CULTURE AND SPORT GLASGOW

1

• CULTURE AND SPORT GLASGOW
• ACHIEVING ADDED VALUE THROUGH QUEST
• By
• Bill Baird Service Quality Officer (Sport)

2
Overview of Culture and Sport Glasgows Quest
Programme

• December 2003 Kelvin Hall International Sports
  Arena became the first Glasgow Centre to achieve
  Quest Registration
• December 2006 Glasgow had achieved 13 Registered
  Centres with an average score of 67 plus Sport
  Development had achieved Quest Highly commended
  status
• December 2008 Glasgow consolidated its 13
  Registered Centres with an improved average score
  of 69
• 2009 Donald Dewar Leisure Centre became the first
  Glasgow facility to achieve a score of 75 Quest
  Highly Commended and Easterhouse Pool became
  Culture and Sport Glasgows 14th Centre to
  achieve Quest Registration with a 1st cycle score
  of 72
• May 2009 Glasgows average score across 14
  facilities is currently 71
• Current cost of Quest to Culture and Sport
  Glasgow is 15,000 per year.

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Quest Assessments Planned for 2009/10

• 2009/10 Culture and Sport Glasgow Plan to put
  another 5 sport facilities through Quest these
  are likely to include
• Castlemilk Pool
• Pollok Leisure Centre
• Toryglen Regional Football Centre
• Haghill Community Sport Centre
• Lethamhill Golf Course.

4
Some of the benefits we have achieved as a result
of Quest

• Some examples of Added Value include
• Quest helps facilitate friendly competition
  between sites
• Quest has helped us improved Staff product
  knowledge and has proved a useful tool for team
  building
• Quest has encouraged us to get staff more
  involved and therefore foster greater ownership
• Quest has provided opportunities to benchmark
  both internally and externally
• Quest has allowed us to gather evidence of
  improved customer satisfaction and partnership
  working
• Quest has encouraged us to adopt a more robust
  business planning process
• Quest has encouraged and challenged us to
  continually improve
• Following a recent review our Operations Managers
  indicated that their average satisfaction rating
  with the Quest programme is 86.

5
Some of the challenges that we still need to
overcome

• We need to use our research more effectively to
  drive our business
• There is still not universal buy in from all
  Staff working at all levels within the
  organisation
• We still need to improve our communication
  systems and procedures throughout the
  organisation
• We need to further develop our partnership
  working arrangements including making greater use
  of internal partners such as our support service
  function
• Not all our facilities are currently quality
  assured under the scheme which has led to us
  operating a slightly two tiered service.

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Customer Exit Surveys one example of where we
have achieved added value through Quest

• Initially picked up as an example of best
  practice from South Lanarkshire Leisure at the
  first Scottish Benchmarking Seminar held at
  Tollcross Leisure Centre in 2005
• Exit Surveys have allowed us to capture a wide
  range of primary research from our customers
• Has allowed us to demonstrate high levels of
  customer satisfaction within all our Quest
  Registered Centres
• Has proactively allowed us to identify areas for
  improvement from our customers
• Has allowed us to profile our customers at each
  of our sites, which in turn means we can begin to
  tailor our programme much more effectively

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Customer Exit Surveys some initial findings

• Our Exit Survey programme is specifically
  designed to allowed us to identify potential new
  members for our Glasgow Club membership scheme
• During 2008 we obtained approximately 800
  questionnaires across the Service.
• From this we achieved 140 confirmed contacts for
  the Glasgow Club (this represents a 17.5 return)
• Following a cost benefit analysis we established
  the following assuming 56 customers agree to
  join Glasgow Club and remain members for 1 year,
  this could potentially generate income in the
  region of 15,000 per year.
• This would pay for Culture and Sport Glasgows
  entire Quest programme for 1 year.
• Following a review we established that
  approximately 60 (84) of these contacts were
  signing up to the Glasgow Club. This could
  potentially represent income in the region of
  21,773

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Customer Exit Surveys future plans

• Culture and Sport Glasgow plan to increase the
  number of Questionnaires from 800 in 2008/09 to
  1500 in 2009/10 (an increase of 87)
• If a similar pattern is repeated Culture and
  Sport could potentially achieve an additional 263
  contacts for the Glasgow Club
• A 60 uptake could generate 158 potential Glasgow
  Club members
• This could potentially represent income in the
  region of 41,076
• The cost of Quest is 15,000 potentially rising
  to 20,000
• This could provide a potential profit of
  approximately 21,000.

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Summary

• Culture and Sport Glasgow currently has 14 Quest
  Registered Centres plus Sport Development
  Equalities Section
• We are working towards an additional 5 Quest
  Registrations in 2009/10
• Our Quest programme has allowed us to clearly
  identify numerous benefits, improvements and
  added value throughout our facilities and the
  services that we deliver
• Quest has helped us to identified that we still
  have challenges that we need to overcome in an
  effort to make us a more effective organisation
• An example of best practice obtained through
  Quest has allowed us to demonstrate increased
  Glasgow Club membership which can assist in
  offsetting the costs associated with our Quest
  programme.