FMG worked on the development of the centre and the management model. After FMG's work, the new facilities sit alongside the existing sports centre and the project has seen an unused changing block transformed into a centre that promotes physical activity as a treatment in the NHS.

That new block houses seven clinical consulting rooms, education and training facilities, and a connection to the existing sports centre, to encourage the use of physical activity in treatment.

Vital to the scheme is the co-location of sport and exercise medicine specialists, health practitioners, researchers, clinicians and patients in an innovative hub.

The Centre is now treating in excess of 380 people with chronic health conditions per month, with referrals from all over the UK. Employing 28 full-time clinicians, they are also training sports health professionals.

The Centre is now treating in excess of 380 people with chronic health conditions per month, with referrals from all over the UK. Employing 28 full-time clinicians, we also are training sports health professionals.

The project followed the principles set out in the Sport England Strategic Outcomes Planning Guidance (SOPG) and covered setting out the vision and objectives of the partners, insight into the demographic, barriers to entry, health statistics and the existing facilities. The insight helped to develop thinking around new approaches to service delivery and the development of joint priorities and outcomes.

Consultation played an important part in understanding the different needs from two separate communities which resulted in different interventions for each town. The SOPG set out capital and revenue interventions resulting in two integrated services working together on the delivery of common issues through investment. Revenue interventions included sharing facilities, price points, joint programmes, community health activators, on site shared management and shared strategic objectives to be given to the operator to deliver.

The insight helped to develop thinking around new approaches to service delivery and the development of joint priorities and outcomes.

The focus of our work was to produce site business plans, service specifications, the short and medium term financial forecasts, cash flow analysis, VAT impact, reserves policy, insurance, and repairs and renewals as well prepare risk matrices and the development of new operational and governance structures.

Working closely with the Council's senior officers and management team, FMG also carried out a market analysis and developed a number of capital developments to significantly improve financial performance.

Our work helped launch Liberty Leisure, which has gone from strength to strength, increasing revenues and participation.

The Council needed to spend at least £3m on the centre over the next 25 years to deal with repairs and maintenance and was funding a major annual revenue deficit.

FMG carried out a demand assessment to determine the optimum facility mix and produce a business plan and financial model for the new facility. The business case identified a core facility mix but also proved the strategic and financial need for expansion to accommodate a larger 8 lane pool, increased 8 court sports hall and a state of the art studio fitness hub. FMG also prepared a funding application to Sport England Strategic Facilities Fund to raise the additional capital required.

This was successful, raising the maximum amount possible from the funding stream (£2m). This was the first successful application to Sport England's Strategic Facilities Fund in the country. The remainder of the capital funding came from a combination of Council borrowing, capital receipts and a capital contribution from Chesterfield College in exchange for access to onsite co-located classrooms and time within the swimming pool and sports hall timetable.

The new facility was opened and generates significant revenue savings for the Council.

Our feasibility studies identified considerable revenue savings which would finance the borrowing costs of capital investment generated by investing in both facilities. This included an extension at one centre, consolidating provision from two facilities, adding a pool to one centre and closing an ageing pool.

The Councils commissioned FMG to do a joint procurement process, incorporating Design Build Operate and Maintain (DBOM) contracts.

The competitive dialogue procurement process resulted in both Councils making significant savings that more than financed the costs of the Council borrowing for capital investment facilities and to benefit innovative bidder proposals for the designs of the facility enhancements.

Joint procurement allowed efficiencies in leisure consultant, legal and technical advice and also officer time. The joint bid generated financial efficiencies as a result of joint management positions. In addition, the expiry dates of the contracts designed to align with the expiry of the pre-existing contract to allow for a potential super-contract across both authorities in the future.

The Councils commissioned FMG to do a joint procurement process, incorporating Design Build Operate and Maintain (DBOM) contracts.

FMG were appointed to procure a new leisure operator for a contract that included a new risk profile, interim services, the provision of new facilities and commercial investment. Through a series of workshops and meetings with the Council, we agreed the working parameters for the project to include contract length options, full risk transfer of maintenance and utility costs, transfer of third party income risk, obsolesce risk and lifecycle risk.

FMG delivered the documentation, led key meetings, undertook the evaluation of the services and financial elements, worked with the Council's legal team and supported the Council in the review of variant bids. The Council followed the Competition Procedure with Negotiation.

With FMG’s support, the Council was able to substantially increase the management payment through balancing the risk profile of the project and the upfront capital investment by the Council.

FMG were appointed to procure a new leisure operator for a contract that included a new risk profile, interim services, the provision of new facilities and commercial investment.

The programme involved staff from all areas of the company; all sites, all levels and all departments coming together. The programme was fun and innovative, great value for money and inspired teams to think and act differently.

There is no doubt that this programme significantly increased the capacity and capability of managers within the company and had a positive impact on customer care, income generation and team dynamics.

The programme was fun and innovative, great value for money and inspired teams to think and act differently.

As well as 1-1 mentoring and coaching, FMG provided guidance and support to the board on roles and responsibilities, governance arrangements, board meetings and reporting.

FMG also worked with the partner local authority to ensure the partnership was robust and the vision and values of the new company were shared by all stakeholders.

FMG provided guidance and support to the board on roles and responsibilities, governance arrangements, board meetings and reporting.