Forget traditional perceptions of conservative local authority operations: today a growing number of partnership operators and leisure trusts are evolving the public sector offering.
Spa is a particular case in point, with brands such as Everyone Active, One Leisure and Glasgow Life changing consumers’ impressions of local authority facilities and services ever since the trailblazing GLL Spa London and Pendle Wavelength developments broke onto the scene in 2007 – and they are reaping the rewards.
GLL director of operations Andy McCabe believes that “social trends evolve rapidly, and what was once considered unattainable luxury can quickly be perceived as a basic necessity and lifestyle choice”. Sarah Watts, MD of Alliance Leisure, goes further, saying: “Local authorities’ agendas have changed dramatically over the last decade with regards to leisure. Provision is no longer just about traditional sports; instead, it focuses on wellness and social cohesion. Leisure facilities are becoming community hubs that aim to address health issues. Essentially they are places of enrichment.”
Attracting new markets
This new spa market promises a variety of benefits to the forward-thinking operator. “A high quality health spa offering means you can compete against the high-end private membership and also help retention when challenged by the budget gym at the cheap end of the market,” says Sally Barnes, operations manager at GL1 for leisure trust Aspire.
In addition to competing for existing customers in the spa market, Phil Storey, CEO of Pendle Leisure Services, has seen a new demographic at the Pendle Wavelengths site: “Many people will not have the opportunity to experience a private spa. Inside Spa has enabled us to bring health and wellbeing spa services to everyone at an affordable price.”
“It’s an inclusive, holistic approach to health,” agrees Alison Norman, contract manager for Everyone Active’s new Westminster Lodge centre. “Traditional leisure customers find the services valuable, plus there’s a whole new demographic that is attracted and introduced to our wider offering.”
Alliance Leisure, among others, also cites complementary spa products as valuable contributors to the overall user experience and member retention. GLL’s ‘Gym & Tonic’ treatment, for example, is designed for pre/post workout, and in this way expands and complement the existing range of services. “This is in contrast to the private sector model, where spas have traditionally been standalone or within hotels,” says McCabe.
In addition, Pendle Leisure Services, Alliance Leisure, One Leisure and Everyone Active all agree that spas offer considerable revenue generation opportunities, and some relate this to supporting loss-making swimming pools.
Recipe for success
Heinz Schletterer, CEO and owner of the Schletterer International Group, says: “Public spas that are particularly successful are focusing on health elements, such as mineral- and trace element-enriched baths, healing liquid applications, relaxation programmes, steam and aroma baths, light and sound therapy. The public sector must not make the mistake of providing uninspired community wellness facilities for the sake of it, but needs authentic and competitive concepts in order to be successful.”
“Capital spend has to be controlled and linked to the affordability identified in the business plan,” adds Watts. “In our experience, capital costs of over £1.2m may not be viable in terms of creating a sustainable bottom line.”
Growing momentum
Not everyone agrees with the current move towards public sector spas. “Most council areas aren’t able to invest and maintain top-end facilities,” states Barr and Wray’s Lorne Kennedy. Competitor Dalesauna sees things differently however, with sales director Gerard McCarthy saying: “Public sector facilities are allowing people to embrace wellbeing activities as part of healthy lifestyles, not just guilty pleasures.”
Certainly there are a number of examples of successful public sector spa developments across the UK, from Glasgow and Pendle in the north to St Albans in the south. As demand and public opinion continues to evolve, perhaps the question isn’t if the UK public sector will catch up with the holistic health and wellbeing offer of its continental counterparts, but when.
