You may have just gone through a Best Value Review of your Leisure Service or perhaps are considering the options for challenging your service in the best way possible. Whatever you're looking for whether tendering the service in the open market or setting up a Trust, you may not yet have considered a Fast track to Success - An 'Operational Partnership'.

This is the position that South Somerset District Council found itself in, following the Best Value Report of the Goldenstones Pools and Leisure Centre, August 2002.

The Executive Summary suggested that: 'Goldenstones performs efficiently in comparison with other authorities and other types of facilities but there has been an over emphasis on curtailing cost rather than ensuring money is used wisely.'

As part of the Best Value recommendations, it was proposed:

'That the Centre should look to develop a long term operational partnership with the private sector or other organisation to meet the identified needs that the Centre is unable to meet alone. This is likely to include marketing and promotion, maximising income generation e.g. at off- peak periods, auditing skills of staff, mystery shopping etc.'

This meant learning from an organisation who had improved through experience, so not having to 'reinvent the wheel'.

The leisure service at Goldenstones Pools and Leisure Centre has always been a very high profile centre within Yeovil. Goldenstone's casual swimming figures in relation to the total population are testament to the high percentage of people using the pool every week. South Somerset District Council were keen to find a high quality leisure management operator or adviser who would work closely in supporting the service in several areas.

It was important that the partnership arrangement was based upon a sound financial footing, but at the same time took into consideration high service delivery standards which were required. There was also a need to identify the potential for expanding social inclusion opportunities and Sports Development.

D C Leisure Management (DCLM) was selected as a company with flexibility and experience in Operational Partnerships which possessed the right combination of financial control and high quality leisure management support.

One of the most important determining factors for South Somerset in coming to the decision was the practical management element where DCLM supplied immediately an Operational Partnership Manager whose role was to meet all the staff and explain what was happening and how they would be contributing to the service plan.

The initial partnership agreement was for three months and included a requirement to carry out a full audit of Goldenstone's facilities and operation. It was divided into a number of key areas including Food & Beverage, Health & Fitness, Health & Safety, Swimming Development, Membership & Sales, Marketing, Benchmarking and Forecasting.

At the commencement of the agreement, the DCLM Group Managers responsible for each of the above areas came in to the centre to carry out detailed audits. Each audit was completed with the manager within Goldenstones responsible for that area of work.

It can be quite daunting for staff to hear that they are going to be audited across their service. It was crucial this was handled well. Staff felt that in reality the auditing process actually became empowering, as many of their thoughts and ideas were integrated into the report's recommendations.

The results were co-ordinated by the Operational Partnership Manager who presented his report to the Leisure and Cultural Policy Panel. He identified what Goldenstones might be able to achieve in each key area over the following 12-month period. As well as making area specific recommendations, the report included a detailed benchmarking exercise which allowed for comparison between Goldenstones and similar facilities operated by DCLM. This clearly identified where performance was on target and where there were further opportunities to improve both income and expenditure to optimise the service.

The forecasting exercise put all these figures into one place and showed the effect of DCLM's proposed changes on the Bottom Line that could reasonably be expected at Financial Close. This clearly stated income and expenditure targets for every area within the centre. In this report there was some £57K additional income above the Council's budget for 2003/04 plus savings on expenditure. The twelve month out turn figure became DCLM's target.

From recommendations made in the report plus initial operational changes resulting in a good period one and two, South Somerset District Council took the decision to extend the partnership agreement to a twelve month period.

This allowed DCLM to put into practice the recommendations in the report in a very practical way by supporting managers in the decision making process. By period three it was clear that several of the recommendations made in the report had been implemented and were beginning to improve service delivery with many positive comments directly coming from customers.

A significant move was the appointment of the existing Assistant Manager to Acting General Manager to lead the team at the centre. Much emphasis was put on this appointment and this has proved a great success.

Other changes in the centre saw the caf with a new service counter better orientated to the entrance and which complies with DDA. A new vending area was created closer to the main passage of people and new routines were introduced to the existing operation of the caf itself.

The old health and fitness centre had an up-lift with new Precor CV and Cybex strength equipment delivered into the decorated centre along with updated retention programmes started with members and new sound and music system.

A Customer Advisor position was introduced to the centre to meet and greet customers that soon showed dividends. The first three period sales targets were met every month with good responses from customers one in particular commenting on the high level of service compared to the local private competition.

The Swim School ran for the first time during the summer holiday following the introduction of the National Plan for the Teaching of Swimming. It was over 65% up on previous course bookings, as people sought to enjoy the increased opportunities on offer.

The key to all the changes has been partnership and working toward a common goal. By having a shared vision of where the centre should go it has been possible to combine the best of the public sector with the best of the private sector to move the service forward. Managers have been able to concentrate on service delivery and the viability of the service.

Jay Lewin Acting Centre Manager said: 'One of the most useful parts of the partnership is knowing that there is someone on the end of the phone to call up and get real practical advice and help in running our business.'

Martin Woods South Somerset Leisure and Culture Group Manager said: 'The Operational Partnership has given Goldenstones what it needed - a fresh impetus. One of the big problems was clear financial targets and we've now got them. The partnership has given us an accurate assessment of each area of the facility. We are in a good position to move forward and are looking at development plans.'

The Fast Track for South Somerset is proving to be a successful and effective way forward for the future provision of a high quality leisure service.