1. Social accounting toolkits for Leisure Trusts: the story so far.... Dr Jane Gibbon Newcastle University Business School

2. History: SAA at Jesmond Pool Social accounting led by Trustees Slow process, now going for 6 years Lot of work, still not reported to every stakeholder We did it to prove we were different and adding value We wanted to draw support from all areas (across all stakeholders) Benefits of SAA for Jesmond Pool, www.jesmondpool.co.ukwww.jesmondpool.co.uk Evidence of how we are benefiting stakeholders Document for use in funding and grant applications Excellent political firepower if needed A review technique for currency and strategic planning An easily understood document for everyone

3. SAA for leisure trusts Why social accounting? – Rigour – External auditing and review – Recognised technique Why develop a sector specific social accounting toolkit? – Awareness of sector specific toolkit in community transport – Build upon history and experience of one leisure trust, Jesmond Pool – Develop a tailored approach to SAA based upon common issues within a sector – Possible higher uptake of SAA within sector? – Possibility to work towards benchmarking and national level social accounts – sporta see this need How was this taken forward?

4. Sporta NE Region Collaboration between TAL, NCL, KAL and JSP in partnership with NUBS and funded by ESRC Development of a toolkit for Leisure Trusts to build social accounts Time Brief overview of structure: Staff Customers Local Community Demonstrating public benefit Stakeholder – activity – outcome/indicator-data- source-benchmark-national indicator

5. For Example: Demonstrating public benefit Stakeholder – Local Community – Local Institutions – Client Council – Community groups Activity – Identify places on board for community members – Create consultation process for key stakeholder groups – Establish company values/aims that reflect community requirements Outcome / Indicators – Regular input from community into key company decisions – Evidence of consultation effecting operational decisions and service development – Number of community members on board Data required – Results of consultation – Evidence of survey results – Evidence of community engagement links to service development Source Benchmark National Indicator

6. What next? Full social accounting toolkit to be implemented, tested and amended with four participating organisations over next 12-18 months. Anticipated use of the toolkit across the sporta network over next 2 years Issues around development, implementation and embedding the use of toolkits – is this one step too far or a sensible option? Views on the advantages and limitations of toolkits? Contact for more information: Dr Jane Gibbon: jane.gibbon@newcastle.ac.uk