INSIGHT & ANALYSIS
INSIGHT & ANALYSIS
The good news is we have access to an existing framework that’s compliant with the newly-enforced Procurement Act 2023. We’ve historically seen councils finding traditional procurement an onerous and lengthy process, so the new Act aims to cut red tape and create faster routes to procuring services. The UK Leisure Framework does it all quickly and compliantly to get projects delivered.
Devolution and LGR is being spoken about as a once-in- a-lifetime opportunity to undertake developments and regeneration projects
What about co-location of health & active wellbeing?
An interesting report from CLOA – entitled A Movement for Change – recently discussed a move to an ‘active wellbeing service’. The report advocates for a strategic, sustainable and financially smart approach to public health, leveraging existing resources and partnerships to create a healthier, more active population. It specifically mentions the concept of creating community hubs where various health and wellbeing services are co-located. One of the 10 examples it offers is the new Health Hub at North Hykeham Leisure Centre in North Kesteven, which brings together health resources such as blood pressure checks, physiotherapy and cardiac and pulmonary rehab – all in a familiar community setting that makes these services more accessible to the public. Alliance Leisure has done a number of these and is currently delivering a construction project – on behalf of North East Derbyshire Council – that will see leisure and health services come together under one roof at Clay Cross
Clay Cross Active is a new leisure and health hub in Derbyshire
Talk to us about devolution and LGR. Devolution and LGR are reshaping the governance landscape for local authorities. In fact, I went to a conference recently where you could physically see it happening: neighbouring councils and cabinet members were getting together over coffee to discuss how things were going to work, were they going to join forces and so on. It affects some regions more than others: I believe four new Combined Authorities have been created to add to the 12 established Mayoral Combined Authorities, with a further six areas set to elect mayors by May 2026. For the individual local authorities set to join combined authorities, it’s being spoken about as a once-in-a-lifetime opportunity to undertake developments and regeneration projects. There’s a sense among individual councils that, once they move into a devolved authority, they might lose access to funds they currently have – or could secure – to spend in their local areas. And so there’s an urgency to deliver schemes now. To make sure money is spent in local communities before the funds potentially go into larger, combined authority pots – at which point they might be allocated elsewhere, to other areas. The impact for us as a business is that in the short term, there may be opportunities for quick wins. We’ve certainly had conversations recently where councils have come to us saying they want to move quickly, getting schemes delivered in their areas pre-devolution while potential funds are available. They’re coming to us to accelerate projects. If they’re moving into a combined authority, or if officers may be moving on, they’re also looking to deliver legacy projects in their communities.
Increasingly, we aren’t building leisure centres but health and active wellbeing hubs
Active. Alongside the more traditional leisure facilities of a swimming pool, gym, studios and sports hall, there is also a Citizens Advice, various NHS clinics and multi- purpose community rooms. The facility also has an all-encompassing approach to physical activity provision, ranging from soft play for young children through to an Innerva power-assisted exercise studio typically catering for older adults and those with medical conditions. One thing we can be sure of: we’re increasingly moving away from building leisure centres to instead build health and active wellbeing hubs. These combine a broader range of physical activity opportunities alongside health facilities, GPs, even community facilities – all in a non- intimidating environment that attracts new audiences. Crucially, all of this has to be done affordably and without slowing down the delivery – something that can be a challenge when lots of parties are involved and project scope begins to creep. We’ve been brought into a number of schemes that have escalated beyond their budgets and need to be brought back to what’s actually possible. We come in, start with a
blank sheet of paper and work through our framework and processes to get something deliverable. At the end of it, we can get a spade in the ground. Put simply, projects have to be deliverable and affordable and that’s what we focus on. Even if there’s a compromise here and there, delivering a facility within budget so the benefits can flow into the community is better than the project that spirals out of control and can’t ever be built. What about regeneration? Alliance Leisure is currently working on a couple of large regeneration schemes, including one on the seafront in Brighton where there’s a tired old leisure centre we’ve been appointed to regenerate. We’re looking at ways to make the new facility more relevant to the local community, to generate a greater commercial opportunity. If we backtrack a bit, we know that as a non-statutory service, leisure is low on the priority list when it comes to allocating financial resource – yet leisure services are one of the few revenue-generating opportunities for local authorities.
118
119
STATE OF THE UK FITNESS INDUSTRY REPORT 2025
STATE OF THE UK FITNESS INDUSTRY REPORT 2025
Made with FlippingBook flipbook maker