to be acceptable throughout the Centre and this is borne out by the fact that few comments and complaints refer to environmental conditions.• Standards relating to temperatures are defined for several areas of the Centre including corridors, Personal Training Room and Cafeteria. • The boilers have winter and summer settings to reduce energy consumption.• The Centre has a number of environmental control initiatives already in place. These include a power saver green box and timers on vending machines. • Internal Energy Management Operating Systems (EMOS) audits take place on a monthly basis.• Utility consumption is decreasing.



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

Fri 01 Apr 2011 ��Thu 08 Mar 2012 ��Mon 25 Oct 2004 ��

��

��

Tue 01 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

• Consideration could be given to ensuring that the work identified in the Fixed Electrical Installation Inspection Certificate is carried out.• There may be some benefit in informing Staff of the locations of utility isolation points and detailing this in the EAP so that the correct action is taken in case of an emergency.• Portable Appliance Testing (PAT) has taken place within the last year. However, some pieces of equipment do not display current test stickers. These include a wax heater and extension lead in the Beauty Therapy Room. Consideration could be given to ensuring that all portable electrical equipment within the Centre is PAT tested.

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

��

DEFINED RESPONSIBILITIES


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

HEALTH & SAFETY MANAGEMENT SYSTEM

HEALTH & SAFETY POLICY STATEMENT

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

��

��

��

EMERGENCY PROCEDURES

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

RISK ASSESSMENTS (Suitable & Sufficient)

Mon 13 Feb 2012

Mon 01 Aug 2011

Tue 31 Jul 2012

Mon 09 Jan 2012

��

Mon 18 Apr 2011

��


GPlus05

• To ensure that the centre’s programme is improvin g the health and wellbeing of the local population• To have health and wellbeing targets within the c entre’s objectives and endeavour to achieve them• To ensure that the programme and initiatives refl ect both local, regional and national objectives


QAWhat plans exist to improve the health and wellbeing of the local community?

• There may be some benefit in longer term business planning in relation to health and wellbeing, for example three to five years. This may enable Management to make decisions that may be dependent on performance over a period of time.• There may be some benefit in linking the 90 Day Plan to further local, regional and national strategies in relation to health and wellbeing.

M


QAHow do you communicate your

commitment to improving the health and wellbeing of the local population?

• Customer forums may be an appropriate means of community engagement in relation to health and wellbeing.

M

QAWhat legislation, statutory or best

practice have you considered?• Benefit may be gained from investigating the initiatives of partners and identifying whether the Centre can assist in delivering them.

M

QAWhat training has been put in place for your staff to deliver this commitment?

• Consideration could be given to the development of a skills matrix for different categories of Staff. This may indicate the actual training that individual Staff have received and any gaps there might be in their training. A Training Matrix may assist in this.• Benefit may be gained from offering data protection training to all Staff who may benefit from it.

M

QAWhat resources have been allocated to

achieve these outcomes?• Consideration could be given to the introduction of new programmes and initiatives, for example the 'kick-start' programme.

M



• KPIs could be expanded to include qualitative KPIs.• Benefit may be gained from identifying national indicators and local statistics to enable Management to measure performance.• Customer forums may be an appropriate method of obtaining feedback in relation to health and wellbeing.

S


QA How do you review what you measure? A



difference?

• Fitness class attendances in relation to 'step' and 'pump' have reduced over the last nine months. Benefit may be gained from establishing the reasons for this and identifying actions to address the situation.

M



good practice

• The Council funds activities that contribute to health and wellbeing in the Borough, for example a GP referral scheme and cardiac rehabilitation sessions.• In addition, 'sportivate' sessions take place that target 14 to 25 year olds.• The Council has set some targets that relate to health and wellbeing. These include GP referral completion.• The commitment to health and well being is communicated to the local population through leaflets, newsletter, newspapers and internet.• All Fitness Staff are trained following the REPS guidelines.• Sensitive customer information is held securely in a locked cabinet and on password protected computers.• CPD training has taken place within the last year. This includes pre and post natal, GP referral and training the older adult.• NVQ training is offered to all Staff who meet the criteria.• Management consider that there is enough money in the training budgets to deliver the programme as intended.• Time is set aside for Staff to be able to undertake their job role effectively.• A range of KPIs are in place including GP referrals, 'sportivate', and class capacities.• GP referral figures are monitored monthly and reported quarterly.• Studio numbers are also reported quarterly.• There is evidence that the number of referrals on the GP referral scheme is increasing.


G P L U SGPLUS 05 - CONTRIBUTION TO HEALTH & WELL-BEING

S T R E N G T H SA S S E S S M E N T




GPlus06

• To understand the needs and wants of your current users• To understand the barriers to participation of th e wider community• To continuously improve the service and therefore the satisfaction and loyalty of your customer base


QAHow do you plan your customer insight

and market research?

• Customer surveys have not been conducted at the Centre within the last year. Consideration could be given to introducing a programme of primary research throughout the year to establish the views of users and non-users of the Centre. Surveys that could be considered include non-user, user and post-user.• Benefit may be gained from including actions in the Marketing, Promotion, Communication and Research Plan, as a result of local demographic profiles.• Consideration could be given to developing the Marketing, Promotion, Communication and Research Plan based upon the collection of user and non-user information. The format of the Plan could include linkage to the Marketing, Promotion, Communication and Research Plan, expected outcomes, who is to undertake the research, how it is to be used, and how the information is to be gathered and processed.

S


QAHow do you communicate your findings in relation to improving the service for

both customers and staff?

• Staff meetings may be an appropriate means of engaging with Staff and communicating findings in relation to improving the service.• Should a programme of research be undertaken, and data collected, Staff meetings may be a good method of communicating the market research findings in relation to improving the service for Staff.

S

QAWhat legislation, statutory or best

practice have you considered?

• Consideration could be given to the introduction of regular customer satisfaction surveys for all areas of operation.• Information relating to competitors has been collected and prices have been compared. An area for improvement may be to collate all the information relating to competitors and displaying it in a table for easy reference.

S

QAWhat training has been put in place for your staff to deliver this commitment?

• Benefit may be gained from offering market research training to all Staff who may benefit from it.• Similarly, benefit may be gained from offering customer service training to all Staff who may benefit from it. This is planned.

S

QAWhat resources have been committed to

achieve these outcomes?

• There is evidence that Management work with a number of partners. Developing further partnerships with groups could be considered. Groups that could be considered include community safety, Police, crime prevention and regeneration groups. These might meet wider social agendas.• Benefit may be gained from completing the Marketing, Promotion, Communication and Research Plan. Once completed, partners could be sought to assist in delivering the aims and objectives that may identified.

M



• A number of objectives are probably included in the Council's Local Area Agreement (LAA) at a higher level. An area for improvement may be to measure the Centre’s contribution and achievement against these objectives.• The Centre makes use of mystery visits through the Quest process. Other mystery visits could be considered and might include Managers from neighbouring authorities making visits. This may enable Management to make meaningful comparisons with other Quest-registered Centres.• Some benchmarking already takes place against other Centres within the Company. Further benchmarking could be considered and might include Sport England National Benchmarking Service (NBS), joining a benchmarking club, Association for Public Service Excellence (APSE) returns or professional institutes. These are good sources of benchmarking information that might assist in continuous improvement.

S


QA How do you review what you measure?• Should Management decide to work with a number of partners in developing joint programmes and initiatives, benefit may be gained from evaluating all of these to ensure that the programmes have been successful in delivering the desired outcomes.

M



difference?

• Benefit may be gained from requesting testimonials from customers and organisations that use the Centre. These could be displayed to customers and stakeholders. The Assessor accepts that testimonials have been collected in relation to personal training sessions.• It is unclear whether customer satisfaction is improving. This may be worth investigating to establish whether customer satisfaction is improving or decreasing.• Further work could be carried out to establish what individual customers and groups think about the service that is provided.

S



G P L U SGPLUS 06 - CUSTOMER INSIGHT (RESEARCH & FEEDBACK)





GPlus06


good practice

• Management show some awareness of the demographics and socio-economics of the area that they consider to be a wealthy, predominantly Asian population.• A Research Procedure is included in the Operations Manual.• Exit questionnaires are completed for customers who cancel their Fitness Suite membership.• Customer forums take place quarterly. Minutes of the meetings are displayed on the customer notice board.• Comments and complaints are an agenda item for meetings.• Customer care training is delivered to Fitness Staff through their REPs training.• Management consider that there is sufficient funding made available for training and marketing.• A site specific marketing budget is in place.• Partners have been identified. These include the Council, PCT, 'Leisure in the Community' and Quest.• Benchmarking already takes place in relation to other Centres within the Company.• Management have an awareness of national and local trends in sports participation.• Customer comments are reviewed.


GPlus07

• Customers and staff participate in a safe environ ment• Health and Safety is part of the management cultu re


QAHow do you commit to the management

of health and safety?

• The Centre uses the Company’s Health and Safety Policy Statement, which is a generic document. Benefit may be gained from developing a Health and Safety Policy specifically for the Centre.• The EAP could be amended to include the utility isolation points, which may help ensure that the correct action is taken in case of an emergency.• There may be some benefit from pursuing a recognised Health and Safety award, for example British Safety Award or ROSPA as a commitment to a planned approach to Health and Safety.

M


QA How do you develop a safety culture?

• There is some evidence that outside Contractors who have to enter the Centre to carry out work are required to sign in. Consideration could be given to issuing the Contractor with a plan of the building, which could include more detailed information, for example fire exit locations, telephone points or utility isolation points.• Written instructions are in place relating to the setting up of equipment. Consideration could be given to supporting the written instructions with diagrams to indicate the exact location where the equipment should be set up.• Benefit may be gained from undertaking specific Risk Assessments for the manual handling of all larger pieces of equipment, for example the bouncy castle.• There may be some benefit from formal consultation with Junior Staff in relation to Health and Safety. This may identify any concerns they may have.

S

QAWhat legislation regulations and

guidance have you considered to deliver this commitment?

• As mentioned elsewhere in this Report, Portable Appliance Testing (PAT) has taken place within the last year. However, some pieces of equipment do not display current test stickers. These include a wax heater and extension lead in the Beauty Therapy Room. Consideration could be given to ensuring that all portable electrical equipment within the Centre is PAT tested• During the Assessment, an unmarked spray bottle was noted in the Fitness Suite. This may be worth investigating as the use of unknown chemicals is potentially dangerous.• Access to the Fitness Suite is not always controlled and is not staffed all the time. With this in mind, it may be worth considering a review of the staffing arrangements in this area. Security measures that could be introduced might include closed circuit television (CCTV).• Access to the Sauna is also not controlled and security measures could be considered.

S

QAWhat training has taken place to deliver

this commitment?

• There may be some benefit in developing a Training Plan for all Staff, which could include elements of Health and Safety. This training could be delivered to all categories of Staff on a regular basis.• The Centre is updated on Health and Safety issues in a number of ways. Other sources of Health and Safety information could be considered and might include ROSPA, HSE or professional bodies.

M

QAHow have you allocated resources to

deliver this commitment?A


QA How do you measure?• Consideration could be given to undertaking occasional independent Health and Safety Audits as a means of ensuring that an independent view is taken in relation to Health and Safety.

M


QA How do you review what you measure?• Consideration could be given to the introduction of a Risk Reduction Plan as a result of the Risk Assessments that have taken place.

M



difference?

• If a Risk Reduction Plan is put in place, an area for improvement may be to ensure that all the actions identified are implemented.• There may be some benefit in establishing whether the number of accidents per 10,000 customers has reduced over the last year.

S





G P L U SGPLUS 07 - HEALTH & SAFETY MANAGEMENT




GPlus07


good practice

• A Health and Safety Manual is in place, which includes policy, people and standards. Staff have access to this on the intranet.• In addition, a Health and Safety Strategy is in place.• Quarterly Health and Safety meetings take place to cascade the decisions of the Board.• Scheduled internal Health and Safety audits take place annually. Unscheduled audits also take place.• The Health and Safety Policy Statement is dated 2011 and signed by the Chief Executive.• A Health and Safety Law Poster is displayed in the Main Office, along with the liability insurance certificate.• All Staff receive a copy of the Health and Safety Policy Statement.• A range of Risk Assessments have taken place. These include noise, activities and areas.• COSHH Assessment sheets and safety data sheets are available.• A noise management policy is in place.• There are several posters displayed to the public that give information relating to Health and Safety.• All Duty Managers and Competent Persons are appropriately qualified.• A first aider is on duty at all times that the Centre is open.• Refresher training also takes place annually.• Fire drills take place every six months and involve both public and Staff on each occasion. All Staff have received this training.• The Centre acts as a Major Incident Centre in case of an emergency. Duty Managers are trained in the procedures that relate to this.• The Centre is updated on Health and Safety issues in a number of ways including meetings, emails, Health and Safety Manager and Chief Executive. • Management consider that there are sufficient funds in the budgets to cover any Health and Safety issues that may arise.• Health and Safety audits take place. These receive a score which is benchmarked against other Centres within the Company.• Accident analysis has taken place.


GPlus08

• To achieve sales targets• Up selling and cross selling memberships, activit ies and products• Providing solutions for customers that link to yo ur membership, activities and product offerings• Understanding your target market and your competi tion


QAHow do you plan to maximise use within

your programme?

• Competitor analysis has been undertaken for prices. This could be expanded to include other areas of operation, for example cleanliness, programme and staffing levels.• There may be some benefit in taking out memberships at the Centre's main competitors as a means of obtaining information that is only available to members.• Consideration could be given to developing a retention programme to retain existing members.

M


QAHow do you communicate the sales and

retention programme to staff and stakeholders?

• Weight management programmes could be introduced as a means of member retention.• Consideration could be given to the best means of communicating the sales and retention programme to customers, for example targeting specific areas of the local area and leaflet dropping.

M

QA

What training has been delivered to ensure that the staff are equipped with

the skills to successfully sell and to retain customers?

A

QAWhat resources have been allocated to achieve the sales and retention targets?

A


QA How do you measure?• Benefit may be gained from undertaking Mystery Visits specifically to test the customer experience and sales process from start to finish.• Retention software may assist in identifying customers who may be in danger of leaving.

M


QA How do you review what you measure? A



difference?A



good practice

• Competitor analysis has been undertaken in relation to prices.• Target groups have been identified as those aged 14 years to 80 years.• A strength, weakness, threats and opportunities (SWOT) analysis of the catchment area has been undertaken.• Sales targets are in place. These are being achieved.• A range of KPIs has been developed in relation to sales and retention, for example cancellations and tours undertaken.• The sales and retention programme is conveyed to Staff through a white board.• Social networking sites are used to engage members and generate business.• Duty Managers and Sales Staff conduct tours of the Centre.• All Sales Staff receive sales foundation training to NVQ level two.• Ten minute meetings take place daily between Sales Advisors and the Sales Manager.• A dedicated sales area is in place for meeting potential members to discuss their personal requirements.• Dedicated Sales Staff are employed as a means of increasing sales.• Staff are paid commission to sell memberships which increases membership, usage and income.• Retention targets are in place.• Sales targets are challenging.• Actions are identified if sales and retention performance is not meeting targets.• The Regional Sales Manager undertakes sales audits.• Retention and attrition rates are improving, the membership is growing and income is increasing.


G P L U SGPLUS 08 - SALES & RETENTION





GPlus09

• To measure and monitor the financial performance of the centre• To benchmark key performance indicators within th e organisation and within the industry• To maximise the financial performance of the cent re given the wider social outcomes and objectives o f the centre


QAHow do you set your financial,

performance management targets for the short, medium and longer term?

• There may be some benefit in expanding the KPIs to include members per station in the Fitness Suite or income per court.• The budget could be improved by longer term forecasting, for example three to five years.• As mentioned earlier in this Report, the Centre has a 90 Day Plan which sets out what it seeks to achieve. However, this is dated 2011 and is out of date. Benefit may be gained from updating this document to reflect the current business direction of the Centre.• Benefit may be gained from undertaking a strengths, weaknesses, opportunities and threats (SWOT) analysis in relation to the current business. The findings could be included in the 90 Day Plan.

S


QAHow do you communicate financial,

performance target to all the staff and stakeholders?

• Staff do not appear to be informed of the financial position of the Centre. This could be achieved by displaying information on a notice board in the Main Office. This information could also be displayed to customers and stakeholders.• Delegation appears to be effective within the Company and is officially cascaded down as far as Contract Managers. Benefit may be gained from extending this to include all Staff. Junior Staff interviewed during the Assessment indicated that they would welcome more responsibility and accountability.• Some Staff do not consider that they are asked their opinion before decisions are made. Consideration could be given to involving all Staff in decisions that may affect them.

N

QA

What training has been delivered to ensure that the staff are aware of their

responsibilities and understand the financial, performance management

processes that are in place?

• There may be some benefit in offering business planning training to any Staff who may benefit from it.• Consideration could be given to encouraging Staff to attend CPD training in relation to business management to enable them to obtain and maintain their relevant qualifications.

S

QAWhat resources have been allocated to

achieve these outcomes?A


QA How do you measure?• Management can demonstrate an improvement in performance year on year in most areas of operation. The exceptions being fitness classes and fitness direct debit (DD). Consideration could be given to the best means of addressing this issue and increasing participation in these areas.

M



• Some benchmarking already takes place against other Centres within the Company. Further benchmarking could be considered and might include the Sport England National Benchmarking Service (NBS) or joining a benchmarking club. These are good sources of benchmarking information that might assist in performance.

M



difference?• It is unclear whether the Centre has made efficiency savings in relation to energy consumption and reducing the carbon footprint. This may be worth investigating.

S



good practice

• Budgets are set on an annual basis.• Business planning is documented in the 90 Day Plan, which should be updated quarterly.• Weekly and monthly budgetary forecasting also takes place.• Budgets are profiled throughout the year to reflect income and expenditure peaks and troughs, for example school holiday income.• A proposal is being considered whereby the Contract Manager's Office could be converted to a hair salon.• Budgets are set by the Contract Manager and the Business Manager, who submit their proposals to the Board.• Some financial training is available to Managers.• Management can demonstrate an improvement in performance year on year in relation to utility consumption.• A number of customer retention initiatives are in place including gym challenges, free health checks and new member days.• Time is set aside specifically for sales and retention.• Management can demonstrate an improvement in performance year on year in most areas of operation.• Performance Related Pay (PRP) is awarded to Senior Managers who manage to achieve increased income over budget.• Financial information is reviewed with stakeholders through Client meetings.• Delegation appears to be effective within the Company and is officially cascaded down as far as Contract Managers.


G P L U SGPLUS 09 - FINANCIAL MANAGEMENT & PERFORMANCE





Documents

QUEST ASSESSMENT REPORT - WhatDoTheyKnow · Summary1 • Centre Manager Name: Kevin Beales • Centre Manager Contact Number: 01162 720789 • Centre Manager Email: [email protected]