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Les Mills
Les Mills
Les Mills
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UNITING THE WORLD OF FITNESS
Health Club Management

Health Club Management

features

HCM People: David Burns

Our road map is to manage leisure facilities, developing them into community hubs and ensuring the most in need get the most support

Published in Health Club Management 2020 issue 10
Burns migrated to Australia from the north-east of the UK
Burns migrated to Australia from the north-east of the UK

What’s the purpose of Collective Leisure?
To enable ‘wellbeing without boundaries’. This means no matter who you are, where you’re from or what your background is, you should be able to access education, services and opportunities to enable your wellbeing and reach your potential.

We intentionally trade to tackle chronic disease, build resilient communities and provide access to employment and training for people from marginalised communities, using a systems approach.

We work in communities with communities by following a set of values and principles, including:

1. Distributed leadership – the power of self-responsibility, taking the initiative and collaborating at all levels.

2. Resilience – cultivating resilient communities through building strong relationships.

3. Inclusivity – fostering diversity and helping to build inclusive communities.

4. Vitality – serving with energy and optimism.

5. Leading with empathy and compassion.

What activities do you engage in?
We consult to local government to help them deliver service excellence to their communities.

We design and deliver wellbeing and sports programmes for educational establishments and community groups to help disadvantaged communities, such as asylum seekers and refugees, and those from lower socio-economic groups and people with disabilities.

We combine these services with human potential coaching and consulting to help people work through what prevents them from realising their true potential and a fulfilled life.

Our road map is to manage leisure facilities, developing them into community hubs - ensuring the most in need get the most support.

How is the organisation funded?
Collective Leisure is privately owned. I co-founded the organisation with my fiancé, Jennifer Barker.

Which outcomes have been most meaningful?
We were only established a little over a year ago, but two projects spring to mind at different ends of the system. Setting policy and delivering programmes.

The first was the development of a best practice contract specification, focusing on social outcomes and strong governance, for the City of Sydney’s new Gunyama Park Aquatic and Recreation Centre.

The facility, designed by Andrew Burges Architects in association with Grimshaw and TCL, will be an exemplar for access and inclusion and is the biggest aquatic complex built in Sydney since the 2000 Olympics. You can find out more at www.gunyamapark.com.au

The second project was delivering a wellbeing programme for Bankstown Senior College, based around Collective Leisure’s ‘wheel of wellbeing’ to refugees aged 18-22-years from war-affected countries, such as Afghanistan, Iraq and Syria. This has been really rewarding and has led to us becoming the official wellbeing partner of the Australian College of Physical Education.

We’ve also been working on the New South Wales Inclusive Schools Programme where we’ve partnered with Special Olympics Australia to deliver sports sessions on their behalf to children with learning disabilities and autism. We’re also employing people from asylum seeker and refugee backgrounds.

How do you measure success?
We’ve partnered with Substance in the UK to use the Views impact measuring platform to measure our service delivery. We are the exclusive distributor of the platform in Australia.

What are your dreams for the future?
Collective Leisure is becoming a leisure facilities operator. From there we’ll provide service excellence with inclusion being not just an initiative, but a mindset.

I strongly believe the social challenges we face (COVID-19 included) can only be solved when people and organisations work together across sectors, boundaries, and cultures, ie, when we take a collective approach. There is an opportunity for greater collaboration in the industry.

Australia is a long way from England but there’s a big opportunity to share our collective intelligence for the betterment of our sectors and local communities. I aspire to be a conduit for this.

I also dream of a world where the playing field is levelled – where the most in need get the most support and everyone gets an opportunity to fulfil their potential.

What can be learned from the work you’re doing? What lessons are transferable?
As we’re all part of the bigger system, Collective Leisure decided to align with goals much bigger than its own.

The 2030 Agenda for Sustainable Development, adopted by all members of the United Nations, has at its heart 17 Sustainable Development Goals (SDGs). These are an urgent call for action by all countries in a global partnership.

Collective Leisure is tackling these global priorities at a local level, focusing on three specific SDGs: good health and wellbeing, quality education and reducing inequality.

Finding a pathway to align local and global priorities is critical if we want to change the systemic problems of our time.

The principles of systems thinking are not new, but are so powerful. I would encourage anyone in the industry to practice systems thinking, which is an ongoing journey of learning for us all.

Our own personal practice can become the strongest influence in how we understand and see the system. We believe that to manage others we must first learn to manage ourselves and then lead with compassion.

What’s holding you back – if anything?
It’s going to be a bumpy road ahead for the sector, with government budgets reduced and consumer confidence low. Pressure to meet operational efficiencies in running leisure facilities has the potential to decrease service levels, resulting in widening inequality.

What have you learned this year?
We talk about the benefits of physical activity, but we’ve got a long way to go from simply knowing about these benefits to translating this knowledge into action to reduce incidences of chronic conditions.
It’s taken a pandemic for the focus to shift from viewing health as the absence of illness, to a new awareness of the value of cultivating wellbeing.

There’s momentum growing behind the idea of developing a public health system based on prevention rather than cure, but we need whole system thinking to make sure no one is left behind.

David Burns CV highlights

• MSc (Hons) Sport & Exercise Science from Teesside University

• Early career dedicated to sports development and inclusion – using sport to break down barriers in disadvantaged communities

• Created a Sportability Club and coached children and young people with disability in Middlesbrough

• Worked in grassroots football for the North Riding County Football Association as a football development officer

• Kick-started a 10 year football development programme tackling crime, unemployment, health and education for Hartlepool Council, as social inclusion football development officer

• Moved to Australia, worked in the aquatics leisure industry as a contract manager for local government, overseeing the City of Sydney’s aquatic leisure facilities and as a regional manager overseeing aquatic leisure facilities in the private sector, with Belgravia Leisure

• Founded Collective Leisure with fiancé, Jennifer Barker

• Launched a weekly show called ‘Part of the system’ on social media, interviewing people from organisations across all relevant sectors www.HCMmag.com/burns

• Currently four subjects into a masters degree in social impact

Sign up here to get HCM's weekly ezine and every issue of HCM magazine free on digital.
The new Gunyama Park Aquatic and Recreation Centre in Sydney
The new Gunyama Park Aquatic and Recreation Centre in Sydney
Burns has a background in aquatic management in Australia
Burns has a background in aquatic management in Australia
https://www.leisureopportunities.co.uk/images/2020/775691_861673.jpg
Collective Leisure has just become the first social enterprise leisure management company in Australia. HCM spoke to CEO David Burns
David Burns, Collective Leisure, Australia, Gunyama Park Aquatic and Recreation Centre, Sydney,leisure management, social enterprise
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Click on a catalogue to view it online
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Online,
Diary dates
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ExCeL London, London, United Kingdom
Diary dates
01-04 Jul 2021
Expo Centre & Riviera di Rimini, Italy
Diary dates
18-19 Sep 2021
Locations worldwide,
Diary dates
21-24 Sep 2021
Messe Stuttgart, Germany
Diary dates
04-07 Nov 2021
Exhibition Centre , Cologne, Germany
Diary dates
01-07 Dec 2022
tbc, Dunedin, New Zealand
Diary dates

features

HCM People: David Burns

Our road map is to manage leisure facilities, developing them into community hubs and ensuring the most in need get the most support

Published in Health Club Management 2020 issue 10
Burns migrated to Australia from the north-east of the UK
Burns migrated to Australia from the north-east of the UK

What’s the purpose of Collective Leisure?
To enable ‘wellbeing without boundaries’. This means no matter who you are, where you’re from or what your background is, you should be able to access education, services and opportunities to enable your wellbeing and reach your potential.

We intentionally trade to tackle chronic disease, build resilient communities and provide access to employment and training for people from marginalised communities, using a systems approach.

We work in communities with communities by following a set of values and principles, including:

1. Distributed leadership – the power of self-responsibility, taking the initiative and collaborating at all levels.

2. Resilience – cultivating resilient communities through building strong relationships.

3. Inclusivity – fostering diversity and helping to build inclusive communities.

4. Vitality – serving with energy and optimism.

5. Leading with empathy and compassion.

What activities do you engage in?
We consult to local government to help them deliver service excellence to their communities.

We design and deliver wellbeing and sports programmes for educational establishments and community groups to help disadvantaged communities, such as asylum seekers and refugees, and those from lower socio-economic groups and people with disabilities.

We combine these services with human potential coaching and consulting to help people work through what prevents them from realising their true potential and a fulfilled life.

Our road map is to manage leisure facilities, developing them into community hubs - ensuring the most in need get the most support.

How is the organisation funded?
Collective Leisure is privately owned. I co-founded the organisation with my fiancé, Jennifer Barker.

Which outcomes have been most meaningful?
We were only established a little over a year ago, but two projects spring to mind at different ends of the system. Setting policy and delivering programmes.

The first was the development of a best practice contract specification, focusing on social outcomes and strong governance, for the City of Sydney’s new Gunyama Park Aquatic and Recreation Centre.

The facility, designed by Andrew Burges Architects in association with Grimshaw and TCL, will be an exemplar for access and inclusion and is the biggest aquatic complex built in Sydney since the 2000 Olympics. You can find out more at www.gunyamapark.com.au

The second project was delivering a wellbeing programme for Bankstown Senior College, based around Collective Leisure’s ‘wheel of wellbeing’ to refugees aged 18-22-years from war-affected countries, such as Afghanistan, Iraq and Syria. This has been really rewarding and has led to us becoming the official wellbeing partner of the Australian College of Physical Education.

We’ve also been working on the New South Wales Inclusive Schools Programme where we’ve partnered with Special Olympics Australia to deliver sports sessions on their behalf to children with learning disabilities and autism. We’re also employing people from asylum seeker and refugee backgrounds.

How do you measure success?
We’ve partnered with Substance in the UK to use the Views impact measuring platform to measure our service delivery. We are the exclusive distributor of the platform in Australia.

What are your dreams for the future?
Collective Leisure is becoming a leisure facilities operator. From there we’ll provide service excellence with inclusion being not just an initiative, but a mindset.

I strongly believe the social challenges we face (COVID-19 included) can only be solved when people and organisations work together across sectors, boundaries, and cultures, ie, when we take a collective approach. There is an opportunity for greater collaboration in the industry.

Australia is a long way from England but there’s a big opportunity to share our collective intelligence for the betterment of our sectors and local communities. I aspire to be a conduit for this.

I also dream of a world where the playing field is levelled – where the most in need get the most support and everyone gets an opportunity to fulfil their potential.

What can be learned from the work you’re doing? What lessons are transferable?
As we’re all part of the bigger system, Collective Leisure decided to align with goals much bigger than its own.

The 2030 Agenda for Sustainable Development, adopted by all members of the United Nations, has at its heart 17 Sustainable Development Goals (SDGs). These are an urgent call for action by all countries in a global partnership.

Collective Leisure is tackling these global priorities at a local level, focusing on three specific SDGs: good health and wellbeing, quality education and reducing inequality.

Finding a pathway to align local and global priorities is critical if we want to change the systemic problems of our time.

The principles of systems thinking are not new, but are so powerful. I would encourage anyone in the industry to practice systems thinking, which is an ongoing journey of learning for us all.

Our own personal practice can become the strongest influence in how we understand and see the system. We believe that to manage others we must first learn to manage ourselves and then lead with compassion.

What’s holding you back – if anything?
It’s going to be a bumpy road ahead for the sector, with government budgets reduced and consumer confidence low. Pressure to meet operational efficiencies in running leisure facilities has the potential to decrease service levels, resulting in widening inequality.

What have you learned this year?
We talk about the benefits of physical activity, but we’ve got a long way to go from simply knowing about these benefits to translating this knowledge into action to reduce incidences of chronic conditions.
It’s taken a pandemic for the focus to shift from viewing health as the absence of illness, to a new awareness of the value of cultivating wellbeing.

There’s momentum growing behind the idea of developing a public health system based on prevention rather than cure, but we need whole system thinking to make sure no one is left behind.

David Burns CV highlights

• MSc (Hons) Sport & Exercise Science from Teesside University

• Early career dedicated to sports development and inclusion – using sport to break down barriers in disadvantaged communities

• Created a Sportability Club and coached children and young people with disability in Middlesbrough

• Worked in grassroots football for the North Riding County Football Association as a football development officer

• Kick-started a 10 year football development programme tackling crime, unemployment, health and education for Hartlepool Council, as social inclusion football development officer

• Moved to Australia, worked in the aquatics leisure industry as a contract manager for local government, overseeing the City of Sydney’s aquatic leisure facilities and as a regional manager overseeing aquatic leisure facilities in the private sector, with Belgravia Leisure

• Founded Collective Leisure with fiancé, Jennifer Barker

• Launched a weekly show called ‘Part of the system’ on social media, interviewing people from organisations across all relevant sectors www.HCMmag.com/burns

• Currently four subjects into a masters degree in social impact

Sign up here to get HCM's weekly ezine and every issue of HCM magazine free on digital.
The new Gunyama Park Aquatic and Recreation Centre in Sydney
The new Gunyama Park Aquatic and Recreation Centre in Sydney
Burns has a background in aquatic management in Australia
Burns has a background in aquatic management in Australia
https://www.leisureopportunities.co.uk/images/2020/775691_861673.jpg
Collective Leisure has just become the first social enterprise leisure management company in Australia. HCM spoke to CEO David Burns
David Burns, Collective Leisure, Australia, Gunyama Park Aquatic and Recreation Centre, Sydney,leisure management, social enterprise
Latest News
Health clubs and gyms will be able to open their doors to individual training sessions ...
Latest News
As health clubs and gyms reopen following lockdowns, it is "absolutely crucial" operators take a ...
Latest News
IHRSA and Fitness Brasil say they have signed a partnership agreement that will see the ...
Latest News
EuropeActive has joined the All Policies for a Healthy Europe (APHE) initiative, as part of ...
Latest News
Lack of exercise is a major cause of death from COVID-19, according to new research, ...
Latest News
World Leisure Organization (WLO) has opened the entry process for its International Innovation Prize. Now ...
Latest News
Health clubs, leisure centres and studios in England have opened today (12 April) for the ...
Latest News
A major new initiative will look to strengthen and unite the fitness industry's voice in ...
Latest News
A parliamentary report is calling for a £3bn intervention fund to build back better health ...
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Leisure centre operator Everyone Active has formed a partnership with WW (formerly called Weight Watchers), ...
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Adults suffering from chronic pain should be advised to take exercise, rather than be prescribed ...
Featured supplier news
Featured supplier news: Precor supports Aneurin Leisure Trust in three-site refurbishment
Welsh leisure trust, Aneurin Leisure (ALT), has announced it’s forging ahead with a £600,000 (US$821,000, €696,000) gym refurbishment in all three of its leisure centres.
Featured supplier news
Featured supplier news: The Retention People unveil 2020 Member Experience Awards winners
Member engagement software provider The Retention People (TRP) has unveiled the winners of its annual 2020 Member Experience Awards (MEA).
Company profiles
Company profile: Life Fitness
Through our Life Fitness Solutions Partners, we can deliver design and build services, finance solutions, ...
Company profiles
Company profile: Proinsight Research Ltd
We take time at the outset to understand your unique customer journey. Then we work ...
Supplier Showcases
Supplier showcase - Fisikal
Supplier Showcases
Supplier showcase - Venueserve Fitness
Catalogue Gallery
Click on a catalogue to view it online
Directory
Whole body cryotherapy
Art of Cryo: Whole body cryotherapy
Uniforms
Service Sport: Uniforms
Flooring
Total Vibration Solutions / TVS Sports Surfaces: Flooring
Architects/designers
Zynk Design Consultants: Architects/designers
Spa software
SpaBooker: Spa software
Management software
fibodo Limited: Management software
Skincare
Sothys: Skincare
Wearable technology solutions
MyZone: Wearable technology solutions
Exercise equipment
Matrix Fitness: Exercise equipment
Fitness equipment
Precor: Fitness equipment
Property & Tenders
Hillingdon
Hillingdon Borough Council
Property & Tenders
Diary dates
12 Jun 2021
Worldwide, Various,
Diary dates
13-14 Jun 2021
Online,
Diary dates
16-17 Jun 2021
ExCeL London, London, United Kingdom
Diary dates
01-04 Jul 2021
Expo Centre & Riviera di Rimini, Italy
Diary dates
18-19 Sep 2021
Locations worldwide,
Diary dates
21-24 Sep 2021
Messe Stuttgart, Germany
Diary dates
04-07 Nov 2021
Exhibition Centre , Cologne, Germany
Diary dates
01-07 Dec 2022
tbc, Dunedin, New Zealand
Diary dates
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