This second case study chapter focuses on the role of sport in governance of renewal initiatives in the UK. The chapter begins by examining the Olympic legacy following the 2012 Games, before moving on to examine the governance structures of the legacy regeneration, and then focusing on the role of sport and community engagement in renewal projects. These renewal aims set out by the UK government focused on the cases of legacy and community development in East London and the UK more broadly, following the regeneration goals around sustainability, community and youth participation. The role of community engagement and development in the longer-term as 2012 legacy is examined, in terms of its key renewal projects and aims as well as the governance design and delivery of the legacy programme. The governance of the 2012 Games, focused on the partnership delivery model in overseeing the 2012 Games and legacy, is examined in the latter stages of the chapter, using the policy networks interpretive governance approach to examine the relationships and roles of the different partners engaged in the delivery of the London 2012 Olympic Games and the subsequent legacy. The legacy of London 2012 is heavily predicated on participation and community development, and the governance of 2012 legacy is driven by the top-down delivery of specialist agencies such as the Olympic Delivery Authority (ODA), Government Olympic Executive (GOE) and London Organising Committee of the Olympic Games (LOCOG), as well as other especially dedicated delivery bodies discussed later on in this chapter. The governance design and delivery sections, in the latter stages of the chapter, then examine the context of governance unpacking relations, roles and behaviours between the actors in design and delivery in governance of renewal.