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Social Enterprise and Sport – it delivers ! ‘The GLL Experience’

Social Enterprise and Sport – it delivers ! ‘The GLL Experience’. An Introduction to GLL. Manage sport, leisure and cultural facilities Operating in London & South East Public ‘inclusive’ facilities only Social entrepreneurs with ‘value based’ business ethics

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Social Enterprise and Sport – it delivers ! ‘The GLL Experience’

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  1. Social Enterprise and Sport – it delivers ! ‘The GLL Experience’

  2. An Introduction to GLL • Manage sport, leisure and cultural facilities • Operating in London & South East • Public ‘inclusive’ facilities only • Social entrepreneurs with ‘value based’ business ethics • Non Profit distributing – Leisure Trust • Industry pioneers

  3. Our (7) Centres in 1993 Royal Borough of Greenwich (London) • Waterfront Leisure Centre • Arches Leisure Centre • Thamesmere Leisure Centre • Eltham Health & Fitness Centre • Eltham Pools • Meadowside Leisure Centre • Plumstead Leisure Centre At least two of these centres faced closure before GLL was established

  4. Our Sport and Leisure Business in 2012 • Operating 102 public sport & leisure centres in 26 London & South England Regions • Largest public sport & leisure centre operator in England • Employing 1800 full-time staff and 3400 part-time and other contracted staff • Turnover of £110 million in 2012 • GLL has brought more than £40m direct capital investment to public sports and leisure facilities

  5. GLL London Division: London Borough of Barnet London Borough of Camden London Borough of Ealing London Borough of Lambeth London Borough of Greenwich London Borough of Hackney London Borough of Hammersmith & Fulham London Borough of Harrow London Borough of Hillingdon London Borough of Merton London Borough of Newham London Borough of Tower Hamlets London Borough of Waltham Forest Westminster City Council RB Kensington & Chelsea London Legacy Development Corporation – Olympic Aquatic Centre, Olympic Multi-Use Arena Greater London Authority – Crystal Palace National Sports Centre London Playing Fields Foundation – Peter May Sports Centre Reading BC - Rivermead Epsom and Ewell BC – Rainbow Reigate and Banstead BC York City GLL Nexus Division: South Oxfordshire West Oxfordshire Chiltern South Buckinghamshire Henley, Maplewood Millbrook, Prestwood Our Client Partners in 2012

  6. Greater London

  7. GLL - Epithets • Social Enterprise • Industrial and Provident Society • Society for the Benefit of the Community • Non profit distributing -surplus reinvested • Owned by the staff (co-operative structure) • Governed by a Stakeholder Board (Majority of which are staff)

  8. Benefits of our ‘Social Enterprise Organisation’ • Single focus on Sport & Leisure Services • Employee empowerment • Non profit distributing • Fiscal benefits of Rates & VAT • Exempt Charity • Free to diversify • Community Empowerment & engagement

  9. GLL - Our Ownership • Owned by the Contracted Staff • One Person, One Share, One Vote • Shares £25 each • At set up: 80% of Eligible Staff purchased one share (non dividend) • Other staff still worked for GLL

  10. Stakeholder Governance • Lunatics in charge of the asylum? • Kids in charge of the sweet shop? • A ‘Communist’ collective • Not a ‘real’ business! • Enthusiastic amateurs • Backdoor Privatisation …. We’ve heard the lot!

  11. The GLL Board • Up to 10 employees (10) • Managing Director ( 1) • Up to 8 appointees ( 5) • Up to 5 Co-optees ( 3) • Maximum Board size of 20 from the above

  12. The GLL Board • Agree and Direct Policy • Appoint Senior Managers • Is the Legal Entity

  13. GLL - The Democracy • Board is elected on a three year cycle • Workforce can call Emergency General Meetings • Site Based Consultative Mechanisms for the management Board:

  14. GLL Management • Strong Professional Management • Recommend Policy to Board • Implement Board Decisions

  15. Our Balanced Scorecard The multiple ‘bottom line’ for GLL: • Financial growth & security • Social wealth & values • Community satisfaction and improve standards • Democracy, staff & stakeholder value

  16. STRONG BUSINESS GREAT PEOPLE SOCIAL IMPACT SERVICE EXCELLENCE

  17. Making a difference to Communities Healthy Lifestyles Capital Investment Sports Development Empowerment Social Inclusion & accessibility Keeping profit in sport & leisure Job Creation Positive Sport Legacy

  18. Key Olympic Legacy Ambitions • To operate key facilities after the Games  • To target talented youngsters and support their sports training towards 21012  • To train Londoners to work in ‘real’ sport-legacy related jobs  • To use the Games to get Londoners energised and more Active (WIP) • To use the legacy to strengthen the Social Enterprise Movement (WIP)

  19. GLL Legacy is underway • Legacy Operators of the Olympic Aquatics Centre and Multi-Use Arena • GLL Sport Foundation is one of the largest independent supporters of young sporting talent in the UK – 1100 athletes in 2012 • Route to work scheme successes and London Leisure College with beacon status • “GLL Inspired” – Legacy Strategy produced

  20. Aquatics Centre

  21. Multi-Use Arena

  22. The GLL Sport Foundation is supporting over 1100 young athletes each year

  23. Support LOCOG Test Events • Staffing for the Games • Games Training Camps • Legacy venue transformation • Launch Legacy venues • Carbon Footprint Reduction Plans • Waste Management Targets • Recycling and Energy Sources • Sustainability research programme GLL Legacy Themes • More Participation • Improve Talent and Entry Pathways • Core Activity / Sports Brands • Focus Sports Development / NGBs • Kids for a Quid • Women & Girls Activity • Commitment to IFI registration • Support for disability sport / clubs • Reinvestment Commitments • Route to work / apprenticeships • Education & Skills (LLC)

  24. The Roots of our Success • Public sector values / Private sector freedoms • No profit taker • Investment in key service areas • Close to our customers • Commitment to excellence • Ownership & enthusiasm

  25. The Reality • Commonality of purpose and vision • Empowerment • Ownership, Loyalty & Commitment • Must succeed ‘chip’! ….Social inclusion with a business approach

  26. Mixing Business & Values CAPITAL INVESTMENT

  27. GLL - The Result • Initially • Closures Avoided • Services Expanded • Jobs & Conditions Protected & Enhanced • Democracy Introduced • Now • A new delivery sector established (over 100 similar trusts in our association SpoRTA) • GLL the largest single provider of sport and leisure in England • Helping Social Enterprises demonstrate that they can be successful and large enterprises competing with the private sector BUT delivering genuine community values

  28. The Concept: Some words to sum up!! • EXCITING • IMAGINATIVE • INNOVATIVE • ENTREPRENEURIAL • EMPOWERING & SUCCESSFUL !

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