Place Category: Sport & Leisure
The services provided by Live Active Leisure form a major component of the civic infrastructure and make a significant contribution to the quality of life of individuals and communities across Perth and Kinross. The intrinsic value of these services is confirmed by the high levels of satisfaction recorded in user surveys. These services are valued not only for their specific provision, but also for their contribution to a sense of community and to personal and collective perceptions of wellbeing. The facilities and services form a vital element in:
- Increasing individual’s participation in social, cultural and economic life and developing active citizenship.
- Investing in people and their personal capital, empowering individuals by reducing social isolation, improving their health and wellbeing and increasing their employability through the development of skills, education, confidence, self esteem and self respect.
- Strengthening communities and developing social capital, supporting the strengthening of networks and civic infrastructure, developing a sense of local identity, support among community members and contributing to local economies, environmental improvements and improved community safety.
Social Impact Declaration: Social-Impact-Declaration_Live-Active.pdf
Social Impact Statements:
Social Impact Statements
The Social Enterprise Mark criteria includes a requirement that the applicant can demonstrate that social and/or environmental objectives are being achieved.
In support of this, new applicants and renewing Mark holders are asked to respond to a set of social impact questions, which are designed to help them think about the social impact they create, and to articulate this clearly and succinctly.
Updated January 2018
1) What social differences and changes have you aimed to create (or supported)?
- Impact of low physical activity levels on people’s health
- Low levels of use of sport and leisure services by people living with the greatest inequalities with a focus on disability, age, ethnicity, low income
- Social isolation
- Achieving full potential in life
- Knowledge and skill levels of partners who support priority groups to engage with opportunities and benefit from LAL services
We aim to promote:
- Improving peoples physical, mental and social wellbeing through formal and informal participation in physical activity, sport and recreational activities
- Improving people’s potential to achieve their potential qualifications and employment
Being involved in physical activity and sport, whether formally or informally, whatever your age or ability brings individual and community benefits. As a result of involvement in our services we have supported individuals, communities and other partners to make a positive difference:
- Improved physical health (fitness/ balance / functional ability)
- Improved confidence and self esteem
- Engagement with more opportunities
- Routes in to education and employment
- Improved social connectionsAll of these can contribute to a better quality of life and ability to take part in community activities and live independently without the support of services.
The long-lasting difference we have aimed to influence:
- The long-term behaviour change of individuals resulting in sustained physical activity and involvement in community groups
- The creation of new opportunities in a range of settings outwith sport and leisure venues
- The success of young people in achieving learning and employment goals (achieving qualifications and working in the sector)
- The creation of sustainable opportunities led by the community and supported by LAL
- Confidence to access LAL services as part of weekly life
2) What actions have you taken to address the above social aims?
LAL provides a range of core services providing informal and organised sport and leisure opportunities for all across Perth and Kinross in 17 venues. Activities to support our social aims in relation to:
- Reduced concessions prices for people in receipt of benefits or from priority groups
- Compass Membership – providing free and very reduced cost access for at least 1 year to individuals being supported by partners services in relation to social and health inequalities
- Term time and holiday programmes for pre-school and school aged children
- Fitness, Sport and Wellbeing programmes for adults of all ages and abilities
Outreach and targeted programmes for Sport and Wellbeing
- Support to community sport clubs to improve their provision and engage new participants
- Active Schools initiatives to engage inactive children with a focus on girls, disability/ASN and social deprivation
- Wellbeing programmes in community settings – training local people to deliver their own activity; supporting the creation of new classes for specific conditions such as stroke/falls; providing sessions for partners in care homes/ sheltered housing; targeted for particular groups (e.g. families supported by social work with new babies)
- Specific wellbeing programmes for older adults and adults with long term conditions as a pathway from NHS services
- Sports leadership – courses and programmes to support young people of school age to develop and sport and activity leaders
- Sporting performance – we deliver programmes to support the development of talented young people who have the potential to represent the area or country
Employment and training
- Modern apprenticeships
- Work placements
- Coach education and leadership training
- Leisure industry operation courses (pool lifeguard)
- Support other agencies to provide physical activity opportunities
- Provide referral and signposting pathways for partner service users
- Provide expertise in physical activity for meetings and staff development
- Provide leadership to the third sector health and social care partnership in physical activity
3) What has changed and what benefits have been realised as a result of your actions?
- Improved physical, mental and social wellbeing from participants on wellbeing programmes
- Improved parent and child bonding/relationships
- Increased confidence to access mainstream and targeted sport and leisure opportunities
- Improved educational attainment
- Improved confidence and self esteem
- Success in sport at national and international level
- Securing employment following placements, leadership programmes or apprenticeships
- More opportunities in rural and urban areas out with leisure venues – improved access to opportunities
- Increased social connections particularly for older adults
- Increased skills and knowledge of local people to organise and run their own activity
- Increased confidence in accessing local services for sport and leisure
- Increased presence of physical activity, sport and leisure in local strategic planning
- Providing support to the third sector health and social care partners to improve activity levels of service users – reducing reliance on services
- Training / support for workforce of partners to recommend and signpost to opportunities
- Adding value to services with the provision of physical activity opportunities or health screening
- Supporting clubs to achieve good practice standards and secure funding to improve offer
4) How do you and other people know your aims are being achieved? Or how will you know?
LAL take a range of steps to evidence the difference we make. Particularly for programmes and services targeted for those living with the greatest inequalities
- Wellbeing programmes – the impact on individuals is measured by pre and post evaluation of the impact of their participation in our programmes; partners provide feedback on the value of joint working to their agenda/service; case studies are gathered to show impact on individuals
- Externally funded programme reports are provided annually in relation to sport and wellbeing activity – covering return on investment, impact, quality and governance
- Business plans reflect targets and measures to illustrate improved uptake and adherence to services
- We provide an Annual Achievement report to all stakeholders and report to the local authority through contract arrangements and annual scrutiny
- We ask for customer feedback on specific programmes and venues quarterly
We inform and develop staff in relation to our impact through:
- Weekly staff newsletter – Bagels
- Full company closure for staff development day each December
- Weekly marketing bulletin informing of trends / issues we are responding to
We communicate with our partners and Board through our Spectator newsletter.
The below questions are not mandatory, but Mark holders are encouraged to answer them where possible, to provide a fuller account of their social outcomes and the social value they create.
5) How many people have benefitted from your actions?
- 148,000 swimming lessons for children and adults – approx. 3000 people
- 49,000 term time and holiday coached activities from preschool to 16 – approx. 1300 children
- 137,000 gym usages
- 1.24 million active usages for the year in total.
- Wellbeing – circa 1500 distinct participants in venue and community based programmes
- Community Sport – 74 clubs directly supported through PACES / 10 community sports hubs supported / 105 clubs using LAL venues
- Active Schools – 7888 distinct participants (44% of school roll)
6) What examples can you provide of a typical service user experience, that helps illustrate the benefits they have experienced as a result of your actions?
- 2016-17 Annual Achievement Report
- 6 Monthly Achievement Report - April-September 2017
- Customer story/blog – a range of initiatives and programmes are illustrated in our regular blogs that often capture an individual or groups story
7) What additional social benefits have you been able to deliver within your core services that distinguish you from other “for shareholder profit” providers?
LAL’s core contract provides only 45% of total turnover the rest of which the company generates though business activity and other short term external funding. There are a range of company activities that are not deemed core. The investment in the development of the Wellbeing business stream is an example of such a commitment over many years. We widen our commitment to local priorities buy working to develop new approaches to returning more value from our activities for local people.
A value of £0.5 million has been estimated in relation to company activity not core funded (see Annual Achievement report) Examples:
- Compass Membership – providing free and reduced cost access to individuals referred by partner services – an annual membership costs in the region of £240 (concession). We have approx. 1000 Compass members entitled to this level of access for free annually
- Wellbeing and Sport – we secure other funding in the region of £0.25 million per year in support of community based sport and wellbeing activities and remits
- Free and reduced venue hire for partners is provided by arrangements in all LAL venues – meeting / NHS weight management programmes / youth activity
- Promotion of partner activity through our staff and customer newsletters and social media
- Training and knowledge session for partners / input to Perth College UHI degrees
- Free under 5 swimming
- Relationships with local businesses to add value to our membership - Rewards partners
8) What other social benefits have you contributed that go beyond your core delivery activities (ones that are completely unrelated to your main services)?
- 2 of our venues are deemed ‘Safe Places’ to provide support to vulnerable people in need
- A programme of Healthy Working Life Activity is delivered raising funds for national charities such as Macmillan and British Heart Foundation
- We support staff in their personal fundraising efforts through promotion and donation of prizes
- We provide prizes to members – 100 club
- Support external partners in fundraising activity
9) What social and environmental benefits have you created from internal operational policies and actions?
We have policies which show LAL’s commitment to improving workforce life and environmental impact:
- Environmental Policy
- HR (free access/rewards/cyclescheme/rewards & recognition/development day)
Financial investment in both of these areas varies from year to year depending on specific projects. Some projects which deliver on the environmental policy may be linked to our Asset Management Strategy, 'spend to save' initiatives and purchasing processes.
The company makes a strong commitment to close down facilities for one day in the year to bring all staff together for an Employee Development Day, which is a significant investment of the company and as a charitable trust, it is important to maximise use of resources, so some staff incentives and rewards are sponsored by external local partners.