About Us

Introduction

"The team at GLL have shown that it is not only possible to combine private sector entrepreneurial flair with strong public sector commitment to deliver public benefit, it can also be highly successful!

GLL has taken a lead in showing how social enterprises can play a role in the delivery and reform of public services by combining enterprise, social purpose and customer focus to excellent effect." Patricia Hewitt, Secretary of State for Trade and Industry

GLL is an innovative staff led ’leisure trust’, with a social enterprise structure. We manage over 65 leisure centres within the M25 area in partnership with twelve London Boroughs, Epsom and Ewell Borough Council, Reading Borough Council, Bellingham Community Project, the London Playing Fields Foundation and the London Development Agency. As a Non Profit Distributing Organisation (NPDO) we re–invest any surpluses back into services.

What are Social Enterprises?

Social enterprises are businesses with primary social objectives, which are not driven by profit. As a social enterprise we are able to combine the business skills of the private sector with a strong public sector social agenda. This is combined with the delivery of our charitable objectives, which form the core of our service delivery.

Our Mission Statement

’We are committed to the provision of leisure and fitness facilities at affordable prices. It is our aim to ensure financial viability of GLL, meet our charitable objectives, increase employee participation, maintain and expand our services. We will endeavour to continually exceed our customers’ expectations’

Our Partners

GLL believes in partnership working and the benefits this brings to both the delivery of leisure centres and the wider social agenda.

Wider partners include:

Bellingham Community Project
Charlton Athletic Football Club
Greenwich Community College
London Development Agency
London Playing Fields Foundation

In addition to the partners outlined above, GLL works directly with organisations and agencies across London (E.G. Sure Start, Primary Care Trusts, UK Athletics, Amateur Swimming Association, Social Enterprise Coalition).

Ownership and Empowerment?

GLL is owned by the contracted staff, who have taken the opportunity to become society members. GLL is guided by a management board, which is appointed on an annual basis by the staff members at the general meeting. The board has representation from a number of stakeholders including customers, council, trade union and the workforce. This stakeholder mix has helped create empowerment, enthusiasm and ownership at all levels of the organisation. In turn this has led to improved commitment and motivation of staff, resulting in an improved quality of service for customers.

Promoting Social Inclusion

GLL has successfully introduced many ’inclusive’ initiatives into its partnerships to promote and encourage more people to visit the leisure centres, regardless of their ethnicity, gender, disability or financial background. This social inclusion agenda is as important to us as ensuring a value for money service.

Bringing Added Value to our Partnerships

We believe in delivering added value to our partners by:

Delivering a social agenda with key local partners in each borough
Implementing local Leisure Centre Advisory Committees
Introducing Inclusive Fitness Initiative Gyms to a number of centres, allowing improved access for those with disabilities
Investing in Community Development Officers to work directly in the community
Investing in the leisure centres to make them modern and relevant for today’s customers
Delivering cross cutting programmes with partners, including health, crime diversion, children and young people strategies
Creating access to work routes and employing locally
Reducing the cost of service to partners, combined with ongoing investment

Quality and Awards

GLL has always invited scrutiny of its service and quality. This is reflected in the range of recognition we have received:

GLL has always invited scrutiny of its service and quality. This is reflected in the range of recognition we have received:
National Social Enterprise of the year award – 2005
National Chartermark for service quality – 3 times
Investors In People – 3 Times
Quest leisure quality award across a number of centres
National Training Awards for our Recreation Academy and Graduate Training Scheme
Number 1 ranked centre nationally in the independent Institute of Leisure and Amenity Management (ILAM) quality audits

Future Ambitions

GLL is a dynamic and innovative organisation with long term ambitions:

To be at the forefront of London’s Olympic preparation and legacy requirements
To be the operator of the Olympic Aquatic Centre
To develop pan London initiatives that promote a cohesive approach to sport, leisure and its cross cutting benefits
To introduce the Amateur Swimming Association’s National Teaching Plan as our learn to swim programme
To ensure that we continue to deliver a socially responsive and financially viable business

The Early Years
In 1993 Greenwich Council faced severe rate capping, and proposed an additional 30 per cent cut in the funding of leisure centres. The service impact of this was the closure of two or three leisure centres and a 28% loss of permanent staff.