INDUSTRY VIEW
JAMES FOLEY • ALLIANCE LEISURE
From buildings to belonging: rethinking leisure provision
L eisure has changed enormously over the last twenty years, yet many people still walk into centres feeling like they were never really designed for them in the rst place. Peoples’ expectations have shifted. So have patterns of health, con dence and participation. Yet in many places, provision still largely serves those who were already comfortable being active in the rst place.
can genuinely work long-term. From opportunity analysis
reporting and catchment pro ling to community consultation, our Insight and Engagement teams are driven by data. Early planning is critical, including engaging stakeholders, analysing emerging local demographic priorities and
mapping the full user journey holistically. Partnership-focussed steering groups can
The challenge now is not simply about the need to add more facilities or follow the latest trends. It is about relevance. The strongest leisure projects are the ones that understand who their communities are, where participation gaps exist and what prevents people from engaging in the rst place. That means creating spaces and programmes people genuinely feel comfortable using, with design decisions shaped around health need, inclusion and long-term population outcomes. Opportunity Lives in a Better Fit That doesn’t mean previous approaches were wrong. Most centres were built around the pressures and expectations of their time. Communities today are more diverse, and in many areas, there is still a clear gap between who local facilities are designed for and who actually use them - particularly among older residents, those returning to activity or lacking in con dence. These gaps are the clearest indicators of where future demand already exists but has yet to be fully unlocked. Therefore, every meaningful leisure decision must build from evidence, alongside ambition. Not every new idea creates value and not every trend survives reality. Good evidence-led planning helps separate ideas that simply sound ambitious from those that
also help decide which products and services can best connect communities in a building and beyond. Applying a consistent framework to evaluate new ideas against agreed criteria ensures that every concept introduced aligns with strategic goals and operational realities.
“Every meaningful leisure decision must build from evidence, alongside ambition.”
The most effective centres now operate less like single-purpose sports buildings and more like adaptable community spaces. Small design decisions can make a signi cant difference to con dence and long-term participation. Where the Next Opportunity Actually Lives The future of leisure is likely to be shaped by better targeting, smarter use of data and a clearer understanding of what different communities actually need from their local facilities. When that alignment happens well, leisure centres become more than places to exercise, they become part of the social infrastructure that provides the local community with a real sense of belonging. James Foley, Commercial Director, Alliance Leisure
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STATE OF THE UK FITNESS INDUSTRY REPORT 2026
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