Alliance Leisure was established in 1999 in response to the changing needs of the local authority and leisure trust market. In the 24 years since, we have delivered over 220 successful projects which represents an investment value of more than £300m. Our team have grown substantially in that time and now comprise of 35 talented individuals with over 600 years of combined experience in leisure, construction and procurement.

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We have delivered over 220 leisure projects which represent an investment value of more than £330m in local authority leisure facilities. We have a team of over 35 individuals with over 600 years of combined leisure, construction and procurement experience.

Search Keywords: leisure, framework

We are more than happy to share references from our past projects. Due to the variety of our developments we will aim to provide an appropriate reference based on the expected needs of our customers. Portfolios of our completed projects can be found on our website.

Search Keywords: leisure, framework

TA6 is our support division that specialises in marketing, sales, insight, customer experience and people development. Their involvement starts at RIBA 1 in scoping a project and providing feasibility and opportunity analysis. TA6 support Alliance clients right through to completion where a comprehensive launch package can be deployed and ongoing assistance can be given. More information can be found here about TA6.

Search Keywords: leisure, framework, marketing, training

ALS undertakes reviews of performance across pre-construction and construction phases of projects, complimented with a post project review assessing the following key performance areas:
· Financial Performance – continued viability including insurances and credit checks
· Health & Safety Performance – feedback from site inspections/audits, continued membership of institutes – i.e. CHAS and training records
· Quality Performance – accredited test & inspection plans in tandem with snagging
· Programme Attainment - Achievement of design and construction programmes
· Design Performance – Assessment of key outputs in relation to design criteria/standards

Key performance areas are measured through a range of tools, including:

· Programme Updates - highlighting performance
· Sub-Contractor Progress Meetings – Minutes recording key issues
· Quality Test and Inspection Plans - administered by sub–contractors and clerk of works
· Monthly Project Review Meetings - Supply chain issues discussed
· Assessment of Site Supervisor Capabilities - ensuring standards are achieved
· Health and Safety and Quality audits - identifying conformance
· Project Dashboards – live measures of performance technical and output based.

Search Keywords: procurement, framework, leisure, finance

This is vitally important to Alliance as we need our clients to be confident that we are achieving VFM. Many packages will be competitively tested and our PM/QS will carry out a commercial review of the Contractor Cost Plan and prepare a report on it.
In addition, we are entirely comfortable if the client wishes to engage an external QS to conduct further evaluation.
As well as evidencing VFM through the QS scrutiny, our suppliers will want future business through ourselves and the Framework, and in order for workflow to continue for them, we need VFM to be achieved.

Search Keywords: procurement, framework, leisure, finance

The procurement and selection of the project team is completed by assessing the nature of the project along with the physical and financial size and complexity of the scheme under consideration, its geographical location, nuances of the project and, of course, client requirements including local KPIs.
Further, the Construction Playbook, launched in December 2020, sets out key policies and guidance relating to the delivery of public works projects and programmes. It captures commercial best practices and specific sector reforms, outlining the Government’s expectations of how contracting authorities and suppliers, which includes supply chains such as those used by ALS, should engage with each other.
The Playbook outlines 14 key policies for how public organisations should assess, procure, and deliver public works projects, which all central government departments and their arm’s length bodies are expected to follow on a ‘comply or explain’ basis. ALS are committed to incorporating this guidance, working closely with our supply chain from project concept to completion. The ALS approach particularly aligns with the following points from the Playbook’s 14 key policies:
‘Early supply chain involvement’ – investing time early onto achieve project success from the start, which leads to better designs, reduced changes and unforeseen cost increases, and faster on-site delivery
‘Outcome-based approach’ – adopting an outcome-based approach to gauge success, with clear measures set at the outset to monitor and measure supplier performance and drive improvement
‘Risk allocation’ – through the pre-construction process and our gateways of cost confidence and cost certainty, ALS will look to ensure risks are appropriately allocated and owned, or jointly owned, by the parties best able to manage and bear them, with agreement from all parties at the outset.
Perhaps the Construction Playbook’s most important function, reflecting the changes made in the Treasury’s Green Book, is to endorse the need to look beyond capital cost as the sole success criterion of a project. Recognising that projects have cost constraints, the Playbook invites the commissioning of work and the selection of contractors based on a wider definition of value. ALS believes that the Construction Playbook’s early engagement mantra delivers significant benefits in addressing this wider definition of value, however, subject to client requirements, we do provide a robust vehicle for Contractor Onboarding through Competitive Testing.

Search Keywords: procurement, framework, leisure, finance

Alliance Leisure has a 23-year track record of sourcing funding for leisure developments, having directly funded in excess of £50m’s worth of projects. ALS has access to several different funding vehicles to enable projects to be delivered, with some or all funding provided by alternative means to council reserves or the Public Works Loan Board (via Prudential Borrowing). These various funding sources are all capable of being used in conjunction with traditional council capital funding arrangements.
ALS always approach the funding of a project strategically looking for the most economical way to service the cost of the capital. For LAs, prudential borrowing is likely to be the most cost-effective way of funding a project (other than grants), however ALS funding does provide alternatives when taken in the context of some LAs VAT diminimus threshold or the use of capital for other services which are unable to generate revenue surpluses to fund repayments.
ALS are flexible and can fund 100% of the capital, a percentage of the capital (as the client may have access to some grant money or PWB/capital receipt money) or provide no capital but still deliver the project on behalf of the client.

Search Keywords: finance, funding

Funding rates are based on the prevailing rates at the time of each project and can be quoted on request.

Search Keywords: construction, leisure, finance

Alliance Leisure start with the end in mind; delivering project success. Whilst every client’s objectives are different, similar themes run through all our projects:
To reduce deficit and maximise income potential
To provide an enhanced community asset
To make a positive impact on the health and wellbeing of the local community
To create a leisure destination for locals and the wider community
To reduce carbon emissions and provide a sustainable facility
Understanding these goals from the start allows us to support a client throughout the project rather than focus on these once the facility is open. Our team will provide support in the early stages of a development that will have a huge impact post-completion. For example, we work with clients on their brand development in the early stages to ensure that the brand style and messaging is considered in all aspects of the new build. Similarly we look at customer processes in the planning stages to make sure that what is delivered is suitable for your customers. An example of this would be looking at the group fitness programme and deciding what classes are most suitable for your local community and then building studios that suit the programme.
We have a huge wealth of experience in delivering successful projects, not only in the construction of the facility themselves, but in the delivery of the operations post-completion. Take a look at our case studies for more examples of project success.

Search Keywords: leisure, performance, success

The building contract is signed between ALS and the building contractor at the agreed “cost certainty” price, so ALS is the Employer in the building contract. Any price variation then becomes the risk of ALS (other than any variations specifically agreed between ALS and the Client).

Search Keywords: procurement, framework, construction, legals, leisure

Under the Delivery Agreement collateral warranties are required from the main contractor and nominated sub contractors. These are drawn in favour of the Client.

Search Keywords: procurement, framework, construction, legals, leisure

Guarantees and warranties for any equipment supplied as part of the Delivery Agreement will be drawn in favour of the Client.

Search Keywords: procurement, framework, legals, leisure

Yes, but depending on the nature of the product/service supplied it may have to sit outside the scope of works being delivered through the Framework (for example, you may want to purchase your fitness equipment) in which case we will coordinate to ensure a smooth interface.

Search Keywords: procurement, framework, construction, leisure

The OJEU compliant tender process was a robust process evaluating value for money.

On each project this process can be flexible according to client requirements. If required, we can conduct a mini competition based on supply chain registered under the Framework. Clients always retain the right to complete independent value for money analysis if they so wish.

All of the listed suppliers have to have met the Framework requirements and any new suppliers are required to be approved by Denbighshire County Council prior to their use on any given project.

Search Keywords: procurement, framework, leisure

Yes, but that would be a cost that would have to come out of the project. They would not replace the PM services delivered by ALS or its partners.

Search Keywords: framework, construction, leisure

They protect both Alliance and the Client as any failings of the builder will result in the Cli ent being able to claim against Alliance. They are contractually bound to do this and are also bound by their RICS standards. We have also delivered over 100 projects via this route.

Search Keywords: procurement, framework, construction, leisure, finance

The RIBA (Royal Institute of British Architects) stages of construction provide a structured framework for the design and construction process of a building project. There are seven stages: 1. Strategic Definition (establishing project objectives), 2. Preparation and Brief (developing the project brief and assessing resources), 3. Concept Design (exploring design ideas and establishing the project's direction), 4. Developed Design (refining the design and incorporating technical details), 5. Technical Design (producing detailed drawings and specifications), 6. Construction (managing the construction phase), and 7. Handover and Closeout (ensuring completion and handing over the building). These stages allow for systematic progression and effective communication throughout the lifecycle of the project, from inception to completion.
Our team will guide a client through the RIBA stages and be there every step of the way from scoping to handover and beyond.

Search Keywords: construction

Modern Methods of Construction (MMC) refer to innovative and efficient approaches to construction that deviate from traditional on-site building methods. These methods emphasize off-site fabrication, automation, and standardization to enhance quality, speed, and sustainability in construction processes. Some examples of MMC include:
Prefabrication: Components or entire building modules are manufactured off-site and then transported to the construction site for assembly.
Modular Construction: Buildings are constructed using pre-designed modules that are manufactured in factories and assembled on-site to form a complete structure.
Panelised Systems: Building components, such as wall panels or floor systems, are fabricated off-site and then assembled on-site like puzzle pieces.
3D Printing: Additive manufacturing techniques are used to create building components or even entire structures using specialized printers and materials.
Advanced Materials: Implementation of high-performance materials, such as structural insulated panels (SIPs), cross-laminated timber (CLT), or fibre-reinforced polymers (FRP), which offer improved strength, energy efficiency, and sustainability.
Robotics and Automation: Integration of robots and automated systems for tasks like bricklaying, concrete pouring, or assembly, leading to increased precision and productivity.
Digital Technologies: Adoption of Building Information Modelling (BIM), virtual reality (VR), and other digital tools for design, planning, coordination, and project management, facilitating communication and reducing errors.
These modern methods aim to streamline construction processes, reduce waste, enhance sustainability, improve quality control, and accelerate project timelines.
We work with our selection of contractors to deploy the most efficient method of construction for a project based on the client goals.

Search Keywords: construction