North Lanarkshire CouncilReport

Agenda item 3(C) EJ approval Z noting Ref KH/JL/CM Date 11.10.17

Email HassellK@northlan.gov.uk Telephone 01698 302235

Executive Summary

This report provides an overview of performance by North Lanarkshire Leisure Ltd (NLLeisure) in meeting their 2017/18 performance indicator targets in Quarter One and providesdetails of the charity's financial standing for 2016/17 and Period 5 in 2017/18. The report alsoidentifies the requirement to include consideration of the potential impact that the BarclayReview Group's recommendations into the future of non−domestic rates in Scotland mayhave on the Council's current decision to undertake due diligence and full financial appraisalinto the potential options to deliver leisure and cultural services through a single arm's lengthorganisation.

Recommendations

Members are asked to:

Ill

Note NL Leisure's operational performance for Quarter One in 2017/18;Note NL Leisure's financial standing for 2016/17;Note NL Leisure's financial performance against its approved 2017−18 revenue andcapital budgets as at financial Period 5 ending on the 13 th August 2017;

iv. Identify areas of activity for further detailed reporting and consideration at futuremeetings of the ALEOs and External Bodies' Monitoring Sub Committee; and

V. Otherwise note the contents of this report.

Supporting DocumentsCouncil Business All corporate priorities within the Council's Business Plan arePlan to 2020 supported by NL Leisure. Specific actions are identified within

the "Supporting all children to realise their full potential'priority theme for NL Leisure.

Appendix IAppendix 2Appendix 3Appendix 4Appendix 5

2017/18 Performance Indicators − Quarter One OutcomesNL Leisure Financial − Performance as at Period 5NL Leisure − income and Expenditure as at Period 5NL Leisure − Financial Monitoring Report − Capital Period 5NL Leisure − Cash Flow 14/8/17 − 31/3118

From Katrina Hassell, Strategic Advisor − External Organisations

1. Background

1.1 NL Leisure was set up by the Council in 2006 as a wholly owned non−profitdistributing company. It is a registered charity which delivers sport, social welfare,recreational and health improving services to the local community and managesCouncil owned sport and leisure facilities including 11 sports centres, 8 swimmingpools and one football stadium. It also provides sports development and inclusionservices as well as health, wellbeing and fitness programmes and activities.

1.2 The Council's objectives in establishing NIL Leisure as a limited company withcharitable status were to secure tax efficiencies, improve access to external funding,sustain and promote sport and recreational opportunities and reach new customers.NL Leisure has greater freedom to operate more commercially than the Council andthere is capacity for it to be more responsive to service users, thereby securing bestvalue and supporting continuous improvement.

1.3 NIL Leisure is managed by a Board of Directors which meets on a quarterly basis tofulfil its governance responsibilities and ensure that NL Leisure's services aredelivered in accordance with agreed company priorities and objectives.

2. Report

Performance Indicators

2.1 NIL Leisure's performance is reported to this Sub Committee on a quarterly basisgiven: the scale of activity; relevance and contribution that the charity's services maketo the Council's corporate priorities; the level of Council investment and its position assole shareholder; along with, the associated exposure to financial, service delivery orreputational risk. At the previous meeting on 1 9th July 2017 members agreed a suiteof performance indicators for 2017/18 which fulfil the reporting requirements agreedbetween the charity and NLC and demonstrate NL Leisure delivers against theCouncil's strategic priorities and continuous improvement expectations.

2.2 The performance indicators and outcomes achieved during Quarter One (iSt April to30th June 2017) are listed in Appendix One. Additional commentary is provided whereperformance either surpasses or falls short of relevant targets or to provide memberswith further information.

3. Implications

3.1 Financial Impact

Public Accountability Obligations − Financial Year 2016−17

3.1 .1 To satisfy the Council's duty to ensure the organisation delivering sport and leisureservices on its behalf is financially sound, the Council's Section 95 Officer maintainsappropriate and proportionate processes and procedures for scrutinising NL Leisure'sfinancial performance.

3.1.2 The Council's Legal Agreements with NL Leisure specify the financial informationwhich it must submit to the Council including an annual business plan, quarterly

management accounts, audited financial statements etc., to enable FinancialSolutions to assess and report any financial risk likely to arise as a result of theCouncil using NL Leisure to deliver these services.

3.1.3 The Council expends revenue and capital resources annually with NL Leisure todeliver services which assist the Council in achieving its priority outcomes. Forfinancial year 2016−17, the Council approved revenue spend equating to £9.020mand £0.998m respectively, and therefore has a duty to ensure this money is beingproperly used to deliver both the Council's and NL Leisure's key objectives.

3.1.4 Members will wish to note the Council's 2016−17 contributions represent 36% of theorganisation's budgeted income of £25.308m, with the balance of income of beingprimarily generated through trading activities.

Financial Performance & Overall Financial Standing for 2016−17

3.1.5 The previous report to this Sub Committee highlighted as at 31 March 2017 thecompany reported an underlying trading surplus of £0.185m (exc. one−off redundancypayments), a net deficit of £0.243m after adjusting for redundancy costs of £0.428m.

3.1.6 The 2016−17 audited accounts recently reported to NL Leisure's board reported anunqualified opinion by the auditors. To give members an understanding of the overallfinancial standing of NL Leisure, Appendix 2 provides key balance sheet data as at3 1 1 1 March 2017, along with current year comparator figures. Key balances andindicators worthy of specific note include:

a) NL Leisure holds fixed assets of £3.1 93m primarily in relation to leaseholdimprovements (2.504m).

b) The material debtor balance of £1 .379m primarily relates to management feeincome from the Council not yet due for payment at 31 March 2017.

c) The company held a cash balance of £1 .004m at the year−end.d) A material sum of £3.1 75m was owed but not yet due payable to; trade and other

creditors including payroll costs and payments to HMRC.e) A comparison of NL Leisure's current assets (debtors, stock, cash etc.), with its

current liabilities (trade creditors, payment to HMRC etc.) equates to net currentliability at the end of financial year 2016/17 of £0.735m, and a current ratio of0.77. A current ratio less than 1 is a general indication that the company hasinsufficient resources to meet its commitments at that point in time. Thereforethere is a risk the company may have difficulty meeting payments going forward,making detailed monitoring and management of cash critical to the continuedoperation of the business. An update regarding the 2017−18 monitoring and cashposition is reported at 3.1.9−3.1.14 below.

f) The pension liability stood at £13.014m reflecting actuarial assumptions andvaluation as at 31st March 2017.

g) Excluding the pension fund liability NL Leisure reported overall net assets of£2.458m. The company's reserves consist of designated funds of £0.750m inrelation to assets and other commitments, leaving a general fund reserve of£1 .599m. These reserves are not fully cash backed due to previous year'scapital investment, which effectively means they are not available for reinvestingin the company. Therefore to ensure the company is financially sustainable andthe position does not deteriorate, close control over in year budgets is essential.An update regarding the 2017−18 position is provided below.

Public Accountability Obligations − Financial year 2017/18

3.1.7 The Council continues to expend revenue and capital resources annually with NLLeisure to deliver services which assist the Council in achieving its priority outcomes.For financial year 2017−18, the Council approved revenue and capital spend equatingto £8.270m and £0.599m respectively, and therefore has a duty to ensure this moneyis being properly used to deliver both the Council's and NL Leisure's key objectives.

3.1.8 Members will wish to note the Council's 2017−18 contributions represent 33% of theorganisation's budgeted income of £25.202m, with the balance of income of£16.932m being primarily generated through trading activities, as outlined withinAppendix 3.

Current Year Financial Performance as at 13 th August 2017

3.1.9 Based on their financial statements to 13th August 2017, NL Leisure is currentlyprojecting delivery of a year−end deficit £0.209m, which is £0.309m worse thanbudget. This is primarily due to an anticipated under recovery in income, partiallyoffset by an underspend in employee costs of £0.386m mainly due to superannuationcosts being less than anticipated.

3.1.10 Members are advised that income from Access NL memberships and swimminglessons are performing ahead of budget, after reflecting reduced income in bothBroadwood and Tryst, due to the expected opening of a budget gym in Cumbernauld.However there are material income under recoveries in areas such as waterworld,football, racquet sports and gymnastics.

3.1.11 Management are taking the following actions to address the projected deficit position:close management of vacancies, authorising essential expenditure only, potentialmid−year price review, recruitment of procurement expertise to generate efficienciesin purchasing and potentially bringing a further two pitches into use followingnecessary repairs.

3.1.12 Following the recent liaison meeting between Financial Solutions and NL Leisure'sfinance team, members are advised that whilst there is potential for improvement incurrent year income projections, in part, from a further enrolment for swimminglessons and a potential delay in opening of the budget gym, there is currently nocertainty over this position. In also acknowledging however the absence of cashbacked reserves (3.1.6 g above) which is contributing to the challenging cashflowposition (see paragraph 3.1.14 below), the overall financial position is giving cause forconcern. NLL fully understand close control over in−year budget performance is vitaland Financial Solutions will ensure committee continues to receive information whichenables members to closely monitor this position, and will report on the effectivenessof the organisation's management actions to address this.

3.1.13 Appendix 4 provides a summary of the capital programme for 2017−18 which iscurrently projected to spend in full by 31st March 2018.

Overall Financial Standing as at 13th August 2017

3.1.14 Appendix 2 provides 2017−18 key balances to give members an indication of theoverall financial standing of the company, as at 13 th August 2017, along with theprevious year's comparator figures. However Committee are advised that due topeaks and troughs in the trading year is it is difficult to make true comparisons with

the reported position as at 31 March 2017. On the face of the position reported at 13August 2017, key balances and indicators worthy of specific note include:

a) The company continues to hold fixed assets in excess of £3m.b) The debtor and creditor balances of £1 .444m and E1 .509m respectively relate

receipts and payments not yet due.c) The company has a cash balance of £1 .061 m. A cash flow forecast to 31st

March 2018 is provided at Appendix 5 which shows the balance is anticipated toreach a high of £1 .315m at end of November and a low of £0.044m end ofJanuary, finishing the year with just £0.143m. As previously advised the cashposition is closely monitored and Financial Solutions has been advised more upto date forecasts show a more favourable cash position projected by the financialyear end. Updates regarding this will be brought to future committees.

d) A comparison of current assets (debtors, stock, cash etc.), with its currentliabilities (trade creditors, payment to HMRC etc.) equates to net current assets of£1.042m, and a current ratio of 1.69. Members are reminded current ratio lessthan 1 is a general indication that the company has insufficient resources to meetits commitments at that point in time. However although this is more favourableto the position reported at 3.1.6 above, this is primarily due to the peaks andtroughs throughout the trading period and can only be considered as a temporaryimprovement.

3.2 Potential Impact of the Barclay Review into Non−Domestic Rates in Scotland

3.2.1 Culture NL and NL Leisure were included in Phase One of the ALEO ReviewProgramme and, as noted by members of this Sub Committee at its previous meetingon 19 July 2017, the review findings had been reported to the Policy and ResourcesCommittee the previous month where members agreed that, in order to make a fullyinformed decision regarding future service delivery, the Council should undertakedetailed stakeholder engagement, financial appraisal and due diligence of the optionsto deliver cultural and leisure services through a single arm's length body. Since thenthe Barclay Review Group, commissioned by the Scottish Government to examinethe non−domestic rates system in Scotland and how this might be redesigned toreflect the changing economic marketplace and provide better support for businessgrowth and long term investment, has published its findings.

3.2.2 An update report on the ALEO Review Programme is provided as a separate item onthe agenda of this Sub Committee and references the potential impact of the BarclayReview Group's recommendations. Accordingly, the report recommends that areassessment of the benefits, costs and risks associated with in−house servicedelivery is considered as part of the due diligence and full financial appraisal of theoptions referred to above.

3.3. HR/Policy/Legislative Impact

3.3.1 There are no further policy or legislative impacts or Human Resource impacts arisingfrom this report.

3.4 Environmental Impact

3.4.1 There are no environmental implications to report at this point.

3.5 Risk Impact3.5.1 Risk management arrangements remain unchanged since the previous Committee

report.

4. Measures of success

4.1 NL Leisure's operational performance has exceeded targets for a number ofindicators in Quarter 1. The Learn to Swim programme has had 5420 participants inQuarter 1, over 15.3% above the target of 4700. Under 18's NL Membership andOver 65's Access NL Membership have also both exceeded target by 4.6% and 12%respectively. All three of these indicators demonstrate how NL Leisure is supportingthe Council's "Improving health and care of communities" priority. All three indicatorsperformed significantly better than the quarterly average for 2016/17.

4.2 The Clubsportnl Half Marathon exceeded target by 11.7% representing a significantincrease in participants compared to the previous year's event. NL Leisure andClubsportnl further increased participation in the event overall by organising a numberof events to run in conjunction with the half marathon and attract wider participationby runners of all ages.

• 5k (Over 15's) − 132 participants.• 1k (P5−P7) − 45 participants.• 400m (P1−P4) − 57 participants.• I0 0 Toddler Dash (0−5 years) − 34 participants.

(These figures were not included in half marathon figure).

4.3 Although, as detailed above, certain categories of Access NL membership haveexceeded target, Adult Access NIL Membership and Discounted Membership to LowIncome Groups have both failed to meet targets, 13.8% and 21% respectively. Withregards the Adult Access NL Membership, competition from private gyms and localindependent gyms is having an impact and the performance this quarter issignificantly down (13.9%) on the average quarterly figure in 2016/17.

4.4 NL Leisure's Board of Directors monitors these performance indicators on a quarterlybasis and further updates will be submitted to this Sub Committee as part of theapproved Performance Monitoring Framework.

Strategic Adviser − External Organisations

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