Tees Active is a charitable leisure trust established by Stockton-onTees Borough Council in 2004. As well as providing cost-efficient management of council facilities, it delivers a range of commissioned services that contribute to the local health strategy.
Tees Active was formed in 2004 with the transfer of services in leased buildings from Stockton-on-Tees Borough Council. The core contract includes four leisure facilities, a theatre, gym facilities, an indoor bowling venue, childcare services, a climbing wall and an ice arena. The initial contract has been extended by 20 years to 2039.
From the outset, there was a strong alignment of the trust objectives to those of the council, particularly on social impact. Tees Active has seven strategic aims:
- to deliver a high-quality, innovative, customer-focused service
- to maintain a high-quality, sustainable stock of facilities
- to ensure the service appeals to all aspects of its communities
- to maintain a motivated, well-trained, focused and engaged workforce
- to reduce the cost to client authorities of operating the service
- to expand the company reach
- to achieve year-on-year increases in visitor numbers.
Within a year, both organisations had made capital investment into the facilities. Tees Active has also invested in services over and above the contract with the council, such as the exercise on prescription scheme and local sports academy.
Both of these investments are seen by councillors and officers as evidence of the positive impact of the trust model.
Maintaining positive working relationships between officers, councillors and Tees Active has been critical to the partnership’s success. This has been underpinned by Tees Active’s commitment to inform and involve people, consult on developments, listen to feedback and liaise with councillors and community groups. When Tees Active was successful in gaining an external contract, it kept the council informed and assured that the focus on Stockton would not be affected. In fact, this contract has enabled additional revenue to be invested in services and facilities for Stockton-on-Tees communities.
To support the long-term objectives of the partnership, Tees Active proposed an option to progressively reduce the need for subsidy. In order to meet the twin aims of saving costs and service development, it provided options based on investment, service expansion and consequent revenue savings: in essence, a series of invest-to-save options and a reduction in the management fee paid by the council.
Impact and outcomes
The partnership has led to positive impacts financially, to service quality and community participation. Due to the strong partnership and clear achievement of the original objectives, the council was happy to use prudential borrowing to invest £14 million in facility development, repaid by Tees Active through increased revenue. The council also invested capital to complement the trust’s contributions, leading to a total of almost £30 million to transform the original facilities.
The council’s subsidy to Tees Active is gradually being reduced. The approach has been to take a long-term view of service development, investment and subsidy reduction while expanding the range of services. By 2018 the subsidy will have reduced by almost 60 per cent while participation has increased by 45 per cent (since 2004).
Tees Active has developed a strong relationship with colleagues in public health, delivering a range of commissioned services to contribute to the local health strategy.
Looking to the future
Both organisations have a strong sense of partnership, shared ownership and responsibility for growth and efficiency in the sports and leisure sector. When the contract extension was being considered, the council commissioned an external assessment which concluded that Tees Active provides good value for money and that its culture, ethos and values align with those of the council.
The trust’s new business plan sees a sharper focus on community engagement and health interventions, both of which make key contributions to council objectives, prioritising those people most in need. This will see Tees Active working more closely with other local services and organisations, including the voluntary and community sector, further cementing its role in supporting the delivery of local strategies.
Key learning points
- A close working relationship is essential in order to align priorities, maintain a focus on development/improvement and ensure colleagues and communities feel that the trust ’belongs’.
- Good personal relationships help to maintain a positive partnership. Tees Active is succession planning to ensure this continues into the future.
- Maintain and develop a culture and ethos which has social impact at its heart.
- Identify issues early and provide solutions: there is an evidenced link between being solution-focussed and long-term sustainability.
Contact
Steven Chaytor
Managing Director
Tees Active
[email protected]
or
Leisure and Sports Development Manager
Stockton-on-Tees Borough Council
[email protected]