Monthly Archives: July 2026

5 Top Tips for Launching a New Build Leisure Centre

Neil Harrison, Head of Engagement

Launching a new build leisure centre is a proud moment for any local authority, operator, project team and community. It represents significant investment, creates new opportunities for participation and provides a platform to support health, wellbeing and community connection for years to come.

However, a successful launch does not happen by chance. It requires early planning, a proactive marketing approach with a structured marketing plan, clear objectives, strong implementation and a commitment to ongoing development once the doors are open.

A useful way to structure this is through our PROUD framework:

Plan, Reach, Objectives, Unveil and Develop.

1. Plan: Start Early and Build the Foundations

A strong launch begins long before the centre opens. The planning phase should bring together all key partners, including the client, operator, project team, marketing team, customer service teams, sales teams and community stakeholders.

At this stage, it is important to agree the overall vision for the centre. What role will it play locally? Who are the priority audiences? What makes the facility different? What customer needs is it designed to meet? How will the new centre support wider health, wellbeing, social value and participation outcomes?

The launch plan should map out all key milestones, from brand development and community engagement through to pre-sales, recruitment, staff training, operational readiness, open days and the official opening. It should also identify key risks, such as construction delays, system issues, programme changes, pricing decisions, customer migration from an existing facility or confusion around opening dates.

Planning should also include a clear customer journey. From the first time someone sees the centre advertised to the moment they join, book, visit or take part, every stage should feel simple, joined up and positive.

The earlier this work starts, the easier it is to build momentum, manage expectations and avoid the launch feeling rushed.

2. Reach: Create a Proactive Marketing Campaign

Launching a new leisure centre is not just about promoting a building. It is about reaching the right people, building excitement and helping the community understand how the centre can support their lifestyle, health and wellbeing.

The marketing approach should be proactive, phased and planned around three key stages: pre-sale, opening and post-opening.

During the pre-sale phase, the focus should be on building awareness, generating interest and creating a strong pipeline before the centre opens. This may include teaser campaigns, construction updates, behind-the-scenes content, countdown activity, lead generation forms, early access membership offers, community engagement, PR, PPC advertising, social media campaigns and email journeys for people who have registered their interest.

This stage is about creating momentum early. By the time the centre opens, there should already be an engaged audience ready to join, visit, book or take part.

The opening phase should convert that interest into action. This is the moment to maximise visibility through launch events, open days, facility tours, founder member offers, local media coverage, partner activity, outdoor advertising, digital campaigns and clear calls to action across all channels.

Messaging should make it easy for people to understand what is available, how to join, how to book and why they should visit. The customer journey at this stage is critical. If the joining, booking or enquiry process is unclear, it can quickly reduce the impact of the launch campaign.

The post-opening phase is equally important. Once the initial excitement has passed, marketing should continue to build momentum, support retention and drive participation across the full facility mix. This may include targeted campaigns for health and fitness memberships, swimming lessons, soft play, sports clubs, junior activities, community programmes, wellbeing services and casual use.

Customer testimonials, success stories, feedback, usage data and case studies can help demonstrate the value of the centre and encourage new audiences to engage. Ongoing digital activity, CRM journeys and local outreach should continue to move people from awareness through to enquiry, trial, joining and long-term participation.

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3. Objectives: Set Clear Targets from the Start

Every successful launch needs clear objectives. These should be agreed early and linked to the wider aims of the project.

Objectives may include building awareness, achieving a specific membership target, increasing swim lesson enrolments, driving attendance at open days, engaging local clubs, supporting health and wellbeing outcomes, creating positive community sentiment or successfully transitioning existing customers into the new facility.

Targets should be realistic, measurable and understood by everyone involved. These could include membership sales, number of leads generated, website visits, enquiry volumes, email sign-ups, social media reach and engagement, open day attendance, swimming lesson occupancy, programme bookings and customer feedback scores.

Clear targets help focus activity and give the project team a shared definition of success. They also ensure marketing is not seen as a standalone task, but as a key part of the wider launch strategy.

Objectives should be reviewed throughout the campaign, not just at the end. This allows the team to understand what is working, where more support is needed and whether activity needs to be adjusted before opening.

4. Unveil: Deliver a Strong Opening Experience

The opening of a new leisure centre is a key moment. It is the first real opportunity for many people to experience the facility, meet the team and decide whether the centre feels right for them.

A successful unveil should feel professional, welcoming and well organised. This means ensuring staff are fully briefed, the customer journey is clear, signage is in place, systems are working, launch offers are understood and all customer-facing teams know how to answer common questions.

Open days, preview events, tours, partner visits and official opening activity should be carefully planned. These moments are not just operational events; they are part of the wider marketing and customer experience strategy.

Every touchpoint matters. Is the arrival experience clear? Are customers welcomed confidently? Can people easily understand the membership options, activities and programmes? Is there a simple route to join, book or register interest? Are follow-up communications in place after the visit?

The unveil stage should turn interest into confidence. People should leave feeling excited, informed and motivated to return.

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5. Develop: Keep Improving after Opening

The launch does not end when the doors open. In many ways, this is when the next phase begins.

Once the centre is live, the focus should shift to developing the customer base, improving the experience and building long-term momentum. This means regularly reviewing campaign performance, membership sales, customer feedback, usage data, programme uptake, enquiry trends and retention.

The first few months are a valuable learning period. If a particular audience is not engaging, the marketing approach may need to be refined. If enquiries are high but conversions are low, the sales process may need reviewing. If customers are asking the same questions, website content, FAQs or staff briefing materials may need improving.

Development should also include ongoing engagement with the community. Local clubs, schools, health partners, community groups and residents can all play a role in helping the centre become embedded locally. A strong launch creates momentum, but ongoing development turns that momentum into long-term success.

Final Thoughts

Launching a new build leisure centre is about much more than opening a new facility. It is about creating confidence, building relationships and helping the local community understand the value of the investment.

By using our PROUD framework — Plan, Reach, Objectives, Unveil and Develop — project teams can create a clear, practical and memorable approach to launch planning.

Done well, a new leisure centre launch can generate excitement from day one, support strong early performance and create a lasting positive impact for the community.

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Community-Funded Refurbishment Secures Future of SpArC Swimming Pool

A swimming pool built through public subscription more than 50 years ago has reopened following a major refurbishment programme made possible by a huge community fundraising effort and investment from Shropshire Council.

Appointed by Shropshire Council, Alliance Leisure has delivered the £1.15 million refurbishment of the swimming pool and pool hall at Bishops Castle Leisure and Arts Centre, better known as Sports and Arts in the Community (SpArC), a vital community facility serving rural communities across south-west Shropshire since 1974.

The refurbishment is expected to reduce annual operating costs by approximately £12,000 while increasing participation and attracting up to 30 per cent more users, helping to secure the long-term sustainability of the facility.

Owned by the Council and operated by the Shropshire Community Leisure Trust, SpArC shares its site with Bishop’s Castle Community College. At the heart of the centre is a 20 metre, four-lane swimming pool that is used by six local primary schools to achieve national curriculum swimming requirements, as well as the wider community. The centre also offers a sports hall, fitness gym, arts studio and gallery space.

SpArC benefits from significant local support. A board of trustees consistently raise funds to enhance facilities at the centre. In recent years, trustees have secured and invested more than £250,000 into a range projects including a gym, café, pocket park and improvements to the centre’s arts and theatre provision.

With the need to modernise the ageing pool, the trustees successfully raised an additional £250,000 to fund a new pool liner and easy-access steps with handrails and guardrails to replace the traditional ladder steps which presented challenges for older users and people with disabilities.

Sarah Marston, Shropshire’s Council’s Cabinet member for community and environment, said:

This is such a good example of how funding from the council and from housing developers can be added to grant funding and money raised by the local community to make a real difference to a local community.

People in Bishop’s Castle and across southwest Shropshire will have a pool that they can be proud of, and one that will be more cost effective to operate and accessible for all.

The project addressed a number of critical issues affecting the pool’s viability. The existing pool tank required continual repairs and was nearing the point where significant structural failure could occur without intervention. The tank has now been reprofiled and relined with a durable waterproof finish.

The ageing filtration system had also reached the end of its operational life, resulting in inefficient water circulation and increasing maintenance. As part of the refurbishment, the filtration system has been replaced, including new plant equipment, buried pipework, skimmers, sumps and water inlets. Additional improvements include the renewal of key pool fixtures and fittings such as lane rope anchors, static water level rails and the reinstatement of the existing pool hoist. Structural bases have also been installed to support a future pool cover system.

As with many rural projects, one of the key challenges was securing suitably experienced contractors capable of undertaking specialist leisure refurbishment works. By procuring through the UK Leisure Framework, owned and managed by Denbighshire Leisure Ltd (DLL), the project team was able to appoint design and construction specialists with experience in delivering complex leisure projects.

Led by Alliance Leisure, the project team included Universal Group as principal contractor, Bellrock providing facilities management expertise, and Greenwood Projects delivering project management services.

Greg Walker, Business Development Manager, Alliance Leisure, says:

This project shows what can be achieved when communities, local authorities and partners work together towards a shared goal. The upgraded pool is modern and accessible and well positioned to support future generations through children’s swimming lessons, family swimming sessions, wellbeing activities and access for older adults and people with disabilities.

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Battersea Park Sports Ground Refurbishment Complete for Wandsworth Council

We have successfully completed the refurbishment of the all-weather sports ground at Battersea Park for Wandsworth Council, securing the future of one of London’s most valued community sports facilities.

Delivered through an investment of approximately £600,000 by Wandsworth Council, the project has transformed the existing artificial turf pitches, replacing ageing playing surfaces with modern, high-performance systems designed to support intensive community use for years to come.

Procured through the UK Leisure Framework, owned and managed by Denbighshire Leisure Ltd (DLL), the scheme was delivered by Alliance Leisure alongside specialist delivery partners SSL Group Ltd and Velocity Sports Ltd.

The refurbishment ensures the facility continues to meet the standards required for England Hockey accreditation, safeguarding its role as a home for West London hockey clubs while also supporting football, schools and wider community sport.

Located within one of London’s most iconic parks, the sports ground plays an important role in encouraging physical activity, supporting local clubs and providing accessible sporting opportunities for residents of all ages. The investment reflects Wandsworth Council’s continued commitment to maintaining high-quality leisure infrastructure that benefits both current and future generations.

Steve Winter-Rose, Business Development Manager at Alliance Leisure, said:

We’re delighted to have completed this refurbishment as Battersea Park is a hugely important sporting venue. The project demonstrates the value of investing in existing sports infrastructure, extending the lifespan of well-used facilities while creating modern playing environments that meet the expectations of clubs, governing bodies and the wider community.

Speaking at an event to celebrate the opening of the pitches, Councillor Ethan Brooks, Cabinet Member for Environment at Wandsworth Council said:

It’s fantastic to see local school children enjoying these newly upgraded facilities in Battersea Park. These improvements will benefit residents of all ages, from young people taking part in school sport to community groups, footballers, hockey players and cricketers using the park throughout the year.

Projects like these are helping to create more opportunities for people to be active, improve their wellbeing and enjoy high-quality sports facilities close to home, all at no additional cost to residents. Together, these upgrades strengthen Battersea Park’s reputation as not only one of London’s best green spaces, as proven by the recent Green Flag award, but a place to enjoy sport and exercise as well.

With the refurbished pitches now back in use, Battersea Park is well placed to continue supporting grassroots sport and active lifestyles across the borough for many years ahead.

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Our Reflections from the Green Goals Conference 2026

Green Goals Conference 2026

Greg Walker, Alliance Delivery Manager

I recently attended the Green Goals Conference which brought together leaders from sport, leisure, public health, local government, planning, energy, nature recovery and the built environment. Its purpose was to move the sector from strategy and policy language into practical delivery. Across the day, the same message repeatedly surfaced: climate action, public health, participation, equality and community regeneration are interconnected. The task is not simply to lower carbon; it is to protect and improve the places that enable people to move, meet and belong.

1. Climate change impacts and why adaptation is essential – Olivia Shears, Climate Change Committee

Olivia Shears’ keynote established the scale and urgency of the challenge. Her slides showed global temperatures continuing to warm at a record pace and the need to plan for approximately 2°C of warming by 2050 and 4°C by 2100. These increases will have significant impact on how we exercise and play sports in the future.

UK heatwaves are expected to become more frequent, longer and more intense, while flooding, drought, reduced river flows and wildfire risk will all place greater pressure on communities, infrastructure and public services.

For sport, these risks are operational rather than abstract. Flooded pitches cancel fixtures and reduce participation; extreme heat places players, staff and spectators under health pressure; water stress threatens grass and playing surfaces; and repeated disruption can make activity less accessible. The implication is that adaptation must be built into facility design, maintenance, emergency planning, programming and capital investment. The Climate Change Committee’s wider message is equally clear: damage is already occurring, early action is cheaper, and leadership is required to deliver adaptation at sufficient scale and speed.

2. Nature, access and prevention – Dave Bell, Natural England

Dave Bell positioned nature as essential public-health infrastructure. Access to good-quality green and blue space supports movement, mental wellbeing, social connection and prevention, while also helping towns and cities respond to poor air quality, overheating and flood risk. Natural England’s Green Infrastructure Framework gives local authorities and partners practical standards and mapping tools to identify gaps, connect habitats and target investment where health inequalities and environmental pressures are greatest.

The conference’s “participation–climate change–inequalities” jigsaw captured this neatly: action in one area affects the others. Better active-travel routes, nature-rich corridors and inclusive outdoor spaces can increase participation while improving biodiversity and climate resilience. Local Nature Recovery Strategies, community co-design and partnerships with Wildlife Trusts, clubs and local authorities provide a route from broad ambition to locally owned outcomes.

3. From sustainability strategy to community outcomes – Denise Ludlam, Sport England

Denise Ludlam translated Sport England’s Every Move strategy into a 2050 vision for the sector: active design as the norm; zero-carbon and climate-resilient facilities; thriving, accessible nature; and sports venues operating as community hubs alongside health and other essential services. The ambition is regenerative rather than merely “less harmful” – facilities and organisations should help restore nature, strengthen local systems and create wider social value.

Sport England’s Regenerative Ladder provides a practical route from Starting and Progressing through Sustainable and Restorative to Regenerative. Organisations move from basic knowledge and internal actions to measured outcomes, external projects, shared resources, partnership leadership and innovation. Its maturity tool asks organisations to assess six linked themes: carbon emissions, circular economy, blue-green environments, biodiversity gain, inequalities and organisational enablers.

4. People, planet and greener practice – Dr Katrina Davies, Greener Practice

Dr Katrina Davies connected planetary health directly to everyday healthcare. Her slides illustrated a broad chain of impacts: heat-related illness and deaths; flooding that interrupts care; air pollution and respiratory disease; changing patterns of vector-borne and diarrhoeal illness; food and water insecurity; displacement; and mental-health consequences. The NHS is also part of the problem as well as the response, accounting for roughly 4–5% of the UK’s carbon footprint.

The key opportunity is prevention. Physical activity, cleaner air, active travel, healthier food, greener neighbourhoods and stronger communities can reduce demand on healthcare while improving quality of life. Greener Practice’s principles emphasise prevention, patient empowerment, efficient care pathways and lower-carbon clinical alternatives where these maintain or improve outcomes. The People’s Emergency Briefing reinforced the need to communicate climate and nature risks clearly, collectively and without specialist jargon.

5. The future leisure facility: lower carbon, higher social value – Community Leisure UK and GLL

Jennifer Huygen and Jeremy Gould highlighted a difficult cycle across public leisure: ageing buildings create maintenance backlogs and high energy use; high bills reduce the money available for investment; and operators often have limited control over capital decisions. Swimming pools are particularly energy-intensive because water and air must be continuously heated, treated and circulated. Conference data showed maintenance and energy costs as the most prominent operating pressures, with decarbonisation competing against urgent repairs for scarce capital.

The scale of renewal is significant. The conference cited £15.5 billion of investment required in Scotland alone over 25 years to address condition and ageing infrastructure, retrofit for net zero and improve accessibility and inclusion. The Sport Scotland estate review confirms that many facilities are already beyond their design life and that long-term planning, better data and cross-sector partnership are essential.

Public Sector Decarbonisation Scheme projects have demonstrated what can be achieved, but the discussion also raised the question of what happens when grant programmes end. Successful projects require landlords and operators to work together, an investable business case that captures whole-life savings, and clear social-value outcomes. The future leisure facility is therefore not simply an efficient building: it is a resilient community asset that supports prevention, inclusion, participation and local regeneration.

6. Greener Game, stronger communities – The FA and E.ON Next

The Greener Game programme provided the day’s clearest example of turning sustainability into a scalable delivery pathway. Grassroots clubs face rising costs from floodlighting, heating and ageing clubhouses. The programme combines simple online guidance, energy support packs, free audits and funded upgrades such as solar panels, battery storage, LED lighting and insulation.

The conference reported hundreds of clubs moving through this journey, with more than 120 audits completed. Early results included energy-consumption reductions of around 25%, substantial bill savings for individual clubs, money reinvested into grassroots activity and greater confidence to discuss energy use. E.ON’s public update confirms that more than 400 clubs were already making savings and efficiencies by June 2026. This makes the programme more than a carbon initiative: it helps clubs remain open, affordable and rooted in their communities.

Overall conclusions and practical implications

Treat climate adaptation and decarbonisation as core business continuity, asset management and safeguarding issues – not optional sustainability extras.
Start with evidence: assess climate risks, energy use, estate condition, accessibility, participation gaps and the organisation’s maturity level.
Prioritise “no-regrets” measures that cut costs and improve resilience now, while building longer-term capital plans for heat, flooding, water, energy and ageing assets.
Design every project around combined outcomes: lower emissions, healthier lives, reduced inequalities, stronger biodiversity and greater community value.
Work in partnership. Local authorities, operators, clubs, health bodies, funders, nature organisations and energy specialists each hold part of the solution.

The lasting message from Green Goals 2026 was one of practical optimism: the sector understands the challenge, workable models already exist, and sustainability can strengthen rather than constrain sport. The next step is disciplined implementation – moving from isolated projects to a regenerative approach in which facilities, spaces and organisations actively create healthier, fairer and more resilient communities.

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Alliance Leisure Achieves Bronze Social Value Quality Mark® Accreditation

Alliance Leisure has proudly been awarded the Social Value Quality Mark® Bronze – Commit accreditation.

Awarded by the independent social enterprise Social Value Quality Mark CIC, the accreditation recognises organisations that are ready to make a series of pledges to embed social value across their business and transparently evidence the difference they make. The Social Value Quality Mark® is one of the UK’s most rigorous standards for recognising organisations that demonstrate high standards in social value development, measurement and reporting.

We are committed to making local leisure provision sustainable and positioning the health and wellness of local communities at the core of every project we deliver. As the UK’s leading leisure development specialist, we work in partnership with local authorities, leisure trusts and operators to create facilities that deliver lasting benefits for communities. While every project results in high-quality places for people to be active, the wider social impact extends far beyond the buildings themselves.

From creating local employment opportunities and supporting skills development throughout the supply chain to improving health and wellbeing outcomes, investing in local communities and reducing environmental impact, social value is embedded throughout Alliance Leisure’s approach to project delivery.

We also recognise our responsibility to support our own people, strengthen our partnerships and operate in a way that delivers wider social value every day.

To achieve the Bronze accreditation, we made a series of commitments across five key areas:

Skills development
Wellbeing
Investment in local communities
Charitable giving
Carbon reduction

The accreditation provides a framework that will enable the business to further strengthen how it measures, evidences and reports the positive impact created through its projects, ensuring social value remains a key consideration throughout every stage of delivery.

John Leaver, Marketing & Frameworks Director at Alliance Leisure, said:

We’ve always believed that creating positive impact starts from within. While our projects help communities become healthier, more active and more connected, we also recognise our responsibility to support our own people, strengthen our partnerships and operate in a way that delivers wider social value every day.

That’s what motivated us to pursue the Social Value Quality Mark Bronze accreditation. It gave us the opportunity to formally recognise the values that have shaped Alliance Leisure for many years, while providing a clear framework to measure, improve and embed social value across every aspect of our business.

Achieving Bronze is a proud moment for the whole team and an important step on our journey to ensuring the difference we make is felt not only in the places we help create, but also through the culture we foster, the relationships we build and the positive legacy we leave behind.

Richard Dickins, Managing Director of Social Value Quality Mark CIC, said:

Customers, investors and jobseekers increasingly place their loyalty with organisations who deliver clear social and environmental benefits. The Quality Mark separates, distinguishes and celebrates those businesses who are genuinely committed to making the world a fairer place. We are pleased that Alliance Leisure is joining the growing number of companies making this commitment.

The Bronze – Commit accreditation marks the first stage of Alliance Leisure’s Social Value Quality Mark® journey. While we’re proud to have achieved Bronze, this is just the beginning. We’re committed to building on this foundation through delivering projects that leave a positive legacy behind, and through the culture that we foster within the Alliance Leisure team.

For more information on this Quality Mark visit: http://www.socialvaluequalitymark.com

Highly Commended at the CN Awards 2026 for Supply Chain Collaboration Excellence

Highly Commended at the CN Awards 2026

We were delighted to be recognised as Highly Commended at the Construction News Awards 2026 in the Supply Chain Collaboration Excellence category for our UK Leisure Framework / Clay Cross Active entry.

The award celebrates the strength of a truly integrated project team – where collaboration, transparency and shared goals helped deliver an outstanding outcome for both the client and the local community.

Working through the UK Leisure Framework, we brought together a team of trusted partners who worked collectively to manage risk, support the supply chain and maintain a clear focus on delivering a high-quality, sustainable wellbeing hub for Clay Cross.

The project demonstrated the value of early contractor involvement, open-book working and strong communication – helping the team navigate challenges while maintaining budget certainty, programme momentum and ambitious sustainability targets.

The result is a facility already making a significant impact, with more than 3,200 memberships achieved in the first month, exceeding the level forecast for Year 5. The judges highlighted the project as “a real story of overcoming huge challenges following contractor insolvency”, while also recognising the impressive impact achieved – including a 325% increase in memberships and café revenue.

A huge thank you to our partners at Universal Group, GT3 Architects, CGP, Hadron Consulting, Greenwood Projects and Engenuiti for their dedication and teamwork.

July 2025 saw the opening of the £26.3m Clay Cross Active in North East Derbyshire. Designed by GT3 Architects, the low-carbon facility features sustainable technologies such as solar PV panels and air source heat pumps. Clay Cross Active combines health, fitness and wellbeing facilities with essential community services for the more than 20,000 local residents.

Clay Cross Active integrates high quality sport and leisure facilities – including pools, a sports hall, 100-station gym, studios and a 3G pitch – with health services, such as NHS children’s and maternity care. The site also supports community wellbeing with Citizens’ Advice and community rooms.

Other facilities include soft play, a TAGactive indoor adventure play area, a treatment room and a café with a viewing gallery for the swimming pool.

View full Clay Cross Active case study

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Studio Transformation Completed at Burscough Wellbeing and Leisure Hub

We are proud to have supported West Lancashire Borough Council to deliver a £300,000 studio transformation project at Burscough Wellbeing and Leisure Hub, creating a dedicated group exercise space designed to meet growing demand for fitness and wellbeing activities.

Completed on 5th June 2026, the project forms the next phase of investment at the leisure hub, building on the success of the wider refurbishment programme previously delivered at the centre.

The scheme involved the conversion of an underutilised squash court into a significantly larger and more versatile fitness environment. Works included the removal of the dividing wall between the existing Wellbeing Suite and Squash Court 1, creating an enlarged studio space complete with sprung flooring, mirrored walls, specialist lighting, upgraded ventilation systems, new AV infrastructure and acoustic enhancements.

Importantly, the facility continues to retain one operational squash court, ensuring racquet sports provision remains available while enabling the centre to respond to changing participation trends and customer demand.

The decision to repurpose the space followed a review of facility usage and customer behaviour. With demand for group exercise continuing to grow, the existing squash court arrangement presented an opportunity to make more effective use of the building’s footprint while enhancing the fitness offer available to local residents.

The new studio provides increased capacity for instructor-led classes, supports a wider range of high-intensity and wellbeing-focused activities and creates a more contemporary exercise environment for members and visitors. The investment is also expected to improve operational efficiency and generate additional revenue opportunities, helping to strengthen the long-term sustainability of the facility.

Delivered through the UK Leisure Framework, which is owned and managed by Denbighshire Leisure Ltd (DLL), Alliance Leisure coordinated the specialist project team responsible for designing and delivering the scheme. Construction works were undertaken by principal contractor Universal Group, who were supported by BGH Architects, Bellrock Group, SSL Live and Hensall.

The project was intentionally delivered by the same team responsible for the successful Phase 1 refurbishment of Burscough Wellbeing and Leisure Hub. Retaining the established project team ensured continuity of knowledge, reduced mobilisation risk and enabled lessons learned from the wider leisure centre refurbishment to be carried forward into the studio conversion project.

Sustainability considerations were embedded throughout the scheme. By repurposing existing internal space and retaining significant elements of the building structure, the project minimised embodied carbon while avoiding the need for new construction. Additional measures included the installation of energy-efficient LED lighting, upgrades to ventilation systems designed around operational demand, a review of electrical loads to avoid an unnecessary power supply upgrade and the reuse of existing plant and infrastructure wherever practical.

Delivered within a live leisure centre environment, the project required careful planning and coordination to minimise disruption to customers. Structural alterations, fire strategy requirements and mechanical and electrical upgrades were successfully managed while maintaining the safe operation of the wider facility throughout construction.

Seb Rowe, Delivery Manager at Alliance Leisure, said:

By intelligently repurposing existing space rather than expanding the building footprint, this scheme demonstrates how leisure facilities can adapt to changing participation trends while protecting existing provision, improving customer experience and maximising value from existing assets. It has been particularly rewarding to build on the success of the wider refurbishment programme and continue working with the same experienced project team to deliver another important investment for the Burscough community.

Councillor David Whittington, Leader of West Lancashire Borough Council, said:

This investment demonstrates the Council’s ongoing commitment to improving health, wellbeing and leisure opportunities for our communities. The new studio provides a modern, flexible space that reflects how residents are choosing to be active today, while ensuring Burscough Wellbeing and Leisure Hub continues to evolve to meet local needs. We are delighted to see this fantastic facility completed and look forward to seeing more people benefit from the expanded fitness and wellbeing offer.

The completion of the project marks another significant milestone in West Lancashire Borough Council’s ongoing commitment to investing in community wellbeing and ensuring Burscough Wellbeing and Leisure Hub continues to evolve in line with the needs of local residents.

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Transformed Walnuts Leisure Centre Reopens Following £17m Investment

Transformed Walnuts Leisure Centre Reopens

The transformed Walnuts Leisure Centre in Orpington, London Borough of Bromley, officially opened on Thursday 2nd July.

The Centre’s future has been secured thanks to a £17m investment by Bromley Council.

We delivered the works for Bromley Council through the UK Leisure Framework, owned and managed by Denbighshire Leisure Ltd, with Etec Contract Services acting as main contractor alongside GT3 Architects, Myrtha Pools and Varsity Consulting Project Management and Quality Surveying.

New provisions at the centre include:

• A new competition-length swimming pool and training pool
• Bright new reception and café areas
• Refreshed and newly marked sports hall
• A children’s splash wall for more family fun
• New sauna and steam room, for a relaxing post-workout
• Expanded two-level gym, complete with a functional training area and brand-new fitness equipment
• State-of-the-art EGYM smart strength training equipment, allowing adjustable workouts and supporting rehabilitation
• Completely new heating system to ensure reduced running costs

Ruth Ripsher, Delivery Manager at Alliance Leisure, said:

We have worked closely with Bromley Council to bring forward a vision that secures the long-term future of Walnuts Leisure Centre. This project is about far more than bricks and mortar, it is about creating a high-quality, energy-efficient community asset that will support healthier lifestyles, social connection and local pride for generations to come.

Councillor Yvonne Bear, Bromley’s Executive Councillor for Renewal, Recreation and Housing, said:

The stage is now set to reveal the incredible transformation of this much-loved leisure centre, funded and delivered by Bromley Council. We know how eager residents are to return and we have been doing all we can to complete this huge investment in the borough’s leisure provision as soon as possible. Residents will be able to enjoy the state-of-the-art facilities over the summer and long into the future, thanks to a whole host of works completed behind-the-scenes to secure this centre for Orpington.

Steve May, Chief Executive Officer at Mytime Active, said:

We are thrilled to welcome members and residents back to the transformed Walnuts Leisure Centre. At Mytime Active, we’re passionate about providing more than just leisure facilities; our aim is to offer a true community hub to better serve the needs of local residents for many years to come. The scale of this investment by the Council means the whole community will benefit from outstanding new facilities. Walnuts Leisure Centre will be a vibrant hub where people can improve their health and wellbeing, try out new hobbies, connect with others and enrich their lives, all under one roof.

We look forward to seeing the impact that the newly refurbished facility has on the local community. We also look forward to seeing the progress onsite at the new West Wickham Leisure Centre, which Alliance Leisure are also delivering through the UK Leisure Framework for the London Borough of Bromley.

Walnuts Leisure Centre Case Study