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THE GREENWICH EXPERIENCE

GREENWICH LEISURE LTD. THE GREENWICH EXPERIENCE. Waterfront Leisure Centre Thamesmere Leisure Centre Plumstead Leisure Centre Eltham Millennium Coldharbour Leisure Centre The Valley Leisure Centre Charlton Lido Tramshed Theatre . Arches Leisure Centre Eltham Pools

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THE GREENWICH EXPERIENCE

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  1. GREENWICH LEISURE LTD THE GREENWICH EXPERIENCE

  2. Waterfront Leisure Centre Thamesmere Leisure Centre Plumstead Leisure Centre Eltham Millennium Coldharbour Leisure Centre The Valley Leisure Centre Charlton Lido Tramshed Theatre Arches Leisure Centre Eltham Pools Meadowside Leisure Centre All public leisure centres in the London Boroughs of: Waltham Forest (5) Merton (4) Newham (4) Epsom (1) OUR CENTRES

  3. THE PROBLEM in 1993 • The Council had to make £35,000,000 of cuts to its base budget • Total Council Budget £210,000,000 • Education Element £100,000,000 • Leisure Services Budget £20,000,000

  4. THE TRADITIONAL RESPONSE • Service Reductions • Closures and Redundancies • Leisure as a discretionary service hit hard

  5. THE IMMEDIATE EFFECT ON THE LEISURE CENTRES CONTRACT • £400,000 contract reduction • Closure of two or three centres • The Loss of up to 30 Full Time Jobs • Service Decimated • No investment - No long term future • Annual Cuts & Closures

  6. Greenwich chose an IPS • Society for the Benefit of the Community • Social Enterprise - staff led • Loss of direct control to the Council BUT • Can achieve Rate Relief savings • Can save jobs & services • Value of NNDR savings in 1993 was in excess of £400K, (the savings target).

  7. EPITHETS • Society for the Benefit of the Community • Cooperative Structure • Not Profit Distributing • Cannot be Bought Out • Community Company • Partner with the Council

  8. BENEFITS OF A ‘NOT FOR PROFIT’ ORGANISATION • Single focused organisation • Employee empowerment • Fiscal benefits of Rates & VAT • Eases Councils 5% VAT exemption threshold • Free of Capital controls • Free to diversify • Demonstrates Best Value

  9. ALL STAKEHOLDERS NEED TO AGREE • The Council Members • The Client • The Workforce • The Managers • The Customers • The Trades Unions • ..and Other Council Departments

  10. THE COUNCIL DOES NOT CONTROL THE ‘INPUTS’ • GLL is an independent organisation • GLL determine staff pay & conditions (but they are TUPE protected) • GLL is free to determine how the service is structured

  11. THE COUNCIL STILL CONTROLS THE SERVICE (OUTPUTS) • Via a Lease on the Buildings • Via the Grant • Via the Members on the Board (19%) • The Effect is the Same as a Contract but Annually Variable

  12. GLL - ITS OWNERSHIP • Owned by the Contracted Staff • One Person, One Share, One Vote • Shares £25 each • 80 % Take up from Eligible Staff • Other staff still work for GLL

  13. GLL - THE MANAGEMENT BOARD • 11 Elected Employees • 3 Members of the Council • 2 Elected Customers • 1 Trades Union Representative • + the Managing Director

  14. EMPLOYEE BOARD MEMBERS • Elections Allow Representation from: • Across the leisure centres • Gender & Ethnicity • All Grades

  15. GLL - THE MANAGEMENT BOARD ROLE • Meets Bi - Monthly • Agrees and directs Policy • Appoints Senior Managers • Is the Legal Entity

  16. GLL - THE DEMOCRACY • Board is Annually Elected • Workforce can call Emergency General Meetings • Site Based Consultative Mechanisms for the management Board: • Buddy System • Notice Boards • Team Meetings

  17. GLL - MANAGEMENT • Strong Professional Management • Recommend Policy to Board • Implement Board Decisions

  18. KEY CORPORATE STRATEGY • ‘Customer Driven’ Service Principles • Controlled and Sustainable Growth • Reinvestment in Facilities and Service • Underlying Social Objectives • Staff Development and Training • Local employment & career opportunities • Award Winning Standards

  19. CREATING A ‘STAKEHOLDING’ ORGANISATION IS A NEW SKILL • Staff Meetings • Regular Newsletters • Trades Union Consultation • External Advice & Support • Time, Commitment & Leadership • Not an Overnight Job

  20. HOW LONG DID IT TAKE • 1992 July Initial Vision Paper Oct Paper agreed by Committee Nov Budget cuts identified • 1993 Jan Tentative go ahead (2 options) May Staff & TUs agree IPS proposal June Detailed Committee agreement July Seamless Transfer occurs - GLL is Born ! • 2001 Still Going Strong !

  21. THE IPS HAD UNANIMOUS POLITICAL SUPPORT • LABOUR Stakeholders Workers Control • LIB/DEMS Social Ownership • CONSERVATIVES Externalisation

  22. GREATER FUNDING OPPORTUNITIES EXIST • Sports Lottery • Charities Lottery • SRB / Capital Challenge • European Funding • PFI • Borrowing ?

  23. VALUE FOR MONEY

  24. VALUE FOR MONEY

  25. GLL - THE SUCCESS • Cost to Council Reduced Annually • Income Increased Annually • Effective Social Inclusion Policy • More than 100,000 GreenwichCard Members • 30,000 HigherSavers • Quality Award Winners (Quest & ISO9002)

  26. National Award Winners • Chartermark - TWICE 1995 &1998 • Investors In people - TWICE (1997 &2001) • Best Leisure Operator (LPF) - 2000 • Best Fitness Centre (FIA) -2000

  27. GLL our People • Local Employer • Good conditions • Many new jobs created • Staff Development Programme • Low staff turnover • Exemplary sickness levels • Genuine stakeholders!

  28. GLL - THE RESULT • Closures Avoided • Services Expanded • Jobs & Conditions Protected & Enhanced • Democracy Introduced

  29. OVERVIEW THE BENEFITS • Empowerment, Enthusiasm & Ownership • Faster & More Flexible Decision Making • Free of Local Government Bureaucracy • Customer Involvement • Positive Cash Flow • Free of Capital Controls • Partnership Opportunities • & of course .. Reduced Costs

  30. THE CONCEPT - SOME WORDS TO SUM UP • EXCITING • IMAGINATIVE • INNOVATIVE • ENTREPRENEURIAL • EMPOWERING • & SUCCESSFUL !

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