City of Manchester Institute of Gymnastics

A Message from Lord Pickles and Lord Blunkett, followed by City of Manchester Institute of Gymnastics's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from City of Manchester Institute of Gymnastics is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett

Rt Hon The Lord Eric Pickles

cityofmanchestergymnastics.co.uk

BEST PRACTICE REPRESENTATIVE 2019

THE PARLIAMENTARY REVIEW

Highlighting best practice

32 | EQUUS ENGLAND

did. But in the end, we stuck to the

principles taught to us by John Lewis

and set about differentiating ourselves

on value, assortment, service and

honesty. For example, for “service”

we took a decision from the outset to

offer free delivery to UK customers.

This is particularly appealing to

customers in rural locations who often

cannot easily get what they need for

their horse. While we’ve absorbed that

cost, the daily feedback we receive

tells us that customers appreciate

thegesture.

Earning credibility also took time.

Suppliers in the somewhat traditional

equestrian sector were reluctant to

deal with an internet-only business,

for several reasons. Firstly, they

were nervous of the risk of opening

accounts for a back-bedroom

seller who would simply flog their

products on auction websites for

little margin, often without VAT.

Secondly, they were struggling with

supporting their longstanding bricks-

and-mortar customers. These small,

family-run businesses were failing

to seize the opportunities presented

by e-commerce and the suppliers

were torn between supporting them

and moving forward themselves. It

was therefore critical that we always

presented ourselves professionally and

so having a corporate background

and an investor on our board

certainlyhelped.

Looking forward

Four years later and we had grown

our little company to nearly £1 million

in turnover. Our operation was

just about profitable. We’d served

35,000 equestrians in both the UK

and overseas and built an audience

of 60,000 followers and fans on

numerous social media networks.

We’d created jobs too – five in total. It

was time to take EQUUS into its next

stage: growth.

We’ve always taken the view that it’s

better to own 50 per cent of something

than 100 per cent of nothing and

because of that we sought a second

round of equity finance. Our original

investor introduced us to the British

Bank of Business and, in late summer

2018, we raised a further £550,000

of investment via the Enterprise

Investment Scheme and Midlands

Engine Investment Fund.

We plan to create more jobs, including

apprenticeships, and to launch our

own clothing range. We wonder

whether there will be any government

help with manufacturing in the UK,

post-Brexit. Equestrians tend to

be conservative types and offering

clothing made in Great Britain would

certainly appeal to them. Beyond

that is the possibility of international

expansion. Horse riding is popular all

over the world and a British export

brand could thrive. This would require

further investment, but it could create

more jobs and help riders everywhere

to lead a fulfilling riding life.

We plan to

create more

jobs, including

apprenticeships,

and to launch

our own

clothing

range

“

We work with leading

brands in the UK,

Europe and beyond

33CITY OF MANCHESTER INSTITUTE OF GYMNASTICS |

DIGITAL, CULTURE, MEDIA & SPORT

Directors Colin Leigh and

JaneLeigh

Gymnasts and coaches celebrating

Colin’s 70th birthday

The City of Manchester Institute of Gymnastics is an artistic

gymnastics centre based in Gorton. Originating in 1971 at

a large male comprehensive school in north Manchester,

the club progressed with Colin Leigh at the helm, from a school

gym into a purpose-designed facility in a converted Victorian

swimming pool in 1983. It was opened by Sir Bobby Charlton

after a large period of fundraising, and lobbying of Manchester

City Council. After the building proved too old to be maintained,

the institute moved to its present facility in Gorton with help

from its partners Manchester City Council and Sport England,

who helped to convert a decommissioned public swimming pool

into a state-of-the-art gymnastics centre. This 40-square-metre

pyramid building was opened in 2004 by the Lord Mayor and

The Rt Hon Sir Gerald Kaufman. Colin tells the

Review

more.

Over £250,000 has been raised by the club over the years to gain the necessary

facility and apparatus to further gymnastics in Manchester. Along the way we have

produced Olympians, world and European gymnasts, international and national

champions and also Commonwealth Games champions. Our mission has not

changed throughout this period, however, and we continue strive to provide a

programme of gymnastics activity to enhance physical and mental wellbeing to as

many children as possible, of all ages, gender and ability.

Boasting up to 2,000 members, gained mainly through positive word-of-mouth

referrals and social media marketing, we now face the possibility of not having

enough space. We cater for over 60 classes per week from beginners through

FACTS ABOUT

CITY OF MANCHESTER

INSTITUTE OF GYMNASTICS

»Directors: Colin Leigh and

Jane Leigh

»Established in 1971

»Based in Gorton, Manchester

»Services: Artistic gymnastics

club

»No. of employees: 25

»Annual membership of 2,000

»Affiliated with British

Gymnastics

»cityofmanchestergymnastics.

co.uk

City of Manchester

Institute of Gymnastics

THE PARLIAMENTARY REVIEW

Highlighting best practice

THE PARLIAMENTARY REVIEW

Highlighting best practice

34 | CITY OF MANCHESTER INSTITUTE OF GYMNASTICS

to advanced and high-flyer groups,

receiving either 60 or 90 minutes of

tuition. There are 1,600 children per

week at this level. In addition, there

are development groups of varying

ages and abilities and these provide a

significant pool of talent, totalling 130

children, who will then move to primary,

junior and senior competition groups.

The staff consists of 20 expert coaches,

three administrators and two caretakers

and managers. I am an Honorary Master

Coach and judge and I manage the

institute alongside International and

High Performance Coach Jane Leigh.

The club runs a timetable of activity

seven days a week, 50 weeks of the

year. Most of our activities are after

the school day has finished and also

at weekends. Between 4pm and

7pm seven general classes take place

from Monday to Friday. On Saturday

mornings over 20 general classes

are coached between 9am and 2pm

and on Sunday morning 12 classes

are delivered between 9am and

2pm to complete our programme.

Thecompetitive groups train between

5pm and 9pm each weekday evening,

from 1pm to 5pm each Saturday and

also from 9am to 2pm Sunday.

National success coupled with

professionalism

The popularity of gymnastics as a sport

has increased dramatically since the

London Olympics in 2012. The British

successes in London were followed

up in Rio de Janeiro in 2016 with the

British gymnastics team having the

second-highest medal tally out of all

of the sports. Our membership has

increased by 40 per cent from this

period to a point where we have had

to be more creative in finding space for

extra classes.

We are extremely proud of our

coaching and teaching method,

stemming from our educational

viewpoint and a deep understanding

of the sport. A large proportion of our

coaching staff come from a teaching

background, which brings a sound

methodology and professionalism to all

our programmes.

Expert coach Chelsey

assisting a student with

a back flick

We have had

to be more

creative in

finding space

for extra

classes

“

35CITY OF MANCHESTER INSTITUTE OF GYMNASTICS |

DIGITAL, CULTURE, MEDIA & SPORT

Sound strategy leads to more

development

It has become obvious that we need

to venture into the next stage of our

development by securing funding and

planning for an even larger and more

diverse premises. This could cater

for even greater numbers, differing

aspects of gymnastics and improved

catering and changing facilities. A

feasibility study has been secured, and

links with our partners in the council

have shown a desire for a new-build

and extension in the near future.

Plans for a new health and community

centre in the immediate vicinity would

release land adjacent to the present

gym, in turn enabling the club to

develop its plans towards an even

bigger and better facility.

The club was for a long time a

community associated sports club.

We are now a not-for-profit limited

company, heavily investing back into

the club, following a strategy which

includes increasing membership to

reach more and more children. Not

only does this also boost our ability to

reinvest in the community, but it also

satisfies our core aim of introducing

gymnastics to as many individuals as

possible and meeting the sporting and

health needs of children throughout

Manchester.

An inspirational future

Fundamentally, we recognise that

gymnastics is the bedrock of all

our sports activities. As schools are

restricted in how much physical activity

they can bring to their constricted

timetable, the club feels it is our

mission to make available these

activities in a facility which has the

wow factor. In the future the club

would look to introduce trampolining,

adult classes and team gym and to

encourage more post-15-year-olds to

enjoy this great sport. In addition, we

wish to provide a future programme

of school gymnastics activity, with

City of Manchester Gymnastics’

coaches setting up programmes

alongside teachers. In 2021, the

club will celebrate 50 years since our

inauguration. With the passion and

enthusiasm of the present staff, the

next 50 years promises to be every bit

as exciting as the last.

It has become

obvious that we

need to venture

into the next

stage of our

development by

securing

funding and

planning for an

even larger and

more diverse

premises

“

British medallist Renee

Pullin

BEST PRACTICE REPRESENTATIVE 2019

THE PARLIAMENTARY REVIEW

Highlighting best practice

34 | CITY OF MANCHESTER INSTITUTE OF GYMNASTICS

to advanced and high-flyer groups,

receiving either 60 or 90 minutes of

tuition. There are 1,600 children per

week at this level. In addition, there

are development groups of varying

ages and abilities and these provide a

significant pool of talent, totalling 130

children, who will then move to primary,

junior and senior competition groups.

The staff consists of 20 expert coaches,

three administrators and two caretakers

and managers. I am an Honorary Master

Coach and judge and I manage the

institute alongside International and

High Performance Coach Jane Leigh.

The club runs a timetable of activity

seven days a week, 50 weeks of the

year. Most of our activities are after

the school day has finished and also

at weekends. Between 4pm and

7pm seven general classes take place

from Monday to Friday. On Saturday

mornings over 20 general classes

are coached between 9am and 2pm

and on Sunday morning 12 classes

are delivered between 9am and

2pm to complete our programme.

Thecompetitive groups train between

5pm and 9pm each weekday evening,

from 1pm to 5pm each Saturday and

also from 9am to 2pm Sunday.

National success coupled with

professionalism

The popularity of gymnastics as a sport

has increased dramatically since the

London Olympics in 2012. The British

successes in London were followed

up in Rio de Janeiro in 2016 with the

British gymnastics team having the

second-highest medal tally out of all

of the sports. Our membership has

increased by 40 per cent from this

period to a point where we have had

to be more creative in finding space for

extra classes.

We are extremely proud of our

coaching and teaching method,

stemming from our educational

viewpoint and a deep understanding

of the sport. A large proportion of our

coaching staff come from a teaching

background, which brings a sound

methodology and professionalism to all

our programmes.

Expert coach Chelsey

assisting a student with

a back flick

We have had

to be more

creative in

finding space

for extra

classes

“

35CITY OF MANCHESTER INSTITUTE OF GYMNASTICS |

DIGITAL, CULTURE, MEDIA & SPORT

Sound strategy leads to more

development

It has become obvious that we need

to venture into the next stage of our

development by securing funding and

planning for an even larger and more

diverse premises. This could cater

for even greater numbers, differing

aspects of gymnastics and improved

catering and changing facilities. A

feasibility study has been secured, and

links with our partners in the council

have shown a desire for a new-build

and extension in the near future.

Plans for a new health and community

centre in the immediate vicinity would

release land adjacent to the present

gym, in turn enabling the club to

develop its plans towards an even

bigger and better facility.

The club was for a long time a

community associated sports club.

We are now a not-for-profit limited

company, heavily investing back into

the club, following a strategy which

includes increasing membership to

reach more and more children. Not

only does this also boost our ability to

reinvest in the community, but it also

satisfies our core aim of introducing

gymnastics to as many individuals as

possible and meeting the sporting and

health needs of children throughout

Manchester.

An inspirational future

Fundamentally, we recognise that

gymnastics is the bedrock of all

our sports activities. As schools are

restricted in how much physical activity

they can bring to their constricted

timetable, the club feels it is our

mission to make available these

activities in a facility which has the

wow factor. In the future the club

would look to introduce trampolining,

adult classes and team gym and to

encourage more post-15-year-olds to

enjoy this great sport. In addition, we

wish to provide a future programme

of school gymnastics activity, with

City of Manchester Gymnastics’

coaches setting up programmes

alongside teachers. In 2021, the

club will celebrate 50 years since our

inauguration. With the passion and

enthusiasm of the present staff, the

next 50 years promises to be every bit

as exciting as the last.

It has become

obvious that we

need to venture

into the next

stage of our

development by

securing

funding and

planning for an

even larger and

more diverse

premises

“

British medallist Renee

Pullin

cityofmanchestergymnastics.co.uk

This article was sponsored by City of Manchester Institute of Gymnastics. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom.

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.

Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster