Page 25 - Annual Report 2021-2022

LOOKING AHEAD
Senior management and Board members continuously review both the local and wider national operating environment for all our service areas to ensure that wherever possible the company is well placed to maximise opportunities from emerging trends or data.
Our planning processes incorporate the systematic examination of potential threats, opportunities and likely future developments including, but not restricted to, those that are
at the margins of current thinking and planning. This combination of inward and outward review supports the company’s growth and participation objectives and allows a pro-active approach to service provision.
Our immediate focus will be a return to pre- pandemic levels of service and income however we are very mindful of the impact of consumer confidence alongside the current cost of living crisis which is a concern for an organisation primarily sourcing income from the disposable income aspect of citizen’s finances.
The positive contribution of culture and leisure on people’s health and wellbeing is well documented however a lack of public finances may jeopardise the sustainability of these valuable services. Investment in Leisure and Library type activity must be seen as an investment in Health and Wellbeing and as such we intend to place a significant focus on our equality and wellbeing agenda ensuring that liveArgyll is seen and recognised as a significant contributing partner and that the wider social value of our many services is truly recognised.
We have a number of branding, marketing and operating initiatives targeted at these areas. A key aspect of our approach will be to highlight, promote and reinforce the message that our services are open and safe, our product offering remains excellent value for money, together with strong messaging around the very many health and wellbeing benefits associated with our activities. Our low affordable price point will also be a key driver as disposable incomes are squeezed and we hope to be able to sustain our pricing model at the lower end of the market.
Our services are continuously evolving. We will look to continue to maximise all opportunities
to improve our reach, to ensure that wherever possible our services are fully accessible. Digitalisation and automation of both back-office and customer facing processes will be a key priority moving forward.
We will look to continue to develop and expand the range of digital offerings within our Library and Archive Service. Our Community Learning and Active Schools services are performing well. Our focus will be on further developing existing and new partnerships, co-working and increasing the number of volunteers who actively contribute to these valuable services.
During 2022 we expect the new Helensburgh Leisure Centre to become operational. This provides liveArgyll with a modern well equipped centre in one of the larger populated areas of Argyll and Bute therefore will undoubtedly provide the opportunity to significantly increase our offering and provides a major tool to support our participation, quality and growth objectives.
Our staff are our best asset. In order to achieve our many aspirations it is important to have a motivated and well-trained workforce who feel confident and comfortable in their workplace.
A range of corporate and specific individual training offerings will be put in place which will allow opportunities for self-development and the upskilling of the wider staff group. Similarly we intend to review our working arrangements and associated flexibilities that now form part of modern practice.
liveArgyll is, and always will be, a customer focused organisation. Wherever possible we will endeavour to fully meet our customer needs within our available resources. We aim to be a progressive, inclusive organisation that provides accessible, attractive and affordable services.
Kevin Anderson General Manager
liveArgyll.co.uk
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