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

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

3. Our (7) Centres in 1993 Royal Borough of Greenwich (London) Waterfront Leisure CentreWaterfront Leisure Centre Arches Leisure CentreArches Leisure Centre Thamesmere Leisure CentreThamesmere Leisure Centre Eltham Health & Fitness CentreEltham Health & Fitness Centre Eltham PoolsEltham Pools Meadowside Leisure CentreMeadowside Leisure Centre Plumstead Leisure CentrePlumstead 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 RegionsOperating 102 public sport & leisure centres in 26 London & South England Regions Largest public sport & leisure centre operator in EnglandLargest public sport & leisure centre operator in England Employing 1800 full-time staff and 3400 part- time and other contracted staffEmploying 1800 full-time staff and 3400 part- time and other contracted staff Turnover of £110 million in 2012Turnover of £110 million in 2012 GLL has brought more than £40m direct capital investment to public sports and leisure facilitiesGLL has brought more than £40m direct capital investment to public sports and leisure facilities

5. Our Client Partners in 2012 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

6. Greater London

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

8. Benefits of our Social Enterprise Organisation Single focus on Sport & Leisure ServicesSingle focus on Sport & Leisure Services Employee empowermentEmployee empowerment Non profit distributingNon profit distributing Fiscal benefits of Rates & VATFiscal benefits of Rates & VAT Exempt CharityExempt Charity Free to diversifyFree to diversify Community Empowerment & engagementCommunity Empowerment & engagement

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

10. Stakeholder Governance Lunatics in charge of the asylum?Lunatics in charge of the asylum? Kids in charge of the sweet shop?Kids in charge of the sweet shop? A Communist collectiveA Communist collective Not a real business!Not a real business! Enthusiastic amateursEnthusiastic amateurs Backdoor Privatisation ….Backdoor Privatisation …. Weve heard the lot!

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

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

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

14. GLL Management Strong Professional ManagementStrong Professional Management Recommend Policy to BoardRecommend Policy to Board Implement Board DecisionsImplement Board Decisions

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

16. GREAT PEOPLE SERVICE EXCELLENCE SOCIAL IMPACT STRONG BUSINESS

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

18. Key Olympic Legacy Ambitions To operate key facilities after the GamesTo operate key facilities after the Games To target talented youngsters and support their sports training towards 21012To target talented youngsters and support their sports training towards 21012 To train Londoners to work in real sport- legacy related jobsTo 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 Games to get Londoners energised and more Active (WIP) To use the legacy to strengthen the Social Enterprise Movement (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 ArenaLegacy 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 2012GLL 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 statusRoute to work scheme successes and London Leisure College with beacon status GLL Inspired – Legacy Strategy producedGLL 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. GLL Legacy Themes Carbon Footprint Reduction Plans Carbon Footprint Reduction Plans Waste Management Targets Waste Management Targets Recycling and Energy Sources Recycling and Energy Sources Sustainability research programme Sustainability research programme Support LOCOG Test Events Support LOCOG Test Events Staffing for the Games Staffing for the Games Games Training Camps Games Training Camps Legacy venue transformation Legacy venue transformation Launch Legacy venues Launch Legacy venues More Participation More Participation Improve Talent and Entry Pathways Improve Talent and Entry Pathways Core Activity / Sports Brands Core Activity / Sports Brands Focus Sports Development / NGBs Focus Sports Development / NGBs Kids for a Quid Kids for a Quid Women & Girls Activity Women & Girls Activity Commitment to IFI registration Commitment to IFI registration Support for disability sport / clubs Support for disability sport / clubs Reinvestment Commitments Reinvestment Commitments Route to work / apprenticeships Route to work / apprenticeships Education & Skills (LLC) 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 visionCommonality of purpose and vision EmpowermentEmpowerment Ownership, Loyalty & CommitmentOwnership, Loyalty & Commitment Must succeed chip!Must succeed chip! ….Social inclusion with a business approach ….Social inclusion with a business approach

26. Mixing Business & Values CAPITAL INVESTMENT

27. GLL - The Result InitiallyInitially –Closures Avoided –Services Expanded –Jobs & Conditions Protected & Enhanced –Democracy Introduced NowNow –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!! EXCITINGEXCITING IMAGINATIVEIMAGINATIVE INNOVATIVEINNOVATIVE ENTREPRENEURIALENTREPRENEURIAL EMPOWERING & SUCCESSFUL !EMPOWERING & SUCCESSFUL !