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Salford Community Leisure Active Lifestyles Team Social Impact Report 2015-2016

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Salford Community Leisure – Active Lifestyles Team

Social Impact Report 2015-2016

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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:

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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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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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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: