Improvement plan
6.1 Implementation plan
Our high-level improvement plan for achieving the long-term ambitions set out in this strategy is outlined. A detailed implementation plan will be developed with a structured framework for delivery, outlining the key actions required, assigned responsibilities, and timelines for delivery to achieve our objectives and outcomes.
6.2 Monitoring, reporting and continuous improvement
A structured performance management framework will be developed, to measure progress against the strategic priorities and associated actions. Progress will be monitored and reported annually to ensure delivery remains on track and that we have impact towards achieving our long-term vision.
Strategic priority: Collaborative partnership
Objective: To develop citywide strategic and collaborative partnerships to deliver our identified physical activity and sport development priorities.
What do we plan to do
1. Financially contribute capital support for floodlighting to the education sector in developing new pitches on the school estate.
Outcomes
School facilities become available for public use outside school core hours.
Measure of success
- More school facilities are available for community use.
- Community use of school facilities outside school hours is increased.
- Monitoring of overall supply and demand will show increased supply for hockey, The Gaelic Athletic Association (GAA) and soccer pitches.
What do we plan to do
2. Administer a capital grant, for the Partner Facility Enhancement fund at a value of £1million, providing capital grants to upgrade outdoor sports facilities (targeting 3G pitch replacements and floodlighting upgrades) which are not in our ownership but which are available for use by the community.
Outcomes
Increase the supply of publicly-available playing hours across pitch-related sports.
Measure of success
- More publicly-available pitches.
- Annual monitoring of overall supply and demand will show increased supply.
What do we plan to do
3. Work with sports governing bodies to identify opportunities for them to invest in the development of new and the enhancement of existing council facilities to increase participation in their sporting code.
Outcomes
Increased opportunities for sports to develop and membership to grow by utilising council assets.
Measure of success
- New opportunities and investment identified.
- Increase in participation numbers in sport.
What do we plan to do
4. Work with sports governing bodies and subject matter experts to identify the best sustainable options for artificial playing surfaces in advance of the 2032 ban on the use of rubber crumb.
Outcomes
Pitches delivered under our facilities capital improvement plan will be built using a range of sustainable materials compliant with EU legislation. Quality checks on the surfaces will inform future investment decisions.
Measure of success
- Meet the 2032 deadline for discontinuing use of rubber crumb across our pitch estate.
What do we plan to do
5. Work with strategic partners across all sectors to review existing land assets for collaborative development of new pitches and outdoor sports facilities and for opportunities to gain community access to pitch facilities not in our ownership.
Outcomes
Increased numbers of outdoor sports facilities available for community use.
Measure of success
- Reduction in the gap between supply and demand evidenced by annual monitoring.
Strategic priority: Facilities
Objective: To ensure suitable and sufficient facilities across the city, encouraging greater levels of participation in sport and physical activity.
What do we plan to do
1. Prioritise 3G multisport pitches for GAA use in season.
Outcomes
Availability of pitches for GAA training will increase, however there will be displacement of some soccer play.
Measure of success
- Booking data will show a decrease in soccer play on GAA pitches in GAA season.
What do we plan to do
2. Audit our landbank to identify potential sites for development of new pitches prioritising sites which are large enough to accommodate GAA pitches.
Outcomes
A capital programme and a budget allocation aimed at increasing supply of 3G floodlit GAA pitches.
Measure of success
- Increased number of publicly available GAA pitches and a positive result in annual gap analysis of supply and demand.
What do we plan to do
3. Identify sites with potential for development of new 3G soccer pitches.
Outcomes
A capital programme and a budget allocation aimed at increasing supply of 3G floodlit soccer pitches.
Measure of success
- Soccer displacement from GAA sites is fully accommodated.
What do we plan to do
4. Consider site optimisation plans for existing playing fields to support development of multi-sport hubs.
Outcomes
Optimisation of space at largest scale sites to deliver broadest range of sports offerings to meet the widest demand.
Measure of success
- This is a longer-term plan subject to site feasibility studies across a range of sites.
Strategic priority: Resources
Objective: To align resources with our vision and strategic priorities for physical activity and sports development.
What do we plan to do
1. Procure and implement a new online booking system that is fully accessible and will improve access, customer experience and facility management.
Outcomes
A new online booking system increases customer access, streamlines administration, and provides reliable data to support better management and planning.
Measure of success
- Increase in online booking.
- Reduction in staff time on phone and email bookings.
- Improved customer satisfaction.
- Improved access to real-time availability.
- Fairer access to customers.
What do we plan to do
2. Update our booking policy and processes in line with the new booking system.
Outcomes
A sign off booking policy and process that reflects that support the new online booking system.
Measure of success
- Approved booking policy and processes that are publicly available.
What do we plan to do
3. Undertake regular performance monitoring of the booking system to consider trends and intelligence and identify any issues – to ensure they are addressed in a timely manner.
Outcomes
A reliable data-driven monitoring process to support the operational use of the booking system and continuous improvement.
Measure of success
- Regular monitoring reports.
- Reduction in system errors and complaints.
What do we plan to do
4. Conduct annual performance monitoring to analyse demand versus supply across all booking services, identifying gaps and areas for improvement.
Outcomes
A clear understanding of demand via supply to support evidence-based decision making and continuous improvement for all service users.
Measure of success
- Annual demand via supply report.
- Identified improvement actions.
What do we plan to do
5. Improve the planned and reactive pitch maintenance and inspection programme that supports all pitches, both grass and 3G.
Outcomes
A fully operational pitch maintenance and inspection programme in place to ensure a consistent standard is achieved across all bookable pitches.
Measure of success
- Maintenance and inspection programme developed, costed and delivered.
- Improved pitch conditions.
- Improved customer satisfaction.
