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Co-location: Designing Integrated Spaces

Co-location: Designing Integrated Spaces for Healthier Communities

Will Gardner, Assistant Regional Director

The topic of co-location (bringing health, leisure and community services together under the same roof) has never been more relevant than it is today within leisure development.

It represents a shift in how we deliver wellbeing, moving beyond traditional healthcare settings to create vibrant, welcoming places where people can move more, connect with others and access the support they need to live healthier, happier lives.

The Case for Integration 

Across the UK, and especially in Wales, ‘Health and Wellbeing Hubs’ are emerging as the blueprint for future delivery. These are places where GP surgeries, physiotherapy suites, libraries, fitness studios, gyms, cafés, community rooms, children’s play areas and more, come together to offer services for local people to access all in one place. Think of it as a ‘one-stop shop’ for health and wellbeing services. 

The benefits are far-reaching: 

  • Improved health outcomes: Embedding physical activity within daily life helps reduce preventable health conditions. 
  • Enhanced community connection: Shared spaces create opportunities for social interaction and inclusion, tackling loneliness and supporting mental wellbeing. 
  • Smarter investment: Pooling capital, operational budgets and assets helps local authorities deliver more value. 

However, integration isn’t simply about sharing a building. True co-location happens when design, delivery and programming work together to make every visit a chance to improve wellbeing. For example, where someone visiting the library can see a studio class through glass walls and feel inspired to take part, or a GP can confidently refer patients to onsite referral programmes.  

Co-location also breaks down barriers. For example, people who may not feel comfortable entering a council building or a GP surgery may feel more at ease accessing these services in a familiar leisure environment. 

And the case for integration isn’t just social, it’s also financial. Studies from Sport England show that every £1 invested in community sport and physical activity delivers nearly £4 in social return, through improved health, reduced NHS demand and greater community cohesion. 

From Healthcare to Wellbeing: The Role of Design

For over 25 years, Alliance Leisure has worked with local authorities across the UK to transform leisure provision. Increasingly, our projects are being delivered in partnership with health boards and the NHS, helping to bridge the gap between clinical care and community wellbeing. 

Through our experience, we’ve learned that success depends on three key design principles: 

  1. Accessibility and visibility. Locating leisure facilities in the same building as health services removes barriers and changes perceptions, especially for people who might not see themselves as typical gym users. 
  2. Flexible, shared spaces. Studios can be used for more than traditional group exercise classes and can host specialist classes such as falls-prevention and cardiac rehab sessions. 
  3. A welcoming, non-clinical environment. A centre, or hub, should feel vibrant and inclusive – a place where health and happiness coexist. Branding and signage should remain consistent throughout the building to avoid the look and feel changing too drastically when entering the traditionally more clinical health service areas. 

Clay Cross Active: An Example of Co-location in Action 

An example of the power of co-location is Clay Cross Active, a £26m project delivered by Alliance Leisure for North East Derbyshire Council. This new community hub brings together a range of wellbeing services all under one roof, including a brand new gym, swimming pool, wellness suite, soft play, TAGactive arena, and importantly, integrates NHS-linked and other community services on-site including maternity clinics, Citizens Advice and NHS-standard consultation rooms.

By embedding these clinical and advisory services alongside leisure and fitness facilities, Clay Cross Active demonstrates how co-located hubs can support both reactive care (via the onsite clinics) and proactive wellbeing (via the fitness and play products) in one place, making it far easier for individuals to move from a ‘health service user’ to a gym-goer, swimmer or group exercise participant in the same visit.

Abbeycroft: A Local Health Delivery Model

Another of our long-standing partners, Abbeycroft, work with their local NHS partners to provide community-based programmes and interventions at the heart of their leisure service.  Alliance Leisure have transformed a number of their facilities to accommodate this provision.  You can read more about their work here.

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Sources: https://www.sportengland.org/news-and-inspiration/new-figures-illustrate-impact-investing-physical-activity

The Intersection of Leisure and Health

More Than Just a Sports Centre: The Intersection of Leisure and Health for Local Authorities

John Leaver, Marketing and Framework Director

Local authorities in the UK are grappling with a multitude of pressures that threaten to impact the delivery of essential services, including leisure services. Financial constraints, exacerbated by rising costs and reduced government funding, are forcing councils to make difficult decisions about budget allocations. Meanwhile, the burden of poor health across the nation is weighing heavily upon the taxpayer and local government alike, extending beyond the NHS’s remit into the necessity for an increase in provision of social care, reduced local workforce, and many other social issues.

As we’ll explore, the future of these two tales need not be bleak, but rather woven together to create a solution. By turning our gaze to prevention, which involves rooting out some of the deeper health inequalities preventing people from exercising, we can in turn support communities to become healthier, negating some of the expensive support that is currently required. A powerful means of achieving this? The provision of accessible, high-quality leisure and health facilities.

Understanding Health Inequalities and Investment in Prevention

Addressing health inequalities is crucial, and well-designed leisure facilities can provide communities with accessible spaces for physical activity, promoting overall wellbeing.

Examples of health inequality are in abundance across the UK:

  • In Pendle, the life expectancy of men living in some inner wards is 9 years less than those in the most affluent areas.
  • In Dudley, a similar story exists with women living 7.3 years less in the most deprived areas compared to the least deprived areas.
  • The prevalence of obesity (including severe obesity) in year 6 children is 13% in South Hams District compared to 31.7% in Barking & Dagenham.
  • The infant mortality rate is three times higher in Manchester (6.7 deaths per 1,000 live births) as it is in neighbouring Trafford (1.8).

And the list could sadly go on.

A report commissioned by the District Councils’ Network, titled “Fit for the Future: The Health Value of Wellbeing and Leisure Services,” highlighted the benefits of improving physical activity, particularly among the most deprived populations. The report suggested that increased physical activity can lead to a reduction in diseases, thereby saving the healthcare system the costs associated with treating these conditions. Additionally, it emphasises the improved quality of life and the economic benefits that come with better health, as people can remain productive for longer periods. Finally, the report points out that enhancing physical activity can help reduce health inequalities by narrowing the gap in healthy life expectancy between lower and higher socioeconomic groups (from 12 to 8.3 years). It also estimated the potential reduction in NHS expenditure as a result (£462m by year 20 in a population cohort of ~£1m people).

What’s not in doubt are the benefits of exercise. The challenge is prioritising and positioning physical activity as a preventative form of medicine alongside traditional treatments and modern drug alternatives. ukactive and CIMSPA have recently called on the Government to put in place a prevention strategy for the health of the nation. Responding to the investment in weight-loss drug GLP-1, they said, “the national adoption of weight-loss drugs is no substitute for a strategy that encompasses physical activity and diet too.” A study published in BMJ Open suggests that reallocating part of the NHS treatment budget to preventive activities could generate more health gain.

Localised Delivery of Health Services

Acknowledging the role leisure facilities play in prevention and reducing the inequalities in physical and mental health is the first step. Next, we must place these facilities within local communities and co-locate health services so they can offer a holistic approach to health and wellness, making these facilities more accessible, attractive and functional.

Co-location can streamline referrals, enhance communication between providers, and reduce transportation barriers, making it easier for individuals to receive comprehensive care in one location. Additionally, co-locating services can reduce the stigma associated with accessing certain health services, such as behavioural health or substance abuse counselling, by normalising their presence within a community hub. This integrated approach not only improves health outcomes but also strengthens community ties and encourages a more active and engaged population.

An interesting report from CLOA titled “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. For example, the new Health Hub at North Hykeham Leisure Centre in North Kesteven brings together health resources such as blood pressure checks, physiotherapy, and cardiac and pulmonary rehabilitation in a familiar community setting, making these services more accessible to the public. 

Numerous projects are now being delivered that integrate leisure, physical activity, and health. One example is a project we delivered on behalf of North East Derbyshire Council that sees leisure and health services comes together under one roof at Clay Cross 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 specific medical conditions.

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ISG Update – One Year On

ISG Update: One Year On

When ISG went into administration in September 2024, the shockwaves were felt across multiple leisure developments in the UK. As the lead contractor on several major projects, ISG’s sudden collapse threatened to stall or even cancel schemes worth hundreds of millions.

The question for many local authorities and their development partners was: how could already fragile timetables and budgets be rescued — and by whom?

One year on, the story has become one of resilience, swift action and partnership. Leading the rescue effort in the leisure sector has been Alliance Leisure. By deploying emergency responses, realigning contractor relationships and utilising the UK Leisure Framework, Alliance Leisure has managed not just to steady the ship, but to deliver some of the most significant projects affected by the ISG collapse.

The Fallout from ISG’s Collapse

ISG’s failure in September 2024 left no small number of projects in limbo. Alliance Leisure, which had been working with ISG as principal contractor, suddenly found itself having to manage risk, liaise with clients, secure sites, reassign contracts and reassure stakeholders.

Across nine projects affected, worth approximately £250 million in total, delays, cost risks and uncertainty loomed. Alliance Leisure’s leadership made stabilisation the first priority — securing sites and ensuring that people (contractors, sub-contractors, council clients, community groups) knew what was happening.

Through the UK Leisure Framework (managed by Denbighshire Leisure Ltd), Alliance was able to mobilise alternative contractors rapidly. The Framework’s flexibility was crucial in permitting speedier re-appointment and continuity of work.

Less than 100 days after ISG went under, all nine affected leisure developments were back on track. That itself is a marker of how seriously Alliance, its partner councils and the supply chain treated the crisis.

Clay Cross Active: Delivered Amid Challenge

Perhaps the clearest example of Alliance Leisure’s ability to pick up the pieces is Clay Cross Active, a major leisure and wellbeing hub in North East Derbyshire. Prior to ISG’s collapse, this project was already under construction, but when ISG entered administration, work was halted and the project was at risk.

Alliance Leisure, working with the council, moved quickly to appoint a replacement contractor (Universal Civils & Build) to pick up the work. Key steps included securing the site, protecting or reassigning sub-contractors, and managing the contractual, financial and technical risks associated with the handover.

Despite the disruption, Clay Cross Active has now been delivered (full portfolio HERE). The centre includes health, fitness and wellbeing facilities, together with essential community services — all designed to serve more than 20,000 local residents. It is a state-of-the-art hub that not only meets the original aspirations but does so in a way that reckons with the unexpected challenges.

Delivering Clay Cross Active under these conditions is a significant success marker. It shows that with effective risk management, client-partnership and contractor re-mobilisation, projects can be delivered even after major disruption. For the community, Clay Cross Active will become a vital asset — health, social connection, mental wellbeing, fitness — all these depend on quality leisure infrastructure.

Wilson Sports Village: Nearing Completion

A second project that tells a similar success story is the Wilson Sports Village, which is being delivered on behalf of Hyndburn Borough Council.  This project was also hit by ISG’s collapse; the lead contractor was lost, construction came to a halt and timelines were thrown into uncertainty.

Here, again, Alliance Leisure has played a central role as development partner. Using the UK Leisure Framework, Alliance Leisure rapidly appointed a replacement: Universal Civils & Build was brought in to complete the project.

The scale of Wilson Sports Village is considerable. It’s a £12 million facility financed in part by Sport England (about £2.4 million of the funding). The planned amenities included a 25-metre, four-lane swimming pool; a fitness suite; group exercise studio; café; large changing village; and changing facilities for teams using the outdoor sports facilities already present on the site.

Construction had reached about 45 % complete when ISG went under. After appointment of the new contractor, work re-started in January 2025.  The official opening is scheduled for the 10th October 2025 when it will be re-opened under the new name, the Cath Thom Leisure Centre, in honour of a much-loved local figure.

Perhaps as impressively, the financial risks have been managed tightly: despite all the disruption, the projected overspend is minimal (about 1%), covered from existing council resources. This is in large part due to swift negotiation, effective value engineering and the collaborative working relationships that Alliance and its partners maintained throughout the crisis.

Lessons Learned & Broader Significance

A number of lessons have emerged from this situation, both for the leisure sector and for any organisation tasked with large-scale capital delivery under risk.

  1. Frameworks matter: The UK Leisure Framework (managed by Denbighshire Leisure Ltd) provided the vital flexibility to appoint new contractors quickly. Without such mechanisms in place, re-procurement could have dragged on, delaying everything and amplifying cost overruns.
  2. Client-partner relationships count: Alliance Leisure’s ability to reassure councils, maintain communication, secure buy-in from sub-contractors and other partners, and to keep stakeholders informed was critical. It was not enough simply to have technical capacity; trust and transparency were essential.
  3. Risk mitigation & agility: Quickly assessing which projects were most jeopardised, then acting to protect sites, staff, supply chains, was essential. Alliance and its partners moved fast to limit the damage from ISG’s exit.
  4. Commitment to quality and community: Even under pressure, the specifications for both projects have been maintained (or only modestly adjusted), particularly in their design of accessible facilities, environmental features (e.g. low/zero carbon technologies at Wilsons), and preserving outdoor amenities. These aren’t minor details; they matter for long-term sustainability and community use.
  5. Financial discipline: Minimising cost overruns has been central. Wilson’s small projected overspend is testament to careful cost control.

One Year On — A Strong Recovery Under Pressure

If you draw a line from ISG’s collapse in September 2024 to the current moment, the last year has tested Alliance Leisure in ways few could have predicted. But the verdict is that the “road to recovery” has largely succeeded.

Clay Cross Active stands as a delivered example of recovering from a major contractor collapse and still achieving the project’s original intent and community value. The Cath Thom Leisure Centre is now very close to opening, with design goals, community expectations and environmental ambitions largely intact; the modest overspend underlines that the crisis was handled with financial pragmatism. A further project to deliver the £38m Caerphilly Wellbeing Hub, which had been in pre-construction planning phases when ISG collapsed, has also seen construction being in May of this year which will deliver a huge local asset to the Caerphilly community.

Alliance Leisure’s performance over the past year demonstrates that, with foresight (for example, having the UK Leisure Framework in place), strong partnerships and responsive leadership, even large-scale infrastructure developments can survive severe shocks.

As ISG projects continue to be recovered, the lessons from this year will reverberate: agility, collaboration and community focus are more than buzzwords, they are the foundations of recovery and resilience.

Take a look at the variety of leisure & wellbeing facilities we have developed
Portfolio

Driving Sustainable Change: How Alliance Leisure is Embedding Environmental Responsibility at Every Level

Driving Sustainable Change

How Alliance Leisure is Embedding Environmental Responsibility at Every Level

Tom Gardner

Business Development Manager

At Alliance Leisure, we believe that transforming community spaces must go hand-in-hand with transforming our impact on the planet.

Making public sector leisure sustainable and building healthy communities is our goal and we are committed to doing so in a way that respects and protects our environment.

Sustainability is not just a corporate responsibility for us, it is a strategic priority that underpins everything we do. While our recent Carbon Literate Organisation (CLO) Silver accreditation marked an important milestone, our real focus is on the long-term impact we create through everyday actions, across every project, and in every conversation.

More Than a Milestone

Our journey toward becoming a Carbon Literate Organisation has been one of reflection, learning, and action. Achieving Silver status meant demonstrating not only that the majority of our workforce has been certified as Carbon Literate, but also that we embedded these principles into our organisational processes, from performance management to project delivery.

But for Alliance, this is about more than accreditation. It’s about shaping the future of our industry, helping ensure leisure projects of today are built for the challenges of tomorrow.

Case Study: Carbon Literacy

Since our Carbon Literacy training the biggest change has been to our culture and ensuring that environmental awareness and Carbon Literacy play a part in how we act (e.g. conversations between team members, interactions with clients, environmental awareness) and the way we operate (i.e. our policies, systems and monitoring processes). 

Our EMS is now an active document that is updated throughout the year and has identified key areas that we focus on to reduce our impact on the environment.

We have been able to establish a baseline for our carbon emissions and map out a 10-year plan to be net zero by 2035.  This has included committing to the Carbon Club, operated by Forest Carbon. Comparing a 3-month period at the start of the 2024 with a 3-month period at the end, we have seen a reduction of 36% in our emissions from our car fleet. 

Turning Strategy into Action

Sustainability at Alliance is championed through a dedicated Working Group, a cross-functional team driving internal progress and supporting our external commitments.

Some of our key initiatives currently being implemented include:

  • Sustainable Transport Policy – Now embedded in our working practices and monitored via our Environmental Management System (EMS), this policy encourages more sustainable business travel choices across the company.

  • Carbon Offsetting – We’ve developed a process to evaluate offsetting options for business related carbon emissions, such as mileage and travel, helping us take full accountability for our environmental impact where reduction alone isn’t yet possible.

  • Project Based Social Value Contributions – As part of our commitment and working with our partners, we are looking to fund Carbon Literacy training for local communities and local authorities on selected capital projects, aligning our ESG ambitions with tangible community benefit.

  • Partner Engagement – We’ve initiated conversations with key partners to review and consolidate approaches to carbon reduction planning, aiming to support a consistent and robust sector wide standard.

These initiatives ensure our sustainability ethos is not confined to policy; it is integrated across our people, our partnerships, and our projects.

Case Study: Merthyr Tydfil Leisure Centre

The regeneration of Merthyr Tydfil Leisure Centre saw swim facilities reintroduced to the leisure centre after previous facilities fell into a state of disrepair, leaving local residents without pool provision for a period of for years.

In addition to the centre’s pool refurbishment, gas fuelled boilers were replaced by more efficient air source heat pumps, a move that is expected to cut carbon emissions by 61%. Solar panels were also added to the roof to generate energy for the building.

Sustainability through Delivery

Through the UK Leisure Framework, we partner with public sector organisations to develop and deliver sustainable facilities. Our role is not only to advise on low carbon options, but to ensure these are realised in practice, delivering against decarbonisation targets and improving long-term environmental outcomes.

From early-stage feasibility to post-occupancy evaluation, we support clients at every step, embedding environmental considerations into the lifecycle of every project.

Case Study: Knaresborough Leisure & Wellness Centre

This new build centre was originally commissioned by Harrogate Borough Council and is now part of a wider £47.9 million leisure transformation project by the newly Combined North Yorkshire Council.

The building achieved an impressive BREAAM ‘Excellent’ rating due to the adoption of a fabric-first approach to the building’s design.

A number of architectural and building fabric measures (passive design) plus energy efficient services (active design) were incorporated into the design, including:

  • 2 high efficiency air source heat pumps
  • 100 380W roof-mounted photovoltaic (solar) panels providing an estimated yield of 32,452 kWh per annum
  • Low SPF ventilation plant and high efficiency inverter drives
  • Building management system
  • LED lighting throughout with high lumen circuit watt values
  • Smart lighting control

Why it Matters

Climate action in the built environment is no longer optional, and the leisure sector has a crucial role to play. Our approach helps clients and communities navigate the transition to a low carbon future, delivering outcomes that are not only environmentally responsible but socially impactful.

Whether it’s cutting emissions, promoting active travel, or empowering local people through Carbon Literacy, we believe sustainable development delivers lasting value, and we’re proud to be leading by example.

To learn more about our approach to sustainability, visit our Sustainability Hub.
Sustainability Hub

The Power of Place: Why Leisure Centres Matter More Than You Think

The Power of Place: Why Leisure and Wellbeing Centres Matter More Than You Think.

John Leaver, Marketing & Frameworks Director

 

Solace’s Power of Place report is a big, bold reminder that where we live, work and hang out really shapes who we are. It’s not just about buildings or maps, it’s about people, stories and the everyday stuff that makes a place feel like home.

The report pulls together voices from across the UK to talk about what makes a place thrive. It’s packed with ideas about belonging, community, health and how councils can lead the way in making places better for everyone. But one thing that doesn’t get shouted about enough?

Leisure and wellbeing centres.

Let’s fix that.

Place Is More Than Just a Postcode

The report kicks off with a simple but powerful idea: place isn’t just a dot on a map. It’s your street, your local park, your corner shop and the people you bump into every day. It’s where memories are made and where you feel like you belong.

Throughout the report, there’s a strong message that councils aren’t just there to run services. They’re the glue that holds communities together. They bring people and organisations together, help shape local identity and make sure places work for the people who live in them.

So Where Do Leisure and Wellbeing Centres Fit In?

Right at the heart of it!

Leisure and wellbeing centres might not always get the spotlight, but they’re doing a lot of the heavy lifting when it comes to building strong, healthy, connected communities. Here’s how.

  1. They Help People Feel Like They Belong

The report talks a lot about belonging and how important it is to feel welcome, safe and part of something. Leisure centres are perfect for that.

They’re places where:

  • Kids learn to swim
  • Grandparents join fitness classes
  • Teenagers hang out after school
  • New parents meet other families

They’re open to everyone, and they bring people together in a way that few other places do.

 

  1. They Keep Us Healthy (And save the NHS a tonne of money)

One of the big takeaways from the report is that health isn’t just about hospitals. It’s about where you live, what you eat, how safe your area is and whether you’ve got somewhere to move your body.

Leisure and wellbeing centres are key here. They offer:

  • Affordable exercise options
  • Programmes for people with long-term health conditions
  • Safe spaces for mental wellbeing and social connection

They’re not just gyms, they’re community health hubs.  Take a look at one of our recent development – Clay Cross Active – and you can see health, leisure and wellbeing come together under one roof.

  1. They Boost Local Economies

The report highlights how place-based investment can drive growth. Leisure centres help by:

  • Creating jobs
  • Supporting local suppliers
  • Bringing people into town centres
  • Creating a healthier more productive local workforce

They also help regenerate areas that need a bit of love, acting as anchors in new housing developments or revitalised high streets.

  1. They Give Young People a Positive Place to Be

There’s a section in the report about how place affects children and families. Leisure and wellbeing centres play a huge role in giving young people somewhere safe, fun and positive to spend time.

They offer:

  • Sports clubs and youth programmes
  • Volunteering and training opportunities
  • A sense of purpose and belonging
  • A place to spend time with the family (read our recent blog on Family Hubs)

In areas where young people face tough challenges, leisure centres can be a lifeline.  We’ve recognised the need to engage teenagers (a group which often struggle to find something for them in traditional leisure centres) and offer them something different.  Check out the TAGactive facilities we’ve installed in multiple locations across the UK.

  1. They’re Flexible, Resilient and Ready for Anything

Leisure centres aren’t just about sport. They’re also:

  • Emergency hubs during floods or heatwaves
  • Venues for community events and cultural activities
  • Spaces that can adapt to local needs

They’re built to serve the community, whatever that community needs.

What Needs to Change

Despite all this, leisure and wellbeing centres are under pressure. Rising costs, ageing buildings, tight council budgets and higher consumer expectations mean many are struggling to stay open.

If we want them to keep doing all this good stuff, we need:

  • Long-term investment to modernise and diversify their offering
  • Invest in the building fabric to make them greener
  • Joined-up thinking across health, housing and education
  • Proper community involvement in how they’re run
  • Recognition that they’re essential, not optional

Let’s Put Leisure and Wellbeing Centres at the Heart of Place

The Power of Place report is full of hope. It’s about building places where people feel proud to live, where they’re supported and where they can thrive.

Leisure and wellbeing centres are already doing that. They’re places where people connect, grow and belong. They’re where place comes to life.

So let’s stop treating them like a nice-to-have and start seeing them for what they really are – essential, powerful and full of potential.

Take a look at the variety of leisure & wellbeing facilities we have developed
Portfolio

Family Hubs and Leisure Centres: A New Era of Integrated Community Support

Family Hubs and Leisure Centres:

A New Era of Integrated Community Support

Sarah Watts, CEO

 

The UK government’s renewed commitment to family services, through the expansion of Family Hubs, marks a transformative moment for how we support children and families. With up to 1,000 Best Start Family Hubs planned across every local authority by 2028, the opportunity to rethink how and where these services are delivered is immense. One particularly promising avenue is the co-location of Family Hubs with public sector leisure centres—spaces already embedded in communities and aligned with the goals of wellbeing, access and inclusion.

This blog explores how leisure centres can become vital partners in the Family Hubs ecosystem, offering not just physical space but also a platform for engagement, prevention and community resilience.

The Vision Behind Family Hubs

The Family Hubs and Start for Life programme is designed to provide a “one-stop shop” for families, offering integrated support across health, education, and social care. The latest framework for 2025–26 outlines a model that is:

  • Accessible: With clear branding, multi-channel access (in-person, digital, phone) and targeted outreach to seldom-heard groups.
  • Connected: Encouraging co-location, shared governance and joint commissioning.
  • Integrated: Promoting digital maturity, data sharing and alignment with safeguarding reforms.
  • Relational: Focused on whole-family practice, co-production and workforce development 

The government’s ambition is clear: to break the link between a child’s background and their life chances by ensuring every family has access to the right support, at the right time, in the right place.

Why Leisure Centres?

Public sector leisure centres are already trusted, accessible and widely used. They are often located in the heart of communities, particularly in areas where other public services may be sparse. This makes them ideal candidates for co-location with Family Hubs.

Here’s how the synergy could work:

  1. Co-Location and Outreach

Opportunity: Leisure centres can serve as satellite or “spoke” venues for Family Hubs, especially in rural or underserved areas.

Impact: This increases the visibility of family services, reduces stigma and leverages the existing footfall and familiarity of leisure facilities. Families who might not walk into a council building for support may feel more comfortable accessing services in a leisure environment.

  1. Community Integration and Engagement

Opportunity: Leisure programmes such as swimming lessons, youth sports, or fitness classes, can act as informal entry points for family engagement and early intervention.

Impact: These activities promote physical and mental wellbeing, foster peer support and align with the whole-family approach. For example, a parent attending a toddler swim session could also access parenting advice or mental health support in the same building.

  1. Digital and Data Collaboration

Opportunity: Integrating leisure centre data (e.g. attendance, engagement, outcomes) into Family Hub systems can support more holistic, data-informed service delivery.

Impact: This enhances coordination, enables better tracking of family outcomes, and supports the government’s push for digital maturity and interoperability.

  1. Workforce Development and Volunteering

Opportunity: Leisure staff, particularly those working with young people, can be cross-trained in safeguarding and family support.

Impact: This builds capacity across the system and broadens the role of leisure professionals as community connectors and early help providers.

  1. Partnership and Commissioning

Opportunity: Leisure services can be part of joint commissioning frameworks focused on health, wellbeing and early intervention.

Impact: This opens up new funding streams, supports sustainability and embeds leisure services within the wider public health infrastructure.

  1. Young Futures Hubs

Opportunity: As the government pilots Young Futures Hubs for older children and teens, leisure centres can play a foundational role.

Impact: These hubs can bridge recreation, education and targeted youth support, thus offering safe, engaging spaces for adolescents to access mentoring, mental health services and skills development.

Capital Investment and Co-Location Potential

Whilst any capital funding is yet to be detailed, the Family Hubs transformation programme does allow for investment in physical infrastructure. This includes:

  • Refurbishing or upgrading hub spaces
  • Improving co-location facilities
  • Enhancing digital infrastructure
  • Establishing new outreach or spoke venues 

This opens the door for leisure centres to be considered as viable co-location sites. Many already have underutilised rooms, community halls or office spaces that could be adapted for family services. With modest investment, these spaces could become vibrant, multi-use hubs that serve both recreational and support functions.

Breaking Down Silos: A Cultural Shift

Co-locating Family Hubs with leisure centres is not just a logistical decision, it represents a cultural shift.  It challenges the traditional silos between health, education and leisure, and embraces a more holistic, community-based model of support.

This aligns with the government’s broader strategy to restore fairness and rebuild early years services. As Education Secretary Bridget Phillipson noted, “It’s the driving mission of this government to break the link between a child’s background and what they go on to achieve”.  Embedding support in everyday community settings is a powerful way to make that mission real.

Case for the Sector: Leisure as a Strategic Partner

For the leisure sector, this is a moment to step forward, not just as service providers, but as strategic partners in public health and early intervention.  By aligning with the Family Hubs agenda, leisure services can:

  • Demonstrate their value beyond sport and fitness
  • Secure new funding and commissioning opportunities
  • Build stronger relationships with local authorities and health partners
  • Contribute to long-term outcomes for children and families

Next Steps: Making It Happen

To realise this vision, several steps are needed:

  1. Mapping Opportunities: Local authorities and leisure providers should jointly identify sites with potential for co-location or outreach.
  2. Building Partnerships: Establish multi-agency governance boards that include leisure representation.
  3. Piloting Models: Test co-located or integrated service models in a few areas, with robust evaluation.
  4. Training and Development: Invest in cross-sector training to build a shared understanding of family support and safeguarding.
  5. Advocacy and Awareness: Promote the role of leisure in family wellbeing through national networks and policy forums.

Conclusion: A Shared Mission for Stronger Families

The expansion of Family Hubs is a once-in-a-generation opportunity to reimagine how we support families. By co-locating with leisure centres, we can create welcoming, inclusive and effective spaces that meet families where they are, both literally and figuratively.

This is not just about buildings. It’s about building trust, relationships and resilience. It’s about recognising that a swim lesson, a football match or a yoga class can be the first step toward a stronger, healthier family.  So let’s seize this opportunity to join the dots—and build a future where every family has the support they need to thrive.

Take a look at some of our projects where co-location has been a success
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Thinking About Installing Padel Courts? Here’s What Local Authorities Should Know 

Thinking About Installing Padel Courts? Here’s What Local Authorities Should Know.

Julia Goddard
Regional Director

Padel is one of the fastest-growing sports in the UK – and for good reason. I’ve played the sport for over 4 years, as I was lucky that my tennis and squash club were one of the first clubs in the UK to install padel courts. It’s fun, sociable, great for families, easy to pick up and appeals to a wide range of people. As more communities look for fresh ways to stay active and social, local authorities are also starting to see the potential of adding padel courts to their leisure offerings. 

Padel can be played both indoors and outside. I always say playing inside is a ‘truer’ experience, but playing outside is far nicer in good weather, and the wind and sun add to the fun on occasions plus you are in the fresh air. With the installation of good canopies this is now a great compromise.  

It is worth noting that padel like other sports can generate noise.  If your project is considering an outdoor location its key to consider the noise generated and the erection of the canopies from a planning perspective.  The courts ideally need to be far enough away from housing to reduce any concern.  Regarding noise reduction, there is now the development of specialist noise reducing glass and acoustic curtains to assist with sites that are going to be nearer to housing.  

I would advise the courts ideally need some food and beverage offerings close to them if possible, and changing rooms. There are models of courts without these supplementary products, but as the market matures those with ancillary facilities will I believe fare better. Padel is social and having a drink with friends and family afterwards is part of the experience.  

We can support with the early-stage feasibility to help choose the best location for the courts, how many courts to build and what operating model to select.  We can further support with the business modelling of the scheme to show the viability and consider whether you select to undertake the project and manage it inhouse or to partner with a leading padel development partner.  Alliance Leisure provides a comprehensive support in designing and constructing the project, utilising the RIBA stages to deliver the project through the UK Leisure Framework and can then further supporting with the launch and ongoing marketing to maximise the opportunity for the success of this project. 

Please get in touch if you want to explore a padel installation in any of your facilities, or if you fancy a game then I’m always glad of the practice. 

Can we help you with a potential padel project?
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ISG’s Collapse and the Road to Recovery

ISG’s Collapse and the Road to Recovery

Within 100 days of ISG’s collapse, Alliance Leisure had every affected project back on track. MD, Paul Cluett, reflects on how Alliance navigated the challenges, the lessons learned and the power of relationships and collaboration.

Paul Cluett
Managing Director

When ISG Construction went into administration on September 20, 2024, in addition to all the employees and sub-contractors who lost their jobs and income on that day, the potential impact on our clients and their committed build projects was immediate and profound. ISG was the principal contractor on several major leisure development projects, being delivered by Alliance Leisure through the UK Leisure Framework, and representing approximately £250 million worth of investment. Overnight, these projects faced the threat of significant delays or even cancellation, triggering an urgent and comprehensive response from Alliance Leisure.

Reflecting on the past four months, I am immensely proud of how our team and our network of professional advisors rose to the challenge. Their resilience, resourcefulness and commitment ensured we found effective solutions to keep projects moving forward. Within just 100 days of ISG’s collapse, every affected project was back on track, reaffirming our position as a trusted partner in the construction and leisure sectors.

 

Immediate Response

Our first priority was to stabilise the situation. With projects in various stages of development, we needed to act quickly to secure all sites and took specialist advice to ensure the legal and financial positions of our clients were protected. This initial phase was all about gaining clarity amidst uncertainty. Our teams moved swiftly to assess the impact on live projects and those in pre-construction, engaging closely with clients to understand their concerns and outline a clear path forward.

Simultaneously, we began engaging with alternative contractors. This rapid mobilisation was possible thanks to our established relationships and the robust mechanisms of the UK Leisure Framework, which is managed by Denbighshire Leisure Limited (DLL) and allowed us to respond quickly and effectively. Our goal was to minimise delays and cost escalations, ensuring continuity and confidence for all stakeholders.

As a relatively small business, we are more agile than larger organisations. Our team were just fantastic. During those first few weeks, we met most evenings to report on the latest updates and set the following day’s actions. I felt like a conductor of an orchestra, I was just directing our immensely talented team and knowing that I could trust each individual to deliver. I didn’t have to ask twice; we were all on the same page and in harmony, which is what got us through. The experience was both challenging and exhilarating, but not one that I would want to repeat again.

When we first heard the news about the ISG fallout, it was a shock. We were concerned about the potential impact on the Clay Cross project and the community. Sarah Watts from Alliance Leisure personally rang me to inform me of the situation, which left us with many questions about the next steps. It was a time for cool heads and professional advice.

Alliance Leisure’s response was swift and reassuring. They immediately provided professional advice and leveraged their extensive supply chain and framework partners to address the situation. During those early days, their clear communication and proactive approach were invaluable. They kept us informed at every stage and quickly appointed new contractors to ensure the project stayed on track. It was everything you could wish for from a true partnership.

Now, looking back, we feel confident about the progress made. Alliance Leisure’s handling of the situation has been exemplary. Their commitment to getting the site back up and running, coupled with their transparent communication and rapid response, truly stood out. We are grateful for their support and professionalism during this challenging time.

Matt Broughton, Director – Growth & Assets, North East Derbyshire District Council

Tackling Live Projects

The live projects presented the most immediate challenges. Each site was in a different state of progress, and the sudden exit of ISG left behind an operational tangle that required meticulous unpicking. Our team undertook detailed reviews of each project to understand their exact status and scope, working closely with clients to keep them informed and reassured throughout.

Leveraging the UK Leisure Framework, we engaged alternative contractors to develop Contractor Proposals (CPs) for each project. These CPs formed the basis for new contracts, allowing work to resume without unnecessary delay. This phase was complex and demanding, but our team’s dedication ensured that every project moved forward efficiently in alignment with our clients’ objectives.

The Council was shocked when the news broke as the project was progressing well, so the news regarding ISG was unexpected. We felt deeply sorry for the staff and any subcontractors affected.

Alliance immediately provided stability and support with regular, solid, reliable updates in what was a very fast-moving situation that needed to be matched by effective decision-making by the Council. Important aspects such as site security were put in place immediately by Alliance to protect the assets on site.

Key staff and very senior managers at Alliance made several calls to reinforce their commitment to the Council, offering their support and expertise to get us through this unexpected and exceptional stage in the project. We are very grateful to Alliance for their support, expertise, and quick action to engage with potential replacement contractors, which has meant we are back on site after only a few months of the site closing. Regular, clear communication matched with expertise, calmness, honesty, and dependable advice and support from all at Alliance, particularly from Tom Gardner and James Foley, meant that the Council was able to make its own decisions in a timely and informed manner. We could not have asked for a better partner.

Councillor Munsif Dad, Leader of Hyndburn Borough Council

The Power Of Collaboration

The success of this recovery is due to collaboration at every level. Internally, our teams worked tirelessly, pooling expertise and resources to deliver effective solutions under pressure. Externally, we relied on the strength of our partnerships with contractors, consultants and of course, our clients. Their trust and cooperation enabled us to implement solutions quickly and effectively. Open and transparent communication was key, ensuring that everyone involved had a clear understanding of the steps being taken and the outcomes we were working towards. The UK Leisure Framework also proved invaluable, providing a flexible yet robust platform that allowed us to navigate the complexities of the situation with confidence and agility.

When we heard the news there was the initial shock and worry about what would happen, our immediate thoughts were cashflow – what about the money ISG owed us for works complete? Forecast work – what about projects we had secured and committed resource to? Future projects – what will happen to these if the focus is on recovering the onsite projects which ISG has left part way through? Workload – what does this mean, especially short term? Do we have enough work for our team?

After some sleepless nights and hours on the phone, we started to realise that our partnership with Alliance Leisure, and strong relationships with individuals and businesses within the sector, would provide some comfort.  Some of the phone calls I received in the aftermath of ISG were very humbling, offers of support both short and long term which certainly started to give us confidence for the future.

As the short-term realisation and plan started to come together, thanks to the positive reaction and great communication from the Alliance team, we could start to look at the recovery of our work within the leisure section. We have strong working relationships with a number of the main contractors that work with Alliance and their workload was going to increase which is a positive for us as we could start to build those relationships further. Also, there were post after post on LinkedIn with former ISG employees securing new roles in other businesses, some we had existing relationships with and some we didn’t, there was an opportunity to expand our client base and network with these companies and even now, after only a few months, enquiries and relationships are forming.

Although this was something that no one wanted, what this situation cemented is our partnership with Alliance Leisure. Their positivity and commitment to ensuring that the projects and partners on the UK Leisure Framework come through this period has been unwavering and comforting. Alliance is definitely a client that have your back and are in your corner fighting for you. We are very much looking forward to the future and a strong pipeline for new projects.

Dave Parker, Director, CGP MEP

Key Learnings

The experience of managing the fallout from ISG’s collapse has reinforced several core principles for Alliance Leisure. First and foremost, it highlighted the importance of adaptability. The construction landscape is inherently unpredictable, but by staying agile and solution-focused, we can continue to deliver for our clients, even in the face of significant disruption.

It has also reinforced the importance of relationships. I firmly believe you reap what you sow. The relationships we have built with clients and partners over the years paid dividends. It was especially rewarding to see Sport England supporting affected schemes by providing additional funding to help ensure  committed projects remained viable. People could see we were working exceptionally hard to achieve the best outcomes for all involved. They were understanding, supportive and despite everyone feeling some degree of pain during this experience, they were prepared to dust themselves off and stand shoulder to shoulder with us.

The experience also reaffirmed the value of the UK Leisure Framework as a tool for resilience.  It allowed us to respond quickly, secure alternative contractors and maintain project momentum, ensuring that our clients’ objectives remained achievable.

Finally, it underscored the strength of our team. The professionalism, dedication and expertise displayed by everyone involved were nothing short of remarkable. Their efforts not only mitigated the immediate impacts of ISG’s collapse but also strengthened our processes and partnerships for the future.

The Outcomes

Despite the challenges, the outcome has been overwhelmingly positive. Within 100 days, all  Alliance driven ISG projects were back on track, with minimal cost increases and disruption to timelines. This is testament to the effectiveness of our approach and the resilience of our team. It’s also a powerful demonstration of what Alliance Leisure stands for: unwavering commitment to our clients and a determination to deliver exceptional results, no matter the circumstances.

As we move forward, we remain focused on completing these projects to the highest standards, ensuring they deliver long-term value for our clients and their communities. The lessons learned from this experience will continue to inform our work, helping us to navigate future challenges with confidence and clarity.

I am also very pleased that many of the ISG employees and sub-contractors that we have worked with over the years have found new roles with main contractors delivering Alliance leisure projects.

To our clients and partners, thank you for your trust and collaboration during this challenging time. Together, we have turned a potential crisis into a story of success and resilience – one that reinforces our shared commitment to excellence in the leisure and construction sectors.

Brand Equity: What It Means and Why It Matters

Brand Equity

What It Means and Why It Matters

 

Paul Woodford

Strategic Engagement Director

 

At Alliance Leisure, we talk about brand equity a lot. But what does it really mean? Let’s break it down in a way that’s easy to understand—no jargon, just straight talk about why it’s essential for businesses today. 

What is Brand Equity?

Brand equity is like having a crowd of fans in your corner. It’s not just about customers, it’s about everyone connected to your brand; your customers, staff, partners, suppliers, and stakeholders. These are the people who feel personally invested in your success. They love what you stand for, how you deliver your products, and the positive impact you’re making in the world. 

When people believe in your brand, they’re rooting for you. It’s more than just loyalty; it’s pride. They’re proud to associate with your brand, and they want you to win. 

Building Brand Equity: The Key Ingredients 

Creating brand equity isn’t about flashy ads or trendy campaigns; it’s about authenticity and integrity. Here are the building blocks:

  • A True Vision and Purpose 

    Why are you in business? What’s your “why”? Having clarity on your mission and the impact you want to make is non-negotiable. 

  • A Strong Product or Service Offering 

    You can’t build equity without delivering quality. Your product or service needs to be top-notch and solve real problems. 

  • Uniqueness 

    What sets you apart? A unique proposition or approach makes you stand out from competitors and reinforces your brand’s value. 

  • Consistency 

    Stay true to your values and deliver on your promises every single time. This builds trust and strengthens connections. 

The Ripple Effect of Strong Brand Equity 

When your brand has strong equity, the benefits extend far and wide: 

  • Competitors Take Notice 

    They’ll look at your business with envy. Why? Because your clients, customers, and team talk about you with admiration. You’ve built something they wish they had. 

  • Partners ‘Want In ’

    Suppliers and collaborators are eager to work with you because your reputation enhances theirs. You’re best in class, and being associated with you boosts their credibility. 

  • Engaged Teams 

    Your people aren’t just clocking in and out. They’re personally invested in the brand’s success. They deliver excellence not because they’re told to but because they believe in your purpose, value their colleagues, and take pride in their work. 

  • Clients Love You 

    Customers choose you not because you’re the only option but because you’re the best cultural and professional fit. It’s not just a transaction; it’s a partnership. They’re buying into who you are and why you do what you do. 

Why It All Matters 

Brand equity isn’t just a buzzword; it’s a game-changer. It creates a powerful cycle where people—from employees to clients—are fully invested in your success. And when everyone’s rooting for you, amazing things happen. 

So, take a moment to reflect. Does your brand inspire this kind of loyalty and pride? If not, it’s time to get to work. Because when your brand equity is strong, the sky’s the limit. 

Looking for more guidance on achieving strong brand equity?
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Staff Spotlight with Gillian Dunster

Staff Spotlight with Gillian Dunster

As part of our staff spotlight series, we are taking some time to get to know members of the team at Alliance Leisure. Today’s spotlight is on Gillian, Business Development Manager for the South West and Wales region.

Tell us about your time at Alliance Leisure so far.

I’ve been with Alliance for 12 years since joining in February 2012, having started with TA6 and then moved over into the Business Development Manager team after a few years.

My role as a Business Development Manager involves:

  • Working with clients to identify needs
  • Putting together proposals with innovate ideas which will benefit the client’s objectives
  • Progress the client through RIBA stages and to cost certainty
  • Deliver the project by coordinating with contractors, architects, PM and FF&E
  • Supporting the client either through TA6 or through BDMs directly to ensure successful operation

In many cases although we get new clients, a lot of our clients see the success of an initial project, then go on to develop other areas of their portfolio (for example, outdoor play).

What initially attracted you to the industry and Alliance Leisure?

I did a degree in sport at the Scottish School of Physical Education, then went on to work as an instructor. Following this, I then transferred to sales and marketing, then progressing to working with fitness suppliers. I grew up in the industry and met with Sarah initially so was aware of what Alliance did, and was enthusiastic about what they delivered and wanted to join the team.

What do you think are the key factors that have supported the longevity of Alliance Leisure, as well as your career in it?

I think a great product and service, backed up by a supportive team, development and evolution over time – and a lot of that is because of the positive relationships we have developed with clients, as well as what we offer in terms of the UKLF – we offer a turnkey solution and remove headaches!

How would you describe the culture of Alliance Leisure?

Mad!! Everyone supports everyone, great support from above, communication is open.

What’s your most memorable moment with Alliance Leisure?

Being in any presentation with Sarah is quite entertaining – including referring to a window as a glazed aperture (never a dull moment!)

More about you…

You’ve got a free weekend, what are you up to?

Spending quality time with family and friends, with activities generally relating to sport and fitness. In some cases it’s not my first choice, but we often watch rugby and football, because the family is so into it! It’s always a bit pretentious as there’s an English father and Scottish mother and we live in Wales, so it’s great for competition! The weekends also involved taxiing my two children to and fro.

Tell us something about yourself that most people wouldn’t know?

I went to an all-boys school! I grew up at the school since the age of five. My dad worked at the school, so we lived onsite, and I did my higher education there.

Where’s the most extravagant place you’ve been to?

I’ve travelled a lot so I’ve been to a lot of exciting places, including Malaysia, Hong Kong, Australia and even the old Alliance Leisure office in Bridgwater!

Where are you based and have you always lived there?

I moved from Bristol with my family across to Wales in Chepstow, so only just in Wales really!

Meet the rest of the team

ABOUT US

We are the UK’s leading leisure development partner, supporting local authorities that want to improve or expand the leisure, heritage and cultural facilities and services provided to their local communities.

CONTACT

Alliance Leisure
2430/2440 The Quadrant
Aztec West
Bristol
BS32 4AQ

Tel: 01454 877558
Email: info@allianceleisure.co.uk

Visit our contact page to send us a message

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