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Salford Community Leisure – Active Lifestyles Team
Social Impact Report 2015-2016
Salford Community Leisure - Social Impact Report 2015 – 2016
2
Contents Page. No.
Introduction - Vision and Values 3
Social Impact Report Scope 4
Methodology and Planning 6
Stakeholder Mapping 7
Objectives and Activities 9
Social Impact Findings – Objective 1 Improving the Health and Wellbeing of people and communities of Salford
15
Social Impact Findings – Objective 2 Increasing Community Involvement for the people and communities of Salford
23
Social Impact Findings – Objective 3 To be considered a great place to work by the staff team
27
Other Added Value 29
Economic impact 32
Environmental Impact 33
Conclusions 35
Recommendations 35
Appendix 1 - Key Aspects Checklist 37
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Introduction
This social impact report has been compiled to evidence the social and economic impact of Salford Community Leisure (SCL) activities upon the
community it serves, namely the City of Salford. The report has been informed by social accounting methodology as developed by the Social
Audit Network. The report is intended to inform future activities of SCL as well as providing insight to all stakeholders about the difference the
services provided have made to the local community.
Salford Community Leisure - Context
Established in October 2003 to manage leisure centres and sporting activities on behalf of the Council, Salford Community Leisure (SCL) has
grown into an established local community co-operative providing sport, leisure, library and cultural services. SCL provides health and well being,
library and cultural services across more than 40 venues in the city of Salford. The trust is owned by its members – customers, employees and
local residents – who have a say in what the trust does and how it helps local communities. This sense of community ownership is transparent in
the feedback received during community consultation where people displayed feelings of genuine pride in the services of SCL and the
opportunity to have such high quality services available and accessible in the city. As a committed partner to the Salford Social Value Charter,
SCL is focused on improving the health and well being of residents to enable them to lead healthier and more active lives with less need for
reliance on support services. These social accounts seek to explore the social impact created by one element of the SCL offer, namely the
Active Lifestyles programme.
SCL’s Vision
"To enhance the lives of people living in Salford, through sport, leisure and cultural opportunities."
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SCL will deliver this vision through:
1. Improving Health and Wellbeing
2. Increasing Community Involvement
3. Developing Education and Skills
4. Enriching the Environment
Values
A key question explored in the report is how SCL stakeholders experience its values, do they see them lived by the staff and throughout the
delivery of activities
SCL’s values are:
Open – SCL is keen to learn from its stakeholders and listen to their ideas and critique
Caring – SCL care about individuals and communities and serve both with professionalism and compassion
Honest – SCL are open and transparent in all their activities and interactions with colleagues, customers and partners
Socially Responsible – SCL wants to be a positive contributor to the locality, behaving in a manner that supports the social and economic
prosperity of Salford
Social Impact Report Scope
This social impact report is intended to demonstrate the social and economic impact achieved only by the Active Lifestyles programmes
delivered by Salford Community Leisure. The report has been limited to the Active Lifestyles element of SCL’s offer in order to test the social
accounting approach and consider it as a method to be applied to other areas of SCL’s activities in the future.
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The Active Lifestyles Team provides a range of physical activity programmes for people who have been diagnosed with long-term health
conditions. In the last 5 years this highly skilled team of 7 health professionals has supported more than 4,000 people to become more active, to
participate in life and feel part of their community and feel supported to take responsibility for their own physical and mental well-being. Every
one of the team members brings behaviours and competencies that genuinely engage people and encourage them to maintain their health even
when it feels really tough; they are persuasive and positive and a real asset to the communities they serve.
SCL partners with a range of external agencies that refer people to the Active Lifestyles team. The team is focused on improving the health and
wellbeing of the people of Salford through specialised exercise referral programmes designed to support the treatment of heart and lung
conditions, cancer, diabetes and falls prevention amongst other long term conditions. The team also offers community based activities that
provide people with an opportunity to form new social connections whilst also improving their health and well being, these include health walks
as well as group sessions to improve mobility and heart health.
This report will:
Showcase activity and demonstrate the impact of the Active Lifestyles programme
Demonstrate how the activity links into SCL values
Ask project stakeholders and partners how they feel SCL deliver against its objectives
Provide a report to demonstrate the impact of SCL work to aid understanding internally and to share with external partners
Provide recommendations of how SCL can improve its social impact work in the future
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Methodology and Planning
At a time when many organizations recognize that their social and economic success are inextricably linked; SCL took the decision to undertake
a social impact assessment of its Active Lifestyles programme.
The social accounting and audit approach adopted for this assessment and informing this report means that the information presented has been
drawn from existing monitoring documentation and reporting systems and combined with findings from additional consultation to provide a rich
picture of SCL’s performance and impact. In this way, this report presents evidence to prove the impact of the Active Lifestyles Programmes and
to inform any potential improvements to its performance and impact.
The work done is underpinned by the principles and methodology developed and promoted by the Social Audit Network (SAN):
Clarify purpose
Define scope
Engage stakeholders
Determine materiality
Make comparisons
Be transparent
Verify accounts
Embed the process
This report will follow the Social Audit Network’s recommended format to ensure that it complies with the underpinning principles. It will include
information on methodology, scope of the report, quantitative and qualitative performance and impact.
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Stakeholders Mapping and Involvement
In order to recognise its stakeholders SCL has mapped each organisation that affects its work or is affected by its activity. Some of these have a
greater influence and as such are positioned closer to Salford Community Leisure on the following stakeholder map. This exercise was
undertaken by the Active Lifestyles team and represents the current operating context. The selection of organisations/groups consulted in this
process is outlined in the table below:
Stakeholders and consultation approaches employed:
Stakeholders Organisations How were they involved or consulted
Service users Community members
Clients
Carers
Focus group using world café conversation
techniques to gather responses to specific questions
regarding performance and values
Staff Staff
SCL Colleagues
Staff survey
Staff Involved throughout the development of the
accounts
Commissioners/Funders/Partners:
Public Health
Cancer support services
COPD and IGR support services
Postural stability support services
Inspiring Communities Together
Big Life Group
Salford Royal Foundation Trust (SRFT)
Salford Clinical Commissioning Group (CCG)
Salford City Council (SCC)
GP’s
Big Life Group
Partner survey
1-2-1 calls to gather responses about partnership
and contract/service delivery performance
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Stakeholder Map
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Objectives and Activities – Working with external facilitators ‘The Connectives’, these objectives and related activities were generated through
discussions with the staff and management of the Active Lifestyles team. These will be reviewed in the next accounting cycle to ensure they
remain fit for purpose and accurately reflect the ongoing activities of SCL.
Objective 1
Improving the Health and Wellbeing of people and communities of Salford
Activities Output Outcome Impact
Provision of subsidised access to
gyms and pools across the city
Increased numbers of people
participating in physical activity
Increased numbers of people able to
manage their health conditions
Improved physical and mental
well being for individual
participants
Improved understanding of
exercise and condition
management
Reduction in cardiovascular
disease
Reduction in depression and
anxiety
Improved physical and mental
health and well-being in
Salford.
Reduced reliance on NHS
services.
Provision of Can Move – a
cancer rehabilitation programme
Increased numbers of people able to
manage their health conditions
Improved physical and mental
well being for individual
Improved physical and mental
health and well-being in
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participants
Improved understanding of
exercise and condition
management
Lowers risk of re-occurrence of
cancer
Salford
Reduced reliance on NHS
services.
Provision of COPD and Impaired
Glucose Regulation (IGR is a
condition in which people have
high blood glucose levels and
which can lead to Type 2
diabetes) support services
programme
Increased numbers of people able to
manage their health conditions
Reduced number of patients developing
type 2 diabetes
Improved physical and mental
well being for individual
participants
Improved understanding of
condition management
Improved physical and mental
health and well-being in
Salford
Reduced reliance on NHS
services.
Provision of a postural stability
support services programme
Increased numbers of people able to
manage their health conditions
Fewer falls
Improved physical and mental
well being for individual
participants
Improved understanding of
exercise and its relationship to
condition management
Reduced numbers of falls
Improved physical and mental
health and well-being in
Salford
Reduced reliance on NHS
services.
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Objective 2
Increasing Community Involvement for the people and communities of Salford
Activities Output Outcome Impact
Provision of guided health walks Increased numbers of people
participating in physical activity
Increased numbers of people reporting
feelings of belonging in communities and
social groups
Improved levels of health and
physical fitness
Improved social interaction and
reduced social isolation
Improved reported Mental health
Increased confidence in the
community
Increased awareness of the
impact of health and wellbeing in
the community
Healthier happier residents
People feel safer in their
communities
Community supports a
diverse community
Provision of health related group
sessions e.g. Healthy @ Heart,
Healthy Hips and Hearts (HHH’s)
Increased numbers of people
participating in exercise
Increased number of people able to
manage their health conditions
Fewer falls
Improved levels of health and
physical fitness
Improved social interaction and
sense of belonging
Reduced levels of cardiovascular
disease
Healthier and happier
residents
Sense of community bonding
in community groups
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Providing referrals to other
community based services
Increased numbers of people
participating in other activities
Improved social interaction and
sense of belonging within
communities
Sense of community bonding
in community groups
Objective 3
To be considered a great place to work by the staff team
Activities Output Outcome Impact
Ensuring all staff understand
clearly the offer from SCL and
can communicate this well with
customers and partners
Increased levels of staff satisfaction
Increased levels of staff performance
Improved performance by staff
team
Increased levels of customer
satisfaction and retention
Understanding by the team of
the impact they have
SCL reported to be a great
place to work evidenced by
perceptions of:
Good clarity
Good freedom to act
Good collaboration
amongst the team and
external partners
Good performance
focus
Trust amongst the
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team
Supporting staff through time
and resource to undertake
personal and professional
development
Increased skill base and confidence
within the staff team
Increased levels of staff
satisfaction and retention
Efficient and effective team
able to deliver and develop
high quality services that
attract and retain customers
Ensuring staff are able to
contribute effectively to service
developments informed by
customer and partner
interactions
Increased levels of staff satisfaction
Increased levels of staff
engagement/ownership of service
development, delivery and quality.
Improved performance by staff
team
Efficient and effective team
able to support one another
and deliver high quality
services
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Summary Outputs
The Active Lifestyles team are a specialised service providing community based physical activity programmes for those who have been
diagnosed with various long term health conditions.
Across the city in 2016, the team were responsible for delivering:
Structured exercise programmes to over 1,000 adults with long term health conditions.
8 weekly Health Walks, with an average of around 20 -25 adults attending each walk.
11 Healthy at Heart classes each week.
9 Healthy Hips and Hearts classes (gentle chair based exercise) each week.
2 Can Move exercise classes and 6 supervised gym sessions each week.
6 Chronic Obstructive Pulmonary Disease (COPD) classes each week.
6 Postural Stability classes each week.
5 Step Up classes each week.
In addition to the delivery of sessions, the team also:
Supported 18 active volunteer Health Walk Leaders
Supported a number of residential care homes across the city to deliver Healthy Hips & Heart classes as well as assisted living homes and
local community groups.
Organised regular tea dances, inviting residents from care homes, assisted living premises and community groups.
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Social Impact Findings
Objective 1 – To Improve the Health and Wellbeing of people and communities of Salford
Activities
By:
Providing Exercise on Referral - subsidised access to gyms and pools across the city
People with long-term health conditions require programmes of exercise to be carefully prescribed. SCL have Level 3 GP referral Gym
Instructors in a number of the fitness suites who can deal with mild to moderate health conditions. Officers as part of the Active Lifestyles Team
are all Level 4 qualified and specially trained to work with people who have complex / multiple health conditions.
The exercise referral programme provides patients with long term health conditions access to an 8 week supported programme of physical
activity, including exercise classes, supervised gym sessions and health walks amongst other activities.
Over the last year there have been over 700 referrals to this service and customers reported that they have control over when and how they use
the services, allowing them to engage as much or as little as they choose. Given that many of the service users have been away from fitness or
exercise for some time this entry level approach has worked well and several service users reported moving on to swimming or exercise classes
and use of other gym equipment that they previously would have been unlikely to select. Additionally, service users reported that the manner of
the staff employed at the leisure centres was supportive and inclusive, unlike other gyms they had heard about. The staff design person centred
approaches and several people reported that they felt able to make use of the ‘plan’ provided to build their confidence. Staff are also
experienced in a number of specific health conditions and customers reported that this made for a reassuring environment where they felt
confident that staff could personalise their exercise plans and were able to identify and manage any emergency situations. Given that a small
number of SCL customers have experienced sudden health incidents such as heart attack and stroke this level of comfort was highly valued by
customers.
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Customers also reported that the referral process from their GP into all Active Lifestyle services had been smooth and straightforward. At a time
when navigating NHS services has become more and more complex, people feel able to access services easily and report feeling welcomed and
valued by the staff and the venues they visit.
Case Study – ‘A Whole New Lifestyle’
One service user, a retired gentleman recovering from a heart attack had begun his exercise pathway by using the gym, he had a
personalised plan that allowed him to build his confidence using the equipment and increase his personal interaction with other
people as he began to become a regular face at the gym. He enjoyed the feeling of increased activity and improved fitness so much
that he became a frequent visitor and gradually began to support others to use the equipment confidently. This led to the staff at the
gym encouraging him to assist as a volunteer in classes and he is now a mentor working alongside other gym instructors. His tone
and manner are engaging and instil confidence in others; this coupled with his personal experience of exercise as a means to re-
joining society after a sudden and shocking health event means he makes an excellent role model and friend to other new ‘gym
joiners’.
Some concerns were raised by customers regarding the cleanliness of centres, there was felt to be a lack of consistency across sites and
specifically some issues around wet areas and saunas. Whilst this has not deterred any of the focus group members from continuing with their
Active Lifestyle programme, it had led some customers to change their preferred leisure centre and so it is an area that needs to be tackled in
order to maintain the high quality experiences that customers are reporting more generally.
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Providing ‘Can Move’ – a cancer rehabilitation programme
CAN-Move is an exercise referral programme specifically for Salford residents who have been diagnosed with and are under going treatment for
cancer. CAN-Move will offer one to one support with a tailored exercise programme to improve physical activity levels and overall wellbeing.
The programme is a 12 week structured exercise programme which consists of 8 weeks of specialised, supervised exercise, including instructor
led circuit based classes, supervised gym sessions and Tai Chi. Following the 8 weeks the clients receive a 1 month free Aspire health and
fitness membership. Clients also have the opportunity to try out other activities such as indoor curling and health walks amongst other activities.
Customers reported feeling high levels of reassurance from the staff delivering the ‘Can Move’ programme. Several people had expressed fear
at facing exercise again following cancer treatments and yet the care, compassion and pragmatism demonstrated by the staff offered genuine
peace of mind. A number of female customers recovering from breast cancer found they were able to share their day to day concerns with staff
who were qualified and experienced to talk about related issues in a friendly and engaging way rather than using medical terminology or
converting the experience to one based solely on their previous condition. Customers did not feel that they were patients; rather they were
customers wanting to learn and improve their fitness in an exercise environment. Many of these women have built strong social connections as
a result of using the facilities and receiving support and reported this as being an enormous benefit to them physically and emotionally. All of the
customers attending the focus group reported improved sense of mental well being as a result of their engagement with the exercise facilities
and the staff teams supporting them. Over the last year there have been 112 referrals to this service.
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Case study – ‘Active and Able’
Janet was referred to the Can-Move Programme from the Breast Unit at Salford Royal. Her treatment included a right sided
mastectomy, chemotherapy and hormone therapy. Surgery left her with some scar tissue that caused reduced range of movement and
stiffness in her right shoulder and arm. Janet was also being treated for high blood pressure and her Achilles tendons were also
ruptured.
She began attending the Can-Move circuit classes with her goal being to be able to move better generally but specifically to have
improved range of movement in her right shoulder, arm and ankles.
In the first few weeks her confidence to exercise was low and she believed she wouldn’t be able to do some of the exercises. She was
often heard saying ‘I can’t do this’ and ‘I can’t do that’. She often had to sit out of the class for a while and rest and did not feel strong
enough to use any weights when performing resistance exercises, due to the limited mobility and stiffness in her right arm and
shoulder.
After a few weeks of taking part in the class her confidence began to increase due to improvements in physical fitness and through
support from the Can Move Instructor taking the class. At 8 weeks it was great to see that Janet was able to complete the full circuit
without taking rest breaks and progressed to using small weights when performing resistance exercises. She said she would like to
use the gym, which just shows how much her confidence had improved and how she had progressed with her exercise routine and
physical fitness.
Janet said, “I feel a lot more active and more able. Can-Move is an excellent programme and it has helped all aspects of my life. It
should be compulsory for all cancer patients in the area.”
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Providing COPD (Chronic Obstructive Pulmonary Disease) support programme
The Active Lifestyles Team have been commissioned in partnership with the Salford Royal Foundation Trust (SRFT) Respiratory Team to deliver
the exercise element of the Pulmonary Rehabilitation service for clients with lung conditions such as Chronic Obstructive Pulmonary Disease
(COPD). As with other programmes the specialist nature of this support is its strength. Customers reported that they felt supported and assured
by the knowledge and skills of the staff team and had witnessed staff responding to individual needs in a speedy but calm manner – given the life
threatening nature of these conditions this ability allowed customers to feel able to participate without fear.
Customers reported feeling more in control of their conditions, able to manage the physical symptoms as well as their psychological reactions to
a long-term diagnosis. These factors are influenced by the quality and ability of the staff leading the classes and several customers identified
that knowing who was leading the classes and that persons ability to engage them, talk through their problems and work with them at a pace that
suited them was crucial to their ongoing participation. Not only does this point to a high quality provision it also speaks to the fact that staff live
into the values of the organisation in all of their day to day activities.
DF first began attending the Pulmonary Rehabilitation class at Eccles. Initially he began attending once a week but by week 3
increased this to twice a week. DF began to increase the weights he was using, started sitting down less and explained how much he
was enjoying the sessions. At the end of the 6-week programme he was keen to continue exercising and was referred to the Active
Lifestyles Team. DF was given several options where he could either use the gym as an independent exerciser or attend Active
Lifestyles classes; he decided that he would like to continue with the class, as he “didn’t fancy going it alone.”
DF attended the session at Eccles the same week he finished Pulmonary Rehabilitation, demonstrating how keen he was to start. After
the session finished he asked if there were any other sessions he could attend and emphasised the fact that he didn’t mind travelling
to them. 2 other classes were suggested which were based within 5 miles of his address and he now attends 3 days a week.
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IGR (Impaired Glucose Regulation)
The Active Lifestyles team also provides an 8-week personalised exercise programme for people diagnosed with Impaired Glucose (IGR)
regulation. Referrals are made via GPs and the Diabetes Care Call Team. Activities include supervised gym sessions, swimming, exercise
classes. Over the last year there have been 130 referrals to this service.
Case Study – ‘Sharing Success’ - Experience of a participant in the IGR exercise programme and using Care Call
I was monitoring my blood pressure for quite a while – 8 years – it had always been a bit too high according to my GP. He gave me
medication, I’m still taking tablets, and the blood pressure is still high, it did not come down. Eventually we did a blood test and he
checked for sugar in my blood, he realised it was a bit too high, alarm bells started to ring, so he sent me to a diabetes specialist for
advice.
I was contacted after a very short time, maybe 4 days, by the diabetes team at Salford Royal Hospital (Care Call). I was surprised it was
so quick. They phoned me and decided to call me on a monthly basis. Every month I had a call by phone and we discussed for half an
hour things I could do. They explained the risks and how I can prevent falling into diabetes. I think there are two types of diabetes and
I was at risk of type 2. They also sent me a leaflet and some information. They sent me 2 sheets about how to manage my diet – size of
portion, times to eat and how I should manage my meals. From 2 or 3 calls they explained in details what is carbohydrate and what is
high in sugar or glucose and how that breaks down in my blood. Later they advised me to join the Salford Leisure Centre. They
pushed me a lot; they encouraged me to do exercise every day. At first I said I can walk in the streets or in the park but I liked this
option much more, there is a gym I can use just round the corner, it is easy to attend. To join the gym I had to go to Clarendon Leisure
Centre and I met with a trainer called Sam (from IGR programme) and she gave me some exercises and explained how to do them.
Sam agreed to be in touch every 3 or 4 weeks and I’ve seen her twice. We also e-mailed and she encouraged me to exercise. I got 2
months free gym membership and then they offered me a reduction, just half price for the future. Yesterday was the last call and they
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arranged the next appointment for 3 months time – this is OK, I will continue using the gym. I’m not sure now if I need to change my
diet to maintain my current weight or stick to the one I was given which is for weight loss.
I found it very helpful. I took on a new lifestyle. I am very happy about that. I keep going (to the gym) and what is most important for me
is I lost lots of weight. They gave me a goal at the beginning – I made a small error and said I was 80kg but on my scales I was 82.4kg –
they said I had to lose 5% in 6 months so my goal was to be 76kg. I now weigh in at 76.4kg so I’ve lost about 10 pounds. On the whole
the service was good; it helped me to take on a new lifestyle. I would advise others to go on this programme but I don’t think everyone
would choose this option – I was scared when they said I could get type 2 diabetes but I don’t think everyone would choose this path.
I was phoned by a woman called Sue and the last call was somebody else, she told me they were in touch with Rabbi Saunders at
Cheetham Hill. It’s possible that passing the messages of these services – that they are available and helpful – though rabbinical
authority could encourage other Jewish people to get involved. Generally Rabbis have an oversight of the communities so they could
help, guide and advise people and eventually direct them to these services when they felt the person was ready to hear the message.
I’m happy I made the drastic decision to change my lifestyle and to share this experience with others.
Providing a Postural Stability Support Services Programme
Postural Stability is a 12-week programme for those who are at risk of falls. People are referred to this service primarily from Community Rehab
and the Falls Clinic at Salford Royal Hospital. There are currently 3 courses running across the city in East Salford, Eccles and Worsley. An
additional Step Up Postural Stability maintenance class has been established at the Rainbow Rooms Community Centre as a pilot. The objective
is to allow clients completing the 12 week Postural Stability programme the opportunity to feed into an ongoing maintenance class; the session at
Rainbow Rooms sees an average of approximately 16 clients each week. Additional funding has been secured to enable an expansion of the
Step Up service with classes to be delivered in each area of the city. A new Postural Stability Support Officer has now been recruited to the
programme and the new classes are due to start and will be reported in the next accounting cycle.
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Again customer feedback is very positive in relation to the Postural Stability programme with several customers reporting increased confidence
and an improved ability to be ‘out and about’ in the community again following trip and falls. Over the last year there have been 173 referrals to
this service.
Customer Comments
The exercises enable me to maintain my mobility and household chores. I am also happy to meet others of my age group and share
their friendship. I am especially grateful to the instructors- each works very hard, single-handedly to conduct the classes. They’re
loving and sympathetic instructors and are very welcoming amongst the members.
Thank you for giving me the opportunity to join the ability class in Walkden. The Instructors helped me realise that I could walk with
confidence along with their professional skill, kindness, encouragement and laughter, we are all now “good friends”. We are grateful
for the service, it’s forward thinking and for not writing us off!
Commissioner feedback
Funders and Commissioners were also consulted regarding the provision of services and all feedback was excellent citing SCL as an
exceptional delivery partner. To this end several commissioners stated they would welcome the opportunity to work with other commissioners
currently purchasing services from SCL; and they would like to explore the opportunities for joint commissioning in order to optimise the funds
available as well as create new service offers for the community. The current practice of individual contracting reinforces a silo approach to
service delivery that could be effectively overcome by identifying shared agendas and opportunities for shared purchasing. Furthermore
commissioners identified the need to commission innovation and are keen to explore how SCL would propose to reshape services if the
organisation was given a figure representing total investment and the chance to design services from scratch. Given the drive by NHS England
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to create asset-based person centred provision, SCL is remarkably well placed to lead on a co-creation approach across the city working with
commissioners and other service providers.
General feedback
In addition to the specific comments offered above, all stakeholders offered more general feedback and this has been captured in order to inform
future accounting cycles as well as future service development:
Customers are pleased that all the services they want/need to access are under one roof and delivered within walking distance – this community
based approach is clearly essential for many people for whom long travelling times is a barrier to participation.
Commissioning stakeholders report a desire to see a wide age range of people becoming SCL customers and are especially keen to see an
increased cultural and leisure offer as a paid for service aimed at older people to tackle social isolation. Specifically they would welcome
evidence from SCL that could be used to inform commissioned services that build relationships and unlock the potential of people in the
community creating active and engaged older people.
Objective 2 – To Increase opportunities for Community Involvement for the people and communities of Salford
Activities
By:
Providing Guided Health Walks
Health Walks are available citywide in Salford; they are short doorstep walks no more than an hour in length which are led by volunteer Health
Walk Leaders. There are 9 health walks delivered each week. They provide the opportunity for people to become more active and healthy in a
social group within their local area.
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The health walks are very popular with customers, giving them a chance to improve their levels of activity, mobility and social interaction whilst
exploring their own ‘back yard’. Customers report that the walks offer them a chance to meet new like-minded people and to get back out into
the community after periods of illness or social isolation. This introductory level exercise clearly suited many of the customers in the focus
groups who felt able to participate in physical activity and movement without the need to be in a gym setting which some perceived to be
intimidating whilst others felt that wasn’t their preferred approach to fitness. Over the year there have been a total of 468 walks offered via 18
walk leaders with over 10,000 attendances. Additionally, members of the SCL team have invested time to offer training to volunteer Health Walk
Leaders, not only does this build capacity in the SCL team but it also gives volunteers the chance to become involved in community activities and
to support their friends and neighbours in health living activity. Engaging in regular volunteering and regular exercise benefits physical and
mental well being, builds confidence and positive social capital.
Providing Health Related Group Sessions e.g. Healthy @ Hearts and Healthy Hips and Hearts (HHH’s)
Healthy @ Heart classes are low-level circuit classes designed specifically for people who have experienced cardiac problems such as a Heart
Attack or who have been diagnosed with Angina or Cardio Vascular Disease. They are also suitable for those with Cardio Vascular Disease
(CVD) risk factors such as high blood pressure, cholesterol or Type 2 Diabetes.
Healthy Hips and Hearts (HHH’s) is a chair based exercise class targeting the over 50’s that aims to reduce social isolation and improve health
and wellbeing. There are over 80 classes established across the city in residential and sheltered housing run by staff in the sites who have
received the HHH’s training. There are also sole volunteers, who are members of the community wishing to enhance the lives of older people by
delivering community sessions on SCL’s behalf. The Active Lifestyles team provide mentor training and support the mentors and sole volunteers
in establishing sessions.
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Case Study – ‘Finding Friendship’
The patient was referred from his GP to the Active Lifestyles Team due to being overweight, developing Type 2 diabetes and currently
not taking part in any form of exercise. He was very apprehensive at first and struggled to motivate himself. He was issued with an 8
week Active Lifestyle pass, which enabled him to attend the H@H Class at Clarendon Leisure Centre, and then got into a twice-weekly
routine of exercise. He was paired up with another fairly new lady and they helped and supported each other and had a good chat
throughout the session. This has really helped them both to continue attending the class, and have both started to enjoy the social
aspects of the class. They both now stay for the refreshments post class, and even attended the Christmas Party.
Providing Referrals to Other Community Based Education and Cultural Services
Customers reported having been given information and access to a range of other cultural, education and learning opportunities including IT
courses, Tai-Chi, Pilates, Curling, and Yoga. They also reported engagement with a reading mentor programme and arts based sessions.
Additional services requested included CPR training and access to free local venues for informal social groups.
Additionally customers reported some unexpected outcomes as a result of their engagement with SCL including:
Increased political awareness – customers felt that they were being told that health services are under review – whilst they appreciate that
this is not the responsibility of SCL they felt empowered to have a voice and were more inclined to demand decisions on services that affect
their health and the health of their families.
Increased activisim – several customers reported having engaged in campaigns to tackle the potential loss of health services in Salford.
Their increased confidence had led them to feel motivated to make a stand in their communities and represent those voices that are often
unheard when service decisions are being made.
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Increased advocacy – customers reported that they want to ‘spread the word’ and encourage others to get active. This may offer a potential
group of ambassadors to promote the work of SCL across all areas of the city.
Ensuring the Diverse Communities of Salford are Supported
SCL recognises that additional inclusive activities are essential to engage parts of the communities of Salford that may not readily engage with
physical activity but may attend cultural events that allow SCL to then engage with people and raise awareness of its other services. The
breadth of cultural and community events is extensive and includes:
Several Healthy Hips and Hearts sessions take place for specific groups including classes such as “Women Working Together” and “Salford
Link” for Asian ladies, “Warm Hut” an African Ladies Group, Gan Eden for the Jewish community, and the session at Wai Yin Centre for the
Chinese community. All of the groups thoroughly enjoy their sessions.
Monthly meetings with the Salford lack and Minority Ethnicities orum, Celebrating iversity Group at rdsall, and the Community Caf
Asylum & Refugee seekers Group at Emmanuel Church in Ordsall.
Summer celebration event at St Sebastian with the ver 55’s riendship group.
Celebration Art & Craft event with Ordsall Community Arts at the Emmanuel Church with Rainbow Haven’s group.
Eid celebration event with The Unison organisation attended by diverse communities from all over Manchester.
Salford Weight Management Group working around the obesity strategy
Integrated Care for Older People Collaborative - an ongoing project made up of seven subgroups that aim to reduce hospital admissions in
older adults, enable people to maintain independence, to die in their preferred place, and to feel socially connected with better access to
services.
Greater Manchester Walking Festival
Promoting Community Healthy cooking event - sampling and tasting healthy food cooked by different communities
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roughton Trusts’ amily un ay event - the aim was to celebrate diversity and to challenge discrimination. It was an opportunity to share
and explore the different communities and cultures that make up East Salford
Customers reported that the events were enjoyable, offered opportunities for increased community involvement and gave them a sense of
belonging to the community. All of which are factors in feelings of improved well-being and community safety as well as improved sense of
community cohesion.
Objective 3 - To be considered a great place to work by the staff team
Activities
By:
Ensuring all staff understand clearly the offer from SCL and can communicate this well with customers and partners
A staff survey was undertaken across all of SCL’s activity areas and findings informed this objective. Of 439 staff, 121 responses were received.
Overall staff satisfaction levels are high however some comments suggest a lack of clarity around elements of the SCL offer that could
compromise development opportunities, or create confusion for customers.
Clearly the Active Lifestyles team has excellent understanding of the specific health related offers as outlined in the previous findings, however
clarity around concepts is essential if they are able to share SCL’s aspirations with other stakeholders. The language of every day may assist
with this so that people feel closer to the concept and able to give examples of the priority areas in action.
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Supporting staff through time and resource to undertake personal and professional development
All members of the Active Lifestyles Team are trained and accredited health professionals able to support customers and deliver high quality
services. Their accreditation is reviewed regularly and maintained to meet all compliance requirements. Several staff identified the need for
ongoing staff investment in their comments on the staff survey and recognised that high skills, knowledge and morale contribute to the manner in
which staff engage with customers.
Staff also noted that whilst services are under increasing financial pressure, this leads to feelings of uncertainty for staff members who are
anxious about job security. Several staff suggested increasing levels of volunteer staff to support the essential core team, coupled with
additional fundraising from external sources to ensure longevity.
Commissioning partners also recognise the need for consistency and longevity in service quality and appreciate that SCL staff in the Active
Lifestyle team bring an excellent attitude to customer service and partnering. Commissioners have suggested that co-commissioning and pooled
budgets may allow for longer contracting periods and security of service and employment. Commissioners are keen to pursue this course over
the next accounting cycle.
Ensuring staff are able to contribute effectively to service developments informed by customer and partner interactions
All staff receive regular support and supervision from line managers and are encouraged to make suggestions/contribute to shaping services and
their delivery. The high level of ownership of services displayed by staff coupled with the frequent comments from customers and partners in
praise of staff commitment to excellence is evidence of SCL empowering its staff to contribute to the shape and design of high quality services.
Additionally staff feel able to challenge service design as evidenced by comments from the staff survey including:
Salford Community Leisure - Social Impact Report 2015 – 2016
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“We need to try and keep up with the private sector. We can fall behind on image and some areas don’t offer what other areas are offering so
we’re not keeping up with trends. This has a major impact on sites when we have other health and fitness clubs opening around that have the
image, offers and are sometimes cheaper than ourselves”
“We need to ensure culture is recognised as an essential contributor to health and well-being, community involvement as well as education and
skills”
Other Added Value
The team members deliver a great deal of volunteer training, many of whom go on to deliver health walks, chair based exercise (HHH’s) and
other classes. This not only builds the capacity of the team but also encourages and engages people to become a more active part of their
community, building social capital and community confidence.
As an employer SCL employs 70% of its workforce from within the city meaning that local people benefit from employment opportunities and
contribute to the local economy. Furthermore SCL is working towards being a Living Wage employer and has a commitment to using local
suppliers, which also contribute to economic stability and growth.
SCL has also set targets to reduce mileage and use more energy efficient equipment thereby constantly improving the environmental impact
of the organisation and is a founder partner in Salford Social Value Charter.
Values
All stakeholders were consulted upon the extent to which SCL lives into its stated values of:
Open – SCL is keen to learn from its stakeholders and listen to their ideas and critique
Caring – SCL care about individuals and communities and serve both with professionalism and compassion
Honest – SCL are open and transparent in all their activities and interactions with colleagues, customers and partners
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Socially Responsible – SCL wants to be a positive contributor to the locality, behaving in a manner that supports the social and economic
prosperity of Salford
Consistently all stakeholder respondents felt positive that these values were reflected in the manner in which the organisation and its staff
conduct themselves.
The staff and partner survey results indicate that over 90% of staff are aware of the core values and over 90% of staff and partners agree that
SCL demonstrates its core values in its day-to-day practice and activities. ‘Caring for others’ was rated highest by staff and partners rated being
‘Honest’ highest.
Other comments from Commissioning partners that evidence the delivery of the SCL values included:
“The team live into the
values every day, that’s
why their services work”
“They deliver person centred
services based on person focused
solutions, they create unique
pathways into and out of our
services”
“The Active Lifestyle team is
committed, efficient and
effective delivering great
patient outcomes”
”I wish all our providers were so
easy to work with and so
responsive to requests for
information. The user feedback
we have received has been very
positive.”
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This is re-enforced by response from customer feedback sought during the focus group session where individual comments included:
Because SCL is seen to be living into its values through the actions of the Active Lifestyle team it is a trusted partner for commissioners and for
service users. People feel confident in the service and perceive that the impact achieved is a fundamental part of improving the quality of life for
Salford residents.
“The staff are so good because
they treat everyone well “
“It feels like the staff give a
safety net of support”
“I have a whole new
approach to my life which I
never expected, it’s given
me new opportunities to get
involved and I really enjoy
it”
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Economic Impact
As an organisation established to benefit the community SCL is conscious of the need to be a positive net contributor to the local economy of
Salford. Action such as high levels of local employment and a commitment to becoming a living wage employer assist in a positive economic
benefit; however the consequences for individuals of the activities delivered by the Active Lifestyles programme bring an even greater positive
economic impact. In order to enumerate this impact, the Housing Association Charity Trust (HACT) social value bank has been used to provide
proxy values for the wellbeing impacts delivered. The activity undertaken to develop the HACT social value bank has created the “largest bank
of methodologically consistent and robust social values ever produced. The values can provide a basic assessment of social impact, provide
evidence of value for money, and compare the impact of different programmes” (http://www.hact.org.uk/social-value-bank). All the data used to
create the bank of values has come from central government sources and as such is considered to be the most trusted value set available at this
time. The values have been applied to the activities of the Active Lifestyles team and a wellbeing value calculated. The outputs are taken from
the monitoring documents compiled by SCL and reported to funders and commissioners; the attribution rates have been conservatively
estimated based upon knowledge of other service providers in the area and the likely contribution to the delivery of the outputs identified. This
has been summarised below:
Activity Proxy Value Per
Person (£)
No. of Outputs
Delivered
Attribution
Rate Applied %
Social Value
Generated (£)
Cumulative Total
Social Value (£)
Regular volunteering 2582 15 100 38,730 38,730
Regular attendance at voluntary or local organisation
1824 15 100 27,360 66,090
Feel belonging to neighbourhood 2252 614 50 691,364 757,454
Relief from depression/anxiety (adult) 36706 45 50 825,885 1,583,339
Good overall health 20186 614 75 9,295,653 10,878,992
Frequent mild exercise 2122 921 100 1,954,362 12,833,354
Member of social group 1110 307 50 170,385 13,003,739
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These values are based upon 1151 individuals referred to services and an assumed drop out rate of 20% between referral and attendance.
These are conservative estimates but identify that a wellbeing value of £13,003,739 (i.e. the value of the wellbeing gain to service users in the
city) has been generated by SCL activities.
Environmental Impact
Whilst the activities of SCL are not focused upon specific environmental impact the organisation is conscious of how its day-to-day work can
affect the environment and as a consequence the team has taken or is planning actions to mitigate an adverse environmental impact. Such
actions include;
Energy and carbon efficiency
SCL is determined to reduce energy consumption and its associated carbon emissions through reduced mileage and the use of more energy
efficient equipment. SCL work closely with Salford City Council’s Energy Audit team that awards each of the SCL facilities with an energy
efficiency-rating certificate. Each year SCL strives to see its ratings improve and carbon emissions reduced.
Water quality
SCL test the quality of its water on a regular basis and make sure that it is independently verified. As an example, the quality of the open water
at the Watersports Centre in Salford Quays has improved over recent years following investment in a water quality management strategy. The
significance of this has been recognised by the Institute of Fisheries Management and the Angling Foundation, who awarded Salford Quays the
UK's most prestigious fisheries award, The Good Management Award.
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Construction and re-development
SCL operate a wide range of facilities from a Grade 1 listed building to leisure centres and community centres. There is a constant programme
to improve and enhance the facilities and the services on offer for users. When SCL undertake a redevelopment project, key considerations are
the: -
Utilisation of appropriate materials, local contractors and suppliers
Reducing waste from construction operations
Providing customers with a comfortable environment whilst taking steps to reduce energy consumption
Work with partners to encourage training opportunities and apprenticeships during long construction contracts
Long-term maintenance and replacement implications
Local suppliers
Wherever possible, SCL seek to work with local manufacturers and suppliers. For example, all the items commissioned in the museum shops are
sustainably sourced and manufactured with a minimum of excess packaging. By developing a local supply chain SCL is seeking to retain wealth
within the local area, build wealth by purchasing from local businesses or social enterprises and contribute to improved employment
opportunities, as local businesses are able to grow and recruit new staff. By promoting this behaviour SCL is seeking to influence other local
organisations to buy locally and thus build the wealth of the Salford economy. Typically when £1 is mindfully spent within a local economy it
produces five rounds of spending – i.e. it can be recycled through 5 transactions before it leaves the local area. When this is compared to
expenditure made without such a local focus the £1 is transacted only 3 times before it leaves the local economy. This data from the New
Economics Foundation is evidence of how any business or individual can contribute positively to the economy of their local area.
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Conclusions
1. SCL provides a range of consistently high quality services that are well used by customers.
2. Customers report positively on all services and are keen for additional services to be offered by SCL suggesting high levels of confidence and
trust.
3. SCL is well respected by referral agents and models exceptional partnership behaviour, looking for ways to develop and improve services
constantly.
4. Referral numbers have been consistent across the range of activities with slight increases reported in Healthy@Heart referrals, this may
indicate growing awareness amongst referral agents
5. SCL has an opportunity to influence the commissioning landscape by demonstrating a willingness to initiate group discussions with
commissioners, tackling the reduction in available resources by seeking pooled budgets and intelligence driven commissioning practice.
6. SCL produces regular monitoring data but the team are in the process of improving their monitoring to enable them to provide more detail on
the number of clients engaged in all activities, this will assist in transparency of reporting and will contribute to future accounting cycles.
7. SCL staff are the customer facing representatives of the company, as such they have many opportunities to communicate with customers
directly; ensuring staff are fully informed with all the information they require and improving internal communications will help to continue to
deliver a high quality service to customers.
The following recommendations have been drawn from the findings of the report and are intended to allow SCL to build on and
improve its social, economic and wellbeing impact over the next reporting cycle. The recommendations may relate to specific
organisation culture and/or behaviour that will assist the organisation; or may relate to specific activities that will build on the existing
social value contribution SCL makes to the city of Salford.
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Recommendations:
1. Ensure regular and comprehensive communication is taking place at every level of the organisation – frontline staff must be informed and
equipped to engage with the customer base effectively.
2. Consider the initiation of a commissioner event – use this to inform and update commissioner partners and explore co-commissioning and
pooled budget opportunities.
3. Given the specialist nature of classes they are increasingly popular; this has led to concern around a dilution of attention in the classes, as so
many people want to join. It may be necessary to consider how to staff classes to avoid this perception of a diluted service and to maintain
engagement with new and long-standing customers.
4. The focus group was predominantly older service users and in future accounting cycles it would be interesting to target the voices of some
younger people in the city who access the Active Lifestyles team.
5. Consider the design of a culture and leisure offer for older people.
6. Several people stated that they use the facilities to support weight loss and that they want to feel comfortable around the pool. As such they
would like more female only sessions including Aquafit and Zumba, which are very popular sessions.
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APPENDIX 1
Key Aspects Checklist
Number Date/Details/Comment
1.1 Number of people:
Full-time
Part-time
Occasional
Volunteers
Directors (or equivalent)
Members (if appropriate)
181
290
357
62
3
812
70% live in Salford.
Directors: 1 female 2 male
These member numbers are already included in the categories above
1.2 Examples of specific policies or arrangements: Y N NA
a. employee contracts
b. employee job descriptions
c. staff appraisals / 1:1s with a line manager
d. staff and volunteer induction training Provide reference to details on staff and volunteer training
e. staff and volunteers continuing professional
development
Provide reference to details on staff and volunteer training
f. grievance procedures
g. disciplinary procedures
h. equality and diversity policies
i. equal opportunities
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j. pay differentials between the highest paid and
the lowest paid
k. family friendly policy Flexible Working Policy/Parental Leave/Carers Leave/Special Leave/Career
Break scheme/Buy Back Annual Leave
l. work – life balance policy
m. health and welfare policies e.g. breastfeeding,
physical exercise, healthy workplace
n. employment policy around use of zero hours
contracts, Living Wage, etc
Our rates already exceed the National Living Wage and we are working
towards accreditation for the Foundation Living Wage/ Zero hours contracts not
used
o. cooperative/staff/union – management relations
and staff empowerment
Unions recognised. Mechanisms for raising issues in place – quarterly meeting
between Union reps, the Chief Executive and Head of service with responsibility for
HR, Health and Safety Group (Chief Executive, Health and safety Manager and
Service reps) – meets quarterly.
1.4 Compliance:
Give details of any external standards (regulatory,
legal, statutory, industrial, etc.) regarding bodies
that you comply with.
Quest for Sports Development.
In the process of working towards Quest accreditation for Eccles Leisure Centre.
Learning Outside the Classroom- Ordsall Hall and Salford Museum and Art Gallery
1.5 Consultations, involvement and engagement of
people: (It is expected that organizations will from
time to time consult their employees and
volunteers)
Y N NA Date/Details/Comment
a. consultation or involvement with paid
employees
b. consultation or involvement with volunteers
c. other
7.
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8. Additional information showing commitment to people:
9.
10.
11. 2 Governance and accountability
12.
2.
1
Legal Comments
Legal form of
organization:
Community Benefit Society with registered Charity Status.
2.
2
Formal
partnerships
Service Level Agreements in place with Salford City Council.
A number of commissioned contracts in place, e.g. Public Health, CCG
2.
3
Quality systems
Approved Training Centre status for Health and safety courses.
Accredited training centre for Office of Qualifications and Examinations Regulation (OFQUAL) recognised Amateur Swimming
Association courses (ASA)
Contractor Health and Safety Scheme (CHAS) accreditation, giving partners assurance of the organisations health and safety
credentials.
2.
4
Other ethical
‘features’
Signed partner of Salford’s Social Value Charter.
2.
5
Examples of
specific actions…
Y N N
A
Date/Details/Comment
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40
Appropriate annual
return filed
Financial Conduct Authority (Mutuals Register) filed 27/9/16
Annual General
Meeting held
21/9/16, attendance levels (38 attended 439 apologies)
Regular
Board/Management
Committee meetings
4
Annual Report
published
Please refer or link to the Annual Report:
http://www.salfordcommunityleisure.co.uk/sites/default/files/uploads/documents/Financial%20statements%202016.p
df
Membership
increased/decrease
d
100,812 members which had decreased by 24 in the year
2.
6
Compliance:
Give details of any
external standards
(regulatory, legal,
statutory, industrial,
etc.) regarding
general governance
that you comply
with.
Comply with regulations for Co-operative and Community Benefit organisations including rules of society, governance
structure – Members, Forum and Board and management agreement with local authority.
2.
7
Consultations and
dialogue:
Y N N
A
Date/Details/Comment
a. with members of
the organisation
b. with members of
the Board or
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41
Management
Committee
c. with Advisory
Body members (if
appropriate)
Additional information showing commitment to governance and accountability:
3 Asset lock and use of surplus
An ‘asset lock’ refers to degree to which you ensure that assets are retained for social and community benefit and that they are not used to directly and
excessively benefit individuals. Within different organisations there are ‘degrees’ in which this happens or not.
3.1 Asset lock Y N NA Date/Details/Comment
Asset lock included in the constitution Please give paragraph reference
3.2 Examples of use of surplus: Y N NA
a. no surplus made Please tick all relevant in current year and add in explanation if required
Surplus reinvested to enhance services and facilities for the local
community.
b. to reserves or re-investment
c. to charitable purposes
d. to employee bonuses
e. to directors’ emoluments
f. to other
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Additional information showing commitment to social and community benefit use of assets and surplus:
We are committed to enhancing the physical and cultural wellbeing of the community through the sport, library and cultural opportunities we offer across 40 venues, which attract millions of customer visits each year. We work hard to ensure each and every experience is the very best it can be. Passionate about delivering value for money, we reinvest all our profits because we believe that leisure and culture should be at the heart of every community. By being active with us, you are supporting your local community.
4 Financial sustainability
4.1 Accounts Y N NA Date/Details/Comment
Balance sheet strengthened/weakened Balance sheet deficit of £3,098,843 but excluding pension liability which
Local Council acts as guarantor leaves a £2,805,157 balance sheet surplus
improved on £2,418,601 surplus in the previous year.
Profit/loss for year £386,556 surplus excluding pension accounting adjustments (FRS102
standards), when applied shows loss of £387,444 but note above
comments.
4.2 Examples of policies on finance Y N NA
Purchasing policy
a. local suppliers
b. Fair Trade Suppliers
c. other ethical purchasing
Service level agreement with Salford City Council procurement team and
SCL officers designated to undertake procurement in specified areas.
Working towards Foundation Living Wage Accreditation
Payment terms (or payment practices) Maximum 27 days terms and commitment to ensure ‘small suppliers’ are
priority payment. Ability to release same day payment as required.
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Tax policy/practice
Parent company operates as a “not for profit” cooperative
organisation and is recognised by HMR&C as a charity for taxation
purposes, trading company pays over any profits annually to the
parent company via GIFT AID
Assessment of financial and ethical risk
Budgeting/planning
4.2 Compliance:
Give details of any external standards (regulatory,
legal, statutory, industrial, etc.) regarding finance
that you comply with.
This might include filing accounts, etc. Full audit of accounts by our auditors Beever and
Struthers. consolidated accounts filed with Financial Conduct Authority and trading subsidiary
filed with Companies House. Quarterly VAT returns submitted to HMRC.
Annual Corporation Tax returns submitted to the HMR&C for Parent & subsidiary companies.
Additional information showing commitment to financial sustainability:
5 Environmental sustainability
This refers to your impact on the environment.
5.1 Environment policy Y N NA Date/Details/Comment
Environmental policy in place Please attach a link or refer to it
5.2 Examples of environmental practices… Y N NA
a. energy use: heat and light Please attach reports or refer to if available
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b. energy use: transport Mileage guidance available and targets set for reducing mileage.
c. consumption of materials
d. re-use of materials
e. recycling of materials
f. waste disposal
g. other Please list and refer to as appropriate]
5.3 Compliance:
Give details of any external standards (regulatory,
legal, statutory, industrial, etc.) regarding the
environment that you comply with.
You may refer to specific, recognized environmental standards they have adopted. Alternatively
they may submit a completed Green Office Checklist
Additional information showing commitment to environmental sustainability:
6 Economic contribution
All organisations have an economic impact where ‘economic’ is defined as exchange of goods and services. The economic impact of an organisation should
not be seen as an end in itself but as a means to an end – social and/or community benefit.
6.1 Economic contribution Y N NA Date/Details/Comment
Economic contribution explained – positive affect on
inequalities with assumptions
Please refer to an explanation in your social accounts
social inclusion, discounts applied and access for specific group
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Room Hire in community centres at a reduced rate for community groups
6.2 Examples of specific procedures… Y N NA
Report on effect of purchasing policies available Please refer to any of these contributions which will be referred to
Local multiplier effect of organization calculated
Savings to public purse calculated
Value of volunteer contribution
Total inward investment attracted
Cash and in-kind contributions to the community
6.3 Other financial, monetising and economic
impact calculations
This might include SROI reporting, Value for Money
indices, Cost Benefit Analysis
Please describe and/or refer to any other ways of having an economic impact
Additional information showing commitment to having a beneficial economic contribution: